Kesoram Cement Hr Project 2u53m

INTRODUCTION

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INTRODUCTION TO TRAINING Every organization needs to have well trained and experienced people to perform the activities that have to be done. Therefore employee training is not only activity that is desirable but also an activity that an organization must commit resources if it is to maintain a viable and knowledge work force.

Training refers to the teaching learning carried on for the primary purpose of helping of all origin to acquire and apply the knowledge, skills, abilities, and attitudes needed by that organization.

Training is the process of learning a sequence of programmed behavior. It is an application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job.

Training enables employees to develop and rise within the organization and increase their “market value” earning capacity and job security.

Training is the short – term process utilizing a systematic and organized procedure by which non – managerial personnel learn technical knowledge and skills for a definite purpose.

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DEFINATIONS: TRAINING: DALE S.BEACH defines training as ,”The organized procedure by which people learn knowledge and /or skill for a definite purpose “ -P.SUBBA RAO According to EDWIN B.FIPPO,” Training is the act of increasing the knowledge and skills of an employee for doing a particular job” - VSP RAO

DEVELOPMENT: Management development is a systematic process of growth and development by which managers learn the abilities to manage. -P.SUBBA RAO Executive or management development is a planned, systematic and continuous process of learning and growth by which managers develop their conceptual and analytical abilities to man. -VSP RAO

Definition for Training and Development: The training and development process is a combination of many sub processes which aim a correcting the quality of work of the individual ,through provision of training and development programs, employee counseling, offering suggestions etc. Training and development is a complex process and is concerned with increasing capabilities of individuals and groups so that they may contribute effectively to the attainment of organization goals. -C.B.MAMORIA, S.V.GANKAR

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Distinction Between Training And Development: “Training is a short-term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose. Development is a long-term educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose.

NEED FOR THE STUDY Employees being the main source for production the success of an organization depend on its employees. Since employee’s contribution plays a significant role in shaping modern organization, it is the study of an organization to care of its employee’s skill. Abilities and performance and develop them in a more prospective way for the development of the employees which indirectly contributes to the organization. Employees can develop their performance only when they are given training in particular skills which they are lacking. The need for training arises due to following reasons; To match employee specification with the job requirements and organizational needs. Organizational viability and the transformation process. Technological advances Human relations. Change in job assessment.

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SCOPE OF THE STUDY The management of man is very important and challenging job, Important because it is a job. Not of a managing a man. No two persons are similar in mental abilities, traditions, sentiments and behaviors.

People are responsive they feel, think and act; therefore they cannot be operated like a machine or shifted and altered like a template in room layout. They need a fact file handling by management for is makes employees more effective and productive.

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LIMITATIONS OF THE STUDY: The study was conducted for a limited period of time. The study pertains to only employees of the Kesoram Cement. Limited sample size taken for the study i.e. 100 The result can be generated to the whole universe. These are chance of bias of present as employees may be busy with their work. Limited availability of information due to confidentiality.

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OBJECTIVES OF THE STUDY The major objectives of the study are to be studied and analyze training and development activities undertaken:• To study and evaluate the essence of training program. • To find out employee view point and training department. • To know the often training programs and conducted & maintaining the records. • To know the training methods given for employees. • To know the performance level of employees after training. • To know the guidance given by trainers while training. • To know how training helps in understanding and crying out organizational policies. • To find out impact of the training on the job and personal development of the employee • To understand HR practices regarding the training and development programs.

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RESEARCH METHODOLOGY Research is an art of scientific investigation research is defined as a “scientific and systematic search for information on a specific topic”.

The purpose of search is to discover to questions through the application of scientific procedures.

PROCEDURES: The data used for analysis & interpretation is received from the responses of employees for the questionnaires comparison of response is used for interpreting the data.

The project is presented by using table, bar charts, with their interpretation. A survey is under taken to know the facts the training.

QUESTIONNAIRE: Questionnaire is the testing tool of this study a questionnaire is a formalized set of questions for collecting information its function is measurement the questionnaire is istered by the means of personnel interview. The questionnaire constrained clear concept of the needed information about the training.

It contains two or five are more options for a question. I used this for the purpose of getting absolute response from the respondent.

SAMPLING TECHNIQUES: The technique used for selecting the sample is non probabilistic convenience sampling. I have survived some of the employees has been given with one questionnaire to fill.

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SAMPLE SIZE: A sample of 100 respondents is selected each employee filled up the questionnaire are helped the researcher to carry out the survey effectively.

DATA COLLECTION: The researcher has wide varieties of methods to consider either single or in combination they were grouped first according to whether this use secondary or primary source of data.

PRIMARY DATA: Data originally collected for an investigation are known as primary data concluding personal interviews through questionnaire. Most of the study for this project is based on primary data itself.

SECONDARY DATA: Data which is not originally collected rather obtain from published or unpublished sources. It is known as Secondary other than solving the problems. “Secondary data for the present study is retrieved from company profile and text books”.

RESEARCH INSTRUMENT: The structural questionnaire with multiple choices.. The data collected from the survey has been tabulated and analyzed. The data is represented graphically by using bar charts for easy understandability.

ANALYSIS OF THE DATA: The data was collected through questionnaires and has been analyzed by using percentages and presented in the form of bar diagrams.

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HYPOTHESIS: H0: There is no significant important in the organizational performance with the intervention of training and development practices.

H1: There is significant improvement in the organizational performance with the intervention of training and development practices

CEMENT INTRODUCTION: In the most general sense of the word, a cement is a binder, a substance that

sets and hardens independently, and can bind other materials

together. The

word "cement" traces to the Romans, who used the term opus

caementicium to describe masonry resembling modern concrete that was made from crushed rock with burnt lime as binder. The volcanic ash and pulverized brick additives that were added to the burnt lime to obtain a hydraulic binder were later referred to as cementum, cimentum, cement and cement. Cement used in construction is characterized as hydraulic or non-hydraulic. Hydraulic hydration,

cements (e.g., Portland cement) harden because of

chemical reactions

that occur independently of the mixture's

water

content; they can harden even underwater or when constantly exposed to wet weather. The chemical reaction that results when the anhydrous cement powder is mixed with water produces hydrates that are not water-soluble. Nonhydraulic cements (e.g., lime and gypsum plaster) must be kept dry in order to retain their strength. The most important use of cement is the production of mortar and concrete—the bonding of natural or artificial aggregates to form a strong building material that is durable in the face of normal environmental effects.

