A Study of Training and Development Programmes

A PROJECT REPORT ON “A Study of Training and Development Programmes”

Page 1

MBA (2009-2011)

CERTIFICATE

This is to certify that the project entitled “A Study of Training and Development Programmes” is the work carried out by Miss. XYZ student of M.B.A (HR) first year of XYZ University Institute of Management and Social Sciences, Solapur during the year 2009-2011, in partial fulfillment of the requirement of Master of Business Administration and that the project has not formed the basis for the award previously of any degree.

Date: Place:

Director

Page 2

MBA (2009-2011)

DECLARATION

To, The Director, Respected Sir, I the undersigned hereby declare that, the project report on “A Study of Training and Development Programmes” written and submitted at Institute of Management and Social Sciences under the guidance of Prof XYZ is my original work.

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

While preparing this project I have not copied anything from any other report. I understood that any such copy is liable to be punished in a way the university authority may deem fit.

Page 3

MBA (2009-2011)

ACKNOWLEDGEMENT

It gives me a great pleasure in presenting the project “A Study of Training and Development Programmes”. I would like to thank to those who helped and guided me to complete this project.

I sincerely thank Honorable Director, and for the help and guidance given by Prof.

XYZ, which enabled me to complete this project.

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

Page 4

MBA (2009-2011)

INDEX

CHAPTER I

TITLE

PAGE NO.

Introduction of the study 1.1 Introduction to study 1.2 Objective of study 1.3 Scope of study 1.4 Importance of study 1.5 Limitations 1.6 Research methodology

II

Company Profile 2.1 Introduction of the Organization 2.2 History of the Organization 2.3 Organization Chart 2.4 Organization Departments 2.5 Products of the Organization 2.6 Future plans

III

Theoretical Background 3.1 Concept and Definition 3.2 Types 3.3 Techniques

IV

Data Analysis and Interpretation

V

Observation and Finding

VI

Conclusion and Suggestions

Page 5

MBA (2009-2011)

CHAPTER-I

Introduction of the study

Page 6

MBA (2009-2011)

1.1 TRAINING AND DEVELOPMENT The game of economic competition has new rules. Firms should be fast and responsive. This requires responding to customers' needs for quality, variety, customization, convenience and timeliness. Meeting these new standards requires a workforce that is technically trained in all respects. It requires people who are capable of analyzing and solving job related problems, working cooperatively in teams and 'changing hats' and shifting from job to job as well. Training has increased in importance in today's environment where jobs are complex and change. Rapidly, Companies that pay lip-service to the need for training, by lazily setting aside a few hours a year, will soon find themselves at the receiving end when talented employees leave in frustration and other employees find it difficult to beat rivals with new products, sophisticated designs and improved ways of selling. To survive and flourish in the present day corporate-jungle, companies should invest time and money in upgrading the knowledge and skills of their employees constantly. For, any company that stops injecting itself with intelligence is going to die. The purpose of this chapter is making the student understand the basic principles, areas, and methods of training currently in use in the corporate circles.

After employees have been selected for various positions in an organization, training them for the specific tasks to which they have been assigned assumes great importance. It is true in many organizations that before an employee is fitted into a harmonious working relationship with other employees, he is given adequate training. Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during the training that helps him improve performance. Training enables an employee to do his present job more efficiently and prepare himself for a higher-level job.

The essential features of training may be stated thus:

• Increases knowledge and skills for doing a particular job; it bridges the gap between job needs and employee skills, knowledge and behaviors • Focuses attention on the current job; it is job specific and addresses particular performance deficits or problems

Page 7

MBA (2009-2011)

• Concentrates on individual employees; changing what employees know, how they work, their attitudes toward their work or their interactions with their co-workers or supervisors •

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

Page 8

MBA (2009-2011)

1.2

Objective of the Study:

1. To study about operations of Balaji Amines Ltd. 2. To study functions of various departments.

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

4. To study present training methods in the organization.

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

6. To study development programs in BAL. 7. To suggest other additional training methods if required

1.3 Scope of the study: 1. The scope of this project is only for Balaji Amines Ltd. Unit-I in Solapur.

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

1.4 Importance of study: Training offers innumerable benefits to both employees and employers. It makes the employee more productive and more useful to an organization. The importance of training can be studied under the following heads: Benefits to the business: Trained workers can work more efficiently. They use machines, tools, and materials in a proper way. Wastage is thus eliminated to a large extent.

Page 9

MBA (2009-2011)

There will be fewer accidents. Training improves the knowledge of employees regarding the use of machines and equipment. Hence, trained workers need not be put under close supervision, as they know how to handle operations properly.

Trained workers can show superior performance. They can turn out better performance. They can turn out better quality goods by putting the materials, tools and equipment to good use.

Training makes employees more loyal to an organization. They will be less inclined to leave the unit where there are growth opportunities Benefits to the employees: Training makes an employee more useful to a firm. Hence, he will find employment more easily.

Training makes employees more efficient and effective. By combining materials, tools and equipment in a right way, they can produce more with minimum effort.

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

Training helps an employee to move from one organization to another easily. He can be more mobile and pursue career goals actively.

Employees can avoid mistakes, accidents on the job. They can handle jobs with confidence. They will be more satisfied on their jobs. Their morale would be high.

Thus, training can contribute to higher production, fewer mistakes, greater job satisfaction and lower labor turnover. Also, it can enable employees to cope with organizational, social and technological change. Effective training is an invaluable investment in the human resources of an organization.

1.5 Limitation of the study:

Page 10

MBA (2009-2011)

1. This project is limited to Unit-I of Balaji Amines Ltd. 2. Time limit for this project is only 50 days.

1.6 Research Methodology:

Meaning: Research is a systematic search for information on a specific topic. It is the pursuit of truth with the help of study, observation and comparison.

Science aims at describing and understanding of various objects or phenomenon in nature whereas research is a special endeavor which involves systematic and critical investigation. Thus towards increasing the stream of knowledge now it is easier to define scientific research. We may define scientific research as a systematic and critical investigation about relations natural phenomenon to explain and finally to understand the relations among them.

Every society today is facing with serious social, economic and political problems, which need systematic, intelligent and practical solution.Since these problems deal with human beings who are both unpredictable and undependable in behaviors. Therefore different methods become unavoidable in finding the truth.

Methodology in social research has thus come to say as an integral part of social research. Today, it is accepted that identification as well as solution of all social problems lies in extensive and proper use of research methods.

