A STUDY ON TRAINING & DEVELOPMENT

With reference to ZUARI CEMENT LIMITED, Yerraguntla.

Submitted by
S.JAGADEESWARA REDDY
(Reg: 1225109132)

Under the guidance of

Dr U.V. Adinarayana Rao, BE, MBA, Ph.D
Associate Professor

GITAM INSTITUTE OF MANAGEMENT

GITAM UNIVERSITY
RUSHIKONDA, VISAKHAPATNAM-530045

2009-2011

1
 DECLARATION

I S.JAGADEESWARA REDDY hereby declare that this project report

entitled “A STUDY ON TRAINING & DEVELOPMENT With reference
to ZUARI CEMENT LIMITED, Yerraguntla” submitted by me under the
guidance of Dr U.V. Adinarayana Rao, Associate Professor, GITAM
INSTITUTE OF MANAGEMENT, Visakhapatnam, is my own and has
not been submitted to any other University or Institute or published
earlier.

Visakhapatnam
Date: S.JAGADEESWRARREDDY

2
 CERTIFICATE

This is to certify that this report entitled “A STUDY ON TRAINING &

DEVELOPMENT With reference to ZUARI CEMENT LIMITED,
Yerraguntla” by S.JAGADEESWARA REDDY in partial fulfillment of
the requirement for the award of the Degree of Master of Business
Administration, GITAM INSTITUTE OF MANAGEMENT,
Visakhapatnam is a bona-fide work carried out by him under my
guidance.

Date: Dr .U.V. Adinarayana Rao

Associate Professor
Visakhapatnam GITAM Institute of Management

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 ACKNOWLEDGEMENTS
I owe this once in a lifetime experience to many people whom
I could not name here due to space constraints. However, it is my greatest
pleasure to thank Prof. K.SIVA RAM KRISHNA, Dean & Principal,
GITAM INSTITUTE OF MANAGEMENT, Visakhapatnam, for giving
me the opportunity to do this project work.
It is my great privilege to thank Prof. P.Sheela, Vice
Principal, GITAM INSTITUTE OF MANAGEMENT for permitting me
to do the project.
I would like to express my heart full thanks to Prof.
M.V.RAM PRASAD, Academic Chairperson, GITAM INSTITUTE OF
MANAGEMENT for permitting me to do the project.
I would like to thank Ms. K.V. UMA DEVI, Programme
Coordinator, GITAM INSTITUTE OF MANAGEMENT for permitting
me to do the project.
I express my gratitude towards Dr U.V. Adinarayana Rao,
BE, MBA, Ph.D Associate Professor, Internal Guide, GITAM
INSTITUTE OF MANAGEMENT, for giving me this opportunity to
explore.

I express my sincere thanks to all the faculty members of

GITAM Institute of Management, GITAM University, Visakhapatnam.
I convey my deepest sense of reverence to Sri
M.NAGAPAVAN, Manager ( Personnel) ,Zuari cement Ltd Yerraguntla,
for providing me such a platform to stage my dreams even during an odd

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time. I am grateful to them for their constant guidance and moral support
without which this work would not have seen the light of the day.

S.JAGADEESWRA REDDY
1225109132

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CONTENTSS pg
no:

• EXECUTIVE SUMMARY 1
CHAPTER-1:
• INTRODUCTION TO HUMAN RESOURSE MANAGEMENT 2
• TRAINING & DEVELOPMENT 3-
11
CHAPTER-2:
• NEED OF THE STUDY. 12
• STATEMENT OF THE PROBLEM 12
• OBJECTIVES OF THE STUDY. 12
• SCOPE OF THE STUDY. 13
• RESEARCH METHODOLOGY. 14
• LIMITATIONS OF THE STUDY. 15
CHAPTER-3:
• INDUSTRY PROFILE 16-
18
• PROFILE OF ZUARI CEMENTS 18-
25
• ORGANIZATIONAL CHART OF ZUARI CEMENT LTD 26
CHAPTER-4:
• OPINIONS OF EMPLOYEES ON TRAINING AND
DEVELOPMENT IN ZUARI CEMENT 27-
38
CHAPTER-5:
• FINDINGS. 39
• SUGGESTIONS. 40
• CONCLUSION. 41
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BIBLIOGRAPHY.

ANNEXURE.-QUESTIONNAIRE

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 EXECUTIVE SUMMARY
This project was under taken in order to study the training process
and functions that Zuari cement Ltd at Yerraguntla plant for the
improvement in the efficiency of the associates and also to evaluate and
analyze the effectiveness of the training process.
The main objective of the project is to find out and analyse whether the
training provided to the employees have been effective if they are able to
implement the learning process in work environment.
The data required to study the training process was collected from
employees from Zuari Cement Ltd and trainees details collected from
Human Resource department.

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CHAPTER 1

INTRODUCTION TO HUMAN RESOURSE/PERSONNEL

MANAGEMNT

Human resource management (HRM) is the strategic and coherent

approach to the management of an organization's most valued assets - the
people working there who individually and collectively contribute to the
achievement of the objectives of the business. The terms "human resource
management" and "human resources" (HR) have largely replaced the
term "personnel management" as a description of the processes involved
in managing people in organizations. In simple words, HRM means
employing people, developing their capacities, utilizing, maintaining and
compensating their services in tune with the job and organizational
requirement.

