1.

Introduction

In the age of Globalization, where the survival is a question mark for the industries growth and development of the organization, depends only on the employee relations with management. A company with strong employee relations gets the benefit, because their employees are highly motivated to expand their best efforts. In exchange, the employees e xpect to be treated fairly and recognized for the achievements.. To develop and sustain relation, employers must keep employees informed of company policies and strategies. That way, employee can learn new behaviors or skills as needed and understand the workings of the firm more fully. In addition employers must have policies that allow employees to discuss problems with or communicate important information to company representatives that can fully respond effectively.

HR specialists play a crucial role in employee relations. If they develop communication policies and procedures that apply appropriate communication tool in a timely manner, employ ees can access more abundant, higher quality information and can work in partnership to ensure that the communication policies and procedures bolster employee relations.

Good employee relations involve providing fair and consistent treatment to all employees, so that they will be committed to the organization. Companies with good employee relations are likely to have an HR strategy that place a high value on employees as a stakeholder in the business. Employees who are treated as stakeholders have certain rights within the organization and can expect to be treated with dignity and respect.
1

To enhance this idea one such measure that management can take to enhance the employee relation is through the various welfare measures. The welfare facilities are designed to take care of the well being of the employees, but they do not usually result in any monetary benefit. It is desirable to recollect the services of a typical worker in this context. Again the employee welfare is that the facilities help to motivate and retain employees. Most welfare facilities are hygiene factors, which, according to Herzberg, create dissatisfaction if not provide d. Remove dissatisfaction, place the employee in a favorable position or mood, provide satisfiers, then motivation will take place. Welfare facilities, besides removing dissatisfaction, help develop loyalty in workers towards the organization.

1.2

Employee Structure in Organization:

Every Organization has its own Employee Structure. However, in general sense the employee structure of an organization is in hierarchical nature. It goes up from bottom to top or in other words it comes down from top to bottom. The Head of the Organization, generally known as Chairman or CEO, is the chief boss or the head of the organization. Below him, there are few Directors of the respective stream, say, Finance, Personnel and Technical etc. Below the rank of Directors, there are Chief General Manager and General Managers, heading the respective departments of the organizations. The Chief General Manager/General Manager is the controlling officer of the respective employees working in the department. They include senior officers as well as junior officer and Clerical Staff and Secretarial Staff. Peons are the at the bottom line of an organization. The decision making power lies with the Head / CEO of the

Organization. Others are supposed to implement the decision taken at the top level.

1.3

Role of Organization in the Development of Employees:

In the present scenario, an organization has to play an important role for the development of Employees both in their mental and physical activities. The behavioral, environmental and structural pattern of the organization should be aiming towards wholesome development of the employees. The occupational structure of manpower now-a-days has moved to accommodate job changes. And realization of training of people for different job is a must for development. A need for recognizing various levels of employment and effective use of human resources has resulted in manpower planning. Training and development are the key factors for smooth running and success of organization. Training became the modern euphoria in the wake -up rapid technological revolution in the world. It is the root of productivity and efficiency. Hence, training and development are emerged as panacea to all these providing updated knowledge, skill, better inter -personal skill, better cooperativeness, good understanding policy and procedure and their effective implementation avoiding difference of opinions to enhance productivity.

1.4

Employee Structure in MCL

The Employee Structure in MCL is hierarchical in nature. The Chief of MCL is known as Chairman-cum-Managing Director, who

heads the company. Below him, four Functional Directors are working in respective stream, such as Director(Personnel), Director(Finance),
3

