Training Effectiveness

92
Training Project Report On ³Training Effectiveness With Special Reference To Environment Management At SFC, Kota´ Submitted in partial fulfillment for the Award of degree of Master of Business Administration Submitted By: - Submitted To:- Megha Bhardwaj Dr. Payal Upadhyay MBA Part III (FACULTY) OKIMR 2008-2010 OM KOTHARI INSTITUTE OF MANAGEMENT & RESEARCH, KOTA (Affiliated to Rajasthan Technical University, Kota) http://www.SmartPDFCreator.com http://www.SmartPDFCreator.com http://www.SmartPDFCreator.com http://www.SmartPDFCreator.com http://www.SmartPDFCreator.com

Transcript of Training Effectiveness

Page 1: Training Effectiveness

Training Project Report On

“Training Effectiveness With Special Reference

To Environment Management At SFC, Kota”

Submitted in partial fulfillment for the Award of degree of

Master of Business Administration

Submitted By: - Submitted To:- Megha Bhardwaj Dr. Payal Upadhyay MBA Part III (FACULTY)

OKIMR

2008-2010

OM KOTHARI INSTITUTE OF MANAGEMENT & RESEARCH, KOTA

(Affiliated to Rajasthan Technical University, Kota)

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 2: Training Effectiveness

OM KOTHARI INSTITUTE OF MANAGEMENT & RESEARCH

(Affiliated to Rajasthan Technical University, Kota, Approved by All India Council for Technical Education – Government of India and Sponsored by Om kothari Foundation, Kota)

CERTIFICATE

This is to certify that Miss. MEGHA BHARDWAJ a student of MBA – II Year (Sem – III) at Om Kothari Institute of Management & research has completed Training Project Report entitled “A Study On Training Effectiveness with Special reference to Environment Management at SFC, Kota “. The project has been completed after studying for one year in MBA course and for partially fulfilling the requirements for awards of degree of Master of Business Administration of Rajasthan Technical University, Kota. The Training Project report has been completed under the guidance of “Dr. Payal Upadhyay” of OKIM&R and is as per norms and guidelines provided. Dr.K.C.Shringi Dr. Payal Upadhyay Director Academic Guide Kota Date:

A – 1, special I.P.I.A. Jhalawar road, Kota – 324005

Phone: 0744-2490878, 2490402, E-mail: [email protected] Fax: 0744-2438069

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 3: Training Effectiveness

OM KOTHARI INSTITUTE OF MANAGEMENT & RESEARCH

(Affiliated to Rajasthan Technical University, Kota, Approved by All India Council for Technical Education – Government of India and Sponsored by Om kothari Foundation, Kota)

CERTIFICATE

This is to certify that Miss. MEGHA BHARDWAJ a student of MBA – II Year (Sem – III) at Om Kothari Institute of Management & research has completed Training Project Report entitled “A Study On Training Effectiveness with Special reference to Environment Management at SFC, Kota “. The project has been completed after studying for one year in MBA course and for partially fulfilling the requirements for awards of degree of Master of Business Administration of Rajasthan Technical University, Kota. The Training Project Report has been evaluated and viva – voce conducted by the undersigned panel of examiners. The Project has been found Satisfactory and is recommended for acceptance. Prof. Prof. Internal Examiner External Examiner Kota Date:

A – 1, special I.P.I.A. Jhalawar road, Kota – 324005

Phone: 0744-2490878, 2490402, E-mail: [email protected] Fax: 0744-2438069

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 4: Training Effectiveness

PREFACE

Classroom teaching helps the student by making conceptual base clear, but on

the job training is a way, which helps the students to get the applied knowledge

of the concept. Normally the students are not aware of the actual requirement of

practical field, keeping in view this fact; a system of summer training has been

established to make the students acquainted of actual difficulties that are to be

faced in the demanding corporate sector. Summer training at DSCL, KOTA, has given me a great experience.

I was required to prepare a training report on the topic “A Study on Training Effectiveness with Special reference to Environment Management”. The

manager of human resource department helped me a lot to prepare this report.

.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 5: Training Effectiveness

Acknowledgement

I express my sincere thanks to my project guide, Dr. PAYAL UPADHYAY,

ASTT. FACULTY (OKIMR), HUMAN RESOURCES, for guiding me right form

the inception till the successful completion of the project. I sincerely acknowledge

her for extending their valuable guidance, support for literature, critical reviews of

project and the report and above all the moral support she had provided to me

with all stages of this project. I would also like to thank the supporting staff of library, for their help and

cooperation throughout our project.

(Signature of Student)

MEGHA BHARDWAJ

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 6: Training Effectiveness

DECLARATION

I hereby declare that the present report entitled a study practical application of “A Study On Training Effectiveness with Special reference to Environment Management” is

based on my original work and indebtedness to other work/publication has been duly

acknowledged at relevant place.

Submitted by

Megha Bhardwaj

MBA III Sem

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 7: Training Effectiveness

EXECUTIVE SUMMARY

My project includes the company profile of the company DSCL.

Company’s History

Core Value of Company

Awards & Testimonials

Executive Team

Business Team

Products of the company.

Project Profile Includes Various Points like :

Meaning Of HRM (Human Resource Management)

How makes the Training Effective

Environment management

o Get coach

o Bike set up

o Nutrition

o Recovery

o Listen to your body

o Winter Focus

o Become a Runner

o Become a Swimmer

It consists of a thorough study on the requirement of special training programmes on

Environment Management for the employees’ of this firm. I have also mentioned the need for

training effectiveness and how the organizers should check these programmes continuously

so that the employees can avail the best of it. I have conducted research on environment

management.

I conducted the survey by Questionnaire Method Of Feedback From the employees. how the

training program held on the environment management have really been able to serve their

motive and my analysis is based on the feedback forms that they filled up for my survey.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 8: Training Effectiveness

CONTENTS Chapter 1: Company Profile

1. History

2. Organization Structure

3. Achievements & Awards

4. product

Chapter 2:

1. Project Profile

2. Description of Project Chapter 3:

1. Research Methodology

2. Purpose of Research

3. Objective Of The Study

4. Types Of Research

5. Sampling Design

6. Define Universe

7. Methods Of Data Collection

8. Research Design 9. Limitation

Chapter 4:

Analysis & Interpretation

Chapter 5:

Facts and Findings

Chapter 6:

Conclusion Chapter 7:

Suggestions and Recommendation

Chapter 8:

Appendix

1. Bibliography

2. Questionniare

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 9: Training Effectiveness

Chapter 1:

Company Profile

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 10: Training Effectiveness

Sir Shri Ram

Nothing can better sum up the homage paid to great son and philanthropist of Delhi, Barey

Lalaji, Sir Shri Ram who began as a humble worker and went on to set up one of India's

largest business houses - the DCM Group. Not only did Lalaji achieve great height in

business enterprise; he also participated in full measure in the crucial early stages of nation

building.

Everyone is familiar with the name of multiple facets of the industries and institutions on

which he left his imprint - be it the DCM Limited, Bengal Potteries, Jay Engineering Works,

many sugar mills, Sindri Fertilizers, the Lady Shri Ram College, Shriram College of

Commerce, Delhi School of Economics and umpteen others. But who is this Barey Lalaji?

Born into a family of Agarwal banias of modest means, Shri Ram, in the 79 years of his life,

built an industrial empire manufacturing a vast variety of goods like - textiles, sugar, alcohol,

heavy, chemicals, vanaspati, pottery, fans, sewing machines, electric motors and

capacitors. The industrial legacy that he left behind was valued at Rs 600 million at the time

of his death.

Reared in milieu which graft nepotism, black marketing and tax evasion were considered a

must for success in business, Shri Ram set for himself rigid standards of morality in his

dealings with the public and government and made no compromises in order to earn more

money or gain a favor.

While himself deprived of opportunities for higher education, he nevertheless understood

how, important such education was in building the future of a nation.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 11: Training Effectiveness

As a result he helped to finance a network of schools, colleges, industrial institutes and

research laboratories. He was also the founder chairman of the Industrial Finance

Corporation and Chairman of Sindri Fertilizers, the first national venture in the public sector

in free India

Little is known of Shri Ram's ancestors. Khuswant Singh writes in his "Shri Ram: A

Biography" of the oldest family name on records, is the one of Kanji Mal. Nothing more is

known about him. One of Kanji Mal's descendants was Rattanchand who was a

confectioner. He was the grandfather of Shri Ram's grandfather.

Rattanchand was a man of influential means. He was able to secure for his son Badri Das,

the post of treasurer in the Karnal Commissariat of the British Army.