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Concrete should not be confused with cement, because the term cement refers to the material used to bind the aggregate materials of concrete. Concrete is a combination of a cement and aggregate.

Early uses: It is uncertain where it was first discovered that a combination of hydrated non-hydraulic lime and a pozzolan produces a hydraulic mixture (see also: Pozzolanic reaction), but concrete made from such mixtures was first used by the Ancient Macedonians and three centuries later on a large scale by Roman engineers They used both natural pozzolans or pumice) and artificial pozzolans (ground brick or pottery) in these concretes. Many excellent examples of structures made from these concretes are still standing, notably the huge monolithic dome of the Pantheon in Rome and the massive Baths of Caracalla The vast system of Roman aqueducts also made extensive use of hydraulic cement Although any preservation of this knowledge in literary sources from the Middle Ages is unknown, medieval masons and some military engineers maintained an active tradition of using hydraulic cement in structures such as canals, fortresses, harbors, and shipbuilding facilities The technical knowledge of making hydraulic cement was later formalized by French and British engineers in the 18th century.

Modern cement: Modern hydraulic cements began to be developed from the start of the Industrial Revolution (around 1800), driven by three main needs: Hydraulic cement render (stucco) for finishing brick buildings in wet climates. Hydraulic mortars for masonry construction of harbor works, etc., in with sea water. Development of strong concretes.

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In Britain particularly, good quality building stone became ever more expensive during a period of rapid growth, and it became a common practice to construct prestige buildings from the new industrial bricks, and to finish them with a stucco to imitate stone. Hydraulic limes were favored for this, but the need for a fast set time encouraged the development of new cements. Most famous was Parker's "Roman cement". This was developed by James Parker in the 1780s, and finally patented in 1796. It was, in fact, nothing like any material used by the Romans, but was a "Natural cement" made by burning septaria – nodules that are found in certain clay deposits, and that contain both clay minerals and calcium carbonate. The burnt were ground to a fine powder. This product, made into a mortar with sand, set in 5–15 minutes. The success of "Roman Cement" led other manufacturers to develop rival products by burning artificial mixtures of clay and chalk. In the US the first large scale use of cement was Rosendale cemen a natural cement mined from a massive deposit of a large dolostone rock deposit discovered in the early 19th century near Rosendale, New York. Rosendale cement was extremely popular for the foundation of buildings (e.g., Statue of Liberty, Capitol Building, Brooklyn Bridge) and lining water pipes. But its long of at least a month made it unpopular after World War One in the construction of highways and bridges and many states and construction firms turned to the use of Portland cement. Because of the switch to Portland cement, by the end of the 1920s of the 15 Rosendale cement companies, only one had survived. But in the early 1930s it was soon discovered that Portland cement while it had a faster setting time was not as durable, especially for highways, to the point that some states stop building highways and roads with cement. An engineer, Bertrain H. Wait, whose company had worked on the construction of the New York Cities Catskill Aqueduct, and was impressed with the durability of Rosendale cement, came up with a blend of both Rosendale and synthetic cements which has the good attributes of both: it was highly durable and had a much faster setting time. Mr. Wait convinced the New York Commissioner of Highways to construct an experimental section highway near New Palt, New York, of one sack of Rosendale to six sacks of

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synthetic cement, and it was proved a success and for decades hence the Rosendalesynthetic cement blend became common use in highway and bridge construction.

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Types of modern cement Portland cement: Cement is made by heating limestone (calcium carbonate) with small quantities of other materials (such as clayto 1450 °C in a kiln, in a process known as calcination, whereby a molecule of is liberated from the calcium carbonate to form calcium oxide,or quicklime, which is then blended with the other materials that have been included in the mix..

Portland cement blends: Portland cement blends are often available as inter-ground mixtures from cement manufacturers, but similar formulations are often also mixed from the ground components at the concrete mixing plant. Portland blastfurnace cement contains up to 70 % ground granulated blast furnace slag, with the rest Portland clinker and a little gypsum. All compositions produce high ultimate strength, but as slag content is increased, early strength is reduced, while sulfate resistance increases and heat evolution diminishes. Used as an economic alternative to Portland sulfate-resisting and low-heat cements Portland silica fume cement. Addition of silica fume can yield exceptionally high strengths, and cements containing 5–20 % silica fume are occasionally produced. However, silica fume is more usually added to Portland cement at the concrete mixer. Colored cements are used for decorative purposes. In some standards, the addition of pigments to produce "colored Portland cement" is allowed. In other standards (e.g. ASTM), pigments are not allowed constituents of Portland cement, and colored cements are sold as "blended hydraulic cements". Very finely ground cements are made from mixtures of cement with sand or with slag or other pozzolan type minerals that are extremely finely ground together. Such cements can have the same physical characteristics as normal cement but with 50% less cement particularly due to their increased surface area for the chemical reaction.

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Even with intensive grinding they can use up to 50% less energy to fabricate than ordinary Portland cements.

Non Portland hydraulic céments: Pozzolan-lime cements. Mixtures of ground pozzolan and lime are the cements used by the Romans, and can be found in Roman structures still standing (e.g. the Pantheon in Rome). They develop strength slowly, but their ultimate strength can be very high. The hydration products that produce strength are essentially the same as those produced by Portland cement. Slag-lime cements. Ground granulated blast furnace slag is not hydraulic on its own, but is “activated” by addition of alkalis, most economically using lime. They are similar to pozzolan lime cements in their properties. Only granulated slag (i.e. waterquenched, glassy slag) is effective as a cement component. Supersulfated cements. These contain about 80% ground granulated blast furnace slag, 15 % gypsum or anhydrite and a little Portland clinker or lime as an activator. They produce strength by formation of ettringite, with strength growth similar to a slow Portland cement. They exhibit good resistance to aggressive agents, including sulfate. “Natural” cements correspond to certain cements of the pre-Portland era, produced by burning argillaceous limestone at moderate temperatures. The level of clay components in the limestone (around 30–35 %) is such that large amounts of belite (the low-early strength, high-late strength mineral in Portland cement) are formed without the formation of excessive amounts of free lime. As with any natural material, such cements have highly variable properties.

The setting of cement: Cement sets when mixed with water by way of a complex series of hydration chemical reactions still only partly understood. The different constituents slowly hydrate and crystallise while the interlocking of their crystals gives to cement its strength. After the initial setting, immersion in warm water will speed up setting. In

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Portland cement, gypsum is added as a compound preventing cement flash setting. The time it takes for cement to set varies; and can take anywhere from twenty minutes for initial set, to twenty-four hours, or more, for final set.

