Вы находитесь на странице: 1из 56

ACKNOWLEDGEMENT

PREFACE
Practical training is considered to be an essential part of all professional institution and those who are aspiring for MBA. Because in an organization HR department plays a very significant role. The main reason of management thesis for management student is to help them to understand and apply the theoretical studied, in the practical field of organization. And in the area of specialization. It also helps them to understand actual organization role, their management style, their work culture and how they deal wit different types of situation in their organization. Management thesis also helps compare bookies knowledge with knowledge. the student to the practical

I feel really proud that, I have been able to handle the Management thesis, A study on effectiveness of training and development programs in .NTPC. I learned lots of knowledge and experience during this thesis and in Human Resources field. My project report covers A study on effectiveness of Training and Development programs in NTPCI have tried to very much fair while observation

of my work. I hope that my project report will be beneficial for the organization.

CONTENTS

Introduction OF NTPC
Company Profile NTPC plant wise capacity NTPCs Achievement & Awards NTPCs mission Strength perfoumence name of the department in the NTPC skill gap mapping of NTPC some of the benefits employee tranning statement objective scop of the project reserach of the INTRODUCTION objective methodology perpose of the study INTRODUCTION nature of the training and development need of the training and development

TRAINNING POLICY EVALUSION OF THE TRAINNING AND DEVELOPMENT TRAINNING OF THE NTPC WORKS TRAINNING METHOD AND TECHNIQUES ORGANIZATIONAL CHART OF HR DEPARTMENT WALFARE MEASURE WORKERS PARTICIPATION IN MANAGEMENT METHOD OF SECURITY WORKERS PARTICIPATION FINDING SUGGESTION CONCLUSION BIBLIOGRAPHY

Statement of Objectives
Scope of the project Research objectives Research Methodology Introduction to Topic
Introduction of training and development Nature of training and development Need of training and development Training policy Training need assessment Training Calendar Identifying training and development needs Evaluation of training and development Training at Bargarh Cement Works Training methods or techniques Organisation Chart of HR Welfare measures Workers participation in Management

Data analysis Findings Suggestions Conclusions Questionnaire Format Bibliography

COMPANY PROFILE

INTRODUCTION

There is a human tendency to make judgments about those one is working with as well as about oneself. It seems appraisal is both inevitable and universal. In the absences of a carefully structured system of appraisal, people will tend to judge the work performances of other, including subordinates, naturally, informally and arbitrarily. However the human inclination to judge can create serious motivational, ethical and legal problems in the work place. Without a structured appraisal system there is little chance of ensuring that the judgment made will be lawful, fair, defensible and accurate. Hence a systematic performance appraisal to judge the performance of individual in any sector. Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee was justified. The process was firmly linked to material out comes. If an employees performance was found to be less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order. Performance appraisal is a systematic evaluation of an individual employee with respect to his performance on the job and his potential for development. Performance is carrying out the work entrusted by the employed directly or through his agents. The management expects all the employees to perform this specified work for the payments it makes. Once the work is entrusted to the employee, it is necessary to major the 4

performance to see whether the employee has done the work entrusted to him in the way it was expected. Whether there is

any wastage in tears of time, money, energy, skill etc. whether the same work could have been done in a better way. In the process, whether the employee has equipped himself responsibilities. Normally it is measured by a third party or the immediate higher officer. This method of measuring the work is called appraisal. Unless the work is carried out in the proper way, the employer will lose; their employee will not learn anything by carrying out his work. It is a formal exercise in a documented form in which organization makes an evaluation Require differential treatments among the members of a group as distinguished form actions affecting all members equally. Others regard it as a process of estimating or judging the value, excellence, qualities or status of some object, person or thing. of its employees in terms of his contributions made towards achieving organizational objectives. It also evaluates further personal strengths or weakness in terms of attributes and behaviors demonstrated for meeting whatever objectives the organization may consider relevant. According to Heyel, Performance Appraisal is the process of evaluating the performance and qualification of the employees in terms of the requirements of the job for which he is employed for the purpose of administration including placement,selection,promotion providing financial rewards and other actions which

Thus, performance appraisal is the step where the management finds out how effective it has been at hiring and placing employees. If any problems are identified steps are taken to communicate with the employee for their remedy.

Performance appraisal is a systematic and objective way of judging the relative worth or ability of an employee in performing his job. The appraisal is systematic when it evaluates all performances in the same manner, utilizing the same approaches so that appraisal of different persons is comparable. Appraisal has objective also. Its essential features are that it attempts at accurate measurement by trying to eliminate human biases and prejudices.

NTPC Plant-wise Capacity:

Sr. No. 1 2 Singrauli Korba

City

State

Inst.Capacity

Uttar Pradesh 2,000 Chhattisgarh 2,600 Andhra Pradesh West Bengal Madhya Pradesh

Ramagundam

2,600

Farakka

2,100

Vindhyachal

3,260

6 7 8 9

Rihand Kahalgaon Dadri Talcher

Uttar Pradesh 2,000 Bihar 2,340

Uttar Pradesh 2,310 Orissa 3,000 7

10

Unchahar

Uttar Pradesh 1,050

11

Talcher Thermal

Orissa

460

12

Simhadri

Andhra Pradesh

1,500

13 14 15 16

Tanda Badarpur Sipat Sipat (erection phase) Bongaigaon (erection phase)

Uttar Pradesh 440 Delhi 705

Chhattisgarh 1660 Chhattisgarh 1980

17

Assam

750

18

Mouda (erection phase) Maharashtra

1000 (2x500 MW)

Total 25,815 8

NTPC Achievements Year 1972 Achievement . 80-mile wood pole (69 kV) transmission line constructed from

1973. 1978. 1986. 1988.