Human resources management involves several processes. Together

they are supposed to achieve the above mentioned goal. These processes
can be performed in an HR department, but some tasks can also be
outsourced or performed by line-managers or other departments. When
effectively integrated they provide significant economic benefit to the
company.

• Workforce planning
• Recruitment (sometimes separated into attraction and selection)
• Induction, Orientation and On boarding
• Skills management
• Training and development
• Personnel administration
• Compensation in wage or salary
• Time management
• Travel management (sometimes assigned to accounting rather than
HRM)
• Payroll (sometimes assigned to accounting rather than HRM)
• Employee benefits administration
• Personnel cost planning
• Performance appraisal
• Labor relations

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TRAINING & DEVELOPMENT

Organization and individual should develop and progress

simultaneously for their survival and attainment of mutual goals. So,
every modern management has to develop the organization through
human resources development. Training is a specialized function and is
an one of the fundamental operative functions for human resources
management.

Meaning:
After an employee is selected, placed and introduced in an
organization he/she must be provided with training facilities in order to
adjust him to the job. Training is the act of increasing the knowledge and
skill of an employee for doing a particular job. Training is a short-term
educational process and utilizing a systematic and organized procedure
by which employees learn technical knowledge and skills for a definite
purpose. Dale S Beach defines the training as “The organized procedure
by which people learn knowledge and/or skill for a definite purpose.”

According to Edwin B.Flippo. “Training is the act of increasing the

knowledge and skills of an employee for doing a particular job”. Training
involves the development of skills that usually necessary for newly
employees to make them productive also to old employees whenever new
machines and equipment are introduced. In fact, training is a continuous
process.
The word “training” consists of eight letters, to each of which
could be attribute some significant meanings in the following manner.
T – Talent and Tenacity
R – Reinforcement
A – Awareness
I – Interest
N – Novelties
I – Intensity
N – Nurturing
G – Grip

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Goal of Training:

Training has certain goal, where the main aim is to train the
employees with the best of the knowledge available so that performance
is achieved to the maximum and as well it leads to higher job satisfaction.
The questions in this section are designed to help the owner-manager
define the objective or goal to be achieved by a training program.
Whether the objective is to conduct initial training, to provide for
upgrading employees, or to retain for changing job assignments, the goal
should be spelled our before developing the plan for the training program.

 Do you want to improve the performance of your employees?

 Will you improve your employees by training them to perform
their present tasks better?
 Is training needed to prepare employees for promotion?
 Is the goal to reduce accidents and increase safety practices?
 Should the goal be to improve employee attitude especially about
waste and spoilage practices?
 Do you need to improve the handling of materials in order to break
production bottlenecks?
 Is the goal to orient new employees to their jobs?
 Will you need to teach new employees about overall operations?
 Do you need to rain employees so they can help teach new workers
in an expansion program?

Types of Training:

The type of training to be offered has an important bearing on the

balance of the program. Some types lend themselves to achieving all of
the objectives or goals, while others are limited. Therefore the
organization should review the advantages of each type in relation to your
objective or goal.

 Can you train on-the-job so that employees can produce while they
learn?
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  Should you have classroom training conducted by a paid
instructor?
 Will a combination of scheduled on-the-job training and vocational
classroom instruction work best for you?
 Can your goal be achieved with a combination of on-the-job
training and correspondence courses?

Differences between Training and Development

S. No. Area Training Development

1. Content Technical skills and Managerial and
knowledge behavioral skills and
knowledge
2. Purpose Specific Job-related Conceptual and
general knowledge
3. Duration Short-term Long-term
4. For whom Mostly technical and Mostly for
non-managerial managerial personnel
personnel

Importance of Training

The importance of human resources management to a large extent

depends on human resources development and training is its most
important technique. No organization can get a candidate who exactly
matches with the job and the organization requirements. Hence, training
is important to develop the employee and make him suitable to the job.
Training works towards value addition to the company through HRD.
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 the TQPM can be achieved only
through training, which develops human skills and efficiency. Trained
employees would be a valuable asset to an organization. Organizational
efficiency, productivity, progress and development to a greater extent
depend on training. If the required training is not provided, it leads to
performance failure to the employees. Organizational objectives like
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viability, stability and growth can also be achieved through training.
Training is important, as it constitutes a significant part of management
control. Training enhances 4Cs for the organization viz.
 Competence
 Commitment
 Creative and
 Contribution

Benefits of Training How Training Benefits the Organization:

 Leads to improved profitability and/or more positive attitudes
towards profits organization.
 Improves the job knowledge and skills at all levels of the
organization.
 Improves the morale of the workforce.
 Helps people identify with organizational goals.
 Helps create a better corporate image.
 Fosters authenticity, openness and trust.
 Improves the relationship between boss and subordinate
 Aids in organizational development.
 Learns from the trainee.
 Helps prepare guidelines for work.
 Aids in understanding and carrying out organizational policies.
 Provides information for future needs in all areas of the
organization.
 Organization gets more effective in decision-making and problem
solving.
 Aids in development for promotion from within.
 Aids in developing leadership skill, motivation, loyalty, better
attitudes and other aspects that successful workers and managers
usually display.
 Aids in increasing productivity and/or quality of work.
 Helps keep costs down in many areas, e.g. production, personnel,
administration etc.
 Develops a sense of responsibility to the organization for being
competent and knowledgeable.
 Improves labour-management relations.
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  Reduces outside consulting costs by utilizing competent internal
consulting.
 Stimulates preventive management as opposed to putting out fires.
 Eliminates sub-optimal behaviour (such as hiding tools)
 Creates an appropriate climate for growth and communication.
 Aids in improving organizational communication.
 Helps employees adjust to change.