Director(Operation) and Director(Project & Planning). Below the rank of Directors, there are Chief General Manager s and General Managers, heading the respective departments of MCL, such as; 01. Chief General Manager (Finance) 02. Chief General Manager (Materials Management) 03. Chief General Manager (Production) 04. Chief of Medical Services 05. Chief General Manager (Sales & Mktg.) 06. General Manager (Quality Control) 07. General Manager (Civil/Construction) 08. General Manager (Management Training Institute) 09. General Manager (HRD) 10. General Manager (Project & Planning) 11. General Manager (Safety & Rescue) 12. General Manager (Envt.) 13. General Manager (Contract Management) 14. General Manager (Tech. Cordn.) 15. General Manager (Finance/Cost & Budget) 16. General Manager (Internal Audit) 17. General Manager (Systems) 18. General Manager (Personnel) 19. General Manager (Excavation) 20. General Manager (Electrical & Mechanical) 21. General Manager (Land & Rehabilitation) 22. General Manager (Washery) 23. Chief of Security 24. Head of Legal 25. Company Secretary 26. Public Relations Officer The Chief General Manager/General Manager are the controlling officer of the respective department s. They have under their control both Executive and Non-Executive employees. Executive Employees are Engineers of different discipline, Doctors, Personnel Officers and other technical professionals.

The Non-Executive Employees of MCL include technical as well as ministerial staff (non-technical). In technical cadre, the following

types of employees are engaged in different disciplines.

Sl.

Discipline

Position

1.

Mining

Over man, Mining Sirdar, Loader, Dragline Operators, Dumper Operators etc.

2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Electrical Excavation Civil Production Quality Control Materials Management Medical Systems Land & Revenue Security

Foreman, Electrician etc Foreman, Fitter etc Engineering Asst., Draftsman etc. Surveyor Chemist, Technical Inspector Stores Keeper Nurse, Pharmacist etc. Computer Operator Amin Security Inspector, Security Guards etc.

Besides, above technical staff, non-technical staffs like Office Superintendents, Clerks, PA, Accountant, Librarian etc. are working in different departments.

1.5

Programme of Training for the Development of Employees:

Administrators of training programmes have a great choice of imparting learning to the trainees. The particular method is selected after
6

consideration of cost, time available, number of person to be trained, depth of knowledge required, background of the trainees and many other factors. The major training methods are:

1. On-the-job training method

2. Vestibule Training

3. Classroom Method a) Lecture b) Conference c) Case study d) Role playing e) Programmed Institution f) Computer Assisted instruction

4. Other methods a) Demonstration b) Simulation and games

5. Experimental methods like 3 & 4

1.

On the job training methods:

This method has the advantages of permitting the trainee to learn on the actual equipment and in the environment of his job. He can actually experience a feeling of accomplishment as he produces useful products. This training may be done either by supervis or of a designated
7

non supervisory employee. Training on the job is given by variety of methods. They are on the job training, job rotation, coaching job instruction, training through step by step, syndicate method(working in small groups).This type of training is useful for learning unskilled and semi-skilled manual type jobs, clerical jobs and sales work.

2.

Vestibule training.

Vestibule training is the term used to designate training in a classroom for semiskilled production and clerical jobs. It is Particularly appropriate when a large number of employees must be trained at the same time for the same kind of work,. When it is used, there is a greater likelihood that management will have well qualified instructors in charge. The emphasis tends to be upon learning rather than production. This method has been used to attract clerks, bank tellers, inspectors, machine operators, testers typists etc.

3.

Classroom Methods:

Classroom instruction is most useful when philosophy concepts, attitudes, theories and problem solving attitudes have to be learned i.e. a considerable depth of knowledge must be acquired there are certain aspects of meanly all jobs that can be learned better in the classroom than on the job. Various methods are being used for technical, professional and management personnel. Some of the classroom methods are

a) Lecture (b) Conference (c) Case study (d) Role playing and programmed instruction.

4.

Simulation Method:

Simulation is a technique which duplicates as nearly as Possible, the actual conditions encountered on a job. The Vestibule training method are the examples of business Simulations. Simulation techniques have been most widely used in aeronautical industry. This training is essential in cased in which actual on the job. Practice might result in a serious injury, a costly error or the destruction of valuable material or resources. It is for this reason, that the technique is very experienced one.

5.

Apprenticeship training.

Apprenticeship training is the oldest and most commonly uses Method, for training in crafts, trades and in technical areas. The training period may vary from two to three years for persons of superior ability and four to five years for others. This training is offered to a range of jobs of a draftsman, machinist, printer, tools maker, system designer, mechanic, carpenter, weaver, fitter, jeweler, die sinker engineer and electricians. A major part of training time is spent on the prod uctive work. Each apprentice is given a programme of assignments according to a predetermined schedule, which provides for efficient training in trade skills.