1989.

1990. 1992.

1996. 1997. 1999.

2001.

Inuvik to Tuktoyaktuk, the only line of its type in the world, north of the Arctic Circle. Head office moved from Ottawa to Edmonton.. Forty-nine communities across the North now served by the Northern Canada Power Commission. Pine Point Mine closes Government of the Northwest Territories acquires NCPC. Inuvik plant destroyed by fire. Inuvik supplied with power from Tuktoyaktuk while plant was rebuilt.. Head office moves to Hay River. The Commission is renamed the Northwest Territories Power Corporation. NWT Public Utilities Board commences partial regulation of the Corporation. New 150 km (115 kV) transmission line installed between Snare and Yellowknife.. Agreement with Dogrib Power Corporation to construct, own and lease back for 65 years a 4.3 MW hydro electric facility on the Snare River. Full regulation of the Corporation by the NWT Public Utilities Board. Environmental site assessments commenced. Snare Cascades hydro, a 4.3 MW plant, is commissioned Community-based rates established. Fuel and water stabilization funds established. .. Creation of Nunavut, April 1, 1999. The Corporation continues to supply both the NWT and Nunavut under a twoyear transition plan. Inuvik plant begins multi-year transition from diesel to natural gas .. On April 1 the assets of Northwest Territories Power Corporation are divided into two corporations: the Northwest Territories Power Corporation, which is wholly owned by the Government of NWT, and the Nunavut Power Corporation, which is wholly owned by the Government of Nunavut. 9

2002. 2003.

. NTPC receives the national Leadership Award for electric utilities for reduction in greenhouse gas emissions. . NTPC purchases the Bluefish (7 MW) hydro plant from

2004.

2005. 2007.

2008.

Miramar Con Mine, near Yellowknife . A new subsidiary, Sahdae Energy Limited, is created to pursue the hydro potential of the Bear River, working with the Deline Land Corporation and the Tulita Yamoria Community Secretariat. In January, Fort McPhersons power plant burned to the ground. NTPC restored power to the community within 10 hours. New Fort McPherson power plant is commissioned in Fort McPherson.. The Government of the Northwest Territories passes the NWT Hydro Corporation Act, creating the Northwest Territories Hydro Corporation (NT Hydro). The new corporate structure includes NTPC as one of three NT Hydro subsidiaries. Former subsidiaries of NTPC are now "sister companies" of the Corporation. .. NTPCs 20th anniversary as a wholly-owned crown corporation of the Government of the Northwest Territories

Awards

We derive immense satisfaction from the awards we receive and the resulting recognition they bestow. The awards are key indicators and milestones on our HR journey, and reinforce our

HR philosophy and practices. NTPC has been awarded No.1, Best Workplace in India among large organisations for the year 2008, by the Great Places to Work Institute, India Chapter in collaboration with The Economic Times.

10

NTPCS MISSION
MISSION.

Develop and provide reliable power, related products and services at competitive prices, integrating multiple energy sources with innovative and eco-friendly technologies and contribute to society.

STRENGTH A solid partner. Integrity & strength of character of our people. A strong organization behind them with global leadership and competence.

PERFORMANCE Delivering on our promises to each other and to our stakeholders. Best solutions for our customers. Demanding excellence Open 7 always searching for new and better ways Best results from working together. 11

PASSION Dedication and commitment We care about everything we do. We take pride in performing well and recognize and celebrate success.

NAME OF THE DIFFERENT DEPARTMENTS OF NTPC


HR, Administration, & Legal Finance Material Management Project Mechanical Production & Quality Control Electrical & Instrumentation Safety Transport Security Water Supply Health Services .

SKILL GAP MAPPING OF NTPC


Training and development offer competitive advantage to a firm by removing performance deficiencies; making employees stay long; minimizing accidents scrap and damage; and meeting future employee needs. This is possible only through skill mapping. The study gap existing in knowledge, skills and attitude aspects of the existing training programmes across top, senior, middle and junior management levels is the motive of the skill mapping. The objective of the skill is to find out

12

The deficiencies which ids caused by a lack of ability rather than a lack of motivation to perform. The individual(s) involved have the aptitude and motivation to learn to do the job better, and Supervisors and peers are supportive of the desired behaviors.

The present scenario is changing; it requires multi-various skilled workers at top management, middle management and wage boards. The aim of the skill mapping is knowledge test, one to one interaction and to assess the performance. For one to one interaction company calls third party for assessment. After the assessment of skill company used to design the training course for those employee who are not meeting the requirement of the organization. There is greater stability, flexibility and capacity for growth in an organization. Employees become efficient after undergoing training. Efficient employees contribute to the growth of the firm. Growth renders stability to the work force. Training makes the employees

versatile in operations. In this way the growth of employees results in the growth of the company, state, and finally of the nation

Some of the benefits of employee training


Improves the job knowledge and skills at all levels of the organization. 13

Helps create a better corporate image. Improves relationship between boss and subordinate. Aids in organizational development. Organization gets more effective decision- making and problemsolving skills. Improves labor-management relations. Helps the individual in making better decisions and effective problem solving. Helps a person handle stress, tensions, frustration and conflict. Helps eliminate fear in attempting new tasks. Improves communication between groups and individuals. Improves interpersonal skills Makes organizational policies, rules and regulations viable Provides a good climate for learning, growth, and co-ordination.