There are various definitions which have been given for the term research as 1. P.V.Young” Research is the systematic method of discovering the new facts or verifying old facts, their sequences, inter relationship, casual explanations the natural laws which govern them.”

2. According to Block and Champion “Scientific research consists of obtaining information through empirical observation that can be used for the systematic

Page 11

MBA (2009-2011)

development of logically related propositions attempt to establish casual reactions among variables”

Objectives of Research: 1. To find out the hidden truth.

2. To achieve new insights about a particular topic.

Research Methodology: It is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it study is carried on by various steps that are generally adopted by a researcher to study with logic behind it.

Data Collection: Here required data is collected through various sources. Data is of two types as : 1) Primary Data: This data is collected directly from the sources in the company.

Sources of primary data: 1.Questionnaire 2. Observation

2) Secondary Data: Secondary data means data that are available i.e., refer to data which have already been collected.

Sources of secondary data: 1.Internet 2. Books

Page 12

MBA (2009-2011)

3. Records

Sampling Method: This is an improved type of random or probability sampling. In this method the population is sub-divided into homogenous groups and from group, random sample is drawn. For example, university students may be divided on the basis of discipline and each discipline may again divided into juniors and seniors and the employees of a business may be divided into management and non-management staff and each of these two groups may be subdivided into salary grade wise strata.

Page 13

MBA (2009-2011)

CHAPTER – II

COMPANY PROFILE

Page 14

MBA (2009-2011)

2.1

Introduction of the Organization:

Balaji Amines Ltd., INDIA, an ISO 9001: 2008 certified company, specialized in manufacturing Methylamines, Ethylamine’s, Derivatives of Specialty Chemicals and Natural Products. These have been the main products; we also have facilities for the manufacture of derivatives, which are downstream products for various Pharma /Pesticide industries apart from user specific requirements.

Balaji Amines Limited (BAL), one of the leading manufacturers of Aliphatic Amines in India was set up in the year 1988 to cater to the growing requirements of value based Specialty Chemicals. BAL commenced manufacture of Methyl Amines in the year 1989 and subsequently added facilities for manufacture of Ethyl Amines and other derivatives of Methyl Amines and Ethyl Amines

BAL’s state of the art manufacturing facility is located at Tamalwadi village near the town Solapur. The factory is completely furnished with latest technology like digital computerized controlled system which facilitates the control operations from the control room. In addition Bal possess an excellent laboratory which helps them in conducting basic research and also tune the process.

Page 15

MBA (2009-2011)

2.2 History of Organization: Balaji Amines Ltd (BAL) was setup in the year 1988 to cater to requirement of values based specialty chemicals.BAL commenced manufacturing of methylamines in the year 1989 and subsequently added facilities for manufacture of ethylamine’s and other derivatives of methylamines.BAL has been consistently adding capacities and fine tuning process to provide a quality producer at least cost to the customers world over. Amines technology is a closely guarded process with only few handful companies having access to such technology.BAL for the first time in India, tested on a international developed if further over a period of time. Today Bal’s products are accepted in international markets and have gained the distinct export quality status which makes it one of the few companies in India having the potential to match the stringent international quality standards.BAL has awarded the most prestigious status Export House by Ministry of Commerce of govt. of India.

BAL’s state of the art manufacturing facility is located at Tamalwadi village near the town Solapur. The factory is completely furnished with latest technology like digital computerized controlled system which facilitates the control operations from the control room. In addition BAL possesses an excellent laboratory which helps them in conducting basic research and also tunes the process.

BAL has been consistently adding capacities and fine tuning process to provide quality products at lowest cost to the customers. World over, Amine technology is a closely guarded process with only a few handful companies having access to such technology. BAL for the first time in

Page 16

MBA (2009-2011)

India tested on an indigenously developed technology and developed it further over a period of time. Today, BAL‘s products are accepted in international markets and have gained the distinct export quality status, which makes it one of the few companies in India having the potential to match the stringent international quality standards for which we have been awarded ISO-9001: 2000 Certification apart from appreciation and continuous orders from global majors for our product range.

BAL`s state-of-the-art manufacturing facility is located at Tamalwadi Village, near Solapur (Maharashtra State, India) The facility is fully equipped with latest technology like digital computerized controlled systems, which facilitates the control of operations from the control room in addition, BAL possesses an excellent R&D facilities and laboratory, which helps in conducting basic research and also to fine tune the process.

THE VISION:1. To attain leadership position in Nutraceutical.

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

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

requirement basis.

4. To undertake custom research for leading chemicals.

THE MISSION:1. To innovate research and develop cosmereticals.

2. To identify disease syndrome and provide a safe and non-toxic alternate medicine route based on the Indian traditional medicine system.

Page 17

MBA (2009-2011)

3. To develop a comprehensive database covering the entire herbal medicine system.

4. To undertake custom research for leading.

QUALITY POLICIES:1. We will satisfy our customers by supplying products as per their requirement with timely delivery.

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

3. We will achieve this by implementing effective methods to improve quality and by including quality culture in our company.

QUALITY OBECTIVES:1. To update technology and operating methods to maintain leadership in national and international markets.

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

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

4. To implement appropriate environmental and safety measures.

Page 18

MBA (2009-2011)

2.4 Departments of the Organization:-

PURCHASE DEPARTMENT Purchase department deals with production planning and raw material supply for production. Purchase department also works according to the forecasting done by marketing department.

Functions: 1. Work according to the production planning.

2. Fulfilling requirements of production department.

3. Providing guidance for purchase of material required.

4. Concerning with payment for purchases done.

Page 19

MBA (2009-2011)

Purchase Categories: 1. Raw materials.

2. Capital goods 3. Laboratory equipments 4. Mechanical instrumentation and electric items.

5. Miscellaneous material.

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

PRODUCTION DEPARTMENT Production department is a responsible for handling the production activity; functions of production department are explained as below-:

Functions: 1. To execute planned range of production 2. To implement and follow the rules essential for purpose of safety.

3. To control the production activity.

4. To implement safety equipments as per need.

5. To control the performance of department.

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

7. To maintain the interlink between production department and store department.

Page 20

MBA (2009-2011)

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

2. To evaluate training programs.

3. To appraise the performance of employees.

4. To provide safety requirement as per need.

5. It is responsible for all welfare activities.

MARKETING DEPARTMENT Marketing department is responsible for establishing and maintaining the procedure for contract reviews and co-ordinates the activity.