Safety issues: Bags of cement routinely have health and safety warnings printed on them because not only is cement highly alkaline, but the setting process is exothermic. As a result, wet cement is strongly caustic and can easily cause severe skin burns if not promptly washed off with water. Similarly, dry cement powder in with mucous membranes can cause severe eye or respiratory irritation. Cement s should wear protective clothing.

Environmental impacts: Cement manufacture causes environmental impacts at all stages of the process. These include emissions of airborne pollution in the form of dust, gases, noise and vibration when operating machinery and during blasting in quarries, and damage to countryside from quarrying. Equipment to reduce dust emissions during quarrying and manufacture of cement is widely used, and equipment to trap and separate exhaust gases are coming into increased use. Environmental protection also includes the reintegration of quarries into the countryside after they have been closed down by returning them to nature or re-cultivating them.

CO2 emissions: Cement manufacturing releases CO2 in the atmosphere both directly when calcium carbonate is heated, producing lime and carbon dioxide, and also indirectly through the use of energy if its production involves the emission of CO2. The cement industry is the second largest CO2 emitting industry behind power generation. The cement industry produces about 5% of global man-made CO2 emissions, of which 50% is from the chemical process, and 40% from burning fuel. The amount of CO2 emitted by the cement industry is nearly 900 kg of CO2 for every 1000 kg of cement produced. The high proportion of carbon dioxide produced in the chemical reaction leads to large decrease in mass in the conversion from limestone to cement. So, to

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reduce the transport of heavier raw materials and to minimize the associated costs, it is more economical for cement plants to be closer to the limestone quarries rather than to the consumer centers In certain applications, lime mortar, reabsorbs the same amount of CO2 as was released in its manufacture, and has a lower energy requirement in production than mainstream cement. Newly developed cement types from Novacem and can absorb carbon dioxide from ambient air during hardening Use of the Kalina cycle during production can also increase energy efficiency.

Use of alternative fuels and by-products materials: A cement plant consumes 3 to 6 GJ of fuel per tonne of clinker produced, depending on the raw materials and the process used. Most cement kilns today use coal and petroleum coke as primary fuels, and to a lesser extent natural gas and fuel oil. Selected waste and by-products with recoverable calorific value can be used as fuels in a cement kiln, replacing a portion of conventional fossil fuels, like coal, if they meet strict specifications. Selected waste and by-products containing useful minerals such as calcium, silica, alumina, and iron can be used as raw materials in the kiln, replacing raw materials such as clay, shale, and limestone. Because some materials have both useful mineral content and recoverable calorific value, the distinction between alternative fuels and raw materials is not always clear. For example, sewage sludge has a low but significant calorific value, and burns to give ash containing minerals useful in the clinker matrix. In 2002 the world production of hydraulic cement was 1,800 million tonnes. The top three producers were China with 704, India with 100, and the United States with 91 million tonnes for a combined total of about half the world total by the world's three most populated states.

China: "For the past 18 years, China consistently has produced more cement than any other country in the world. [...] (However,) China's cement export peaked in 1994 with 11 million tonnes shipped out and has been in steady decline ever since. Only 5.18

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million tonnes were exported out of China in 2002. Offered at $34 a ton, Chinese cement is pricing itself out of the market as Thailand is asking as little as $20 for the same quality. In 2006 it was estimated that China manufactured 1.235 billion tonnes of cement, which was 44% of the world total cement production. "Demand for cement in China is expected to advance 5.4% annually and exceed 1 billion tonnes in 2008, driven by slowing but healthy growth in construction expenditures. Cement consumed in China will amount to 44% of global demand, and China will remain the world's largest national consumer of cement by a large margin.

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PROFILE OF THE COMPANY Kesoram cement industry is one of the leading manufacturers of cement in India, incorporated by the promoters of Birla Group of Company. It is a dry process cement plant the plant capacity 8.26lakh per annum. It is located in basanth nagar in Karimnagar district of Andhra Pradesh. This is 8Km away from ramagundam railway station in Linking to madras to New Delhi. The Company’s first unit at basanth nagar with a capacity of 2.1lakh tones per annum incorporating humbles suspensions preheated system was commissioned during the year 1969. The second unit was setup in 1971 with a capacity of 2.1lakh tones per annum and the third unit with a capacity of 2.1lakh per annum went on stream in the year 1978. The coal for this company is being supplier by singereni and the power is obtained by from APSEB. The power demanded for the factory is 21MW. Kesoram go 2 dg sets of 4MW each installed in the year 1987. Kesoram cement has setup a 15MW captive poer plant to facilitate for interrupted power of supply for manufacturing of cement starts at 24 August, 1997 per 12MW, actual power is 15MW.

Kesoram cement industry distinguished itself among all the cement factories in India by bagging the national productivity award consecutively for two years i.e. for the year 1985 – 87.

The Federation of Andhra Pradesh Chambers & Commerce and Industries (FAPCCI) also conferred on Kesoram cement.

An award for best industrial promotion expansion efforts in the state for the year 1984. Kesoram also bagged FAPCCI awarded “best family planning effort in the state” for the year 1987 – 88.

One among the industrial giants in the country today. Serving the nation on the industrial front, Kesoram industrial ltd. has eventful history dating back to the twenties when the industrial house of Birla acquired it. With only a textile mill under

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its banner 1924, it grew from strength to strength and spread its activities to newer fields like rayon, pulp, transport paper, span pipes, refractory, tyres and other products. Looking to the wide gap between demand and supply of a viral commodity, cement, which plays an important role in national building activity, the government of India had de-licensed the cement industry in the year 1966 with a view to attract private entrepreneurs to augment cement production. Kesoram rose to the occasion and decided to setup a few cement plants in the country.

Birla supreme is popular brand of Kesoram cement from its prestigious plant of basanth nagar, in A.P, which has outstanding tack record, in performance and productivity serving the nation for the last two awards and half decades. It has proved its distinction of achieving optimum capacity utilization.

The market share of Kesoram cement in A.P 7.05%. The market share of the company in various states is shown below.

STATES

MARKET SHARE

Karnataka

5.9%

Tamilnadu

0.94%

Kerela

0.29%

Maharashtra

2.81%

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And the best efforts of an industrial unit in the state to developed “rural economy” were bagged to its contribution towards the responsibility of rural and contribution towards the social responsibility of rural and community development programmers.

2.