STATEMENT OF OBJECTIVES
The objective of the project is to study the effectiveness of training and development program in company. As we know that 14

training is an important factor for growing because growth is lifeline for the company. The main motto of this project was to know, how company conducts training program. What are the basic requirements during this process? How does the company come to know that some body needs training? After providing them training analysis is required. Analysis makes the management aware of the workers of staffs whosoever had gone through the training. Development is the main objective of any training. If there is no any development, the objective of training is not achieved. So for achieving the objective, development is very much required. The way of analyzing of the training should be carefully developed. Because a good analysis reflects the true figure of the development of trainees. How the company analyses the training is a subject to be learnt. So the ultimate goal of this project is to study the way of providing training as well as the way of measure the development of trainees in ntpc.

15

SCOPE OF THE PROJECT


1. For individuals (employers & employees), it gives a better understanding of what is expected of them; where priorities lie; where their contribution fits into the organization and how they are progressing. 2. For managers (middle & top level), it provides a basis for allocating responsibility to individuals for achieving certain results; monitoring the achievement of results and providing solid evidence, which is less subjective, for assessing an individuals performance. 3. For the organization, it identify the best method of training & development program which can help the organization to achieve corporate plants & gives a greater likelihood of strategic planning.

16

RESEARCH OBJECTIVE
Research is a multipurpose tool which is used to help solve a variety of organizational problem. The main aim of research is to find out the truth which is hidden and which has not been discovered yet. The concept of research can be applied to all organizational studies, be they large or small, descriptive or analytical, major or minor, human or non human, broad or narrow in perspective, dimension and scope. In fact it is useful for everyone who is concerned with personnel problems-labor, management, the general public, governmental agencies and consumers. Though each research has its own purpose or objectives which are discussed below:1. 2. 3. 4. 5. 6. To measure and evaluate present conditions. To predict future conditions, event and behavioral pattern. To evaluate the effects and results of current policies, programmes and practices. To provide an objective basis for a revision of current policies, programmes and practices. To appraise proposed policies, programmes and activities. To keep the management abreast of its competitors by replacing old products by new products, old techniques by new techniques old organizational practices by new organizational practices. To discover ways and means of strengthening the abilities and attitudes of employees at good or a high level and on continuing basis. To gain familiarity with a phenomenon or to achieve new insights into it (studies with this in view are termed as exploratory or formulate research studies). To Portray accurately the characteristics of a particular individual, situation or a group (studies with this object in view are known as descriptive research studies). To determine the frequency with which something occurs or with which it is associated with something else (studies with this object in view are known as diagnostic research studies). 17

7. 8. 9. 10.

11.

To test hypothesis of a casual relationship between variables (such studies are known as hypothesis testing research studies).

Research is the means of bringing about the end-stage of improved performances. It fundamental purpose is to improve the philosophy and practice of personnel administration and manpower management.

METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In the present scenario of industrialization, large number of industries in every sector is being promoted in our country. This is bound to give a boost to our national prosperity. In order to reap the optimum out put of training and development, we should be equally concerned to the possible programmes of training and development. Proper training development of skills, attitude and knowledge. The company spent huge amount for training programmes to get trained employees for the organization which will ultimately results in the growth of the corporate image. The organization needs right people, at right place, and at right time for which there should be proper training programmes, training need assessments, & skill mapping.

PURPOSE OF THE STUDY


The purpose of the study is to acquaint with the actual work situation and enable to learn the practical skills relating to 18

organizational climate. And to acquire the knowledge about the training programmes and its implementation.

METHOD OF STUDY
In order to conduct the research, the researcher has followed the questionnaire method. Relevant information was collected through interviews with managers, officers, workers, supervisors & workers. The

Questionnaire survey method was used mainly to understand as to how the employees and workers perceive the training programme of the organization and how they are implementing in their work.

DATA COLLECTION
The data for the study were collected both from primary and secondary sources. The primary sources include the executives, non-executives. The secondary sources include the relevant records and books. This study involves the technique of both observation and survey to have an over all idea about the training and its implementation.

TOOLS AND TECHNIQUES


For the purpose of the study the following tools were used. A structured interview schedule for the management. 19

A questionnaire prepared for the sample respondents, management trainees, officers, supervisors and workers. Opinion survey for executives / non-executives.

LIMITATION OF THE STUDY


Various limitations which came across during the project work are: Limitation of time factor. The employees of the organization having heavy workload due to which they have less time for interaction. Non availability of resources at time hampers the study.

20

INTRODUCTION OF THE TRAINNING AND DEVELOPMENT


Every organization needs to have well trained and experience people to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Inadequate job performance or a decline in productivity or changes resulting out of job redesigning or a technological break through require some type of training & development efforts. As the jobs become more complex, the importance of employee development also

increases.