Steps in Training Programme .

Usually in the organization of training programmes, the following Steps are considered necessary: 1. 2. 3. 4. 5. 6. Identifying training needs Getting ready for the job Preparation of the learner Presentation of learner and knowledge Performance try-out Follow-up and evaluation of the programme

Benefits.

Training is a vital and necessary activity in all organizations. It plays a large part in determining the effectiveness and efficiency of the establishment. Following are the major contributions that training can make.

Reduces learning time to reach acceptable performance

By having qualified instructors and carefully controlled learning situations. Management in countless cases has been able to obtain short aimed learning Periods and higher productivity from new employees.

10

1. Improve performance of present job

Training is not only applied to new employees but to the experienced people as well. It can help employees increase their level of performance on their present job assignments.

Attitude Formation.

A common objective of company training programme is the mouldings of employee attitudes to achieve support for company activities and obtain better co-operation and greater loyalty.

2. Aid in solving Operational problems.

Training of both supervisors and hourly employees can help Reduce turnover, absenteeism, accidents and grievance rates. It can solve other operational problems such as low morale , poor customer service, excessive waste and scrap loss an poor work methods.

3. Fill Manpower needs.

One manufacturing company finds it impossible to recruit way to solve his manpower problem is to establish own Apprentice training programme. 4. Benefits to employees themselves.

As employees acquire new knowledge and job skills, they increase their market value and earning power. The possession of useful skills enhances
11

their value to their employer and thereby increases their job security. Training may also qualify them for promotion to more responsible job2 & 3

1.6

Programme & Training for development of Non -Executives

For

development

of

Non-Executives,

different

training

programmes are undertaken by the Organization. In wider sense, mainly, the external training & internal training are given to the employees.

External Training .

Based on the needs, of the company as well as the specific needs of the employees, the executives, supervisors and skilled category employees are sent for specialized training to external organizations for upgrading knowledge and skill.

Some employees, depending on the requirements of the company and the potential of the individuals, are also sent for super specialized training abroad, like Russia, Ukraine, Indonesia and Australia.

12

Internal Training .

Some employees, depending on the requirements of the company and the potential of individual given training in the company or of the training institute of company.

Further, most of the Training activities generally centers on providing multidiscipline training such as:

1. General management Programmes. 2. Functional Skill Programmes 3. Functional skill Programmes 4. Cross-functional programmes 5. Supervisory Development Programmes; 6. Computer Development Programmes 7. Computer Awareness Programme 8. Safety Management Programmes 9. Vocational Training Programmes 10. Refresher Training programmes (Drivers) 11. R.I.Classes programmes 12. Coaching Classes programmes 13. Yoga Training programmes and

.Supervisory Development Programmes .

The Supervisory staff, employed by the company, in all the Technical disciplines as well as non-technical disciplines, are impaired Training on various subjects, aspects and activities being carried out by them in their day to day work schedules for increasing their understanding of the same.
13

These programmes are generally of six days duration and the s upervisors are imparted the requisite training by Senior Management Faculties.

Computer Awareness Programmes.

Course comprises of: Computer fundamentals and Internet, for potential Computer users Update on latest Info Tech developments Acquainting the employees with the various aspects of using the computer, both theoretical and practical, this helps them in better execution of their work and functions.

Functional Skill Programmes :

Functional skill programmes are conducted for upgra ding skills of the technical staff so that they can unleash their potentials and can enhance their abilities and contribute whole heartedly the realization of the objectives and goals of the company.

1.7

Problem of Study:

The research begins with the formulation of problem. The present study attempts to examine and explain the Training & Development of Non-Executives in a Public Sector Undertaking. The study focuses in the examination of the various Training Programme impar ted to the employees for their wholesome development and the involvement of the company in imparting proper and effective training to the employees. Further more, the study would examine the results of such training
14

programme in PSU and finally it will examine whether the training programme are actually helping for the development of the non -executive employees in their service career.

1.8

Objectives:

The objective is the overall study of Mahanadi Coalfields Limited in brief in order to know the detailed structure and functioning of industry with special emphasis on Training and Development function carried out there.