Functions: 1. To understand the needs of the customers and communicate it to the concerned department.

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

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

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

5. Department is concerned or responsible for overall communication with customers.

Services: 1. Credit pay facility depends upon customers requirements may be for 90 days, 60 days, 30 days etc.

Page 21

MBA (2009-2011)

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

3. 365 days continuous service.

4. Arranging exhibitions for marketing.

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

FINANCE DEPARTMENT This department keeps the record of the following things: 1. Sales volume of production.

2. Raw material costs.

3. Total cost of production.

4. Gross profit.

5. Interest Functions: 1. To make payments to vendors.

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

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

4. To make monthly reports.

5. To update accounts.

6. To make cost analysis.

Page 22

MBA (2009-2011)

EXPORT DEPARTMENT 1. Find out the potential customers through various sources.

2. Contact and negotiate with selected customers.

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

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

QUALITY ASSURANCE DEPARTMENT 1. To perform inspection and testing of raw material intermediates in process materials and finished products in accordance with the quality plans and documented procedures.

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

3. To ensure that calibration of inspection, measuring and testing equipments in Q.A.D (Quality Assurance Department) is done as per the plan.

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

5. To report production department on the non conformity in intermediate, in process and finished products

STORES AND MATERIAL HANDLING DEPARTMENT 1. To receive, store and issue spare parts and other materials to the respective department.

2. To take careful precautions for leak safety and spoilage for raw materials finished products and storage tank.

Page 23

MBA (2009-2011)

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

4. Carries out high calibration weighing machine.

MAINTANANCE AND INSTRUMENT DEPARTMENT 1. To carry out breakdown maintenance and to put out the equipment back in operation without affecting the product.

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

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

4. To coordinate with purchase department for the material required for the same calibration and control of inspection, measuring and test equipments.

5. Electric department activities covered under instrument department.

2.5 Products of the Organization: The products of Balaji Amines Ltd. are divided into four categories as Amines, Specialty chemicals, Derivatives and Natural products.

The products of Amines category are: 1. Mono methyl amine (MMA) 2. Di-methylamine (DMA) 3. Tri methylamine (TMA)

Page 24

MBA (2009-2011)

4. Mono ethyl amine (MEA) 5. Di ethyl amine (DEA) 6. Tri ethyl amine (TEA) 7. Di methyl amino ethanol (DMAE) 8. Di ethyl amino ethanol (DEAE) 9. Mono methyl amino ethanol (MMAE)

The products of Derivatives category are: 1. Di-Methyl Acetamide (DMAC) 2. Di-Methyl Amine Hydrochloride (DMA HCL) 3. Tri-Methyl Amine Hydrochloride (TMA HCL) 4. Di-Ethyl Amine Hydrochloride (DEA HCL) 5. Tri-Ethyl Amine Hydrochloride (TEA HCL) 6. Benzyl Tri Ethyl Ammonium Chloride (TEBAC) 7. Di-Methyl Urea (DMU) 8. Choline Chloride

The products of specialty chemicals category are: 1. N-Methyl Pyrrolidone (NMP) 2. Morpholine 3. 2-Pyrrolidone (2-P) 4. N-ethyl-2-pyrrolidone

Page 25

MBA (2009-2011)

5. Gamma-Butyrolactone 6. Polyvinyl Pyrrolidone K30 The products of natural products category are: 1. Camptothecin 2. 10 Dab III (Deacetyl-baccatin) 3. Coleus Forskohlii 4. Calcium semnosoid 5. Solanesol

2.6 Future Plans: The organization has many plans which it wants to implement in future to compete with its competitors. The main ones are diversification i.e. manufacturing of different amines and expansion of products to other categories and expansion of plants in new areas.

Page 26

MBA (2009-2011)

CHAPTER-III

Theoretical Background

Page 27

MBA (2009-2011)

NATURE OF TRAINING AND DEVELOPMENT: In simple terms, training and development refers to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training & development is it is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge. The need for training & development is determined by the employee’s performance deficiency, computed as follows: Training & Development need = Standard performance – Actual performance.

We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms.

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

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

Though training and education differ in nature and orientation, they are complementary. An employee, for example, who undergoes training, is presumed to have had some formal education. Furthermore, no training programme is complete without an element of education. In fact, the distinction between training and education is getting increasingly blurred nowadays. As more and more employees are called upon to exercise judgments and to choose alternative solutions to the job problems, training programmes seek to broaden and develop the individual through education. For instance, employees in well-paid jobs and/or employees in the service industry may be required to make independent decision regarding their work and their relationship with clients. Hence, organization must consider elements of both education and training while planning their training programmes.

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

Development is not primarily skill-oriented. Instead, it provides general knowledge and attitudes which will be helpful to employees in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities, such as those supplied by management developmental programmes, are generally voluntary.

Page 28

MBA (2009-2011)

AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT: The fundamental aim of training is to help the organization achieve its purpose by adding value to its key resource – the people it employs. Training means investing in the people to enable them to perform better and to empower them to make the best use of their natural abilities. The particular objectives of training are to: • Develop the competences of employees and improve their performance; • Help people to grow within the organization in order that, as far as possible, its future needs for human resource can be met from within; • Reduce the learning time for employees starting in new jobs on appointment, transfers or promotion, and ensure that they become fully competent as quickly and economically as possible.

The Benefits of Employee Training How Training Benefits the Organization: • Leads to improved profitability and/or more positive attitudes towards profit orientation. Improves the job knowledge and skills at all levels of the organization.

•Improves the morale of the workforce •Helps people identify with organizational goals •Helps create a better corporate image •Fosters authenticity, openness and trust •Improves relationship between boss and subordinate •Aids in organizational development •Helps prepare guidelines for work •Aids in understanding and carrying out organizational policies.

•Provides information for future needs in all areas of the organization •Organization gets more effective decision-making and problem-solving skills •Aids in development for promotion from within

Page 29

MBA (2009-2011)

•Aids in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

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

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

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

•Improves Labour-management relations.

•Reduces outside consulting costs by utilizing competent internal consultation.

•Stimulates preventive management as opposed to putting out fires.

•Eliminates suboptimal behavior (such as hiding tools).

•Creates an appropriate climate for growth, communication.

•Aids in improving organizational communication.

Benefits to the Individual: •Helps the individual in making better decisions and effective problem solving •Through training and development, motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalised.