Badri Das was very mature for his age and he fared well by saving and investing in buying

real estate in Firozpur and Delhi. He died in 1874 leaving behind four sons of whom the

youngest, Bishambar Das was somewhat more distinguished. Bishambar Das had three

sons - Gopal Rai, Girdhari Lal and Madan Mohan Lal. Shri Ram was born to Madan Mohan

Lal and his wife Chando Devi on April 27, 1884.

While Shri Ram lacked formal education he read extensively. His reading included religious

scriptures, Sanskrit classics, Urdu and Persian poetry and some English biographies. He

assiduously cultivated men of learning and culture. But most of all he admired scientists on

whom he pinned his hopes for the salvation of his country. One of his lovable eccentricities

was that he carried out experiments to produce new varieties of food in his own room and

then subjected his none too robust digestive system to his new recipes.

The secret of Shri Ram's enlightened approach to people of different faiths lay in his basic

patriotism, making money was of little consequence to him; not once did he succumb to the

temptation of netting an extra buck or two in the black market or by evading tax.

He was an idealist who believed in raising India into an industrial nation. His love of India

did not make him dislike or distrust Pakistan. Many of his friends were the members of the

Muslim League.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 12: Training Effectiveness

At the behest of his friend in Lyallpur Cotton Mills in Pakistan, Khan Sahib Ahmed Islam

Khan, he laid the foundation of a mushaira what in the later years came to be known as the

Shanker-Shad Mushaira.

Shri Ram had this uncanny ability to spot the right man for the right job a rare quality that

contributed to his success. He made many mistakes in the choice of friends but seldom did

he err in the selection of a business executive.

Shri Ram's choice was not based on the scrutiny of a "Curriculum Vitae" but on an inborn

gift, a sort of built-in Geiger-counter which ticked when he came across the man he was

looking for.

This helped him to pick up a humble mistry and make him a work manager, to convert an

engineer into an administrator, to mould a perfume-seller into the overall head of a vast

enterprises producing precision instruments and so on.

So sure was Shri Ram with this instinct that once he made up his mind about the man, he

gave that man every latitude, there after his sole concern was with the results.

Shri Ram, described by his umpteen friends, was indeed a true friend. He refused to

believe that any of his friends exploited him. And many did quite blantantly. He made

friendship into an article of faith.

"His house was like a dharamshala" remarks 90 years old freedom fighter Aruna Asaf Ali.

He was unable to eat food unless every seat at the table was occupied. This indiscriminate

hospitality at times

Caused great strain to the members of his family. But his principle was, "the more, the

merrier."

While just in his thirties, Shri Ram got himself known in the industrial as well as the

educational circles. He was nominated to the Delhi Municipal Committee.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 13: Training Effectiveness

Through his business connections with Ram Bahadur Lala Sultan Singh and more to with

that of his son, Raghubir Singh, who had started the Modern School in Delhi, Shri Ram

began to think of problems of education in India.

He ensured that his sons Murli Dhar, Bharat Ram and Charat Ram went to the Modern

School where children of more advanced Indian families were studying.

He also was instrumental in setting up several prestigious institutions of higher learning and

arts such as the Lady Shri Ram College and Delhi School of Economics, Shriram Center for

Performing Arts etc.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 14: Training Effectiveness

The Road Ahead

We are an integrated business conglomerate, with a group turnover of Rs. 2940 crores.

Our business portfolio comprises of primarily two types of business i.e.

(i) Energy Intensive products

(ii) Agri products (inputs as well as outputs) and services.

We have manufacturing facilities at Kota (Rajasthan), Bharuch (Gujarat), and Ajbapur,

Rupapur, Hariawan and Loni(UP).

Our hybrid seed operations are at Hyderabad (India), Vietnam, Philippines and Thailand.

The Company also has its windows fabrication units at Bhiwadi, Bangalore, Mumbai,

Hyderabad and Chennai

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 15: Training Effectiveness

Our strengths are:

• Strong energy management expertise both in the area of generation as well as

effective utilization of energy.

• Deep understanding and knowledge of Indian rural milieu developed with over 40

years of close work with farmers to improve his economics.

• Well-established presence and strong brand across the entire agri-space in India.

• Integration through Integrated manufacturing facilities and thru utilization of

competencies/resources across businesses is a major value enhancer.

We are building on the above strengths to develop a business profile which enjoys strong

cost competitive position and delivers superior value to our customers simultaneously. We

are further integrating our business portfolio to add value added products/services and

solutions to the commodity businesses.

We have implemented plans resulting in significant volume growth in past 2-3 years in most

of our existing commodity businesses and expect significant value/growth through value

add businesses in longer term.

The company has invested Rs.1300 crores in the past three years and plans to invest

approximately Rs. 500 crores in the next two years, to expand its business operations.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 16: Training Effectiveness

Agri-business

This business is a key growth driver for us, and we are present across the entire Agri input,

output and services value chain.

We have established strong relationships with the country's farming community over

decades of operation in this sector based on trust, reliability and superior value to the

customer.

Urea,SSP, soluble fertilizers, micro nutrients, pesticides, and hybrid seeds form our agri

input offerings, while sugar and seeds are the agri outputs we produce & market.

We have been present in the agri services area through over a hundred Shriram Krishi

Vikas Kendras, Helping the rural household's farmers in adopting latest farming practices

and improving their well being.

The Company plans to expand its Hariyali Kisaan Bazaar through

proactive investments.

• Sugar: Increase its Power co-generation capacity from 70.5 MW to 94.5 MW out of

which the company would supply approximately 46 MW to the grid.

The company would be incurring approximately Rs.50 crores in the above expansions

• Hariyali Kisaan Bazaar:HKB initiative is a unique rural retail initiative based on

building “trusted farmer relationships” to create a rural hub that makes agri,

consumer products (of all manufacturers) and agri-services available to farmers in a

fair, transparent and convenient format.

• We are the first company to implement such an initiative and initial response has been very

encouraging in terms of footfalls and conversion. We currently have over 150 such bazaars in

operation and plan to increase it to 300 by Dec 2008.

Energy Intensive Business

• Chlor alkali: The Company plans to increase the capacity of its chlor-alkali

manufacturing facility at Bharuch from 200 TPD to 360 TPD. Further, it also plans to

set up a 48 MW coal based power plant in replacement of the existing 24MW

furnace oil based power plant to generate economical power at Bharuch.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 17: Training Effectiveness

• The use of imported coal or gas as input will enhance cost efficiency of the plant at

Bharuch. With this expansion, which is expected to be completed by Q1 FY09, the

Company’s chlor-alkali capacity will increase to 670 TPD.

DSCL's core values and beliefs are a reflection of its commitment to build a world class,

learning organization, striving for excellence in all its endeavors.

Customer Focus

• Be sensitive to the needs of the customer; develop superior customer insight

• Commitment to surpass expectations and deliver superior value

Innovation and Excellence

• Strive to think differently and promote creativity

• Make continuous improvement a way of life; drive excellence

People Development

• Continuously improve and upgrade the skills and competencies of our people

• Support people to realize their potential

Team work

• Work closely as a cohesive, well-knit team

• Inculcate a spirit of openness and collaboration

Relationships and Human Dignity

• Value people and partnerships

• Nurture understanding, compassion, trust and respect in all relationships

Social Responsibility and Ethics

• Be a socially responsible corporate, addressing the needs of the community and

environment

• Conduct business ethically

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 18: Training Effectiveness

Social Responsibility

A Responsible Corporate Citizen Continuing with the long history of social commitment

projects started by the founder Sir Shriram, DSCL has been making meaningful

contributions to the society in the different areas.

Agriculture Extension activity

DSL’s Shriram Krishi Vikas Kendra’s (SKVK's) operate with the objective to impart scientific

knowledge to the farmers to enhance their profitability covering crop cycle and harvesting

etc. SKVK's support the farmers in their work and life through adoption of villages. The

SKVK's provide help in meeting educational, hygiene, sanitation needs for the community

as well as healthcare support for animal husbandry.

Health Care

In its endeavor to serve the society around its operating locations, DSCL has equipped

Maharao Bhim Singh (MBS) Hospital, Kota with a state of art intensive care unit - 'The

Shriram ICU' and Private rooms- 'The Shriram Wards'. The company organizes healthcare

camps in its adopted villages and centres to create awareness on diseases like AIDS and

Cancer. Periodic Eye check-up camps are arranged and Family Planning programmes

encouraged by incentive schemes for the villages around its areas of operation

Education

To encourage meritorious and needy students in the fields of Engineering, Medicine,

Agriculture and Management, the company has instituted Scholarships at various

educational institutions in Rajasthan. DSCL runs a 'Primary Education Programme' for the

girl child, which provides for support on books, school bags and uniforms.