Assessment of Training Needs

Training needs are identified on the basis of organizational
analysis, job analysis and man power analysis. Training programme,
training methods and course content are to be planned on the basis of
training needs. Training needs are those aspects necessary to perform the
job in an organization in which employee is lacking attitude/aptitude,
knowledge and skill.
Training Needs = Job and Organizational requirements – Employees
Specifications

Assessment Methods
The following methods are used to assess training needs:
 Requirements/weakness.
 Departmental requirements/weaknesses.
 Job specifications and employee specifications.
 Identifying specific problems.
 Antic organization repeating future problems.
 Management’s requests.
 Observations.
 Interviews.
 Group conferences.
 Questionnaire surveys.
 Test or examinations.
 Check lists.
 Performance appraisal.

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Training Methods

The training programs commonly used to train operative and

supervisory personnel in the organization. These training programs are
classified into On-the-Job Programs.

Training Methods

On-the-Job Methods Off-the-Job Methods

 Job Rotation  Vestibule Training
 Coaching  Role Playing
 Job Instruction  Lecture Methods
 Training through step-by-step  Conference or discussions
 Committee Assignments  Programmed Instruction

On-the-Job Training Methods

This type of training also known as job instruction training is the

most commonly used method. Under this method, the individual is placed
on the regular job and taught the skills necessary to perform that job. The
trainee learns under the supervision and guidance of qualified worker or
instructor. On-the-Job training has the advantage of giving first hand
knowledge and experience under the actual working conditions. While
the trainee learns how to perform a job, he is also a regular worker
rendering the services for which he is paid. The problem of transfer of
trainee is also minimized as the person learns On-the-Job. The emphasis
is placed on rendering services in the most effective manner rather than
learning how to perform the job. On-the-Job training methods include job
rotation, coaching, job instruction or training step-by-step and committee
assignments.
i. Job Rotation:
This type of training involves the movement of trainee from one
job to another. The trainee receives job knowledge and gains experience
from his supervisor of trainer in each of the different job assignments.

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Through this method of training is common in training managers for
general management positions, trainees can also be rotated from job to
job in workshop jobs. This method gives an opportunity to the trainee to
understand the problems of employees on other jobs and respect them.

ii. Coaching:

The trainee is placed under a particular supervisor who functions as

a coach in training the individual. The supervisor provides feedback to
the trainee on his performance and offers him some suggestions for
improvement. Often the trainee hare some of the duties and
responsibilities of the coach and relives him of his burden. A limitation of
this method of training is that the trainee may not have the freedom or
opportunity to express his own ideas.

iii. Job Instruction:

This method is also known as training through step by step. Under
this method, the trainer explains to the trainee the way of doing the jobs,
jobs, job knowledge and skills and allows him to do the job. The trainer
appraises the performance of the trainee, provides feedback information
and corrects the trainee.

iv. Committee Assignments:

Under the committee assignment, a group of trainees are given and

asked to solve an actual organizational problem. The trainees solve the
problem jointly. It develops teamwork.

Off-the-Job Methods

Under this method of training, the trainee is separated from the job
situation and his attention is focused upon learning the material related to
his future job performance. Since the trainee is not distracted by job
requirements, he can place his entire concentration on learning the job
rather than spending his time in performing it. There is an opportunity for
freedom of expression for the trainees. Companies have started using

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multimedia technology and information technology in training Off-the-
Job training methods are

i. Vestibule Training:

In this method actual work conditions are simulated in a class

room, Material, Files and equipment which are used in actual job
performance are also used in training. This type of training is commonly
used for training personnel for clerical and semi-skilled jobs. The
duration of this training ranges from days to a few weeks. Theory can be
related to practice in this method.

ii. Role Playing:

It is defined as a method of human interaction that involves

realistic behaviour in imaginary situations. This method of training
involves action, doing and practice. The participants play the role of
certain characters such as the production mangers, mechanical engineer,
superintendents, maintenance engineers, quality control inspectors,
foremen, workers and the like. This method is mostly used for developing
inter-personal interactions and relations.

iii. Lecture Method:

The lecture is traditional and direct of instruction. The instructor

organizes the material and gives it to a group of trainees in the form of a
talk. To be effective, the lecture must motivate and create interest
amoung the trainees. An advantage of the lecture method is that it is
direct and can be used for a large group of trainees. Thus, costs and time
involved are reduced. The major limitation of the lecture method is that it
does not provide for transfer or training effectively.

iv. Conference or Discussion:

It is a method in training the clerical, professional and supervisor

personnel. This method involves a group of people who pose ideas,

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examine and share facts, ideas and data, test assumptions and draw
conclusions, all of which contribute to the improvement of job
performance. Discussion has the distinct advantage over the lecture
method, in that the discussion involves two-way communication and
hence feedback is provided. The participants feel free to speak in small
groups. The success of this method depends on the leadership qualities of
the person who leads the group.

v. Programmed Instruction:

In recent years, this method has become popular. The subject

matter to be learned is presented in a series of carefully planned
sequential units. These units are arranged from simple to more complex
levels of instruction. The trainee goes through these units by answering
questions or filling the blanks. This method is expensive and time
consuming.