For the year 1991 it bagged “my day award” of the govt of A.P for best management and pundit J. Nehru “silver rolling trophy” for the industrial productivity efforts in the state of A.P by FAPCCI.

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And also the Indhra Gandhi memorial award for excellence in industry best management award of the govt of A.P for the year 1993. During the 3years of the govt of A.P. has given the following awards.

4.

Best Industrial retina award for 1995

5.

Environment and mineral conservation award 1995.

6.

To keep the ecological balance, they have also undertaken massive tree plantation in factory and township areas they have been nominated by the govt of India for “Vrikhamitra award”.

7.

Best effort of an industrial unit in the state for rural development 1994-95. Presented by Chief Minister of March, 1996. Best family Welfare award 199697.

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ABOUT THE CEMENT INDUSTRY Cement is the basic construction material used extensively all over the world. The per capita of cement is universally acknowledged as one of the measure of development and prosperity of the country. The per capital consumption of cement in India is estimated at approximately 57Kg. India is the third lower consumer in the world next to Burma and Nigeria. Thus there is a tremendous potential growth of cement industry in India.

In India, the first cement plant has installed by India cement Company located at porbandhar in the year 1914. Then in 1918 two more cement were installed at kathi (m.p). And latheri (Rajasthan) with an annual capacity of 85,000 tones all together.

By 1961, cement production in the country achieved self sufficiency and import of cement was stopped. In august, 1965 the government accepted in principle of decontrol the prices and distribution of cement. A scheme of decontrol was drawn and coordination organization (CACO) was formed. As the decontrol scheme did not prove to the satisfaction of the government, caco was abolished and its function were taken by the cement controller attached with cement cooperation of India limited prices on studies and reports and bureau of industrial cost and prices.

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ABOUT THE INCEPTION OF INDUSTRY Kesoram Cement is a division of Kesoram industries limited. The latter is 6 decade old company belonging to the house of birlas. It has interests in areas like textiles, rayon, refractoriness, spun pipes, tyres and cement.

Kesoram cement was established in 1968 with one kiln and other balancing equipment of produce 2.5lakhs tones of cement per annum. It has the distinction of being the first cement unit in the country to employ dry process technology for cement making and for installing an ESP for de-dusting the kiln waste gasses. Further it was expanded to 9.00lakhs tones in august, 1978 by installing unit no iii, 1.13lakh tones in January, 1981 and 0.87lakh tones in September, 1981 by way of modification.

The track record of Kesoram Cement has been excellent in of surplus generation, providing employment opportunities to the local population environment protection and rural development. In recognition of its excellent performance it has honored by several awards, both at national and state level. Kesoram cement has succeeded in establishing perfection between itself and the best industrial relations recorded with virtually no strikes and lock outs during the last 20 years of working. Conscious of role as leading industrial unit in the area, Kesoram cement has made substantial contribution in the field of education, health care, environment protection, social forestry, agricultural development, transportation, development of religious centers and social enlistment at local level.

ECO – FRIENDLY:

Kesoram has been doing the best for protecting the environment and maintained the ecological balance in the area.

Appropriate pollution control equipments have been installed in the plant. Lot of a forestation measure have been taken and green belts developed and

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lacks of trees have been planted in around the factory, mines, township and in the nearby area. Thanks to the massive tree plantation drive over the years. Basanthnagar has become a paradise with lush greenery, beautiful landscapes and avenues. The tree plantation is so dense that has it virtually drowned the township.

Its nut natural that the ambient temperature in the town is now less by 3 – 40 compared to the nearby ramagundam, one of the hottest spot in the country.

It’s in the fitness of things that Kesoram senior president Shri K.C JAIN has been recommended by the state government to the central government of the prestigious “vrikshamithra” national award.

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KESORAM CEMENT

QUALITY:

The company is committed to produce and deliver quality cement and clinker as per customer’s requirement in compliance with applicable standards and continually improve the effectiveness of the quality management system with an aim to enhance customer Satisfaction.

THIS SHALL BE ACHIEVED BY: •

Improvement in quality of raw material inputs.

•

Progressive increase in productivity and equipment efficiency.

•

Total involvement of employees through participate management activities.

•

Enhancing individual skills through training and motivation.

•

Technological innovation.

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KESORAM CEMENT

ENVIROMNENT POLICY:

Kesoram cement is engaged in manufacturing of cement is committed to project the environment through continual improvement by reducing pollution, energy water consumption and maintaining clean and green environment by implementing environmental management system as per ISO – 14001.

OBJECTIVES: •

Reducing the dust emissions and other pollutants from all sources.

•

Comply with relevant environment legislation and regulation as applicable to our plant operation.

•

Maintaining clean and green environment by plantation programs.

•

Providing training to all the employees for achieving the required objectives and target, subject to review.

•

Preserving natural resources by reducing energy and water consumption.

•

This policy available to all our employees and con be made available to public on demand.

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KESORAM CEMENT

OCCUPATIONAL HEALTH & SAFETY POLICY

Kesoram Cement is committed to continual improvement in occupational health safety performance and strive to achieve target of zero accident.

OCCUPATIONAL THIS, THE OBJECTIVE ARE:

•

To improve work facilities to reduce risk by implementing occupational health and safety management programs.

•

To create awareness and involve all employees and interested parties in implementing OHS policy and objectives.

•

To comply with applicable legislation and other regulations.

•

To reduce leakages to create a healthy and sage environment.

•

To further improve the healthy measures by implementing the system of periodical medical check up of the employees.

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KESORAM VISION The of Kesoram cement family continuously pursuit for excellent cement quality and customer satisfaction is committed to achieve cost leadership optionally utilizing our resource by •

Striving for ZERO accidents ZERO quality complaints and ZERO down fine.

•

Enhancing individual skill through training and motivation.

•

Total enrollment through participate management activities.

•

Creating healthy and sage environment.

•

Continuous efforts for improving productivity.

•

To be market leader in the cement sector and a role model be setting bench marks in process and productivity.

•

To achieved excellence through application of training program management.

CORE VALUES: •

To make contribution for the advancement of the society and humanity.

•

To help the public and government to take up construction activities for individual / national development.

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WELFARE AND RECREATION FACITITIES AT KESORAM

CANTEEN: Canteen is provided to cater to needs of the employees for supply of snacks, tea, coffee and meals.

SCHOOLS: One English medium, Telugu medium school is provided to meet the education requirement of he employee’s children.

HOUSE JOURNAL: A house journal in the name of ‘basanthnagar samachar’ is brought out quarterly where in all the important activities of the plant are published.