The company has also contributed for construction of school buildings both in cities & rural

areas. A recent project was the reconstruction of the Primary School building at

Gandhidham in Bhuj district of Gujrat - its building was reduced to rubble in the Earthquake

in Jan,2001

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 19: Training Effectiveness

Ajay S. Shriram Chairman & Senior Managing Director

Vikram S. Shriram Vice Chairman & Managing Director

Ajit S. Shriram Director (Sugar Business)

Rajiv Sinha Deputy Managing Director

S. D. Omchary Chief Executive Director (Textile/ Real Estate Development)

S. K. Agrawal Senior Executive Director (Chemical Business)

Dr. G. C. Dutta Roy Chief Executive (Energy Business)

K. K. Kaul Executive Director & Resident Head (Kota)

S. Radhakrishna Executive Director (Sugar Business

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 20: Training Effectiveness

Names and Designations of Directors:

S. No. Name Designation 1. Shri Ajay S. Shriram Chairman & Senior Managing Director 2. Shri Vikram S. Shriram Vice Chairman & Managing Director 3. Shri Rajiv Sinha Dy. Managing Director 4. Shri Ajit S. Shriram Director (Sugar) 5. Dr. S. S. Baijal Director 6. Shri Arun Bharat Ram Director 7. Shri Pradeep Dinodia Director 8. Shri Vimal Bhandari Director 9. Shri Sunil Kant Munjal Director

10. Shri D. Sengupta Director

11. Shri S. C. Bhargava (LIC Nominee) Director

12. Dr.N.J.Singh Whole Time Director,(EHS).

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 21: Training Effectiveness

Ajay S Shriram Chairman & Senior Managing Director

Mr Vikram S Shriram Vice Chairman & Managing Director

Mr Rajiv Sinha Dy. Managing Director

Mr Ajit S Shriram Director (Sugar Business)

Mr S D Omchary Chief Executive Director (Textile/ Real Estate Development)

Mr S K Agrawal Senior Executive Director (Chemical Business)

Mr K K Kaul Executive Director & Resident Head Kota manufacturing complex

Mr Sunil Radhakrishna Executive Director Sugar Business

Dr G C Datta Roy Chief Executive Energy Business

Mr Sovan Chakrabarty President & Business Head Agri Inputs

Mr Rajat Mukerjei Senior Vice President and SBU Head- Plastics

Mr Rajesh Gupta President and Business Head “Hariyali”

Dr G Mukhopadhyay Vice President & Business Head Shriram PolyTech

Mr Sandeep Mathur Senior Vice President & Business Head Fenesta™ Building Systems

Mr J K Jain Chief Financial Officer (CFO)

Mr. Sushil Baveja Head - Corporate HR

Mr B L Sachdeva Company Secretary

Dr Sharad Sharma President Shriram Bioseeds Genetics India Ltd.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 22: Training Effectiveness

AWARDS AND TESTIMONIALS

YEAR AWARD

2002-03

Center for Science and Environment (CSE) Award: Green Rating for Chlor-Alkali

Industry-Unit SAC ranked 2nd

2001-02 TERI Corporate Environment Award 2001

2001-02 National Award for Oil Conservation - SAC Bharuch

2000-01 National Award for Energy Efficiency - SFC Kota & SAC Bharuch

1999-00

NCBM Award for "Best Improvement in Thermal Energy Performance in Cement

Industry"

1998-99 SAP R-3/SAP Star Customer Award 1998

1996-97 NPC Award for Second Best Productivity Performance in Fertilizer Industry

1995-96 FAI’s Runner Up Award for "Best Production Performance of Nitrogenous Fertilizer Unit"

1994-95 NPC Award for "Best Productivity Performance in Cement Industry"

1993-94 NPC Runner Up Award for "Best Productivity Performance in Cement Industry"

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 23: Training Effectiveness

1993-94 Fai’s Award for "Best Productivity Performance of Nitrogenous Fertilizer Unit"

1992-93 NCCBM Award for "Best Improvement in Energy Performance"

1991-92

National Award for "Public Recognition of Outstanding Activity for Prevention & Control

of Pollution"

1990-91 RPCB Award for "Excellence in Pollution Abatement Measures"

1990-91 NPC Award for "Best Productivity Performance in Fertilizer Industry"

1990-91 FAI’s Runner Up Award for "Best Production Performance of Nitrogenous Fertilizer Unit"

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 24: Training Effectiveness

PRODUCTS To handle the requirements of a huge enterprise and the responsibilities of the firm as a

huge industry, DCM was restructured in 1990 into the following four companies.

1. DCM SHRIRAM CONSOLIDATED LIMITED

2. DCM SHRIRAM INDUSTRIES LIMITED

3. DCM LIMITED

4. SHRIRAM INDUSTRIES ENTERPRISES LIMITED

(A) DCM SHRIRAM CONSOLIDATED LIMITED-: The following are the various divisions

of DSCL.

S.

No. Name of the unit Location Products

1. 2. 3. 4. 5. 6. 7. 8.

Shriram Fertilisers&Chemicals Shriram Cement Works Swatantra Bharat Mill. DCM Silk Mill Shriram Alkali & Chemicals DSCL Energy Services Co. Shriram Polytech Limited Fenesta Building Systems

Kota Kota Tonk Alwar Bharuch Delhi Kota Kota/Bhiwadi/ Mumbai/Bangalore

Urea Cement Textile Textile Chlor Alkali Consulting PVC Compounding Window/Door Profiles

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 25: Training Effectiveness

Chapter 2:

PROJECT PROFILE

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 26: Training Effectiveness

Human Resources Management

The Human Resources Management (HRM) function includes a variety of activities, and

key among them is deciding what staffing needs you have and whether to use independent

contractors or hire employees to fill these needs, recruiting and training the best

employees, ensuring they are high performers, dealing with performance issues, and

ensuring your personnel and management practices conform to various regulations.

Activities also include managing your approach to employee benefits and compensation,

employee records and personnel policies. Usually small businesses (for-profit or nonprofit)

have to carry out these activities themselves because they can't yet afford part- or full-time

help. However, they should always ensure that employees have -- and are aware of --

personnel policies which conform to current regulations.

These policies are often in the form of employee manuals, which all employees have.

Note that some people distinguish a difference between between HRM (a major

management activity) and HRD (Human Resource Development, a profession).

Those people might include HRM in HRD, explaining that HRD includes the broader range

of activities to develop personnel inside of organizations, including, eg, career development,

training, organization development, etc.

There is a long-standing argument about where HR-related functions should be organized

into large organizations, eg, "should HR be in the Organization Development department or

the other way around?"

The HRM function and HRD profession have undergone tremendous change over the past

20-30 years.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 27: Training Effectiveness

Many years ago, large organizations looked to the "Personnel Department," mostly to

manage the paperwork around hiring and paying people.

More recently, organizations consider the "HR Department" as playing a major role in

staffing, training and helping to manage people so that people and the organization are

performing at maximum capability in a highly fulfilling manner. Human resource

management (HRM) is a term which is now widely used but very loosely defined.

In this paper it is argued that if the concept is to have any social scientific value, it should be

defined in such a way as to differentiate it from traditional personnel management and to

allow the development of testable

Hypotheses about its impact. Based on theoretical work in the field of organizational

behavior it is proposed that HRM comprises a set of policies designed to maximize

organizational integration, employee commitment, flexibility and quality of work.

Within this model, collective industrial relations have, at best, only a minor role. Despite the

apparent attractions of HRM to managements, there is very little evidence of any quality

about its impact.

Furthermore very few UK organizations appear to practice a distinctive form of HRM,

although many are moving slowly in that direction through, for example, policies of

employee involvement.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 28: Training Effectiveness

".......those decisions and actions which concern the management of employees at all levels

in the business and which are related to the implementation of strategies directed towards

creating and sustaining competitive advantage"

The goal of human resource management is to help an organization to meet strategic goals

by attracting, and maintaining employees and also to manage them effectively.

The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the

management of an organization's employees, and the overall strategic direction of the

company (Miller, 1989).

The basic premise of the academic theory of HRM is that humans are not machines,

therefore we need to have an interdisciplinary examination of people in the workplace.

Fields such as psychology, industrial engineering, industrial and organizational psychology,

industrial relations, sociology, and critical theories: postmodernism, post-structuralism play

a major role. Many colleges and universities offer bachelor and master degrees in Human

Resources Management.

One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4

fields for the HRM function:

* Strategic business partner

* Change agent

* Employee champion

* Administration

However, many HR functions these days struggle to get beyond the roles of administration

and employee champion, and are seen rather as reactive than strategically proactive

partners for the top management.