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 CHAPTER 2

NEED OF THE STUDY

Rapid development in technology and changing goals of

organization has made training and development of employees inevitable.
It has now been well accepted by all that training is needed by everyone
in organization from top to bottom.
However, this study is mainly concentrated on aspects like need
assessment of training, attitude and behaviour of the employees, methods
of training effectiveness of training in their opinion appear to be
somewhat sparse.
Therefore, a study on knowledge and perception of the employees
about the different training programmes and the effectiveness of the
training in their opinion is proposed.

STATEMENT OF THE PROBLEM

It is necessary to investigate and evaluate the employee’s

perception to know the degree of understanding towards training and
Development and to what extent this programmes helped them in
achieving their objective.
If the management wants to bring changes in present Training and
Development methods, it depends up on the employee’s opinion.

OBJECTIVE OF THE STUDY:

The main objective of this study is to understand the knowledge,

perception and awareness of employees on various aspects of training.
The following are the other objective.
1. To know the opinion of employees on training and development
programmes at “Zuari Cement Industry Limited”
2. To find the effectiveness of training and development on
employees performance.
3. To suggest measure for the improvement of training and
development.

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HYPOTHESIS OF THE STUDY
Ho: Attending numbers of Training have no impact on employee
Satisfaction.
H1: Attending numbers of Training have impact on employee
Satisfaction.

SCOPE OF THE STUDY

One of the main functionaries are personnel management in
industrial Organizations is to impact training program to its employees.

Training plays a vital role in determine the effectiveness and

efficiency of the establishment. Increase in productivity is possible only
when there is an increase in quantity of output. It applies not only to new
employees but experienced people as well. It can help employees to
increase their level of performance on their present job assignment.
Training reduces supervision, dissatisfaction, complaints and
absenteeism in the organization. As employees acquire new knowledge
and job skills and increase their market value and earning power.
Training and Development is widely accepted human resource
problem solving device. Over and under emphasis on training and
development arises from failure to recognize adequately the training and
development needs and objectives.

LIMITATION OF THE STUDY

• Following are the some of the limitation while conducting the
research on training procedure in Anantha PVC Pvt. Ltd.
• The period of study having been very short hindered the duration
of the project work. Hence the work was not undertaken up to the
expected level.
• Due to the time constraint, only a limited sample size was selected.
• Busy schedule of the executives also affected to some extent.
• As all the departments are considered the study became somewhat
risky.
• There is a chance for bias in the information given by the
respondents.

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DATA SOURCES

Keeping in mind the objectives of the present study, a

questionnaire has been designed to elicit the needed information. After
the questionnaire is finalized, permission from the authorities of the
ZUARI industry has been obtained to carry out the questionnaire.
Interviewing the supervisory staff at the higher cadre also collects the
primary data.

Secondary data has been collected from company previous records,

textbooks and journals.

DATA COLLECTION METHODS

Interviews conducted to collect the data on this study.

DATA COLLECTION TOOLS

Structured questionnaire is used.

SAMPLING

a) Population:
The total population in Zuari Cement limited is more than
560 employees.

i. Sample Size:
A sample of 150 employees was taken to collect the data.

ii. Sample Method:

Convenience Sampling Method is used.

STASTICAL TOOLS

The tools used for analysis are:

 Percentage analysis

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Percentage Analysis:
Percentage Analysis is used to the percentage value of all the
different questions used percentage are used un making comparison
between two or more series of data.

No. of respondents
Percentage = ----------------------- X 100
Total respondents

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 CHAPTER 3

INDUSTRY PROFILE

Introduction

Cement industry had been controlled from price and distribution on

1 March, 1989 and de-licensed on 25th July 1991. However, the
st

performance of the industry the constraints faced by the industry are

interviewed in the infrastructure co-ordination committee meeting held in
the cabinet secretariat under the chairman ship of secretary. The
committee on infrastructure also reviews its performance. The industry is
subject to equality order issued on 17.02.2003 to ensure quality standards.

Cement industry is one of the major and oldest established

manufacturing industries in the modern sector of Indian economy. It is an
indigenous industry in which the company is well endowed with the
necessary raw materials, skilled manpower and equipment & machinery
technology.

Cement is required by firms, bridges, buildings, water supply

projects, dams, roads, hydroelectric power projects, seaports, airports and
irrigation schemes. It is thus a vitas industry which assumes a crucial part
in the economic development of the country, thus it regards as major
nation building industry wise importance in a developing economy never
be over emphasized.

Raw Materials:

The basic raw material for manufacturing cement is limestone. This

is available in plenty in the form of limestone deposits in nature.
Limestone is excavated for mines by mechanical equipment with the help
of stocker & reclaimed the correct blending of limestone is ensured. The
same is passed through crushers to bring it the required size.