•Aids in encouraging and achieving self-development and self-confidence •Helps a person handle stress, tension, frustration and conflict •Provides information for improving leadership, knowledge, communication skills and attitudes.

•Increases job satisfaction and recognition •Moves a person towards personal goals while improving interactive skills •Satisfies personal needs of the trainer (and trainee) •Provides the trainee an avenue for growth and a say in his/her own future •Develops a sense of growth in learning •Helps a person develop speaking and listening skills; also writing skills when exercises are required. Helps eliminate fear in attempting new task.

Page 30

MBA (2009-2011)

Training Process:

Organization vision Organization visionand andperspective perspectiveplans plans

Assessment of training needs

Setting objectives & developing training policy & plan

Designing training programmes

Implementing of training programme

Evaluation of results & feedback for action

Page 31

MBA (2009-2011)

Organization vision & perspective plans: At first vision & perspective plans of organization should be known. On that basis any training programme will be designed in any organization. This is important because training programs should be conducted on the basis of organization requirements.

Assessment of training needs: Needs assessment diagnoses present problems and future challenges to be met through training and development. Organizations spend vast sums of money (usually as a percentage on turnover) on training and development. Before committing such huge resources, organizations would do well to the training needs of their employees.

Organizations that implement training programmes without conducting needs assessment may be making errors. For example, a needs assessment exercise reveal that less costly interventions (e.g. selection, compensation package, job redesign) could be used in lieu of training.

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

Technology changes fast and new technology demands new skills. It is necessary that the employee be acquire new skills. This will help him/her to progress in his or her career path. Training and development is essential to prepare the employee to handle more challenging tasks. Deputation to a part-time MBA programme is ideal to train and develop such employees.

Individuals may also require new skills because of possible job transfers. Although job transfer common as organizational personnel demands vary, they do not necessarily require training efforts. Employees commonly require only an orientation to new facilities and jobs. Recently however, economic forces have necessitated significant retraining efforts in order to assure continued employment for many individuals. Jobs have disappeared as technology, foreign competition, and the forces of supply and demand are changing the face of our industry

Page 32

MBA (2009-2011)

Setting objectives and developing training policy & plan: The next phase in the training process is to identify instructional objectives. Needs assessment helps prepare a blueprint that describes the objectives to be achieved by the trainee upon -completion of the training programme. Instructional objectives provide the input for designing the training programme as well as for the measures of success (criteria) that would help assess effectiveness of the training programme.

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

•After training, the employee will be able to smile at all customers even when exhausted or ill unless the customer is irate.

•After training, the employee will be able to accurately calculate mark down on all sales merchandise

Designing of training programmes: Every training and development programme must address certain vital issues (1) who participate in the programme? (2) Who are the trainers? (3) What methods and techniques are to be used for training? (4) What should be the level of training? (5) What learning principles are needed? (6) Where is the programme conducted According to the requirements of the organization the training programme should be designed.

Implementing of training programmes: Once the training programme has been designed, it needs to be implemented.

Implementation is beset with certain problems. In the first place, most managers are action-oriented and frequently say they are too busy to engage in training efforts.

Secondly, availability of trainers is a problem. In addition to possessing communication skills, the trainers must know the company's philosophy, its objectives, its formal and informal organizations, and the goals of the training

Page 33

MBA (2009-2011)

programme. Training and development requires a higher degree of creativity than, perhaps, any other personnel specialty.

Scheduling training around the present work is another problem. How to schedule training without disrupting the regular work? There is also the problem of record keeping about the performance of a trainee during his or her training period. This information may be useful to evaluate the progress of the trainee in the company

Evaluation of results and feedback action: The last stage in the training and development process is the evaluation of results 1).Since huge sums of money are spent on training and development, how far the programme has been useful must be judged/ determined. Evaluation helps determine the results of the training and development programme. In practice, however, organizations either overlook or lack facilities for evaluation.

Methods and techniques of training: A multitude of methods of training are used to train employees. The various training methods and presents a summary of the most frequent uses to which these methods are put. Training methods are categorized into two groups- (i) on-the-job and (ii) offthe-job methods. On-the-job methods refer to methods that are applied in the workplace, while the employee is actually working. Off-the-job methods are used away from workplaces.

Training techniques represent the medium of imparting skills and knowledge to employees. Obviously, training techniques are the means employed in the training methods. Among the most commonly used techniques are lectures, films, audio cassettes, case studies, role playing, video-tapes and simulations.

Lectures: Lecture is a verbal presentation of information by an instructor to a large audience. The lecturer is presumed to possess a considerable depth of knowledge of the subject at hand. A virtue of this method is that is can be used for very large

Page 34

MBA (2009-2011)

groups, and hence the cost per trainee is low. This method is mainly used in colleges and universities, though its application is restricted in training factory employees.

Limitations of the lecture method account for its low popularity. The method violates the principle of learning by practice. It constitutes a one-way communication. There is no feedback from the audience. Continued lecturing is likely to bore the audience.

To break the boredom, the lecturer often resorts to anecdotes, jokes and other attention-getters. This activity may eventually overshadow the real purpose of instruction. However, the lecture method can be made effective if it is combined other methods of training.

Audio-visual: Visuals Audio-visuals include television slides, overheads, videotypes and films. These can be used to provide a wide range of realistic examples of job conditions and situations in the condensed period of time. Further, the quality of the presentation can be controlled and will remain equal for all training group. But, audio-visuals constitute a one-way system of communication with no scope for the audience to raise doubts for clarification. Further, there is no flexibility of presentation from audience to audience.

On the job Training (OJT): Majority of industrial training is of the on-the-jobtraining type. OJT is conducted at the work site and in the context of the job. Often, it is informal, as when an experienced worker shows a trainee how to perform the job tasks.OJT has advantages. It is the most effective method as the trainee learns by experience, making him or her highly competent. Further, the method is least expensive since no formal training is organized. The trainee is highly motivated to learn he or she is aware of the fact that his or her success on the job depends on the training received. Finally, the training is free from an artificial situation of a classroom. This contributes to the effectiveness of the programme.

Case Study: Is a written description of an actual situation in business which provokes, in the reader, the need to decide what is going on, what the situation really is or what the problems are, and what can and should be done. Taken from the actual experiences of organizations, these cases represent to describe, as accurately as

Page 35

MBA (2009-2011)

possible, real problems that managers have faced. Trainee studies the cases to determine problems, analyses causes, develop alternative solutions, select the best one, and implement it. Case study can provide stimulating discussions among participants as well as excellent opportunities for individuals to defend their analytical and judgment abilities. It appears to be an ideal method to promote decision-making abilities within the constraints of limited data.