Training & Development studied in detail and cover areas like

1)

How training needs are identified.

2)

Training policy, programme and formulated methods prevailing in the organization.

3)

Aims of management training and role of trainer as Manager Perceives trainer as an agent of management development.

4)

Inter-action

of

trainees,

trainer,

trained

employees.

Managerial and executives and how they react on the objective.

5)

How

Training

&

Development

system

meet

the

organization objective.
15

6)

Effectiveness of Training & Development Programme. Betterment of management workers and above all how it affects Industrial Relation scene.

7)

Study the attitudes of management and trainees in order to predict the effectiveness of the Training Programme.

1.9

Hypothesis:

a) b)

Training helps in personal development and satisfaction Rate of absenteeism reduced due to training

c)

Helps updating knowledge skill and attitude for testing Invalidity.

d)

Helps Employees in their promotion prospects.

e)

Training increases productivity.

1.10 Plan of Thesis:

The study has been planned chapter -wise. There are 8 Chapters in the said Study.

Chapter-I is the Introduction and it deals with Employee Structure in Organisation, Role of Organisation in the development of Employees, Employee Structure in MCL, Programme of Training for the

16

Development of Employees, Programme & training for developmen t of Non-Executive employees. Problem of Study, Objectives, Hypothesis etc.

Chapter-II is the Description of Field & Methodology and it deals with MCL History, Location of the study, Employees & MCL, Executives, Non-Executives, Methodology Research Design, Sampling, Tools & Data Collection, Difficulties encountered etc.

Chapter-III is Socio Economic Background of the Respondents and it deals with the Age, Sex, Position, Years of Service, and Education etc. of the respondents.

Chapter-IV is History of Family Service and it deals with the historical background of the parents of the respondents.

Chapter-V is History of Service of the Respondents, which deals with the details service history of the respondents, the reasons and change, if any, of the respondents.

Chapter VI is Entry in MCL, which deals with the recruitment and appointment of employees in MCL.

Chapter VII is Training by MCL, which deals with different training programme undertaken by MCL.

Chapter VIII is Opinion on Training, which deals with the opinion of the employees of MCL with regard to the training they have received and the benefits they have got through such trainings.

17

Chapter-IX is Conclusion. The researcher after completing the said study, has tried to give a note of conclusion.

*******

18

2.

DESCRIPTION OF THE FIELD & METHODOLOGY:

2.1

Introduction:

The status of methodology in any research work is of cardinal significance. Methodology is the systematic and sequential operation of steerage of scientific social survey and research. A proper planning and methodology helps the researcher in drawing valid and logical inferences. It would be tough to understand the principle and the contents of research without an appreciation of the method we designate as scientific. Research Design stands as an adjustment set by various pragmatic consideration that are needed for a social research, it is not an exclusive proposition to be strictly followed, but some what a beacon light for the researcher to proceed in correct line of march. Thus, social research has been defined as, a critical and exhaustive investigation having as its aim the revision of accepted conclusion in the life of newly discovered facts.

Methodology involves the formulation of the problem and way to arrive at the conclusion. The research is designed in such a way that the conclusion and analysis of data will enable the researcher to arrive at a conclusion. It would be difficult to comprehend the nature and content of a research without an appreciation of the method. As Karl Pearson says, The scientific method is one and the same in all branches of science and that method is the method of all logically trained minds. The unity of all science consists along in its methods.

19

2.2

MCL History:

Coal India Limited The parent company.

Coal India Limited (CIL) is the diamond name of the coal industry in India contributing almost 86% of coal production in India. Coal India Limited is the third largest coal producing company in the world after United States and China having about 5 Lakhs employees with the headquarter located at Kolkata. It is a holding company under the Ministry of Coal. Govt. Of India for whole of the coal industry in India.

Formation & Incorporation:The Coal India Limited was formed in 21 st Oct 1975 as a holding company having 5 subsidiaries and incorporated under the Companies Act 1956 & it is now an undertaking company being shared by both govt. and the private players. Its main objectives are to promote the development and utilization of the coal reserves in the country for meeting the present and future requirement of energy of the nation. With the objective to provide for the energy requirement by the country. Coal India Limited will give the due importance to the safety of the mines workers in the industry.