In addition, HR organizations also have the difficulty in proving how their activities and

processes add value to the company. Only in the recent years HR scholars and HR

professionals are focusing to develop models that can measure if HR adds value.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 29: Training Effectiveness

Training

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of skills,

concepts, rules, or changing of attitudes and behaviors to enhance the performance of

employees.

Training is activity leading to skilled behavior.

• It’s not what you want in life, but it’s knowing how to reach it

• It’s not where you want to go, but it’s knowing how to get there

• It’s not how high you want to rise, but it’s knowing how to take off

• It may not be quite the outcome you were aiming for, but it will be an outcome

• It’s not what you dream of doing, but it’s having the knowledge to do it

• It's not a set of goals, but it’s more like a vision

• It’s not the goal you set, but it’s what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the current situation

looks) at present, and where you will be after some point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through

professional development.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 30: Training Effectiveness

ROLE OF TRAINING

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 31: Training Effectiveness

Training Objectives Training objective is one of the most important parts of training program. While some

people think of training objective as a waste of valuable time.

The counterargument here is that resources are always limited and the training objectives

actually lead the design of training.

It provides the clear guidelines and develops the training program in less time because

objectives focus specifically on needs. It helps in adhering to a plan.

Training objectives tell the trainee that what is expected out of him at the end of the training

program. Training objectives are of great significance from a number of stakeholder

perspectives,

1. Trainer

2. Trainee

3. Designer

4. Evaluator

Trainer – The training objective is also beneficial to trainer because it helps the trainer to

measure the progress of trainees and make the required adjustments.

Also, trainer comes in a position to establish a relationship between objectives and

particular segments of training.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 32: Training Effectiveness

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 33: Training Effectiveness

Trainee – The training objective is beneficial to the trainee because it helps in reducing the

anxiety of the trainee up to some extent.

Not knowing anything or going to a place which is unknown creates anxiety that can

negatively affect learning. Therefore, it is important to keep the participants aware of the

happenings, rather than keeping it surprise.

Secondly, it helps in increase in concentration, which is the crucial factor to make the

training successful. The objectives create an image of the training program in trainee’s mind

that actually helps in gaining attention.

Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving

those goals is much higher than the situation in which no goal is set. Therefore, training

objectives helps in increasing the probability that the participants will be successful in

training.

Designer – The training objective is beneficial to the training designer because if the

designer is aware what is to be achieved in the end then he’ll buy the training package

according to that only.

The training designer would then look for the training methods, training equipments, and

training content accordingly to achieve those objectives. Furthermore, planning always

helps in dealing effectively in an unexpected situation.

Consider an example; the objective of one training program is to deal effectively with

customers to increase the sales.

Since the objective is known, the designer will design a training program that will include

ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in

unexpected situation i.e. when there is a defect in a product or when a customer is angry.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 34: Training Effectiveness

Evaluator – It becomes easy for the training evaluator to measure the progress of the

trainees because the objectives define the expected performance of trainees. Training

objective is an important to tool to judge the performance of participants.

Importance Of Training and Development

• Optimum Utilization of Human Resources – Training and Development helps in optimizing

the utilization of human resource that further helps the employee to achieve the

organizational goals as well as their individual goals

• Development of Human Resources – Training and Development helps to provide an

opportunity and broad structure for the development of human resources’ technical and

behavioral skills in an organization. It also helps the employees in attaining personal

growth.

• Development of skills of employees – Training and Development helps in increasing the

job knowledge and skills of employees at each level. It helps to expand the horizons of

Human intellect and an overall personality of the employees.

• Productivity – Training and Development helps in increasing the productivity of the

employees that helps the organization further to achieve its long-term goal.

• Team spirit – Training and Development helps in inculcating the sense of team work, team

spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the

employees.

• Organization Culture – Training and Development helps to develop and improve the

organizational health culture and effectiveness. It helps in creating the learning culture

within the organization.

• Organization Climate – Training and Development helps building the positive perception

and feeling about the organization. The employees get these feelings from leaders,

subordinates, and peers.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 35: Training Effectiveness

• Quality – Training and Development helps in improving upon the quality of work and work-

life.

• Healthy work-environment – Training and Development helps in creating the healthy

working environment. It helps to build good employee, relationship so that individual goals

aligns with organizational goal.

• Health and Safety – Training and Development helps in improving the health and safety of

the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of the work force.

• Image – Training and Development helps in creating a better corporate image.

• Profitability – Training and Development leads to improved profitability and more positive

attitudes towards profit orientation.

• Training and Development aids in organizational development i.e. Organization gets more

effective decision making and problem solving. It helps in understanding and carrying out

organisational policies

• Training and Development helps in developing leadership skills, motivation, loyalty, better

attitudes, and other aspects that successful workers and managers usually display.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 36: Training Effectiveness

Models of Training Training is a sub-system of the organization because the departments such as, marketing &

sales, HR, production, finance, etc depends on training for its survival. Training is a

transforming process that requires some input and in turn it produces output in the form of

knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular

function. An organization is a system and training is a sub system of the organization.

The System Approach views training as a sub system of an organization. System Approach

can be used to examine broad issues like objectives, functions, and aim. It establishes a

logical relationship

between the sequential stages in the process of training need analysis (TNA),

formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man,

material, time required in every system to produce products or services. And every system

must have some output from these inputs in order to survive.

The output can be tangible or intangible depending upon the organization’s requirement. A

system approach to training is planned creation of training program. This approach uses

step-by-step procedures to solve the problems.

Under systematic approach, training is undertaken on planned basis. Out of this planned

effort, one such basic model of five steps is system model that is explained below.

Organization are working in open environment i.e. there are some internal and external

forces, that poses threats and opportunities, therefore, trainers need to be aware of these

forces which may impact on the content, form, and conduct of the training efforts.

The internal forces are the various demands of the organization for a better learning

environment; need to be up to date with the latest technologies.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 37: Training Effectiveness

The three model of training are: 1. System Model 2. Instructional System Development Model 3. Transitional model

Methods of Training

There are various methods of training, which can be divided in to cognitive and behavioral

methods. Trainers need to understand the pros and cons of each method, also its impact

on trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various

methods under Cognitive approach provide the rules for how to do something, written or

verbal information, demonstrate relationships among concepts, etc. These methods are

associated with changes in knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:

LECTURES

DEMONSTRATIONS

DISCUSSIONS

COMPUTER BASED TRAINING (CBT)

INTELLEGENT TUTORIAL SYSTEM(ITS)

PROGRAMMED INSTRUCTION (PI)

VIRTUAL REALITY

Behavioral methods are more of giving practical training to the trainees. The various

methods under Behavioral approach allow the trainee to behavior in a real fashion. These

methods are best used for skill development.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 38: Training Effectiveness

Another Method is MANAGEMENT DEVELOPMENT METHOD –

MANAGEMENT DEVELOPMENT –

The more future oriented method and more concerned with education of the employees. To

become a better performer by education implies that management development activities

attempt to instill sound reasoning processes.

Management development method is further divided into two parts:

ON THE JOB TRAINING –

The development of a manager’s abilities can take place on the job. The four techniques for

on-the job development are:

• COACHING

• MENTORING

• JOB ROTATION

• JOB INSTRUCTION TECHNIQUE (JIT)

OFF THE JOB TRAINING –

There are many management development techniques that an employee can take in off the

job. The few popular methods are:

SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS

STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 39: Training Effectiveness

INPUTS IN TRAINING AND DEVELOPMENT

A training & development programme must contain inputs which enable the participants to

gain skills, learn theoretical concepts and help acquire vision to look into the distant future.

In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal

changes and stress upon decision making and problem solving abilities.

SKILLS--: Training is imparting skills to employees. A worker needs skills to operate

machines and use other equipments with least damage and scrap.

Employees, particularly supervisors and executives need interpersonal skills. They are

needed to understand oneself and others better and act and behave accordingly.

EDUCATION--: The purpose of education is to teach theoretical concepts and develop a

sense of reasoning and judgment. It is well understood by HR specialists that any training

programme must contain an element of education.

Organizations must encourage part time basis programmes and other refresher courses

conducted by various institutes and business schools.

DEVELOPMENT--: Another component of training and development programmes is

development which is less skill oriented but stresses on knowledge. Knowledge about

businesses environment, management principles and techniques, human relations, specific

industry analysis and the like is useful for better management of a company.

ETHICS--: There is a need for imparting greater ethical orientation to a training and

development programme. There is no denial of the fact that ethics are largely ignored in

businesses. Unethical practices abound in various spheres in a organization. They are less

seen in personnel functions. It is the duty of the HR manager to enlighten all the employees

in the organization about the need for ethical behavior.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 40: Training Effectiveness

ATTITUDINAL CHANGES--: Attitudes represent feelings and beliefs of individuals towards

others. Attitudes affect motivation, satisfaction and job commitment. Negative attitudes

need to be converted into positive attitudes. Changing negative attitudes is difficult because

• Employees refuse to change

• They have prior commitments

• Information needed to change attitudes may not be sufficient.