KESORAM CONSUMER CO – OPERATIVE STORES: Consumer cooperative stores are available to meet the needs of the employees for the supply of essential commodities like rice, wheat, sugar kerosene etc..

LIBRARIES AND READINGS BOOKS: About 5,000 books are available in the libraries in reading rooms for the daily reading of the employees and their families.

RECREATION CLUB: Two auditoriums are provided for the employees to play the indoor games like shuttle, chess, and caroms for and organizing cultural functions.

SPORTS AND GAMES: Competition in sports and games are conducted every year for August 15th Independence Day and January 26th, republic day among the employees.

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DEFINITION: Training is means of making better use of Human Resources in the organization by developing people to meet the requirement of the Job to be done. Any attempt to extend the expertise of Training Officer into broader Human Resource Specialist’s roles is to change the trainee into a more exotic role that would be beyond the aspiration of all but a minority of training officers. Training continues to be concerned with teaching particular skills for specific purpose. Training and development plays an important role so, every employee require the training and developmental needs. So , every modern management has to develop the organization through human resource development. Training is short term process utilizing and organized procedure by which non managerial personnel learn the technical knowledge and skills for a definite purpose. Need for basic purpose of training.

Dale S. Beach define the training as “As the organized procedure by which people knowledge & or skills for definite purpose”.

MICHAEL J.JUCIOUS defines training as “any process by which the attitudes,

Skills and abilities of an employee to perform specific jobs are improved”

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STATEMENT OF THE PROBLEM Every organization needs to have well trained and experienced people to perform the activities that have to be done. If the current of potential Job occupant can meet this requirement training is not important but when this is not the case. It is necessary to raise the skills levels and increase the versatility and adoptability of the employees. Inadequate Job Performance or a decline in productivity or change resulting out of Job redeg or technological break through requires some type of training.

AIM OF THE PROJECT The aim of the project is to focus on the identification of the training needs, process of the training. Techniques of the training. Needs of the training programs in Kesoram Cement. And to study how it helps the people growing in the organization. In order that as far as possible its future personnel needs can’t be met and goals by proper utilization of Human Resource and to increase the productivity and improve the quality.

IMPORTANCE OF TRAINING The importance of Human Resource Management to a large extent depends on Human Resource Development training is the most important technique of Human’s Resource Development.

As stated earlier, no organization can get candidate who exactly matches with the job and the organization requirement hence, training is important to develop the employee and make him/her suitable to the job.

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Job and organizational requirements are not static; they are changed from time to time in view of technological advancement and change in the awareness of the total quality and productivity management (TQPM). The objectives of TQPM can be achieved only through training. As training develops human skills and efficiency, trained employees would be a valuable asset to an organization. Organization efficiency, productivity, progress and Development to greater extent depend on training organizational objectives like viability, stability and growth can also be achieved through training. Training is important as it constitutes significant part of management control. The increasing competition, among other things increases the significance of training. Training matches the employee with the job from time to time. Further, the trained employees invite Organizational change and ready to take up type of assignment. The success of any organization, to greater extent depends on the amount; qualitative and timely provided by an organization, further, the importance of training can be also be viewed from the need for training and the advantages of training.

NEED FOR TRAINING: A program of training becomes essential for the purpose of meeting the specific problems of particular organization arising out of the introduction of new lines of production. Changes in design, the demand of competition and competition and economy etc.,

Therefore the following are the basic needs of training. • To increase productivity. • To improve quality • To help a company to fulfill its future personnel needs. • To improve organizational climate.

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• To meet technological advances. • Obsolescences prevention • personal growth

TRAINING POLICY: Every company or organizational should have well established training policy; such a Compromise rules and procedure governing the standard of scope of training.

A training policy is considered necessary for following reasons. • To provide suitable opportunities to the employees for his own betterment. • To discover critical areas where training is to be given on a priority basis. • To indicate a company’s intention to develop its personnel. • To provide guidance in faming and implantation of programs. • To impart new entrance the basic knowledge and skills they need for an intelligent performance of a definite job. • To ensure economical output of the required quality. • To develop potentiality of the people for the next level of the job

33

TRAINING INPUTS: Any training and development program must contain inputs which enable participants gain skills, learn theoretical concepts and help acquire vision to look into distant future.

SKILLS: A skill refers to what the individual needs to be able to do if the results are to be achieved and knowledge is to be used effectively. Skills are built progressively by repeated training and other experience. They are manual intellectual Mental perceptual and social.

EDUCATION: The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgment. That any training and development must contain an element of education is well realized.

DEVELOPMENT: Another component of training and development program is the development which is less skill oriented but stresses knowledge, about business environment, management principles and techniques, human relations, specific industry analysis and the like will be useful to manage ones company better.

ATTITUDE: Attitude is the disposition to behave or to perform in a way which is accordance with the requirement of the work. Attitude aspects of training are extremely important. Because they predispose the learners to actions

34

KNOWLEDGE: Refers to what employees need to know. The knowledge for a technical, machines to be operated, the materials and the equipment to be used or the procedures to be followed and refers to the problems that occurs how they should be dealt. • To prepare the employee both new and old t meet the present as well as the changing requirement of the job and the organization. • To prevent obsolescence. • To impart the new entrants the basic knowledge and skills they need for an intelligent performance of definite job. • To prepare employees for higher levels tasks. • To build up a second line of competent officers an prepare them to occupy more responsible positions. • T o develop the potentialities of people for the next the level job. • To ensure smooth and efficient working of a department. • To ensure economical output of required quality. • To promote individual and collective morals. A sense of responsibilities, cooperative attitudes and good relationships. • To broaden the minds of senior managers by providing them with opportunities for an interchange of experience with in and outside with a view correcting the narrowness of outlook that may arise from over specialization.

35

ETHICS: There is need for giving greater ethical orientationto the training and development programmer. There is no denial fact that ethics is largely ignored in business. They are less seen and talked about in personnel function. This does not mean that the human resource manager is absolved of the responsibility.

36

TRAINING PROCESS PROCESS OF TRAINING

Identifying Training needs (Through Organizational Operation, Manpower Analysis etc.)

Getting Ready for the Job

Presentation of Operations & Knowledge (Applications of Training Techniques)

Performance Try-out

Follow-up (Rewards & Feed Back)

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TRAINING OBJECTIVES: Generally line managers ask the personnel managers to formulate the training policies. The personnel manager formulates the following training objectives in keeping with the company’s goals and Objectives.