In

a rapidly

changing

society,

employee

training

&

development are not only an activity that desirable. Like the Fed Ex-Corporation is yet another company which takes training & development seriously. It spends $155 million on training each year. The company allocates nearly 1523 man-hours every year on training & development. Each employee spends 4 to 6 weeks a year n compulsory training. In addition the company has a tie up with skill of an e-mail learning portal which offers nearly 800 short term online courses

21

to the employees. Fed Ex has a clean strategy with respect to training & development. If believes that training in house personnel is much more effective & economical than lateral hiring. Indian trainers are everywhere. It importing communication

training for local BPOs in the Philippines or imparting soft skills to hotel staff in south East Asia or people development for Genpacts china centre. LG Electronics has made if mandatory for its staff to do two modules a month and each module has a test that has to be cleared. Every three months a summary of all the tests is made and prizes are doled out to encourage people to learn. Cisco uses web based training as an integral tool to make employees more productive because it is available anytime, anywhere.

NATURE OF TRAINING AND DEVELOPMENT


In simple terms, training and development refer to the imparting of specific skills, abilities and knowledge to an employee. More clearly training and development may be understood as any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for

22

training and development is determined is determined by the employees performance deficiency, computed as follows:Training and development need = Standard performance Actual performance. Training refers to the process of imparting specific skils. Development refers to those learning opportunities designed to help employees grow. Development is not primarily skills-oriented. Instead, it provides general knowledge and attitudes which will be helpful to employees in higher positions. Development activities, such as those supplied by management development programmes, are generally voluntary.

NEED OF TRAINING AND DEVELOPMENT

1.

To increase performance and productivity-

Instruction can help employees increase their level of performance on their present assignment. Increased human performance often directly leads to increased operational productivity and increased company

23

profit. Again increased performance and productivity, because of training, are most evident on the part of new employees who are most efficient and effective ways of performing their jobs. 2. To improve Quality:-

Better informed workers are less likely to make operational mistakes. Quality increases may be in relationship to a company product or service, or in reference to the intangible organizational employment atmosphere. 3. To improve organizational climate:-

Productions and product quality may improve, financial incentives may then be increased, but one of the most important of these is the current state of an organizations educational Endeavour. 4. To improve health and safety:- Proper training can help prevent

industrial accidents. A safer work environment leads to more stable mental attitudes on the part of employees.

5.

To help a company fulfill its future personal needs:-

Organizations that have a good interval educational programme will have to make less drastic manpower changes and adjustments in the event of sudden personal alternations. 6. Obsolescence prevention:- Training and development programmes

foster the initiative and creativity of employees and help to prevent

24

manpower obsolescence, which may be due to age, temperament or inability of a person to adapt himself to technological changes.

TRAINING POLICY
Every company or organization should have wee-established training policy. Such a policy represents the top managements commitment to the training of its employees, and comprises rules and procedures governing the standards of scope of training. A training policy is considered necessary for the following reasons: To indicate a companys intention to develop its personnel; to provide guidance in the framing and implementation of

25

programmes and to provide information concerning them to all concerned; To discover critical areas where training is to be given on a priority basis; and To provide suitable opportunities to the employee for his own betterment. This policy will ensure that we have the adaptability and flexibility to thrive and succeed as a business. To do this, all line managers, through the Performance Review process, will Ensure that staff has a level of knowledge and skill to fully perform their role. Encourage staff to develop within their current role. Look for potential, and find ways for staff to demonstrate potential. Recognize and rewards staff development (utilizing it wherever possible) Create a learning culture by providing opportunities for learning.

All staffs are entitled to and can expect to receive training they need to carry out their current role. This includes seconded, fixed-term contract or short-term contract staff. Permanent employees can expect to benefit from further commitment for each individual to devote at least 5 days a year towards training and development. First priority will be towards job-related training, but we will also encourage individuals to undertake personal development

26

training. This may entail taking professional qualifications; undertaking research into a particular field of interest or experiencing a particular aspect of another job in ordr to gain an insight into the role and fuller understanding of the work. Training should not be viewed purely as attending a training course There are a variety of different methods that can be used to help train and develop individuals and Personnel Services will be happy to help individuals and managers select the most appropriate method. It is recognizes the need for everyone to learn and develop their skills on a continuous basis and will support individuals to help them achieve this. Equally, the company expects individuals to take on some responsibility for their own self- development. For example, identifying suitable training activities (with the help of line managers and Personnel Services) and adopting a flexible and positive approach to any training and development that is identified with them.

TRAINING NEED ASSESSMENT


The right employee training, development & education at the right time provides big payoffs for the employer in increased productivity, knowledge, loyalty, and contribution.

27

In every company, HR training in many employees related and legallyrelated topics is mandatory, especially for managers & supervisors. We need to equip our employees to handle their employee relations responsibilities competently. But, for maximum positive impact & learning, we need to make the HR training motivational & engaging. DEFINITIONTraining need assessment can be simple as asking an employee what theyd like to be able to do better to as complex as development an individualized training plan for every employee. Training needs assessment is a tool that helps you create a superior workforce. This training needs assessment works best in small to mid sized organizations. It will give you a quick assessment of the training needs of an employee group. This training need assessment helps find common training programs for a group of employees. WHAT IS TRAINING NEEDS ASSESSMENT? A tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. Focus should be placed on needs as opposed to desires.