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 The raw materials consist of limestone, iron ore & bauxite. The
correct proportions are fed into a grinding mill where they are reduced to
a very fine of compressed air. The power from the storage ribs is fed into
rotator kiln; the material is subjected to a temperature of about 15000 C
chemical reaction takes place between the various materials resulting in
the formation of cement compound like Tri Calcium silicate (about 24%)
die-calcium silicate (about 20%) Tri Calcium alumina (about 7 to 10%)
and albumin ferrite (about 10 to 12%).

Capacity & Production:

The cement industry compresses of 125 large. Cement plants with

an installed capacity of 148.28 million tones & more than 300 mini
cement plants with an estimated capacity of 11.10 million tones per
annum. The cement corporation of India, which is a central public sector
undertaking, has 10 units. There are 10 large cement plants owned by
various state Government. The total installed capacity in the country as a
whole is 159.38 million tones. Actual cement production in 2002-03 was
116.38 million tones as against a production of 106.90 million tones in
2001-02, registering a growth rate of 8.84%.

Keeping in view the trend of growth of the industry kin previous

years, a production target of 126 million tones has been fixed for the year
2003-04. During the period April-June 2003, a production was 31.30
million tones. The industry has achieved a growth rate of 4.86 percent
during this period.
Exports:

The industry is also exporting cement and clinker. The export of

cement during 2001-02 & 2003-04 was 5.14 million tones and 6.92
million tones respectively. Export during April-May 2003 was 1.34 tones;
Major exports were Gujarat Ambuja Cement Limited and UltraTech.

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Technological Change:

Cement industry has made tremendous strides in

technological up gradation and assimilation of latest technology. At
present 93% of the total capacity in the industry is based on modern and
environment friendly dry process technology and only 7% of the capacity
is based on old wet & semi-dry process technology.

India is also producing different varieties of cement take

Ordinary Portland Cement (OPC), Portland Pozzolana Cement (PPC),
Portland Blast Furrace slag cement (PBFS), oil will cement etc.,
production of these varieties of cement confor to the BIS specification. It
is worth mentioning that some cement plants have set up dedicated jetties
for promoting bulk transportation and export.

PROFILE OF ZUARI CEMENT LTD

Zuari Cement is part of the Italcementi Group, the fifth largest

cement producer in the world and the biggest in the Mediterranean region
With net sales over 6 billion Euros in 2008 and a capacity of 70 million
tonnes. Italcementi Group combines the expertise, know-how and culture
of a number of companies from more than 22 countries in 4 continents.
This includes an industrial network of 63 cement plants, 15 grinding
centers, 5 terminals, 134 aggregates quarries and 613 concrete batching
units. In India, with its inherent strengths, Italcementi Group's Zuari
Cement is committed to give the building industry a cement that is truly
international.

A commitment to customer satisfaction has seen Zuari Cement grow from

a modest 0.5 million tonne capacity in 1995 to 3.5 million tonne today.
Zuari Cement is in the process of increasing this capacity to 6 million
tonne by 2009 through setting up of a new 5500 tonne per day clinker line
at Yerraguntla and a grinding center at Chennai. A captive power plant
with a capacity of 43 MW has already been set up at the Company's
cement manufacturing facility at Sitapuram.

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With a 6% market share in the south Indian cement market and sales of
about Euro 188 million in 2008, Zuari Cement has chalked out ambitious
plans for the future. This includes strengthening its presence in the
Maharashtra, Orissa and West Bengal markets. While technology is just
one of its strengths, there are many other factors that contribute equally to
Zuari's success. These include a high-level organization and
decentralised quality assurance teams to guarantee the full compliance
with the customers' expectations.

Ital Cementi Group:

Mission

“Shared ambition: Effective and Efficient”

To become the most effective and most efficient cement

manufacturer and distributor in the world.

Approach:

Cement aggregates and ready-mixed concrete mixture and

distribution are local business. Around the world we serve local
customers in local markets with local needs.

Way of working:

Technical leadership is our goal, ambition we are committed to

increasing the value of group, companies, products and services, the
capabilities of our employees and the logical standards by which we
operate.

Spirit: One team worldwide

They are proud of our cultural diversity and their distinction

character.

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JOINT VENTURE WITH ITAL CEMENT

Zuari and Ital Cement groups have agreed to form a joint venture
with 50-50 equity sharing. The Zuari cement business will get transferred
to the joint venture company viz. Zuari Cement Limited.

LOCATION OF THE PLANT:

Zuari Cement limited is located at Krishna Nagar in Yerraguntla;

Kadapa District location of the plant at this place is having following
advantages.
2. Location in industrial belt of Rayalaseema with sophisticated
facilities like water, electricity, labor, transport etc.,
3. Present of the best limestone proved scientifically for Cement.
4. Low free line to ensure reduced surface cracks.
5. Low heat of hydration for better soundness.
6. Low magnesia content to ensure reduced tensile cracks.
7. Specially designed setting time to suit Indian working conditions.

Objectives of the Company:

 To provide employment to the local employees.

 To supply best cement at economical prices.
 To get the optimum utilization of the raw materials available of
there own mines
 Manufacturing quality cement and to stand as a market lead in
sound India.
Recent Developments:

Zuari cement has signed on agreement with the cement corporation

of India (CCI) to market CCI’s cement products from their facility at
tinder in Andhra Pradesh.