Role playing: generally focuses on emotional (mainly human relations) issues rather than actual ones. The essence of role playing is to create a realistic situation, as in case study, and then have the trainee assume the parts of specific personalities in the situation. For example, a male worker may assume the role of a female supervisor, and the supervisor may assume the role of a male worker. Then, both may be given a typical work situation and asked to respond as they expect others to do. The consequences are a better understanding among individuals. Role playing helps promote interpersonal relation. Attitude change is another result of role playing.

Page 36

MBA (2009-2011)

CHAPTER – IV

Data Analysis and Interpretation

Page 37

MBA (2009-2011)

Table No.1 A table showing the age group of the respondents.

Sr. no.

1.

2.

3.

4.

Age Group 20 to 25 26 to 30 31 to 35 Above 35 Total

Respondents 10 20 5 15 50

Percentage 20% 40% 10% 30% 100%

From the above table it is observed that 20% of respondents belong to 20-25 age groups, 40% of the respondents belong to 26 to 30 age group, 10% of respondents belong to 31 to 35 age group and 30% people belong to above 35 age group.

Page 38

MBA (2009-2011)

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

Page 39

MBA (2009-2011)

Table No.2 A table showing education group of respondents Sr.No

Education

Respondents

Percentage

1.

Chemical engineers

5

10%

2.

Graduates

10

20%

3.

Diploma

5

10%

4.

Other

30

60%

50

100%

Total

From the above table respondents who are chemical engineers are 10%, Graduates are 20%, Diploma holders are 10% and remaining people belong to others.

Education qualification Chemical

chemical engineers Graduates Others

Graduates Diploma

Diploma

Page 40

Other

MBA (2009-2011)

Table No.3 A table showing marital status of employees Sr.no.

1.

2.

Marital status Married Unmarried Total

Respondents 40 10 50

Percentage 80% 20% 100%

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

Page 41

MBA (2009-2011)

Table no.4 A table showing working conditions: Sr.no.

1.

2.

3.

Condition Good Sufficient Bad Total

Respondents 30 15 5 50

Percentage 60% 30% 10% 100%

From the above table it is known that about 60% employees are satisfied with working conditions, 30% employees are having sufficient conditions and 10% said they are bad.

Page 42

MBA (2009-2011)

Table No.5 A table showing satisfaction about training methods: Sr.no.

1.

2.

Training method Lectures Videos Total

Respondents 15 35 50

Percentage 30% 70% 100%

From the above it is known that 30% of employees like lectures and 70% employees are satisfied with videos training method out of 100%.

Page 43

MBA (2009-2011)

Table No.6 A table showing rate of training programmes overall: Sr.no.

1.

2.

Rate of training programmes Very useful Less useful Total

Respondents 30 20 50

Percentage 60% 40% 100%

From above table employees have given rating about training programmes. About 60% employees have rated those are very useful and 40% rated less useful.

Page 44

MBA (2009-2011)

Table No.7 A table showing safety of employees after training programmes: Sr.no.

1.

2.

Safety

of

employees

training

programmes Highly safety Safety is low Total

Respondents 45 5 50

Percentage 90% 10% 100%

From above table employees have rated safety after training programmes. About 90% employees have rated those are highly safety and 10% rated safety is low.

Page 45

MBA (2009-2011)

Table No.8 A table showing rating of place of training: Sr.no.

1.

2.

Rating of place of training Satisfied Not satisfied Total

Respondents 40 10 50

Percentage 80% 20% 100%

From above table employees have rated place of training. About 80% employees have rated satisfies with it and 20% rated not satisfied with place of training.

Page 46

MBA (2009-2011)

Questionnaire: Name:

Designation:

Age:

Experience:

Address: Number of years working with BAL: Education qualification:

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

2.

No

Did you attend those training programmes?

Yes

No

3. Are you satisfied with those programmes?

Yes

4.

Which method is most interesting?

Lecture

5.

No

Videos

How you will rate these training programmes?

Very useful

Less useful

Page 47

MBA (2009-2011)

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

Highly safety

Low safety

7. How will you rate place of training?

Satisfied

Not satisfied

8. Are you satisfied with working conditions?

Yes

No

9. How will rate length of training programmes?

Sufficient

Not sufficient

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

Yes

No

11. How will rate schedules of training programmes?

Satisfied

Not satisfied

12. Do you need any additional training programmes?

Yes

No

Page 48

MBA (2009-2011)

Observation and Findings: 1.

2.

3.

4.

5.

The working conditions of workers are satisfactory.

The factory is surrounded with plantations to avoid pollution.

The surroundings of the factory are clean.

The facilities provided for workers are canteen, rest room.

About safety of workers is considered first aid box, fire extinguishers are there to use at the time of emergency.

6. Ambulance service is available for immediate treatment.

7. The management is very much concern about safety of workers in the sense of training i.e. they are allowing only trained workers.

8. Newly joined employees will be thoroughly trained.

9. Daily work is done in four shifts.

10. Workers are given gate passes to enter in to premises.

11. Uniform for workers as well as for employees.

12. Benefits like bonus, provident fund, bank loans, and medical aid are given for all employees.

13. Trade union is there in which 150 employees are members.

14. Attendance of employees is maintained in registers.

15. Standing orders are implemented.

16. Wages are paid according to minimum wages act.

17. Time keeping of employees is done by their superiors.

18. Recreational activities are conducted for employees and for their families for refreshment purpose.

19. Payment is done on monthly basis.

20. Labor turnover is only 5%.

21. Training programmes are conducted according to requirement of the company.

22. Out of 400, 350 employees are permanent and remaining is temporary.

23. Performance appraisal is done for a certain period of time.

24. Efficient employees will be promoted based on their performance.

Page 49

MBA (2009-2011)

Conclusions and Suggestions: 1. Training programmes have been conducted based on company’s requirement.

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

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

4. In respect of safety of employees these training programmes are sufficient.

5. Technical and safety wise training is sufficient but for skills like communication they need relative training.

6. At the time of job rotation they need relative training.

7. They need to have disaster management training to handle typical situations at the time of disasters as the company is a chemical factory.

8. They need to be given training in management of people in order to promote them to higher levels when their performance is efficient.

Page 50

MBA (2009-2011)

Bibliography: Books: 1. Human resource management by VSP Rao 2.