WHY CONDUCT A TRAINING NEED ASSESSMENT ? -To pinpoint if training will make a difference in productivity & the bottom line. -To decide what specific training each employee needs & what will improve their job performance.

28

-To differentiate between the need for training & organizational issues. HOW IT IS PERFORMED ? There are several techniques that can be utilized individually or in combination with each other. More than one tool should be considered to get a better view of the big picture, however, which tools are used should be left up to company. 1. MEET WITH MANAGEMENT- Since most superiors are involved with the planning of project & the future of the company, they know what will be needed. They should be able to communicate where their employees current abilities lie & what is needed to get them to the next level for new projects on the horizon. 2. MEET WITH EMPLOYEES- Discuss what struggles they may be facing from day to day & what would make their job easier & more efficient. Remember to keep them focused on what they need rather than what they want. 3. CONDUCT SURVEYS- Survey is beneficial because many people of time. Additionally, surveys provide employees with the opportunity to confess a need on paper that they may be too embarrassed to admit needing in a face to face meeting. Surveys should take the form of a questionnaire. It includes close ended or open ended questions or a series of both.

Close ended questions require the respondents stay within certain perimeters set by the person who created the survey. Being that the answers are limited, tabulating the data is simple. Open-ended questions allow an employee to provide

29

more feedback & introduce new ideas that maynt have been considered initially, although tallying more difficult. 4. CONDUCT FOCUS GROUPSFocus groups allow for small group interaction, allowing the assessor to uncover details about their target audience. Brainstorming is encouraged allowing for an exchange of new ideas repeatedly. 5. REVIEW COMPANY GOALS & MISSION STATEMENTA brief review of the companys past & where they are headed for the future may reveal valuable information for training. A should be made of what employees are currently be expected of them as the company In case of focus group & audio taping or video later for any comparison and a revelation of what training may be needs. limits focus groups can be held once or Depending on time the results may be

doing & what will

continuous to grow & change. consideration should be given to either details.

taping the session allowing it to be reviewed

Identifying training & development needs


30

Identifying training and development needs, and helping individuals to improve their performance, are key responsibilities for line managers, so they are expected to be achievely involved in their teams training and development. Line managers are also responsible for measuring the effectiveness of any training and development undertaken by team members, with assistance from personnel services. The skills and knowledge that will be needed for the future success of the company will become apparent as each years business (corporate) plan is drafted and communicated to teams within the company and individual performance objectives agreed. Where individual skills, knowledge or the development of competencies are needed to achieve our business objectives, these should be recorded on the Development needs Assessment Plan, which forms part of our performance review process The training process is divided into three phases: (1) (2) (3) Needs identification Training Evaluation systems(courses, modules, training aids, presentation, instructors, records)

31

Needs identification The first phase is the identification and analysis of an organizations training needs. As a minimum, the organization should be able to accomplish the following four things: 1. 2. 3. 4. Systematic review of each trade, occupation or process by a team of knowledgeable individuals. Conduct verbal and/or written surveys of managers, supervisors, leaders, technicians and workers. Conduct a complete review of legislated training requirements. Review the results of Hazard Analyses, occupational health surveys and other survey or process analysis. Identification of training needs(ITN) Identification of training needs (ITN), if done properly, provides the basis on which all other training activities can be considered. Also requiring careful thought and analysis, it is a process that needs to be carried out with sensitivity: peoples learning important to them, and the success or the organization may by to stake. It is important to know exactly what you are doing, and why, when undertaking ITN. This is the reason we have included material to help you make considered decision and take thoughtful action. You will find, however, that the return on the investment you make in fully understanding what ITN is all about will make it well worth while.

32

Evaluation of training and development


Evaluation means the assessment of value or worth. Evaluation of training is the act of judging whether or not it is worthwhile in terms of set criteria. Evaluation of training and development programmes provides assessment of various methods and techniques, sells training to management, identifies the weaknesses of training programmes and helps to accomplish the closest possible correlation between the training and the job. A comprehensive and effective evaluation plan is a critical component of any successful training programmes. It should be structured to generate information of the impact of training on the reactions; on the amount of learning that has taken place; on the trainees behavior and its contribution to the job. Therefore, evaluation is a measure of how well training has met the needs of its human resources.

33

Training at NTPC Works


Scope & Target: All employees and workmen including contract laborers are imparted different training for augmenting their skill and knowledge.

various of training: 1 .services covered under tranning: . Desigin of comprehensive organization Recruitment services Induction and management devlopement tranning HRD policies and procedures Simulator training Customized training programmes. 2 The power management (pmi) of ntpc Provide management and technical training. Complemented by full scope simulators training facilities for power . station 3 EDC (EMPLOYEE DEVELOPEMENT CENTERS) Located at all the plants of ntpc providing training specific to the need of The plant both in technical and managerial areas. Ntpc has two simulator training institutes atkorba and kawas providing engineer trainees, . experience on running a plant to graduate

34

4 CLASS (CENTER FOR LEARNING AND SELF STRIVE) Add value to the org. in achieving desire level of the productivity, performance and profitability (3ps) through people. Class is to enhance efficiency and effectivieness in worn in order to achieve business targets and goals. Class worns for building 48 employe competence to maintain the compectitive ratio between skill salary.