Zuari cement shall market this in the state of Tamilnadu, Kerala,

Andhra Pradesh and Pondicherry. The increment tonnage for Zuari
Cement as a result of this arrangement is around 3.5 lakhs tones.

32
ORGANIZATIONAL STRUCTURE

The organizational structure of Zuari is simple and that. The employees

are assigned grades based on their pay packages. These grades are not
based on the job responsibilities may have different grades for reasons
like duration of association with the company.

Grades for employees (Designations)

M1 General Manager Top Level

M2 Deputy General Manager Top Level
M3 Senior Manager Top Level
M4 Manager Top Level

M5 Deputy Manager Middle Level

M6 Assistant Manger Middle Level
M7 Senior Officer Middle Level

M8 Officer Low Level

M9 Assistant Engineer Low Level

Grades for workers:

E to A Helpers, Mazdoors etc.

1 to 7 Clerical People in Zuari among them on is recognized.

Working Conditions:

The working conditions arises of the unit, the production other

recreations facilities provided by Zuari Cement will be the workers to feel
moves and more comfort enhancing the production targets besides the
management of Zuari Cement will also take enormous preventive and
security. Measures without happen onto wards things like accidents,
explosive and other polluted problems.

33
Facilities provided by the Company are
• Recreational Facilities
• Sports and Games
• Cultural activities
• Gratuity
• Leave travel concession
• Leaves facilities
• Rest Room
• First-Aid and Ambulance facility
• Measures to pollution control
• Drinking water
• Education facilities
• Reading room/clubs
• Medical facility
• Housing facilities
• Uniform
• Free Electricity

Allowances provided by the company

• Housing Allowance
• Conveyance Allowance
• Washing Allowance

Loans Provided by the Company

• Housing Loan
• Furniture Loan
• Vehicle Loan

Welfare Measures:

The company is provided both statutory & non-statutory measures

for the welfare of the workers.

34
Statutory:

The statutory measures are

• Uniform, shoes for the workers.
• Drinking water is provided inside the premises.
• Sanitary facilities are provided separately for men & women
employees.
• There is hospital in the quarters in which two M.B.B.S. doctors &
one medical officer are here.
• There is an ambulance for emergency purpose.
• A fair canteen with subsidized rates is provided.

Non-Statutory:

The non-statutory measures are

• Quarters are provided to both executives & non-executives
• Recreational facilities are provided to the employees.
• Cultural programs are provided to the employees.
• There is school for children in the quarters.
• PF, GF, Bonus facilities to the employees.
• Vehicle allowance is provided
• Housing loan, vehicle loan furniture loan is provided.

Man-Power:

• Executive cadre employees - 190

• Wage board employees - 243
• Contract labour - 400 to 500

Social Responsibility:

As part of social responsibility the company is maintenance one

dispensary where the near by villages are treated free of cost. It has one
primary school & also it had constructed bus shelters, traffic signals,
water sheds, water tanks, hospitals, houses & road dividers.

35
Motivation:

Motivation in Zuari Cement Limited, is done by encouraging the

employees by awarding them rewarding them and identifying their talents
and promoting them to higher positions. The career development is
possible through proper motivational factors.

Major Users:

Zuari Cement is marketed through out south India by a wide

network of stockiest. The Zuari sales officers and representatives are
based in almost all cities.

And towns in south India, major users of Zuari Cement are as

follows.
• Madras refineries Limited.
• Airport Authority of India.
• Tamilnadu real estate limited.
• East coast construction and industries limited.
• Tamil Nadu housing board.
• Mormugao post trust.
• Asia pacific hotels limited.
• Grind well Norton limited.
• APSEB-SRISAILAM power project.
• Gammon India Limited.
• Ram co Industries visaka industries.
• Hyderabad Everest Limited.
• Nagarjuna Construction
• JMC Projects (I) Limited.

Corporate Marketing Office:

Zuari Cements Limited corporate marketing office is a Chennai

(Tamilnadu) and branches are at:

36
 • Hyderabad - Andhra Pradesh
• Bangalore - Karnataka
• Cochin - Kerala
• Hajji - Goa
• Chennai - Tamilnadu
• Bhubaneswar - Orissa

Competitors:

• PENNA
• ULTRATECH
• DALMIA

Department wise list of Permanent Employee:

Personal & Administration Department

Finance Department
Stores Department
Quality Control Department
Operation Department
Packing Plant
Cement Mill Department
Electronically Department
Instrumentation Department
Civil department
Mechanical department
Mines

37
ORGANIZATIONAL CHART

Maurizio Caneppele
Managing Director

Krishna Srivastava
Director Marketing

Emiliyan Andreev
Chief Financial Officer

S.SURESH
Vice President HR & IR

Ramesh Surya Narayana

Director Technical

38
 CHAPTER 4: OPINIONS OF EMPLOYEES ON TRAINING AND
DEVELOPMENT IN ZUARI CEMENT
Table – 4.1: Training Frequency for Employees

S. No Options No. of Employees % of Employees

1 Less than a year 30 20

2 Yearly 110 73

3 More than an year 10 7

Total 150 100

Interpretation:

From above table it’s revealed that majority of the employees

undergone for training yearly.