DECISION MAKING AND PROBLEM SOLVING SKILLS--: They focus on methods and

techniques for making organizational decisions and solving work related problems.

This kind of learning seeks to improve trainees’ abilities to define and structure problems,

collect and analyze information, generate alternative solutions and make an optimal

decision among alternatives.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 41: Training Effectiveness

Training Effectiveness

Effectiveness

Effectiveness is the extent to which an activity fulfils its intended purpose or function.

Fraser (1994, p. 104) defined it thus:

Effectiveness: This is a measure of the match between stated goals and their

achievement.

It is always possible to achieve ‘easy’, low-standard goals. In other words, quality in

higher education cannot only be a question of achievements ‘outputs’ but must also

involve judgements about the goals (part of ‘inputs’)

Erlendsson (2002) defines effectiveness as:

the extent to which objectives are met (‘doing the right things’).

The UNESCO definition is

Effectiveness (educational): An output of specific review/analyses (e.g., the WASC

Educational Effectiveness Review or its Reports on Institutional Effectiveness) that

measure (the quality of) the achievement of a specific educational goal or the degree

to which a higher education institution can be expected to achieve specific

requirements.

It is different from efficiency, which is measured by the volume of output or input

used. As a primary measure of success of a programme or of a higher education

institution, clear indicators, meaningful information, and evidence best reflecting

institutional effectiveness with respect to student learning and academic

achievement have to be gathered through various procedures (inspection,

observation, site visits, etc.).

Engaging in the measurement of educational effectiveness creates a value-added

process through quality assurance and accreditation review and contributes to

building, within the institution, a culture of evidence. (Vlãsceanu et al., 2004, p. 37)

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 42: Training Effectiveness

Wojtczak (2002) defines effectiveness in the context of medial education:

Effectiveness: A measure of the extent to which a specific intervention, procedure, regimen,

or service, when deployed in the field in routine circumstances, does what it is intended to

do for a specified population. In the health field, it is a measure of output from those health

services that contribute towards reducing the dimension of a problem or improving an

unsatisfactory situation.

Effectiveness as a political construct

Effectiveness is neither self-evident, ‘objective’ nor value neutral as a concept. Sammons

(1996, p. 117) notes that ‘Effectiveness is not a neutral term ... criteria of effectiveness will

be the subject of political debate’. Furthermore. ‘research demonstrates that judgments

about schools’ effectiveness needs to make specific reference to questions such as:

Effective in promoting which outcomes?

Effective over what time period? Effective for whom? School effectiveness is perhaps best

seen as a relative term which is dependent upon time, outcome and student group’

(Sammons, 1996, p.143). Her view is that effectiveness should be measured using

comparative value added criteria : what extra value does an institution add to its students

compared to institutions serving similar intakes.

West (1999) argues that:

In relation to training, as opposed to education, one way of looking at the issue of

effectiveness is in terms of whether there are ‘identifiable economic outcomes’.

A broader definition still focuses on the extent to which training ‘meets its objectives’.

Descy and Westphalen (1998) define this more precisely as training that ‘meets its

objectives as defined by its funding body’.

This is a useful definition since it is undoubtedly the funding body that ultimately decides

whether or not training will be made available.

Whilst this is a useful heuristic, there are two points to bear in mind. First, it is not always

the case that the funders’ precise objectives are transparent, although their general aims

may be.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 43: Training Effectiveness

Second, whilst the funders may have objectives, it is only by relating the extent to which

these are perceived to have been met – by the various stakeholders (e.g. individuals,

enterprises) – that one can really understand the extent to which the training has been

effective.

There may also be unintended consequences of training that aid an individual’s

employability – for example, improving ‘soft skills’ such as an individual’s self-esteem,

motivation or ability to work in a team.

Why evaluate training effectiveness?

The purpose of this research is to understand the multiple factors influencing occupational

education and training effectiveness.

NIOSH evaluates the audience impact of training programs and their components by

investigating:

• Theoretical models gleaned from health promotion, psychology, learning and educational

perspectives

• The role of attitudes, beliefs, behavioral intentions, and other characteristics of the

individual that affect learning and transfer of learning into action

• Barriers affecting adoption of health and safety behaviors promoted by training

• Environmental influences on occupational safety and health training

The results of effectiveness research are often used to improve a safety training program

and/or safety training product. Researchers determine the optimal approach or media to be

used to communicate and educate audiences about occupational safety and health issues.

The effects of these improvements to training programs/products is demonstrated through

increased audience awareness of a particular set of health risks, modification of a set of

behaviors, development of sound workplace safety practices, or modifications to the work

environment.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 44: Training Effectiveness

Tools and Methods Used in Evaluation

• Audience surveys

• Focus groups

• Computer-based laboratory testing

• Development of training materials from brochures to videos

• Field studies

• Statistical analyses

• Education and curriculum development

How to make trainings more effective

A little while back I presented a seminar at an "Iron virgins" meeting. The last question I was

asked was, "What's the most important piece of advice you would give someone doing Iron

man for the first time?"

A very good question and one which took me about a nanosecond to come up with an

answer. In my opinion there are two pieces of advice which everyone should take on board.

Firstly, get a coach, and secondly get your bike set up correctly for Iron man.

In this article I will elaborate on the previous mentioned advice as well as offer you a bonus

eight more!

1) Get a coach - find a coach and a program that you believe in.

After a six year break from Iron man, including a couple of years overseas doing precious

little, I decided to get a coach and stick to a programme written by someone other than

myself for probably the first time ever at the end of 2002.

I felt this would take the pressure off myself to get me back in shape. I also felt I needed

new ideas. I literally bumped into Brendon Downey at a sports expo and my coach finding

problem was solved. Why did I choose him?

Firstly, because I knew him and I like and respect the guy (we went to Otago University

together). Secondly, he is educated (he has a degree in Physiology and has other

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 45: Training Effectiveness

qualifications to boot). Thirdly, he has been there and done it (sub 9 hour Iron man when he

was 23 years old), and finally, he has years (at least 12) of coaching experience and was/is

currently involved in coaching and is up to the play with the latest coaching methods and

research.

So there we have the four qualities I would look for in a coach. Once you have a coach in

mind sit down and hear what their coaching philosophy is.

Are they a `smash yourself silly until you break through the barrier' type of coach or are they

a calculating type of coach who finds the best/easiest method to get the results? I know

which type of coach and which type of approach I prefer, and for that matter which one

hurts less!

2) Bike set-up- The majority of your Ironman day and your training time is probably spent on the bike. It is

all very well having your bike setup so you can put out huge amounts of power and/or setup

so you are extremely aerodynamic, but if you can't ride comfortably in your chosen position

for 180km then the benefits of that position are lost.

At the end of the day, at the 140km mark in Iron man you should be feeling comfortable

enough to be riding at race pace on your aero bars into a head wind if there is one. If you

can't, then chances are your bike setup is worn

Bike position is a factor of comfort, power and aerodynamics. In my opinion, for Ironman

comfort is the primary variable.

If you are comfortable (on your aerobars) then you are likely to be producing good power. I

believe aerodynamics is the least important variable.I have met only one person who I trust

to position an athlete correctly on a triathlon bike. That person is Paul Allen.

He even built bikes to accommodate this position. Before every Ironman I get Paul to check

my position (alterations to bike component and body weight affect position). The one time I

didn’t get him to check it, I ended up having my worst Ironman ride. I won’t make the same

mistake twice.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 46: Training Effectiveness

3) Nutrition- This is a huge one. Pre training, training, post training, pre race, race, post race and any

other time, nutrition is a key component to performance.

As athletes doing exercise outside the boundaries considered normal, we must have

nutrition plans outside what is considered normal.

This includes taking supplements, increased amounts of protein and a good amount of

carbohydrates. Prior to NZ IM 2004 I attended a seminar presented by Gordo Byrn and

Scott Molina.

One of the messages I got from this seminar was that nutrition was probably the key

component to improving an athletes performance.

Good nutrition allows good quality training, good recovery and good race day performance.

Sitting down with someone with Ironman nutrition experience well before the big day could

prove to be the best thing you could do.

EnduranceCoach.com offers Race Nutrition packages for athletes - visit our Nutrition page

here for more information.

4) Recovery- This seems to be the part of triathletes training program which is neglected. Too often it is

either not scheduled, ignored, or done incorrectly (recovery days are different for everyone

but may consist of a 3km swim, a 60 min ride, 60 mins of pilates or a game of squash... or a

combination of these things).Your body adapts following stress, so give it a period of time

when it is not stressed.