TRAINING METHODS AND TECHNIQUES


Training method is mainly of two types that is on the job method and of the job method. So, the following the methods are as follows:ON THE JOB TRAINING: On the fob techniques are conducted in the real job settings. On the job methods usually involve training in the total job. These methods are typically conducted by individuals, workers, supervisors. The main advantage is that the trainees learn while actually performing their work, which may minimize the training cost. They also learn in the same physical and social environment in which they will be working once the formal training period is completed. Types of on the job techniques: Job instruction training Job rotation Apprenticeship 35

Coaching Vestibule training Job instruction training: Job instruction training (JIT) is received directly on the job and so it is called on the job training it is used primarily to teach workers how to do their current jobs. The worker learns to master the operation involved on the actual job situation under the supervision of his immediate boss who has to carry the primary burden of conducting the training. Usually no special equipment or space is needed, since now employees are trained at the actual job location. JOB ROTATION: Some trainers move a trainee from job to job. Each worker move normally is preceded by job instruction training. This is a method of training wherein worker rotate through a variety of jobs. Thereby providing them a wide exposure. Trainees are placed in different jobs in different parts of the organization for a specified period of time. They may spend several days or even years in different company locations. In this way they get an overall perspective of the organization. It is used with both bluecollar production workers and white collar managers and it has many organizational benefits. Job rotation creates flexibility, during manpower shortages, workers have the skills to step in and fill open slots. The method also provides new and different work on a systematic basis, giving employees a variety of experiences and challenges. Employees also increase their 36

flexibility and marketability because they can perform a wide array of tasks.

Apprenticeship: An apprentice is a worker who is learning a trade but who has not reached the state where he is competent to work without supervision. It is particularly common in the organization a new worker is tutored by an established worker for a skilled trades. In long period of time. An apprenticeship lasts from two to five years. Each apprentice is usually given a workbook consisting of reading materials. Tests to be taken and practice problem to be solved. This training is used in such trades, crafts and technical fileds in which proficiency can be acquired after a relatively long period of time in direct association with the work and under the direct supervision of experts. Training is intense, lengthy and usually on a one to one basis. Coaching: At management levels Coaching of immediate subordinates by their managers is common. A coach attempts to provide a model for the trainee to copy it tends to be less formal than an apprenticeship program. Coaching is almost always handled by the supervisor or manager. It is likely not being as directive approaches such as nondirective counseling or sensitivity 37

training if the trainees shortcomings are emotional or personal. Coaching will be ineffective if relations between trainee and coach are ambiguous in that the trainee cannot trust the coach.

Vestibule Training: Vestibule training is a type of instruction often found in production work. A vestibule consists of training equipment that is set up a short distance from the actual production line. Trainees can practice in the vestibule without getting in the way or slowing down the production line. These special training areas areas are usually used for skilled and semiskilled jobs, particularly those involving technical equipment. Vestibule is small, so relatively few people can be trained at the same time. The method is good for promoting practice a learning principle involving the repetition of behaviour. OFF-THE JOB TRAININGOff the job method are those training and development programs that take place away from the daily pressures of the job and conducted by highly competent outside resource people who often serve as trainers, which is one of the main advantages of this method. The major drawback of this is the transfer problem.

38

Types of off the job method Audio-visual method Case studies method Role playing method pnference or discussion method. .

Audio-Visual Techniques:
Audio-visual techniques covers an array of tainting techniques, such as films, slides and videotapes. It allows seeing while listening and is usually quite good at capturing their interests. These methods allow a trainers message to be uniformly given to numerous organizational locations at one time and to be reused as often a required.

Case Study
By studying a case situation, trainees learn about real of hypothetical circumstances and the actions others take under those circumstances. Besides learning from the content of the case, a person can develop decision making skills. Case method is an excellent medium for developing analytical skills. When cases are meaningful a similar to work related situations, there is some transference. There also is the advantage of participation through discussion of the case. It improves participants skills in problem analysis, communication and particularly brings home to the 39

participant that nothing is absolutely right or wrong in the filed of human behavior. Survey results indicate that the case method is considered by training directors to be the best methods of developing problem solving skills.

Role playing
Active participation rather than passive reception facilitate

learnings. Role-playing believes in active participation. This is a training method often aimed at enhancing either human relations skills or sales techniques. Role-playing can be defined as an educational or therapeutic technique in which some problems involving human interaction, real or imaginary is presented and then spontaneously acted out. Participants suggest how the problem should be handled more effectively in the future. This acting out is followed by discussion and analysis to determine what happened and why and, if necessary, how the problem could be better handled in future. Conference or discussion method: This method encourages the participation of all members of the group in an exchange of opinions, ideas and criticisms. It is a small group discussion in which the leader plays a neutral role providing guidance and feedback. In spite of the intention to encourage 40

general participation the conferences are frequently dominated by a few, with the majority no more active than they would be at a lecture. It is more effective than the lecture in changing adult behavior and also modifying attitudes. The conference method can draw on the learning principles of motivation and feedback. It is used to enhance knowledge or attitudinal development.