To prepare the employee both new and old to meet the present as well as the changing requirements of the job and the organization.

To prevent obsolescence’s.

To impart the new entrants the basic knowledge and skill they need for an intelligent performance of definite job.

To prepare employees for higher levels.

To ensure smooth and efficient working of a department.

To ensure economical output of required quality.

To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques.

38

TRAINING METHODS & TECHNIQUES: TRAINING METHODS: The form & types of employees training are inter – related. It is difficult, if not possible; to say which of the methods or combination of methods is more useful than the other. The below stated chart gives the techniques mostly used for training of employees.

ON THE JOB

OFF THE JOB

1. Job instruction training

1. Lectures

2. Job Rotation

2. Conference Method

3. Coaching

3. Role Playing

4. Understudy

4. Programmed Instruction

5. Apprenticeship

5. Simulation 6. Vestibule

•

On the job methods refers to methods that are applied in work place where employee is actually working some are explained as follows:

Job Rotation: This type of training involves the movement of the trainee from one job to another job. The trainee receives job knowledge and gains experience from his supervisor in each of the different job assignments.

Job instruction: This method is also known as training step by step . In this method trainer explains trainee the way of doing jobs ,job knowledge and skills allows him to do the job.

Coaching:

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The trainee is placed under a particular supervisor who functions as a coach in training. The supervisor provides to the trainee on his performance and offers him some suggestions for improvements.

Committee assignments:

Under the committee assignments group of trainees are given and asked to solve and organizational problems. the solve the problem tly it develops team work.

•

Off the job methods are the methods that are used away from the work place some of the off job methods are as follows:

Lectures: The lecture is a traditional and direct method of instruction. The instructor organizes the material and gives it to a group of trainees in the form of talk.

Conference or Discussion: It is a method in training the clerical professional and supervisory personnel This method involves a group of people who pose ideas, examine and share facts, ideas and data.

Vestibule: In this method actual work conditions are simulated in a class room.this type of training is commonly used for training personnel for clerical and semi skilled jobs.

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Role playing: It is defined as a method of human interaction that involves realistic behavior in imaginary situations. this method of training involves action doing and practice.

Programmed Instruction: The subject meter to be learned is presented in a series of carefully planned sequential units. These units are arranged from smile to more complex levels of instruction the trainee goes through these units by answering questions or filling blanks.

TRAINING TECHNIQUES: Training techniques represent the medium of imparting skills and knowledge to the employee’s .Obviously training techniques are the means employed in the training methods Training techniques are divided into two types •

On –job-techniques

•

Off-job techniques TECHNIQUES

ON – THE – JOB

OFF – THE – JOB

Demonstration

Lectures

Coaching

Seminars

Mentoring

Group Discussions

Multimedia Training Assignments Apprentice ship

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•

Some of the on the job techniques followed by the kesoram cement are as follows:

DEMONSTRATION: It is one of the most commonly used techniques followed by the Kesoram Cement. This technique is of telling and showing the trainees how to do a job and then allowing getting on with it. It is direct and the trainee is actively engaged.

COACHING: Coaching is the person to person technique. It is designed to develop individual skills, knowledge and attitude. It is most effective and it takes place informally as the part of normal process. It is followed to:

A.

Help the people to become aware of how well they are doing and what they need to learn.

B.

Providing guidance on how to carry out specific tasks as necessary.

MENTORING: Mentoring is the process where some specially selected and trained individual are given guidance and advice which helps to develop the careers of the ‘protégés’ allocated to them.

MULTIMEDIA TRAINING: Multimedia Training is Kesoram is given to the employees by using variety including audio, video, text, graphics, photography and animation to create an interactive are able to receive rapid and are able to work at their own speed.

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ASSIGNMENTS: Assignments are the specific tasks are investigations which trainees do at the request of their and managers of Kesoram. Trainees and managers in Kesoram provide some guidance to the trainees to ensure that the later do not lose confidence if they meet difficulties I completing tasks.

Kesoram cement offers the apprenticeship Training for one year for all the technical candidates including Engineering Graduates Diploma Holders in various fields like electrical trades, carpenters, welders, turner, heat engine trades etc, each apprentice is given a programmer of assignment according to a pre – determined scheduled which provide for efficient training in the trade skills. •

Some of the off the job techniques are followed by kesoram cement are as follows:

LECTURE: This technique in Kesoram is used to transfer the information to the trainees with controlled content and timing which helps to simulate the actual situation so that the trainees learn by doing and techniques are trained in trouble shooting areas.

SEMINAR: It is based on statement prepared by the employees on a particular issue related to theoretical studies and practical problems concerned to their work and this is followed by discussion among the employees and the chairmen of the seminar summarizes the discussion by contributing his valuable experience and perception.

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GROUP DISCUSSION: The aim of the trainer in the Kesoram cement industry is to guide the group thinking and objective of group discussion is to:

A.

To give the people an opportunity of learning from the experience of others.

B.

To develop powers of self expression.

BENEFITS OF THE TRAINING: It is probably true that in Kesoram with along tradition of trading the following benefits tend to accepted by the management. •

Training help to recruits to learn their jobs more quickly.

•

Regular training in safe working practices reduces accidents which are costly in both financial and morale .

•

Training helps to

minimize labor turnover when labor in scares and

“poaching” rife. •

Improves ob knowledge and skills at all levels of organization

•

Helps to create better corporate image

•

Improves morale of workforce

•

Organization gets more effective decision making and problem solving skills

•

Provide information for future needs in all areas of an organization.

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DATA ANALYSIS

For the analysis of the data three point scale method has been used.

By using 100 questionnaires the needed data has been collected from the employees of the organization for each questions in the questionnaire there are three responses. The percentage of the various responses is calculated for each question from these percentages the conclusions & suggestions are prepared.

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TABLE NO. 1 ANALYSIS

ON

THE

BASIS

OF

DEFINITION

AND

IDENTIFICATION OF TRAINING REQUIREMENTS. S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

YES

90

90%

2

NO

10

10%

3

Don’t Know

0

0%

100

100

TOTAL

100 90 80 70 PERCENTAGE OF RESPONDENTS

60 50

NO OF RESPONDENTS

40 30 20 10 0 YES

NO

Don’t Know

1

2

3

From the above table we can see that 90% of respondents said that there training requirement is identified

and

Defined 10% said that it not identified. From the above data is cleared that 90% of the respondents are experienced that the training requirement is identified and defined.