Training Frequency For Employees

7%
20%

Less than year

Yearly
More than an year

73%

39
Table – 4.2: Basis for Trainees Selection

No. of % of
S. No Options
Employees Employees
1 Self Motivation 10 7
2 Boss Recommendation 10 7
3 Skill Inventory 90 60
4 Organizational Requirement 40 26
5 Training Evaluation 0 0
Total 150 100

Interpretation:

From the above table it is revealed that majority of employees (60

percent) are selected on the basis of skill inventory and secondly,
employees are selected on the basis of organizational requirement. Hence
skills of employees are preferred more than organizational requirements.

Basis for Trainees Selection

0%
7%
Self Motivation
7%
27%
Boss
Recommendation
Skill Inventory

Organizational
Requirement
Training Evalution
59%

40
Table – 4.3: Training Programme arranged for the Employees by the
Management

% of
S. No Options No. of Employees
Employees
1 Internal 120 80

2 External 20 13

3 Overseas 10 7

Total 150 100

Interpretation:
From the above table majority employees said that training is
arranged on internal basis, rest of them said that training is arranged on
external basis and overseas basis.

Type of Training Programme Arranged for the

Employees by the Management

7%
13%

Internal
External
Overseas

80%

41
Table – 4.4: Method of Training

No. of
S. No Options % of Employees
Employees
1 On-the-Job 120 80%

2 Off-the-Job 30 20%
Total 150 100

Interpretation:

From the above table majority of employees trained on On-the-Job

method and rest of the Employees trained on Off-the-Job method.

Method of Training

20%

On-the-Job
Off-the-Job

80%

Table – 4.5: Number of Employees undergone On-the-Job training

method
42
 No. of % of
S. No Options
Employees Employees
1 Job Rotation 40 33
2 Under Study 0 0
3 Coaching 0 0

4 Committee Assignment 0 0
5 Job Instruction 80 67
Total 120 100

Interpretation:

From the above table most of the employees undergone for job

instruction training and followed by Job Rotation.

Number of Employees Undergone On-the-Job

training method

Job Rotation

Under Study
33%

Coaching

0% Committee
67%
Assignment
0%
Job Instruction
0%

Table – 4.6: No. of Employees Undergone Off-the-Job Training

Method

43
 No. of % of
S.No Options
Employees Employees
1 Role Playing 0 0

2 Lecture Method 10 33

3 Conference Method 20 67

4 Incident Method 0 0

5 Case Study 0 0
Total 30 100

Interpretation:

From the above table it is revealed that majority of the employees

undergone by conference method of training and rest of them trained by
Lecturer method.

No. of Employees Undergone Off-the-Job Training

0% Method
0%
0%

33% Role Playing

Lecture Method
Conference Method
Incident Method
67% Case Study

Table – 4.7: Employees Are Trained by

44
 % of
S. No Options No. of Employees
Employees
1 Superior 30 20

2 Outside Executive 100 66

3 Co-Employee 20 14
Total 150 100

Interpretation:

From the table most of the employees are trained by outside

executive and minimum of the employees are trained by the superior and
Com-Employee.

Employees are trained by

13%
20%

Superior
Outside Executive
Co-Employee

67%

Table – 4.8: Opinion of Employees by whom they want to be trained

45
 No. of
S. No Options % of Employees
Employees
1 Superior 80 53
2 Outside Executive 20 13
3 Co-Employee 50 34
Total 150 100

Interpretation:

From the above table it is revealed that half of the employees

wanted that training to be given by the superior rest of them wanted that
training to be given by the outside executive and Co-Employee.

O pinion of Employees by w hom they w ant to be

trained

33%
Supe rio r
O utsid e Exe cutive
54%
C o -Emplo ye e

13%

Table – 4.9: Providing incentive after training

46
S. No Options No. of Employees % of Employees

1 Yes 60 40

3 No 90 60

Total 150 100

Interpretation:

From the analysis majority of employees told that management is

not providing incentives after training.

Providing incentive after training

40%
Yes
No
60%

Table – 4.10: Employees satisfaction of training

47
S. % of
Options No. of Employees
No Employees
1 High Satisfied 20 13
2 Satisfied 130 87
3 Dissatisfied 0 0
Total 150 100

Interpretation:

From the above table it is revealed that most of employees are

satisfied by the training given by the management.

Employees satisfaction of Training

0% 13%

High Satisfied
Satisfied
Dissatisfied

87%

Table – 4.11: Improvement of relationship between workers &

Management

48
S. No. of
Options % of Employees
No Employees
1 Strongly Agree 120 80

2 Agree 30 20

3 Disagree 0 0
Total 150 100

Interpretation:

From the above analysis it is revealed that most of employees are

satisfied with the relationship between worker and management.

Improvement of relationship between workers &

Management

0%
20%

Strongly Agree
Agree
Disagree

80%

Table – 4.12: Decreasing stress, tension, Frustration and Conflict

49
S. No Options No. of Employees % of Employees

1 Strongly Agree 70 47

2 Agree 80 53
3 Disagree 0 0
Total 150 100

Interpretation:

From the above analysis it can be noticed that almost all

employees are agreed that that training decreases stress, tension,
frustration and conflict.

Decreasing stress, tension, Frustration and Conflict

0%

Strongly Agree
47%
Agree
53%
Disagree

CHAPTER 5
Findings

50
  Almost every (93%) employee had undergone training and

development programs.