Programmed instruction method


It is one of the newest developments in instructional methodology. It is a logical programmed instruction and shares many of its benefits. C.A.I. Has the advantage of individual pace instruction and a considerably wider range of application. It requires less time to teach the same amount of information than any conventional method. Trainees also react favorably to this method. The computer is capable of assessing the progress of the trainee and can also adapt to his/her need by virtue of its storage and memory capacities. This method offers advantages of standard presentation of materials to all trainees standard, structured practices, and instant, specific feed back. The major drawback to C.A.I. For most organizations probably is the initial expense.

41

ORGANISATIONAL CHART OF HR DEPT.

42

HR MANAGER

DY.MANAGER HR & EW, INDUSTRIAL

DY.MGR HR MATTER INCLUDING ESTABLISHMENT

DY.MGR HR & EW LAND & LEGAL

JR.MGR HEALTH SCIENCE

ASST. MGR SECURITY

ASST. MGR HR & EW SAP, PMS

JR. OFFICER (ADMN.)

ASST. MGRSECURITY

JR. OFFICER SECURITY

OFFICER HR & EW DLS

JR. OFFICER (ADMN)

JR. OFFICER HR & EW (ESSENTIAL)

ASST. OFFICER (TRAINING, COLONY UPKEEPMENT JOB)

43

WELFARE MEASURES
Welfare means faring or doing well. It refers to the physical, mental, moral and emotional well-being of an individual. Welfare measures can be divided into two broad groups, namely 1. 2. Welfare measures inside the work place; and Welfare measures outside the work place.

1.
(i)

Welfare measures inside the work place


Conditions of the Work Environment (a) (b) Neighborhood safety and cleanliness; attention to Housekeeping; upkeeping of premises compound wall,

approaches lawns, gardens, and so forth, egress and ingress, passages and doors; white _washing of walls and floor maintenance. (c) gases. (d) (e) Control of effluents. Distribution of work hours and provisions for rest hours, Workshop sanitation and cleanliness; temperature, humidity, ventilation, lighting, elimination of dust, smokes, fumes,

meal times and breaks. 44

(f)

Maintenance

of

machines

and

tools,

fencing

of

machines, providing guards, helmets, aprons, goggles and first-aid equipment.

(ii)

Conveniences (a) (b) (c) (d) Rest rooms, wash basins, bathrooms, provision for spittoons; waste disposal Provision of drinking water; water coolers. Canteen services; full meal, mobile canteen. Management of workers cloak rooms, rest rooms, reading room and library.

(iii)

Workers Health Services Factory,health centre; dispensary, ambulance, emergency aid, examination for workers; health education, health

medical

research; family planning services. (iv) Women and Child Welfare Antenatal & postnatal care, maternity aid, crche and child care; womens general education ; separate services for women workers, that is lunch rooms, toilets, rest rooms, womens recreation (indoor); family planning services. (v) Workers Recreation Indoor games; strenuous games to be avoided during intervals of work.

45

(vi)

Employment Follow-up

Progress of the operative in his/her work; his/her adjustment Problems with regard to machines and workload, supervisors and colleagues; industrial counseling. (vii) Economic Services Co-operatives, loans, financial grants; thrift and saving schemes; budget knowledge, unemployment insurance, health insurance, employment bureau, profit-sharing and bonus schemes; transport services; provident fund, gratuity and pension; rewards and incentives; workmens compensation for injury; family assistance in times of need. (viii) Labour- Management Participation (a) Formation and working of various committees, that is, works committee, safety committee, canteen committee; consultation in welfare area, in production area, in the area of administration, in the area of public relations. (b) (c) (ix) Workmens arbitration council Research bureau.

Workers Education 46

Reading room, library, circulating library; visual education; literary classes, adult education, social education; daily news review; factory news bulletin; cooperation with workers in education services.

2.

Welfare Measures Outside the Work Place


(i) (ii) (iii) (iv) (v) (vi) Housing: bachelors quarters; family residences

according to types and rooms. Water, sanitation, waste disposal. Roads, lighting parks, recreation, playgrounds. Schools: nursery, primary, secondary and high school. Markets, co-operatives, consumer and credit societies. Bank.

(vii) Transport. (viii) Communication: post, telegraph and telephone. (ix) Health and medical services: dispensary, emergency ward, out-patient and in-patient care family visiting; family planning. (x) Recreation: games; clubs; craft centres; cultural programmes, that is, music clubs; interest and hobby circles; festival celebrations; study circles; reading room and library; open air theatre; swimming pool; athletics, gymnasia. (xi) Watch and ward; security. 47

(xii) Community leadership development: council of elders; committee of representatives; administration of community services and problems; child, youth and womens clubs.

WORKERS PARTICIPATION IN MANAGEMENT


For improving the industrial relations and also for boosting the morale of the workers, it is necessary to allow the workers to participate in the management of the business concern. Participation is a mental and emotional involvement of a person in a group situation which encourages him to contribute to group goals and share responsibility in them. Participation helps in improving productivity and provides a sense of satisfaction to the workers. It makes workers more responsible and make them realize that they have to contribute a lot to solve the problems of the concern. Workers participation also helps in eliminating tension between the management and the workers, in reducing labour absenteeism and turnover and in minimizing waste. It restores a measure of human dignity motivation and mutual interest and encourages better decisions. The workers should participate actively in the discussions relating to the affairs of the management. They should not function merely as silent observers

48

at the meeting and give their consent whenever they were asked to do so.