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TABLE NO.2 WHAT METHOD YOU SUGESTED WILL BE BETTER FOR TRAINING S.NO

OPINION

NO OF

PERCENTAGE OF

RESPONDENTS

RESPONDENTS

1

On the Job

8

8%

2

Off the Job

12

12%

3

Both

80

80%

100

100

TOTAL

90 80 70 60 50

PERCENTAGE OF RESPONDENTS

40

NO OF RESPONDENTS

30 20 10 0 On the Job

Off the Job

Both

1

2

3

From the above table we can see that o 60% said that training must include both the methods. o 20% suggested on the Job method. o 20% suggested off the job method. From the above data it is evident that the 60% of the respondents are in favor of both the methods.

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TABLE NO. 3 HOW OFTEN THE TRAINING PROGRAMS ARE BEING ARRANGED S.NO

OPINION

NO OF

PERCENTAGE OF

RESPONDENTS

RESPONDENTS

1

Regularly

60

60%

2

Very Often

24

24%

3

Only After

16

16%

100

100

Induction TOTAL

70 60 50 40

PERCENTAGE OF RESPONDENTS

30

NO OF RESPONDENTS

20 10 0 Regularly

Very Often

Only After Induction

1

2

3

From the above table we can see that. 60% of the respondents said that training program is being arranged regularly. 24% of the respondents said that training programs are arranged very often. 16% said that training programs are conducted only after induction.

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TABLE NO. 4 BASED ON THE ADOPTED METHODS FOR TRAINING S.NO

OPINION

NO OF

PERCENTAGE OF

RESPONDENTS

RESPONDENTS

1

On the Job

8

8%

2

Off the Job

12

12%

3

Both

80

80%

100

100

TOTAL

90 80 70 60 50

PERCENTAGE OF RESPONDENTS

40

NO OF RESPONDENTS

30 20 10 0 On the Job

Off the Job

Both

1

2

3

From the above table we can see that. 80% of employees said they are given training in both the methods. 12% of employees said they are given training by Off the job. 8% of the respondents are expressed that the training is given by the method of on the job.

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TABLE NO. 5 MAINTAINIG THE RECORDS OF METHOD OF LEARNING S.NO

OPINION

NO OF

PERCENTAGE OF

RESPONDENTS

RESPONDENTS

1

Regularly

20

8%

2

Very Often

76

12%

3

Not maintaining

4

80%

100

100

TOTAL

80 70 60 50

PERCENTAGE OF RESPONDENTS

40

NO OF RESPONDENTS

30 20 10 0 Regularly

Very Often

Not maintaining

1

2

3

From the above table we came to know that. 76% of employees are not regularly maintaining the records. 20% of employees are regularly maintaining the records. 4% of employees are not maintaining records regularly. From the above data we can say that 76% of employees are not regularly maintaining the records.

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TABLE NO. 6 BASED ON THE EVALUATION OF POST TRAINING PERFORMANCE IN THE ORGANIZATION. S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

Improved

84

84%

2

Not much

16

16%

0

0%

100

100

improved 3

Stable

TOTAL

90 80 70 60 50

PERCENTAGE OF RESPONDENTS

40

NO OF RESPONDENTS

30 20 10 0 Improved

Not much improved

Stable

1

2

3

From the above table we can see that. 84% of the respondents are saying that their performance is improved after the training. 16% of the respondents saying that their performance is not much improved.

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TABLE NO. 7 BASED ON THE IMPACT OF TRAINING ON JOB KNOWLEDGE AND SKILLS AT ALL LEVELS S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

YES

76

76%

2

NO

0

0%

3

Don’t Know

24

24%

100

100

TOTAL

90 80 70 60 50

PERCENTAGE OF RESPONDENTS

40

NO OF RESPONDENTS

30 20 10 0 YES

NO

Don’t Know

1

2

3

From the above table we can see that. 76% of total respondents are saying that training improve the job knowledge and skills. 24% of respondents said that they don’t know. From the above data we can say that 76% of the respondents have expressed that the training improves the job knowledge and skills.

52

TABLE NO. 8 THE BEHAVIOR OF EMPLOYEES TOWARDS EACH OTHER S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

Excellent

50

50%

2

Good

34

34%

3

Satisfactory

16

16%

100

100

TOTAL

60 50 40 PERCENTAGE OF RESPONDENTS

30

NO OF RESPONDENTS

20 10 0 Excellent

Good

Satisfactory

1

2

3

From the above table we can see that. 50% of respondents said that after training behavior of employees towards each other is excellent. 34% of respondents said good and 16% said that it is satisfactory. Half of the employees are i.e 50% are expressed that the relations are excellent.

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TABLE NO. 9 THE METHOD WHICH WAS FOLLOWED BY THE NEWLY EMPLOYEES. S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

Theoretical

50

50%

2

Practical

40

40%

3

Both the two

10

10%

100

100

TOTAL

60 50 40 PERCENTAGE OF RESPONDENTS

30

NO OF RESPONDENTS

20 10 0 Theoretical

Practical

Both the two

1

2

3

From the above it is evident that. 50% of respondents said that the practical method was followed. 40% of respondents said that the theoretical method was followed. 10% of respondents said that the both the two methods was followed. From the above data it is evident that 50% of employees are very attract with the practical method of training.

54

TABLE NO. 10 BASED ON THE IMPACT OF TRAINING ANALYYSIS AND SOLVE OF PROBLEMS S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

YES

70

70%

2

NO

0

0%

3

Don’t Know

30

30%

100

100

TOTAL

80 70 60 50

PERCENTAGE OF RESPONDENTS

40

NO OF RESPONDENTS

30 20 10 0 YES

NO

Don’t Know

1

2

3

From the above table we can see that. 70% of total respondents are saying that training helps to analyze problems and to take appropriate actions. 30% of responsible said that they don’t know

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TABLE NO. 11 TRAINNING IMPACT ON BOSS ON SUB-ORDINATE RELATIONSHIP BETWEEN BOSS AND SUBORDINATE. S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

YES

68

68%

2

NO

8

8%

3

Don’t Know

24

24%

100

100

TOTAL

80 70 60 50

PERCENTAGE OF RESPONDENTS

40

NO OF RESPONDENTS

30 20 10 0 YES

NO

Don’t Know

1

2

3

From the above table it is clear that. 68% of respondents said that training improves the relationship between boss and Subordinate. 24% of respondents said that they don’t know. 8% of respondents said that training does not improves the relationship

56

TABLE NO. 12 TRAINING AND ITS IMPACT ON CHANGE MANAGEMENT S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

YES

45

45%

2

NO

35

35%

3

Don’t Know

20

20%

100

100

TOTAL

50 45 40 35 PERCENTAGE OF RESPONDENTS

30 25

NO OF RESPONDENTS

20 15 10 5 0 YES

NO

Don’t Know

1

2

3

From the above table it is inferred that. 45% of respondents said that training helps them to adjust to change. 35% of the respondents said no. 20% of respondents said that they don’t know.