HRM by Subba Rao

Internet: www.Google.com www.Balajiamines.com

Page 51

MBA (2009-2011)

Page 52

MBA (2009-2011)

Page 53

MBA (2009-2011)

Page 54

MBA (2009-2011)

Page 55

MBA (2009-2011)

Page 56

MBA (2009-2011)

PART - I

A

Project Report On A Study Of Training and development At Rashtriya Chemicals and Fertilizers Limited, Thal By Ganesh N Chavan

Under the Guidance of Prof. V .Patharudhar Submitted To, Rashtriya Chemicals and Fertilizers Limited In Partial Fulfillment of the Requirements of Master in Business Admininstration (HR)

Bharati Vidyapeeth University, Abhijit Kadam Institute Of Management and Social Sciences, Solapur 2009-2010

Page 57

MBA (2009-2011)

CERTIFICATE

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

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

Place:Thal Date: _____________ Project Guide ____________

Page 58

MBA (2009-2011)

CERTIFICATE

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

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

Place:Walchandnagar

Date: _____________ Project Guide ____________

Page 59

MBA (2009-2011)

RASHTRIYA CHAEMICALS AND FERTILIZERS LTD.

CERTIFICATE Date :_____ __

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

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

We wish him a bright future.

R.C.F

Page 60

MBA (2009-2011)

THAL DECLARATION

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

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

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

Place: Thal Date:

Signature, Mr.G.N Chavan

Page 61

MBA (2009-2011)

ACKNOWLEDGEMENT

I am in deep sense of gratitude to our Director Prof.

Sohrab Sadri sir for giving me a chance to extend our knowledge in the field of Management.

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

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

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

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

Page 62

MBA (2009-2011)

PART- II

THEORETICAL FRAME WORK FOR TRAINING AND DEVELOPMENT PROJECT WORK

INTRODUCTION

Hypothesis is a set of theoretical representation of a proposed research work.

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

Page 63

MBA (2009-2011)

PURPOSE OF TRAINING AND DEVELOPMENT

Reasons for emphasizing the growth and development of personnel include • •

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

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

•

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

•

Ensuring adequate human resources for expansion into new programs.

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

Increased productivity.

Reduced employee turnover.

•

Increased efficiency resulting in financial gains.

•

Decreased need for supervision.

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

Page 64

MBA (2009-2011)

THE TRAINING PROCESS

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

Organizational Objectives

•

Needs Assessment

•

Is There a Gap?

•

Training Objectives

•

Select the Trainees

•

Select the Training Methods and Mode

•

Choose a Means of Evaluating

•

Administer Training

•

Evaluate the Training

Your business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions.

Firms that plan their training process are more successful than those that do not. Most business owners want to succeed, but do not engage in training design that promise to improve their chances of success. Why? The five reasons most often identified are: Time - Small businesses managers find that time demands do not allow them to train employees.

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

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

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

Page 65

MBA (2009-2011)

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

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

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

• • •

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

• •

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

•

they ignored?

• •

What strengths does the company have? What weaknesses?

• •

What social trends are emerging that will affect the firm?

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

Page 66

MBA (2009-2011)

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

Where is training needed?

What specifically must an employee learn in order to be more productive?

•

Who needs to be trained?

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

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

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

Page 67

MBA (2009-2011)

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

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

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

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

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

TRAINING GOALS The goals of the training program should relate directly to the needs determined by the assessment process outlined above. Course objectives should clearly state what behavior or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company.

Goals should include milestones to help take the employee from where he or she is today to where the firm wants him or her in the future. Setting goals helps to evaluate the training program and also to motivate employees.

Allowing employees to participate in setting goals increases the probability of success.

Page 68

MBA (2009-2011)

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

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

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

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

Orientation training should emphasize the following topics: • • • •

The company's history and mission.

•

The key members in the organization.

•

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

•

Personnel rules and regulations.

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

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

Page 69

MBA (2009-2011)

level; by targeting the average attendee you may under train some and lose others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences.

Role playing and simulation are training techniques that attempt to bring realistic decision making situations to the trainee. Likely problems and alternative solutions are presented for discussion. The adage there is no better trainer than experience is exemplified with this type of training.

Experienced employees can describe real world experiences, and can help in and learn from developing the solutions to these simulations. This method is cost effective and is used in marketing and management training.

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

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

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

Apprenticeships are especially appropriate for jobs requiring production skills.

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

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

Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a neutral site and is used by upper- and middle management Page 70

MBA (2009-2011)

trainees to develop a spirit of teamwork and an increased ability to deal with management and peers. It can be costly and usually is offered by larger small businesses.

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

In-house training is the daily responsibility of supervisors and employees.

Supervisors are ultimately responsible for the productivity and, therefore, the training of their subordinates. These supervisors should be taught the techniques of good training. They must be aware of the knowledge and skills necessary to make a productive employee. Trainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments.

They also must be aware of how adults learn and how best to communicate with adults. Small businesses need to develop their supervisors' training capabilities by sending them to courses on training methods. The investment will pay off in increased productivity.

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

Page 71

MBA (2009-2011)

There are many outside training sources, including consultants, technical and vocational schools, continuing education programs, chambers of commerce and economic development groups. Selecting an outside source for training has advantages and disadvantages. The biggest advantage is that these organizations are well versed in training techniques, which is often not the case with in-house personnel.

The disadvantage of using outside training specialists is their limited knowledge of the company's product or service and customer needs. These trainers have a more general knowledge of customer satisfaction and needs.

In many cases, the outside trainer can develop this knowledge quickly by immersing himself or herself in the company prior to training the employees.

Another disadvantage of using outside trainers is the relatively high cost compared to in-house training, although the higher cost may be offset by the increased effectiveness of the training.

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

Training Administration

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

Location.

•

Facilities.

•

Accessibility.

•

Comfort.

•

Equipment.

•

Timing.

Page 72

MBA (2009-2011)

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

An effective training program administrator should follow these steps: • • •

Define the organizational objectives.

•

Determine the needs of the training program.

•

Define training goals.

•

Develop training methods.

•

Decide whom to train.

•

Decide who should do the training.

•

Administer the training.

•

Evaluate the training program.

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

EVALUATION OF TRAINING Training should be evaluated several times during the process. Determine these milestones when you develop the training. Employees should be evaluated by comparing their newly acquired skills with the skills defined by the goals of the training program. Any discrepancies should be noted and adjustments made to the training program to enable it to meet specified goals.