Often you read how much training the big guns do, and it's impressive. Very rarely do you

read about the rest weeks/periods they have. Sure sometimes you have to train when you

are fatigued but a good program will have regular periods of rest and recovery.

This allows adaptation, you come back bigger, stronger and faster. It also allows a chance

for you to recover mentally (and perhaps learn the name of family members once again).

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 47: Training Effectiveness

DON'T BE AFRAID TO REST. so under recovery, I would include things such as standing

in the lake (cold water) after pounding your legs, icing sore muscles (doing the hot and cold

regime for the keen ones), protein recovery drinks, afternoon naps, plenty of sleep,

nutrition, massage, stretching, rehab exercises if you have an injury,

5) Choose your training partners well- Just because you perform the same as another athlete doesn't mean they will make a good

training partner. How a person trains and their psychology are important factors when

choosing training partners.

Run and cycle training in particular require you to train at an intensity and duration specific

to you and what you are trying to achieve in a particular session and training block.

Be careful not to be sucked into training at someone else's intensity or duration. Do what

you need to do from your program.

Try to avoid training with people who can't help but try and prove they are fitter than you.

There is nothing more frustrating than training with someone who `half-wheels' you on the

bike or runs a step in front of you all day.

Also watch for people who surge on every hill then expect you to keep up or catch up. If you

use a heart-rate monitor you will know how hard you should be training. Don't let anyone

interfere with what you are trying to achieve.

6) Listen to your body- Unfortunately your body isn't a machine. A good training program will include sessions of

duration and intensity which you should be able to achieve.

However, sometimes sessions need to be changed due to how you feel. This could be due

to tiredness, illness, stress, lack of sleep and so on. You may notice your heart rate is

elevated or you can't raise it to the required level when training, your legs may feel heavy or

sore, or you may just feel extremely tired.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 48: Training Effectiveness

So if you are physically unable to complete a session in your programme as it is written

then you need to be prepared to alter the session or abandon it. Generally the first thing

you change in a session is the intensity.

You may need to back off a bit to complete the session. The second thing you look at

changing is the duration. Cut the session short. The final thing you change is the frequency.

Skipping the session is usually your third alternative.

Modifying the activity, perhaps substituting a swim for a run or bike, is also an option. Often

it is a good idea to consult your coach before making too many modifications. Coach

Brendon has written a full article called "Thinking on Your Feet" on this point only - read it

here.

7) Winter Focus- Winter is a good time to work on any weaknesses. This may be improving your weakest

discipline and/or it could be time for a bit of body maintenance, development or

rehabilitation.

After a summer of swimming, biking and running, winter is a good time to develop core

stability, flexibility, muscle strength and muscle balance. Many top athletes do some form of

strength work year round.

So maybe joining a gym or a pilates class and working on your muscular skeletal system

three times a week could do more for improving next seasons performance than spending

that time training your cardiovascular system. This is also a time to mentally freshen up. So

a bit of mountain biking, tramping or a few rounds of golf could all be in order during the off-

season.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 49: Training Effectiveness

ENVIRONMENT MANAGEMENT

ENVIRONMENT MANAGEMENT: The Company is committed to preserve and protect the

environment around its area of operations. As a result of a the well-defined policy on

environment and safety the rocky terrain of the Kota complex has been transformed in to

lush green tree covered landscape through planting of over 2,50,000 trees on nutritious

beds of fly-ash.

The Company has adopted Rain water harvesting initiatives across the board by

transferring it to the underground water aquifers or storing in surface reservoirs.

Rainwater collected is put to “process use”, thus conserving a precious natural resource

and reducing dependence on external sources. Spurred by this rainwater harvesting

movement, several senior executives of the company have taken their own initiative to

implement the same process in their residences.

Environmental Management offers research and opinions on use and conservation of

natural resources, protection of habitats and control of hazards, spanning the field of

applied ecology without regard to traditional disciplinary boundaries.

The journal aims to improve communication, making ideas and results from any field

available to practitioners from other backgrounds. Contributions are drawn from biology,

botany, climatology, ecology, ecological economics, environmental engineering, fisheries,

environmental law, forest sciences, geology, information science, public affairs, zoology

and more.

As the principal user of nature, humanity is responsible for ensuring that its environmental

impacts are benign rather than catastrophic. Environmental Management presents the work

of academic researchers and professionals outside universities, including those in

business, government, research establishments, and public interest groups, presenting a

wide spectrum of viewpoints and approaches.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 50: Training Effectiveness

Environmental Management is not, as the phrase could suggest, the management of the

environment as such, but rather the management of interaction by the modern human

societies with, and impact upon the environment.

The three main issues that affect managers are those involving politics (networking),

programs (projects), and resources (i.e. money, facilities, etc). The need for environmental

management can be viewed from a variety of perspectives.

A more common philosophy and impetus behind environmental management is the concept

of carrying capacity. Simply put, carrying capacity refers to the maximum number of

organisms a particular resource can sustain.

The concept of carrying capacity, whilst understood by many cultures over history, has its

roots in Malthusian theory. Environmental management is therefore not the conservation of

the environment solely for the environment's sake, but rather the conservation of the

environment for humankind's sake. This element of sustainable exploitation, getting the

most out of natural assets, is visible in the EU Water Framework Directive. Environmental

management involves the management of all components of the bio-physical environment,

both living (biotic) and non-living (abiotic).

This is due to the interconnected and network of relationships amongst all living species

and their habitats. The environment also involves the relationships of the human

environment, such as the social, cultural and economic environment with the bio-physical

environment.

As with all management functions, effective management tools, standards and systems are

required. An 'environmental management standard or system or protocol attempts to

reduce environmental impact as measured by some objective criteria.

The ISO 14001 standard is the most widely used standard for environmental risk

management and is closely aligned to the European Eco Management & Audit Scheme

(EMAS).

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 51: Training Effectiveness

As a common auditing standard, the ISO 19011 standard explains how to combine this with

quality management. The UK has developed a phased standard (BS8555) that can help

smaller companies move to ISO 14001 in six manageable steps.

Other environmental management systems tend to be based on this standard and to extend

it in various ways:

The Natural Step focuses on basic sustainability criteria and helps focus engineering on

reducing use of materials or energy use that is unsustainable in the long term

Environmental management involves the management of all components of the bio-

physical environment, both living (biotic) and non-living (abiotic). This is due to the

interconnected and network of relationships amongst all living species and their habitats.

The environment also involves the relationships of the human environment, such as the

social, cultural and economic environment with the bio-physical environment.

As with all management functions, effective management tools, standards and systems are

required. An 'environmental management standard or system or protocol attempts to

reduce environmental impact as measured by some objective criteria.

The ISO 14001 standard is the most widely used standard for environmental risk

management and is closely aligned to the European Eco Management & Audit Scheme

(EMAS). As a common auditing standard, the ISO 19011 standard explains how to combine

this with quality management.

The UK has developed a phased standard (BS8555) that can help smaller companies move

to ISO 14001 in six manageable steps.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 52: Training Effectiveness

Other environmental management systems tend to be based on this standard and to extend

it in various ways:

• The Natural Step focuses on basic sustainability criteria and helps focus engineering

on reducing use of materials or energy use that is unsustainable in the long term

• Natural Capitalism advises using accounting reform and a general biomimicry and

industrial ecology approach to do the same thing

• US Environmental Protection Agency has many further terms and standards that it

defines as appropriate to large-scale EMS.

• The UN and World Bank has encouraged adopting a "natural capital" measurement

and management framework.

• The European Union Eco-Management and Audit Scheme (EMAS)

Other strategies exist that rely on making simple distinctions rather than building top-down

management "systems" using performance audits and full cost accounting.

For instance, Ecological Intelligent Design divides products into consumables, service

products or durables and unsaleables - toxic products that no one should buy, or in many

cases, do not realize they are buying. By eliminating the unsaleables from the

comprehensive outcome of any purchase, better environmental management is achieved

without "systems".

Greentech Environment Excellence “Platinum” Award for DSCL's,

Shriram Alkali and Chemicals

Shriram Alkali & Chemicals, Bharuch (Gujarat), a unit of DCM Shriram Consolidated Ltd.

(DSCL) managed by M/s Ajay and Vikram S Shriram has been conferred the prestigious.

The Greentech Environment Excellence “Platinum” Award 2003-04, in recognition of their

adoption of various Environment Control Measures of unique & innovative nature and

maintaining emission standards well within the prescribed limits.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 53: Training Effectiveness

The Award instituted by Greentech Foundation, was presented last week by Mr. Rakesh

Nath, Chairman, Bhakra Beas Management Board at Hyderabad. Mr.S.K Agrawal,

Executive Director of DCM Shriram Consolidated Ltd received the award.