PRESEQUISITES OF EFFECTIVE PARTICIPATION


The workers participation in mgmt is confronted with many problems due to which it is not successful. Sometimes, the employers may create such conditions and atmosphere in the organization which may not be conducive for the effective participation of workers in the mgmt. They may be indifferent or submissive or develop an inferior complex and may not actively participate in the meetings of board of directors. Keith Davis has stared prerequisites which area necessary in order to make the workers participation in mgmt effective. They are as follows:49

1. There must be time to participate before action is expected. 2. The financial cost that is involved in participation should not exceed, economic and otherwise that come from it. 3. Participation should take place only in such subject which is relevant to the organization, or a subject in which the participant has an interest. 4. The participants should have the ability to participate. He should be qualified, trained and experienced. 5. The participants should be in a position to exchange ideas with each other.

METHODS OF PARTICIPATION

SECURING

WORKERS

In recent years, a number of methods of workers participation in management have been tried. It may be noted that no one plan is self-sufficient and all inclusive. Some of the more important methods of workers participation are as follows: 1. Co-partnership Under this method, the workers become part owners of the company and share in the decision making powers of the company. 2. Suggestion scheme- One of the ways to arouse and maintain employees interest in the concern is the introduction of 50

suggestion scheme. Under this scheme, the workers are encouraged by their management to give their suggestions to improve the productive processes, personnel mgmt practices safety measures etc. 3. Joint consultations- joint consultation is one of the most important schemes by which the workers are followed to participate in the activities and purposes of the enterprises. Under this method, joint committees are set up consisting of the representatives of the employers and employees. 4. Employees representatives of board of directors- Under this method of participation, the representatives of workers participate in the boards meetings of the company. This is the most common form of satisfaction to the workers because this method involves full-fledged participation by the workers in the management.

FINDINGS From the above survey I came to know that no of training programmes are held each year for the development of the workers and employees. Most of the workers of the non-management and wage boards found difficult to understand the questionnaire. It took long time to make them clear about the questionnaires. I found that the workers are very interested towards the training programmes. They have already attended tree to four programmes but they are unable to implement what they have learned ands its only reason is education. They have no basic idea, and the workers form the different backgrounds also have some sort of lack of knowledge. 51

So, to fulfill this gap there is a system called Training needs assessment. In this, what type of knowledge the workers have and what more they required is assessed. Below are the findings of the study undertaken? Everyone should get equal opportunity to attend the training for both off & on campus and at all levels. This will strengthen the overall productivity of the company. All the training programmes must be specific, clear in its content & presentation (Audio / Visual). More emphasis must be laid on practical case studies rather than theory. Selection of right candidates is the first step for making any training programme a fruitful one. More & more functional training should be conducted by hiring eminent faculties. Training programme should be a part of routine functioning. Reward system should be linked to the training performance. Feedback system to be implemented strongly. Out side training programme for employees to be encourage.

SUGGESTIONS
There is no gainsay regarding the training programme enhance the quality of the performance. No one is perfect in his respective field. A full flazed training program makes trainees complete performer in their respective areas. Every company looks for a worker, who can work effectively. They are in search of a person who has the maximum skills required for the job. After selecting the right person, the companys main aim is to make that person a perfect workman. For this they provide them training.

52

First of all the management should look for that areas where workers needs training. For this purpose management should keep eyes on each and every activity of the workers and staffs whosoever may need training. This is a long and time taking process. In this way the next step would be to select the trainees. There should develop a mechanism for selecting the trainees. There should be a test for this purpose. This will give the idea about the weak and strong points of trainees. It will be very fruitful in designing the contents of training program. The printed material is very useful in training. These materials should be given before the training. Written material would provide the overall idea about the training and make trainees understand better. Before developing the training contents some points should be taken care of. There should be some practical values in that. The training should include new ideas and should be helpful in the development of trainees. It must be relevant to the job of workers and staffs. In the training process the efficient use of time should be made as time is the most important factor in any job. The frequency of training program is according to the requirement and convenience of the trainees as well as the management. Workers require more training so they need one in every six month. Staffs required less training in the compression of workers, so they required at least on training program every year.

The during of any event is the most important, which makes any program successful or fail. It should be according to the needs of the trainees of participants.

53

CONCLUSIONS

It is very clear that training should be provided but not at the loss of the company. It is very costly and time taking affair. But it is most important for the development of the company. So management cant avoid it at any cost. Here in this company, the most emphasis is given to the safety training; the aim of the company is to protect their employees, which are the resources and assets of the company. With this the training to perform the job in a better way is another aspect which is also playing a crucial role 54

in the company. This is very much required in each level means top mgmt. middle mgmt and wage boards to develop their skill, so that there will be growth in corporate image.

BIBLIOGRAPHY

BOOKS :1. Human Resource & Personnel Management:K Aswathapa (the Mc Graw-Hill Companies) 2. Principles & Practice of Management:Dr. LM. Prasad (Sultan Chand & Sons Publishers) 3. Human Resource Management:4. Dr. C.B. Gupta (Sultan Chand & Sons Publishers) INTERNET :55

1. http://www.google.co.in 2. http://www.businessknowhow.com JOURNALS :1. National Human Resource News

56

Вам также может понравиться