Many training programs fall short of their expectations simply because the administrator failed to evaluate its progress until it was too late. Timely evaluation will prevent the training from straying from its goals.

Page 73

MBA (2009-2011)

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

Within an organization all three are necessary in order to: • •

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

•

Raise efficiency and standards of performance;

•

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

•

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

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

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

Common sense - it is often obvious that new machines, work systems, task requirements and changes in job content will require workers to be prepared; Shortcomings revealed by statistics of output per head, performance indices, unit costs, etc. and behavioral failures revealed by absentee figures, lateness, sickness etc. records;

•

Recommendations of government and industry training organizations;

•

Inspiration and innovations of individual managers and supervisors;

•

Forecasts and predictions about staffing needs;

•

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

•

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

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

Learning from observation of trained workers;

Page 74

MBA (2009-2011)

•

Receiving coaching from seniors;

•

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

•

Job swaps within and without the organization;

•

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

•

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

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

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

•

Briefing by senior staffs;

•

Role-playing exercises and simulation of actual conditions;

•

Video and computer teaching activities;

•

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

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

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

Page 75

MBA (2009-2011)

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

More effective, efficient, flexible employees;

•

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

•

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

•

Fewer requirements to implement redundancy (by retraining);

•

Fewer accidents both personal and to property;

•

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

•

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

Page 76

MBA (2009-2011)

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

Page 77

MBA (2009-2011)

PART-III

COMPANY PROFILE

Rashtriya Chemicals and Fertilisers Limited

COMPANY PROFILE

Page 78

MBA (2009-2011)

Rashtriya Chemicals & Fertilizers Ltd. (RCF) is one of the largest fertilizer and chemical company in Asia, with 20 operating plants at Trombay and 5 large plants at it's Thal Fertilizer unit. RCF commenced operations in 1978, after the reorganization of the erstwhile Fertilizer Corporation of India. Today, it is the largest producer of fertilizers and chemicals in the public as well as the private sectors in India.

With the setting up of the gas based mega fertilizer unit at Thal in Raigad district, RCF became the first company to import the latest generation fertilizer technology into India.

Major breakthroughs in Research & Development, advanced systems of Environmental

Management,

Computerised

Operations,

excellence

in

Manpower Management and a planned development strategy for expansion and diversification make RCF a successful, high-profile organisation.

Rashtriya Chemicals and Fertilizers Limited (RCF) is a corporate body and Government of India undertaking is responsible to the people of India, the Government as owner, Government as Government, Consumers, Employees, the Society at large and Posterity. The company is simultaneously accountable to all these agencies who have a stake in it's successful operation, growth and welfare.

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

RCF has constantly striven to maintain the environment in its vicinity. Several projects, notable among them being the Chembur Green project at Trombay and the afforestation of Thal have been highly successful. RCF has invested substantially in pollution abatement schemes at Trombay and Thal through

Page 79

MBA (2009-2011)

technology upgradation. RCF has won several awards for pollution control and clean technology. Notable awards being the Indira Gandhi Memorial award for

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

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

Rashtriya Chemicals and Fertilizers Limited is a Company incorporated under Companies Act 1956. The Company was formed after the reorganisation of FCI into 5 Companies. Till 1992 , the Company was a wholly owned PSU. During 1992 and 1993, 7.5% of the equity has been disinvested to Financial Institutions, Public etc.

Page 80

MBA (2009-2011)

VISION OF THE COMPANY : To be the number one leader in the Fertilizer Industry by the year 2010 and a major player in global market.

MISSION

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

• • • • • •

•

Keeping these aspects in view, RCF has set for itself the following corporate goals To help increase the national agricultural productivity by providing agricultural inputs and services.

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

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

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

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

To manufacture and market industrial chemicals related to agricultural inputs and also others based on similar technology Page 81

MBA (2009-2011)

• • • • • • • • • • • • • • • • • •

and intermediates, by-products, co-products and waste from the main operations.

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

To improve the environment and minimize to the maximum extent technologically possible, the harmful emissions, atmospheric discharges and effluents.

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

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

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

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

Page 82

MBA (2009-2011)

ACHIEVEMENTS

Both the Units of RCF are accredited with ISO-14001 Certification for the environmental systems while Thal Industrial Products are accredited with ISO 9002 certification for quality control. Thal and Trombay Units have also received OSHAS18001 Certification.

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

Several projects, notable among them being the Chembur Green project at Trombay and the afforestation of Thal have been highly successful.

RCF has invested substantially in pollution abatement schemes at Trombay and Thal through technology upgradation. RCF has won several awards for pollution control and clean technology. Notable awards being the Indira Gandhi Memorial award for Pollution Control and the Rajiv Gandhi Award for Clean Technology awarded to Thal.

RCF has been an MOU signing Company since 1988-89. The Company was rated EXCELLENT for the years 1989-90, 1997-98, 1998-99, 19992000, 2000-01, 2002-03 and 2003-04 and VERY GOOD for the remaining years. The Company also received MERIT CERTIFICATE for excellence in the Achievement of MOU targets for the year 1998-99, 1999-2000, 2000-01 and 2002-03.

Page 83

MBA (2009-2011)

National Awards:

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

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

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

Other Awards: ‘JAWAHARLAL NEHRU MEMORIAL NATIONAL AWARD 1993-94’, for excellence in Indian Industries by effective implementation of energy conservation methods from the International Greenland Society.

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

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

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

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

Page 84

MBA (2009-2011)

OBJECTIVES OF THE COMPANY The main objectives of the Company are as under: •

To produce and market fertilizers and chemicals efficiently and economically in an environmentally sound manner.

•

To maintain optimum levels of efficiency and productivity in the use of resources and to secure optimal return on investment

•

To take up and implement the schemes for saving energy

•

To promote self-reliance in Company’s operations including process know-how, design,Engineering,Erection,Commissioning,Operationand Maintenance of plants and marketing of products with special emphasis on Research and Development.

•

To aim at International standards of excellence in production and quality of products and services

•

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

•

To enhance Safety standards.

•

To care for and protect the Environment and minimize the harmful effects of the emissions, atmospheric discharges and effluents by confirming and also improving on the standards laid done by Pollution Control Authorities.