M/S Shriram Alkali & Chemicals, a large scale chlor- alkali manufacturing unit is engaged in

the manufacturing of Caustic Soda lye/ flakes, liquid chlorine hydrochloric acid and

hydrogen.

SAC has implemented several recycle/reuse schemes to reduce effluent discharge,

reduction in Energy consumption and water conservation.

In constant pursuit of improvement, it has also developed a system for reuse of process

condensate as boiler make -up water and steam trap condensate, rain water harvesting,

ground water recharging as well as generation of less quantity of effluent.

The unit has IS -14001 certification for adopting environment Management systems and is

also certified for Occupational Health & Safety Management system OHSAS- 18000 and

Social Accountability system SA-8000.

The unit has also been recipient of National award for prevention of pollution and Rajiv

Gandhi Environment award for clean Technology (by Ministry of Environment & Forest),

National energy conservation award (by Ministry of Power, Govt. of India) & Award for

unique & innovative efforts in energy conservation by Petroleum conservation research

association (Ministry of Petroleum & Natural gas, Govt. of India).

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 54: Training Effectiveness

PROGRAMME UNDERGONE—ENVIRONMENT MANAGEMENT

S.No Names Department 1. S.P.Singh F&P 2. Subhash Chandra Carbide 3. Shailendra Jain Carbide 4. C.P.Chandani Carbide 5. Atul Chaturvedi Cement 6. Nimesh Jhanwar ISD-BSS 7. Alok Sharma ISD-BSS 8. B.M.Khandelwal Ammonia 9. Rajesh Kumar Gupta Ammonia

10. N.K.Kaushal Ammonia 11. D.L.Gosain Urea Bagging 12. Vijendra Kumar Urea Baging 13. M.P.Bansal CAG

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 55: Training Effectiveness

Chapter 3:

RESEARCH METHODOLOGY

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 56: Training Effectiveness

RESEARCH PURPOSE --: The project aims to find the ‘Effectiveness of Training

Programmers with Special reference to Environment Management’ at DSCL, KOTA. The

effectiveness was surveyed for the following training programmes:

• Environment Management

OBJECTIVES OF RESEARCH

• To know how the procedure of environment management in organisation

• To know the awareness level of employees regarding environment management

• To know the importance of environment management

• To study the training effectiveness with special reference to environment

management in the organization

RESEARCH METHODOLOGY--: By keeping the purpose of research in mind a

questionnaire was prepared to measure the effectiveness of training programme on

environment management at SFC. There were four main stages in the research method--:

1. Designing the questionnaire.

2. Sampling.

3. Collecting data.

4. Analysis and Findings.

To conduct my research effectively and systematically, I used the following process which

consist of these steps.

1] Selection of research topic--: The research topic was given and the purpose of the

research was decided.

2] Review of literature--: Before getting started with the survey I went through various

journals and publication of the company, i.e. ‘NEWS LETTER’ of DSCL which is published

every month. This newsletter consists of all the activities which took place the previous

month.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 57: Training Effectiveness

The information about the company’s history, other products and business dealing areas

were taken from the company’s website www.dscl.com. All this was preserved as the

secondary data.

The primary data was gathered by getting the forms filled and conducting the survey and by

discussion and interaction with the employees.

3] Preparation of research design--: A research design is a systematic plan to

coordinate archaeological research to ensure the efficient use of resources and to guide the

research according to scientific methods. Research design can be divided into these parts:

• Sampling design

• Observational design

• Statistical design

• Operational design

TYPES OF RESEARCH

DESCRIPTIVE RESEARCH--: Descriptive include survey and fact-finding of different kinds.

The major purpose of descriptive research is description of the state of affair, as it exists at

present.

SAMPLING DESIGN--: Procedure depends upon the research objectives to be

accomplished through the investigation. Out of approximately 500 employee coming under

the review category. I took 50 employee for my research which 1/10 part of total sample or

population.

For this project

The method of research:- Systematic Random Sampling,

Sample Unit:- employees of DSCL,

Sample Size:- 50 employees .

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 58: Training Effectiveness

UNIVERSE--: Universe in this report: DSCL kota

Respondents-Employees

METHODS OF DATA COLLECTION

In the project work Primary data secondary data (both) sources of data

has been used.

1. Primary sources of data : The data was collected by the questionnaire

method. A questionnaire was prepared which consisted of 20 questions to be

filled by the employees.

2. Secondary sources of data: The information about the company’s history

were taken from the company’s website www.dscl.com All this was preserved

as the secondary data.

Other sources -News letter & Journals

-Internet

-Files & folder.

INSTRUMENT--: By keeping purpose of research in mind to questionnaire was prepared

to measure to environment management done in SFC,KOTA is correct.

The data was collected by the questionnaire method. A questionnaire

was prepared consisting of questions to be filled by the employees.

LIMITATIONS--:

There is no research without the limitation in study, a member of draw backs can be found.

The present study has the following limitation.

1. Random sampling techniques was used to collect data as result the chance of

personal bias of the researcher cannot be ruled out.

2. Time is one restricting factors. The study has to complete within 45 days.

3. Most of employees were busy in view of the ongoing project, sometimes they had to

be followed up repeatedly.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 59: Training Effectiveness

4. As for as human are concerned their behavior, attitude& their perceptions are not

stable for a period of time as for as my study is concerned, it is also not spared of

drawbacks.

5. In any study finding depends on the response of the respondents Hence it is

imperative that some drawbacks are bound to exist in study.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 60: Training Effectiveness

Chapter 4:

Analysis & Interpretation

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 61: Training Effectiveness

DATA ANALYSIS & INTERPRETATION

1. You have established procedures to identify the environmental aspects of

your activities, products, and services:

OPTIONS % OF RESPONSES

YES 95

NO 5

INTERPRETATION

95% respondents feel that they have established procedures to identify the environmental

aspects of their activities, products, and services while 5% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 62: Training Effectiveness

2. Your procedures focus on the activities, products and services that fall within the boundaries (scope) of your environmental management system:

OPTIONS % OF RESPONSES

YES 80

NO 20

INTERPRETATION

80% respondents feel that their procedures focus on the activities, products and services

that fall within the boundaries (scope) of their environmental management system while

20% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 63: Training Effectiveness

3. Your procedures help you to identify the environmental aspects of current activities, products, and services:

OPTIONS % OF RESPONSES

YES 75

NO 25

INTERPRETATION

75% respondents feel that their procedures help them to identify the environmental aspects

of current activities, products, and services while 25% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 64: Training Effectiveness

4. Your procedures help you to identify the environmental aspects of planned activities, products, and services:

OPTIONS % OF RESPONSES

YES 60

NO 40

YES60%

NO40%

INTERPRETATION

60% respondents feel that their procedures help them to identify the environmental aspects

of planned activities, products, and services while 40% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 65: Training Effectiveness

5. Your procedures help you to identify those environmental aspects that your organization can directly control:

OPTIONS % OF RESPONSES

YES 87

NO 13

INTERPRETATION

87% respondents feel that their procedures help them to identify those environmental

aspects that their organization can directly control while 13% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 66: Training Effectiveness

6. Your procedures help you to identify those environmental aspects that your organization could influence indirectly:

OPTIONS % OF RESPONSES

YES 65

NO 35

INTERPRETATION

65% respondents feel that their procedures help them to identify those environmental

aspects that their organization could influence indirectly while 35% respondents disagree

to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 67: Training Effectiveness

7. Your procedures help you to pinpoint significant environmental aspects, those that currently have or could have a significant impact on the environment:

OPTIONS % OF RESPONSES

YES 85

NO 15

INTERPRETATION

85% respondents feel that their procedures help them to pinpoint significant environmental

aspects, those that currently have or could have a significant impact on the environment

while 15% respondents disagree to it.

YES85%

NO15%

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 68: Training Effectiveness

8. You have implemented procedures to identify the environmental aspects of your activities, products, and services:

OPTIONS % OF RESPONSES

YES 90

NO 10

INTERPRETATION

90% respondents feel that they have implemented procedures to identify the environmental

aspects of their activities, products, and services while 10% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 69: Training Effectiveness

9. You use your procedures to identify the environmental aspects of your activities, products, and services:

OPTIONS % OF RESPONSES

YES 75

NO 25

YES75%

NO25%

INTERPRETATION

75% respondents feel that they use their procedures to identify the environmental aspects

of their activities, products, and services while 25% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 70: Training Effectiveness

10. You have documented the environmental aspects of your organization’s activities, products, and services:

OPTIONS % OF RESPONSES

YES 92

NO 8

INTERPRETATION

92% respondents feel that they have documented the environmental aspects of their

organization’s activities, products, and services while 8% respondents disagree to it.