It is concluded that 45% respondents said that training helps them to adjust changes.

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TABLE NO. 13 TRAINING AND ITS ASSISTING IN HANDLING, TENSION AND CONFLICT. S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

YES

52

52%

2

NO

8

8%

3

Don’t Know

40

40%

100

100

TOTAL

60 50 40 PERCENTAGE OF RESPONDENTS

30

NO OF RESPONDENTS

20 10 0 YES

NO

Don’t Know

1

2

3

From the above table it is clear that. 52% of respondents said that training helps a person to handle stress. 40% of respondents said that they don’t know. 8% of the employees are exposed that they don’t know. The above data mentions that 52% of employees said that training helps a person to handle stress.

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TABLE NO. 14 TRAINING

AND

ITS



UNDETSTANDING

AND

CARRYING OUT ITS ORGANIZATIONAL POLICIES. S.NO

OPINION

NO OF

PERCENTAGE OF

RESPONDENTS

RESPONDENTS

1

YES

75

75%

2

NO

0

0%

3

Don’t Know

25

25%

100

100

TOTAL

80 70 60 50

PERCENTAGE OF RESPONDENTS

40

NO OF RESPONDENTS

30 20 10 0 YES

NO

Don’t Know

1

2

3

From the above table it is evident that. 75% of total respondents said that training helps in understanding the original policies. 25% said that they don’t know. The above data is clear about that 75% of total respondents said that training helps in understanding the original policies

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TABLE NO. 15 BASED ON THE SATISFACTION OF TRAINEES ABOUT THE TRAINING PROGRAMME S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

Very much

80

80%

Satisfied 2

Satisfied

15

15%

3

Not much

5

5%

100

100

TOTAL

90 80 70 60 50

PERCENTAGE OF RESPONDENTS

40

NO OF RESPONDENTS

30 20 10 0 Very much Satisfied

Satisfied

Not much

1

2

3

From the above table it is clear that 46% of the respondents are satisfied 34% of the respondents are very much satisfied. 20% of the respondents said that the satisfaction with the training is not much. The above data is evident about that 46% of the respondents are satisfied.

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TABLE NO. 16 TRAINING AND ITS CONTRIBUTION TOWARDS EMPLOYEES BETTER PERFORMANCE. S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

YES

86

86%

2

Some Extent

14

14%

3

No

0

0%

100

100

TOTAL

100 90 80 70 PERCENTAGE OF RESPONDENTS

60 50

NO OF RESPONDENTS

40 30 20 10 0 YES

Some Extent

No

1

2

3

The above table is evident about that. 86% of total respondents said that training makes a useful contribution to organization 14% of respondents said that training is useful to some extent.. All most of employees’ i.e. 86% said that training makes a useful contribution to organization.

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TABLE NO. 17 TRAINING AND ITS IMPACT WORK PLACE AN WORK LIFE. S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENTS

OF RESPONDENTS

1

YES

88

88%

2

Some extent

0

0%

3

NO

12

12%

100

100

TOTAL

100 90 80 70 PERCENTAGE OF RESPONDENTS

60 50

NO OF RESPONDENTS

40 30 20 10 0 YES

Some extent

NO

1

2

3

From the above it is evident that: 88% of total respondents are saying that training makes the Organization a better place to work. 12% of the respondents are saying that they don’t know. All most all the employees i.e. 88% said that training makes the organization a better place to work and live.

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CONCLUSIONS 1.

The training programs are arranged regularly in the organization.

2.

In organization both the on the job and off the job are followed.

3.

In the organization training requirements is identified and defined

4.

Employee performance after training is improved

5.

The guidance form trainers while training is excellent.

6.

The after training is excellent.

7.

Most of the respondents expresses that training improves the job knowledge and skills.

8.

The employees feel that training improves the relationship between Boss and Subordinate.

9.

The employees feel that training helps to understand original policies.

10.

Majority of employees feel that training makes the organization a better place to work.

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SUGGESTIONS 1.

It is better if the management takes for the improvement of the behavior of employees towards each other after the training.

2.

It is better if the management conducts the training programs regularly.

3.

It is suggestive that training may help the employees in order to over comes stress.

4.

It might be better if the organization find’s the reason behind it and take action to improve the satisfaction of employees regarding the training.

5.

Training in a specific method is not sufficient in fulfilling the required training needs in the organization.

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QUESTIONNAIRE TRAINING & DEVELOPMENT NAME:___________________________________ DOJ: _______________ Educational Qualification:___________________ Gender:_____________ Process: __________________________________ Age:________________

1. Is your training requirement identified and defined. A) YES

B) NO

C) Don’t Know

2. What method you suggest will be better for training. A) On the job B) Off the job C) Both

3. How often the training programs are being arranged. A) Regularly B) Very Often

C) OAI

4. How did you find your performance after learning. A) Improved B) Not much C) Stable

5. Does training improve the job knowledge and skills at all levels of the Organization. A) YES

B) NO C) Don’t Know

6. In which way training can be successful. A) Theoretical

B) Practical C) Both the two

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7. Is training helps analyze the problems and to solve them. A) YES

B) No

C) Don’t know

8. Does training improve the relationship between boss and subordinate. A) YES

B) NO C) Don’t Know

9. Does the training helps employees adjust to change. A) YES

B) NO C) don’t know

10. Does the training help a person to handle stress tension and conflict. A) YES

11. Does

B) No

training

helps

C) don’t know

in

understanding

and

carrying

out

Organizational policies. A) YES

B) NO C) don’t know

12. Are you satisfied with the training programs, which you have gone through? A) Very much Satisfied

B) Satisfied

C) Not much

13. Does the training programs make a useful contribution to organization by encouraging people to perform better. A) YES

B) To some extent

C) NO

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BIBLIOGRAPHY

1.

Personnel Management C.B.MAMORIA S.V. GANKAR

2.

Personnel Practice of Management L.M. PRASAD

3.

Personnel and Human Resource Management P. SUBHA RAO

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