•

To ensure corporate growth by expansion as well as diversification

•

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

Page 85

MBA (2009-2011)

PRODUCT AND SERVICES Suphala 20:20:0 The new ANP Suphala 20:20:0 which has been very well received by farmers, is the only prilled complex fertilizer produced in the country. Due to it's superior appearance and other characteristics, it has already registered positive preference. The major plant nutrients i.e. Nitrogen and Phosphorus, are in equal proportion. It is gray in colour. This grade is most suitable to crops grown in soils where the available Potash is high.

Suphala 15:15:15 Suphala 15:15:15 is a complex granulated fertilizer containing Nitrogen, Phosphorus and Potash nutrients in a balanced proportion. Pink in colour, it is more suitable to crops which are grown in soils where Potash status is medium or low.

Ujjwala Urea Urea, the concentrated, solid, nitrogenous fertilizer is produced at Trombay and Thal. It contains 46.3 % N. It contains both Nitrogen and Carbon unlike other fertilizers. Nitrogen is in an amide form which is water soluble. It is chemically neutral and has no effect on the soil reaction. As such, it can be applied on any kind of soil. Also, it can be mixed with any fertilizer but should be used immediately.

Urea can be applied in solid form directly to the soil or in plants. It is produced in a prilled form, and is easy to apply to the soil and to store. It is applied as top dressing at the tillering and flowering stages of plant growth. It can also be applied as basal dressing at sowing or planting time with Sulphala.

N-15 Tagged Fertilizer The following N-15 labelled compounds are offered for use in research: Ammonium Chloride

Sodium Nitrate

Page 86

MBA (2009-2011)

NH4CI

NaNO3

Ammonium Sulphate

Potassium Nitrate

(NH4)2SO4

KNO3

Ammonium Nitrate

Urea

NH4NO3

CO(NH2)2

RCF is one of the leading producers of Fertilizers in India. Sujala, Suphala 15:15:15, Suphala 20:20:0, Ujjwala, Microla and Biola are its major fertilizers.All the products can be used with different soil types and in various climatic conditions.

RCF pioneered the manufacture of basic chemicals such as Methanol, Sodium Nitrate, Sodium Nitrite, Ammonium bicarbonate, Methylamines, Dimethyl Formamide, Dimethylacetamide in India. Today R.C.F is the only manufacture of DMF in India. Product characteristics, consumer needs , economy to the consumers and safety are the primary considerations in determining the type of packaging and modes of transportation for each of the products.

HUMAN RESOURCE Manpower has played an important role in shaping of RCF. Through dedicated and competent manpower, RCF has achieved the present position of leadership in Fertilizer Manufacturing. RCF's management has always considered the Manpower as an asset and has taken care of its employees through various welfare schemes such as Housing, medical care, sports facilities and various Social Security schemes. Housing facility is provided to the employees at colonies in Chembur and Kihim/Kurul, near Alibag, Dist.

Raigad. The colonies have well maintained sports club and also School facilities for the employee children. To take care of the health of the employees and their families, RCF has two well equipped hospitals one each in the housing colonies at Mumbai and Kurul. There are different Social

Page 87

MBA (2009-2011)

Security schemes operating in the Company like Group Saving Linked Insurance Scheme, Group Personal Accident Insurance Scheme, House Building Loan Insurance Scheme and RCF Death Benevolent Scheme.

The company takes all efforts to keep the employees motivated and maintain good Industrial Relations. Excellent growth opportunities are available to the employees. The Company believes in workers participation in Management for which various committees are functioning at both its Units. RCF has a strong and dedicated team of 4224 permanent employees. The breakup as on 01.10.2009 is as follows:

Area

Officers Workers Total

Trombay

756

1492

2248

Thal

484

1097

1581

Marketing 296

99

395

Total

2688

4224

1536

Set up of Human Resource Department The Human Resource Department is headed by an Executive Director (HR) and two DGM(HR) at Trombay and one DGM(HR) at Thal assist him for the smooth functioning of Human Resource Department. Human Resource is a key factor, singularly powerful to create a lasting impact on organization. If this crucial resource is utilized in a prudent manner, the rest of the things tend to line-up smoothly. Systematic approach to Human Resource Planning and Development has been a useful strategy for successful organization. RCF has always been an organization with a pro-HRD approach.

Functions of human resource department

Page 88

MBA (2009-2011)

•

Recruitment

•

Promotion

•

Training and Development

•

Wage & Allowances

•

Welfare facilities Medical Attendance & Treatment Rules

•

Industrial Relations

•

Manpower Planning, Career Planning & Succession Planning

•

Contract Labour / Mathadi Labour Administration

Page 89

MBA (2009-2011)

ORGANISATION STRUCTURE OF RCF

Page 90

MBA (2009-2011)

ORGANISATION STRUCTURE OF HR DEPARTMENT OF RCF

Page 91

MBA (2009-2011)

Page 92

MBA (2009-2011)

Page 93

MBA (2009-2011)

Page 94

MBA (2009-2011)

Page 95

MBA (2009-2011)

Page 96

MBA (2009-2011)

Page 97

MBA (2009-2011)

Page 98

MBA (2009-2011)

Page 99

MBA (2009-2011)

Page 100

MBA (2009-2011)

Page 101

MBA (2009-2011)

Page 102

MBA (2009-2011)

Page 103

MBA (2009-2011)

Page 104

MBA (2009-2011)

Page 105

MBA (2009-2011)

Page 106

MBA (2009-2011)

Page 107

MBA (2009-2011)

Page 108

MBA (2009-2011)

Page 109

MBA (2009-2011)

Page 110

MBA (2009-2011)

Page 111

MBA (2009-2011)

Page 112

MBA (2009-2011)

Page 113

MBA (2009-2011)

Page 114

MBA (2009-2011)

Page 115

MBA (2009-2011)

Page 116

MBA (2009-2011)

Page 117

MBA (2009-2011)

Page 118

MBA (2009-2011)

Page 119

MBA (2009-2011)

Page 120

MBA (2009-2011)

Page 121

MBA (2009-2011)

Page 122

MBA (2009-2011)

Page 123

MBA (2009-2011)

Page 124

MBA (2009-2011)

Page 125

MBA (2009-2011)

Page 126

MBA (2009-2011)

Page 127

MBA (2009-2011)

Page 128

MBA (2009-2011)

Page 129

MBA (2009-2011)

Page 130

MBA (2009-2011)

Page 131

MBA (2009-2011)

Page 132

MBA (2009-2011)

Page 133

MBA (2009-2011)

Page 134

MBA (2009-2011)

Page 135

MBA (2009-2011)

Page 136

MBA (2009-2011)