YES92%

NO8%

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 71: Training Effectiveness

11. You keep your environmental aspect documents up to date:

OPTIONS % OF RESPONSES

YES 77

NO 23

INTERPRETATION

77% respondents feel that they keep their environmental aspect documents up to date

while 23% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 72: Training Effectiveness

12. You considered significant environmental aspects when you established your environmental management system:

OPTIONS % OF RESPONSES

YES 90

NO 10

INTERPRETATION

90% respondents feel that they considered significant environmental aspects when

they established their environmental management system while 10% respondents

disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 73: Training Effectiveness

13. You considered significant environmental aspects when you implemented your environmental management system:

OPTIONS % OF RESPONSES

YES 80

NO 20

INTERPRETATION

80% respondents feel that they considered significant environmental aspects when they

implemented their environmental management system while 20% respondents disagree

to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 74: Training Effectiveness

14. You consider significant environmental aspects as you maintain your environmental management system:

OPTIONS % OF RESPONSES

YES 72

NO 28

INTERPRETATION

72% respondents feel that they have consider significant environmental aspects as they

maintain their environmental management system while 28% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 75: Training Effectiveness

15. You maintain procedures to identify the environmental aspects of your activities, products, and services:

OPTIONS % OF RESPONSES

YES 85

NO 15

INTERPRETATION

85% respondents feel that they have maintain procedures to identify the environmental

aspects of their activities, products, and services while 15% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 76: Training Effectiveness

16. You have established procedures to identify and clarify the legal and other requirements that apply to your organization’s environmental aspects:

OPTIONS % OF RESPONSES

YES 82

NO 18

INTERPRETATION

82% respondents feel that they have established procedures to identify and clarify the legal

and other requirements that apply to their organization’s environmental aspects while 18%

respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 77: Training Effectiveness

17. Your objectives and targets include a commitment to pollution prevention:

OPTIONS % OF RESPONSES

YES 98

NO 02

INTERPRETATION

90% respondents feel that their objectives and targets include a commitment to pollution

prevention while 10% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 78: Training Effectiveness

18. Your environmental objectives and targets consider your financial requirements:

OPTIONS % OF RESPONSES

YES 96

NO 04

INTERPRETATION

96% respondents feel that their environmental objectives and targets consider their

financial requirements while 4% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 79: Training Effectiveness

19. Your environmental programs allocate the responsibility for achieving your environmental objectives and targets:

OPTIONS % OF RESPONSES

YES 76

NO 24

INTERPRETATION

76% respondents feel that their environmental programs allocate the responsibility for

achieving their environmental objectives and targets while 24% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 80: Training Effectiveness

20. Your business objectives and targets are consistent with your organization’s environmental policy:

OPTIONS % OF RESPONSES

YES 89

NO 11

INTERPRETATION

89% respondents feel that their business objectives and targets are consistent with

organization’s environmental policy while 11% respondents disagree to it.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 81: Training Effectiveness

Chapter 5:

FACTS AND FINDINGS

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 82: Training Effectiveness

FACTS AND FINDINGS

The result thus obtained, on a careful scrutiny show that there is a general awareness

about environment management programmes amongst the employees of DSCL.

The organization understands the need and importance of environment management

programmes and conducts them on regular intervals to cater to the needs of officers and

workers.

The results and interpretation show that employees are well aware of environment

management programmes and attend them from time to time to gain insight and more

knowledge.

The responses from the selected sample indicate that the employees have been benefited

by these programmes as a result of which they have been able to perform their work in an

effective manner including environment management.

Therefore most employees do not feel any need of change in the existing procedure of

environment management, which proves that the training programmed on environment

management has really been effective.

Thus, according to the given responses we can conclude that there is proper and broader

coverage of training programmes on environment management.

and meets their expected needs.

In the employees’ opinion the faculty for training programmes is good; the area in which

training programmes are more required is awareness of environment management and

effectiveness of training programme is satisfactory.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 83: Training Effectiveness

Chapter 6:

CONCLUSION

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 84: Training Effectiveness

CONCLUSION

Finally I would like to conclude that I had an extremely interactive session with all the

employees I surveyed and I was able to know their valuable suggestions on the training

programmes on awareness of environment management conducted by DSCL, KOTA.

The organization’s main strong point is the programmes carried out in the training

centre to improve the awareness of environment management in employees working in

various departments by implementing various activities and training sessions to update

in order to protect the environment of DSCL..

At the end of my project report I must say that it was a very knowledgeable experience

for me to work on this project and in this organization. I am sure that the work

experience I gained here will help me throughout my life.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 85: Training Effectiveness

Chapter 7:

SUGGESTIONS AND RECOMMENDATION

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 86: Training Effectiveness

SUGGESTIONS

1. company should conduct more training programs for the management of

environment so that they will be able to keep their surrounding environment in

effective manner and preserve it.

2. 2 or 3 trainees should do the programme.

3. An effectiveness should be find out after conducting the environment management

programme.

4. The participants should be asked to give the feed back.

5. A detailed discussion on needs of environment management and effective programs

are recommended.

6. After environment management evaluation, company should take care of

suggestions which are given by the employees.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 87: Training Effectiveness

RECOMMENDATIONS

1. Some literature should always be provided to the trainees to refer to it from time to

time.

2. Evaluation of these training programs on environment management should be done

after their completion to know that what employees gained after attending it.

3. More use of simple language and easy well explained examples should

be given.

4. The organization may consider deputing each employee to attend at least one

training programmes on environment management each year.

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 88: Training Effectiveness

Chapter 8:

Appendix

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 89: Training Effectiveness

BIBLIOGRAPHY

Books consulted -:

• Ashwathapa K. Human Resource and Personnel Management

Tata M.C Graw Hill Publishing Company Limited, New Delhi.

• Dr. Sharma. D. D. Research Methodology, Sultan chand & Sons.

• Dr. Rao, P. Subba, essentionls of Human resource management and industrial

relations. Himalaya Publishing House New Delhi.

• Kothari, C.R. Research Methodology.

• C.B. Memoria, Personnel Management, Himalaya publishing house, Bombay.

• S.F.C. Mannual.

Websites consulted -: • www.dscl.com

• www.evironment management.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 90: Training Effectiveness

QUESTIONNAIRE

I, MEGHA BHARDWAJ Pursuing MBA from OM KOTHARI INSTITUTE OF MANAGEMENT& RESEARCH, I have undertaken a project “A STUDY ON TRAINING EFFECTIVENESS WITH SPECIAL REFERENCE TO ENVIRONMENT MANAGEMENT” at DSCL,KOTA. I Request you to fill Questionnaire. Name: _____________________________________________________ Age: ________________________ Gender: Male Female Designation: ______________________Experience: ________________

1. Have you established procedures to identify the environmental aspects of your activities, products, and services?

YES NO

2. Do your procedures focus on the activities, products and services that fall

within the boundaries (scope) of your environmental management system?

YES NO

3. Do your procedures help you to identify the environmental aspects of current activities, products, and services?

YES NO

4. Do your procedures help you to identify the environmental aspects of

planned activities, products, and services? YES NO

5. Do your procedures help you to identify those environmental aspects that your organization can directly control?

YES NO

6. Do your procedures help you to identify those environmental aspects that

your organization could influence indirectly? YES NO

7. Do your procedures help you to pinpoint significant environmental aspects, those that currently have or could have a significant impact on the environment?

YES NO

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 91: Training Effectiveness

8. Have you implemented procedures to identify the environmental aspects of

your activities, products, and services? YES NO

9. Do you use your procedures to identify the environmental aspects of your

activities, products, and services? YES NO

10. Have you documented the environmental aspects of your organization’s activities, products, and services?

YES NO

11. Do you keep your environmental aspect documents up to date? YES NO

12. Did you consider significant environmental aspects when you

established your environmental management system? YES NO

13. Did you consider significant environmental aspects when you

implemented your environmental management system? YES NO

14. Do you consider significant environmental aspects as you maintain your

environmental management system?

YES NO

15. Do you maintain procedures to identify the environmental aspects of your activities, products, and services? YES NO

16. Have you established procedures to identify and clarify the legal and other requirements that apply to your organization’s environmental aspects? YES NO

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

Page 92: Training Effectiveness

17. Do your objectives and targets include a commitment to pollution

prevention? YES NO

18. Do your environmental objectives and targets consider your financial

requirements? YES NO

19. Do your environmental programs allocate the responsibility for achieving

your environmental objectives and targets? YES NO

20. Are your business objectives and targets consistent with your

organization’s environmental policy?

YES NO

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com

http://w

ww.SmartPDFCrea

tor.com