 Majority of employees(73%) say that training is provided once in a

year,

 Trainees are selected on the basis of organizational requirements.

 Most employees said that training is arranged on internal basis, few

of them said that training is arranged on external basis and overseas

basis.

 80% of the employees trained on On-the-Job method and 20% of

the employees trained on the Off-the-Job method.

 Majority of employees trained by conference method and rest of

them by Lecture method .

 Most of the employees said that industrial visits are conducted by

the company.

 Most the employees wanted that the training to be given by the

superior and rest of them wanted that training to be given by the

co-employees.

Suggestions

51
 Training and development programs should be conducted more

frequently and on regular basis to the employees.

 Training methods should be designed in such a way that they create

interest and enthusiasm amoung employees to attend.

 Industrial visits should be organized to improve the technical

knowledge and create awareness about working conditions at other

plants.

 Training should be provided to improve communication skills and

interpersonal skills amoung employees.

 Training and development programmes should be designed and

organized in such a say that they help the employees to develop

their career and help to get promotions also.

 Training can be arranged for employees by out side reputed trainers

also.

 Training schedules should be increased to meet the requirements of

the employees, for better performance.

Conclusion

52
 Gone are the days when training was a 2 hour process on the first
day of the job. Training & Development has transformed from an add-on
function to a core function of companies. It has become more of a science
with systematic rules and formats guiding the companies on how to go
about training and development. And that is the way it should be.

Training and development is a necessity for both the trainer and the
trainee. The trainer would want to make its staff more efficient in this
highly competitive world. It would want its employees to know the latest
trends and technologies and use them according to the company’s
principles and objectives. The trainees (staff) on the other hand, view
training and development as a stepping stone for enriching their career
and fulfilling their personal needs. Training and development is another
round of education for them, the knowledge from which is to be applied
later. So, it’s more of a mutual necessity and agreement between the
companies and their respective employees when it comes to training and
development.

The future cement industry would demand more from the

employees as well as the companies in terms of productivity. New
technology, multi-tasking, group culture, etc. will be more emphasized
upon. This means training and development is going to be even more
important, complex and rigorous. Industries already foresees this and are
already in preparations to make their employee better equipped. On this
we conclude our report with the following words “Education ends with
school but learning ends with life.”

53
BIBILOGRAPHY

Books:

1. P.Subba Rao, V.S.P Rao,2004 Personnel/Human Resource

Management ;Konark Publication Pvt Ltd.
2. Biswajeet Patnayak,2004 Human Resource Management,
Prentice Hall of India Pvt Ltd.
3. David A. Decenzo and Stephen P.Robbins,2003 Human
Resource Management;; Prentice Hall of India Pvt Ltd.
4. CR Kothari ,2004 Research Methodology; New age
International Pvt Ltd.

WEBSITES

www.managemnetparadise.com
www.citehr.co.in
www.ebsco.com
www.netmba.com/hr/training/

COMPANY SOURSCES:

Company record&journals

54
55
 ANNEXURE.-QUESTIONNAIRE:

Name: Age:
Designation: Department:

1. Have you undergone training? [ ]

(a) Yes (b) No

2. How frequently are you trained? [ ]

(a) Less than a year (b) Yearly (c) More than a year

3. Weather the training execution is as annual training plan or not?

[ ]
(a) Yes (b) No

4. How the management is arranging training programme? [ ]

(a) Internal (b) External (c) Overseas

5. On what basis trainees are selected?

(a) Self motivation (b) Superior recommendation
(c) Skill inventory (d) Organizational requirement

6. In which method you have undergone [ ]

(a) On-the-Job (b) Off-the-Job

7. What kind of training and development programme you had undergone

in On-the-Job training? [ ]
(a) Job rotation (b) Under study (c) Coaching
(d) Committee assignments (d) Job instruction

56
8. What kind of training and development programme you had undergone
in Off-the Job training?
(a) Role playing (b) Lecture method (c) Conference method
(d) Case study (e) Vestibule training

9. Any industrial visits conducted to employees to improve their

potentially? [ ]
(a) Yes (b) No

10. By whom you are trained? [ ]

(a) Superior (b) Outside executive (c) Co- employee

11. By whom you would like to be trained? [ ]

(a) Superior (b) Outside executive (c) Co- employee

12. Is management evaluating the effectiveness of training given to them?

[ ]
(a) Yes (b) No

13. Up to which extent this training is being useful to improve employee

skill and personal development? [ ]
(a) Really useful (b) Not useful (c) useful for career

14. What is level of satisfaction in your training?

(a) Highly satisfied (b) Satisfied (c) Dissatisfied

15. Do you feel that training improve relationship between workers and
management? [ ]
(a)Strongly agree (b) Agree (c) Disagree

57
16. Do you feel that training is decreasing stress, tension, frustration and
conflict?
(a) Strongly agree (b) Agree (c) Disagree

17. Any incentive provided for you after training? [ ]

(a) Yes (b) No

18. Do you find any defaults in training period? [ ]

(a) Yes (b) No

19. Are you provided enough material in training by management?

[ ]
(a) Yes (b) No

20. Are you satisfied with the accommodation provided by the

management? [ ]
(a) Yes (b) No

58