20

Subsidiaries of the Coal India Limited.

From the time of incorporation, Coal India Ltd. was functioning as the parent company of the 5-subsediaries but not it is operating through 8 subsidiaries out of which 7 subsidiaries are producing coal and the 8th subsidiary is in the field of the planning and design consultancy.

Formation of MCL Chronological sequence of restructuring of Coal India Limited is shown in the chart below : November 1975 Constitution of holding company | Coal India Limited (NEC, DCC) ECL BCCL CCL WCL CMPDIL January 1986 Further Reorganization Coal India Limited (NEC, DCC) ECL BCCL CCL NCL WCL SECL CMPDIL

Further Reorganization Coal India Limited (NEC, DCC) (IICM) MCL ECL BCCL CCL NCL WCL SECL April CMPDIL 1992 rd On 3 April 1992 a new Company Mahanadi Coalfields was formed with a sizeable investment bifurcating from South Eastern Coalfields Ltd., Bilaspur. It is the 8th Subsidiary of Coal India Ltd. having its apex Corporate HQ. at Kolkata. At present this Company has 21 mines situated in the states of Orissa comprising 8 Underground Mines and 13 Open Cast Mines. MCL has 10 Areas in two coalfields, i..e Talcher
21

Coalfields and IB Valley Coalfields. MCL is the 2nd largest coal producing company in Coal India Ltd. The total coal production was 23.14 MTe in the year 1992-93 which has increased to manifold to its record production in 2009-10 to 96.34MTe. It has its Headquarters in Sambalpur (Orissa). Recently the company has been honoured as MINIRATNA by the Govt. of India. Power grade coal is mostly available in MCL. Coal from MCL is meeting the demands of different consumers like Powerhouse, Steel, Cement Plant & Railway etc.
Pattern of Organization:

Organization can be defined as is a harmonious adjustment of specialized parts for accomplishment of some common purpose. The members of MCL are nominated jointly by Coal India Ltd. and Ministry of Coal. Board of Director administers MCL. In MCL men, machines and materials work efficiently and perfectly to accomplish the organizational goals. MCL follows both Line and Staff Form of organizational structure for its administration. Line Organization Direct vertical relationship through which authority flows is called line organization.
Welfare Amenities in MCL:

Right from its inception MCL has launched a lot of welfare measures to make sure the quality of life to workmen. The details of welfare amenities and welfare expenditure on capital and revenue head are given hereunder:
Particulars Bank Branches Extension Counter Play Ground Stadium Children Park Canteen Kalyan Mandap Workers Institute AS on 03.04.1992 05 05 08 01 06 19 00 11
22

As on 31.03.2011 16 12 12 02 16 34 02 14

Golf Courses ATMs Auditorium Houses

Year 1992-93 1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 1010-11

00 00 05 11666
Revenue 1295.08 1796.33 2094.26 2934.10 3604.47 4349.93 4631.53 4698.90 5971.93 6285.98 6813.67 10147.80 9307.92 9549.76 9891.83 12399.64 12354.19 13367.23 14267.33 Capital 9822.15 3368.00 3394.00 4008.00 2873.00 3256.00 3208.00 4203.00 543.00 2018.00 989.00 875.00 189.96 281.00 761.25 441.46 409.57 427.29 489.00

04 07 14 16736

The yearly welfare budget of the Company is submitted in the Welfare Board of the Company consisting of members from both Management and Workers side. The members from the workers side are representatives of recognized Trade Union covered under Industrial Relations System in the Company. The Board, after discussions and suggestions proposed the bill (budget) to be approved by the competent authority.
Housing:

The housing satisfaction of the Company was 55.33% at the time of its formation in April 1992 having 11666 houses of various kinds. By the end of 31.03.2011 the housing satisfaction has improved to around 80% with 16736 houses. According to the MCL management information efforts are being made to provide housing accommodation to more
23

employees and the welfare budget, each year provided adequate funds towards it.
Water Supply:

In 1992, 61,320 persons were covered for supply of drinking water whereas by the end of 01.04.2007, it has increased to 83110. Filtered water generated during 1992 was 7.70 MGD and now as on 0 1.04.2011, it has a capacity of 15.70 MGD.
Medical:

As per the provisions of the National Coal Wage Agreement (NCWA) VII, the employees hospital bed ratio is 1:120. In MCL this ratio is 1:59. In every mine/ project of MCL, there is a well-equipped dispensary with adequate number of qualified medical and Para-medical persons. Besides, there are 5 big hospitals in the Company and out of which two are central Hospitals (250 bed capacity) each at Talcher and Ib Valley Coalfields. These hospitals are havi ng almost all modern facilities and specialist Doctors.

Description Hospitals Total No. of Beds Ratio of Bed and employee Total No. of Dispensaries Total No. of Ambulance Total Doctors a) Specialist b) GDMO c) Dental

1992 04 198 1:101 09 21 59 -------

2011 ( Up to 31.03.2011) 06 364 1:57 13 38 103 36 64 03

24

Education:

As a part of Welfare activities considerable emphasis has been given on Education of our employees Children. Though education is a State Subject MCL provides grants/ financial assistance to different schools/ Institutions functioning in and around our Coalfields Areas. The Status of Educational institutions are as follows: Type of Institutions DAV Public School Privately Managed Schools NK Mahavidyalaya Numbers. 09 19 01

In addition to the above, MCL is also paying 40% Recurring grant to Indira Gandhi Institute of Technology, Sarang, Talcher which is an institution awarding Engineering Diploma in Electrical, Mechanical and Civil branches. Recurring Grant of 40% is also being given to Orissa School of Mining Engineering Keonjhar for Diploma in Mining. In these Two Institutes 40% seats are reserved for the Wards of Non- Executives of MCL in specified disciplines.

25

COALFIELDS OF MCL

TALCHER COALFIELDS 1. JAGANNATH AREA 2. BHARATPUR AREA 3. TALCHER AREA 4. LINGARAJ AREA 5. HINGULA AREA 6. CWS(X) TALCHER

IB VALLEY COALFIELDS 1. ORIENT AREA 2. IB VALLEY AREA 3 LAKHANPUR AREA 4. BASUNDHARAGARJANBAHAL AREA 5. CWS(X) IB VALLEY

MCL HAS NINE AREAS IN TWO COALFIELDS WITH 7 UNDERGROUND MINES AND 15 OPEN CAST MINES.

BESIDES, MCL HAS TWO JOINT VENTURE PROJECTS, NAMELY: y MNH SHAKTI LIMITED y MJSJ COAL LIMITED

Name of the Areas Projects

Talcher Coalfield

Name of the Coal Mining

Jagannath Area Jagannath OCP, Ananta & Bhubaneswari OCPs. Talcher Area Talcher UGM, Nandira UGM Bharatpur Area Bharatpur OCP, Chhendipada OCP Lingraj Area Lingraj OCP Hingula Area Hingula OCP, Balaram OCP
26

IB Coalfield IB Valley Area Samaleswari, Lajkura OCPs Lakhanpur Area Lakhanpur, Lilari & Belpahar OCPs. Orient Area Orient Mine Nos. 2,3 &4, HRC & HBI Basundhara Area Basundhara(East) & West, Kulda, Garjanbahal

In addition to the above Areas, there are other 11 non -mining projects are also in MCL. They are, two Central Workshops, two Central Hospitals, two Integrated Water Supply Schemes, two Regional Stores, Two Integrated Power Supply Schemes, One Training Institute etc.

27

COAL

EL

WISE COAL ESERVES IN ORISSA AS ON 31.03.2011

TALCHER
39.64 B 63.94%

IB VALLEY
22.36 B 36.06%

2.3 JAGRITI VIHAR:

28

The Corporate Building of MCL Headquarter is situated at Jagriti Vihar, Burla, Sambalpur with sightsee ting environment and huge amount of water resources.

CORPORATE BUILING OF MCL HEADQUARTERS

29

LOCATION: M i C li l Li it has t C al i l s i.e. Tal her C al iel and Ib Valley C al ield have di erent areas and projects under its administrative control. The collieries in Talcher Coal ields are located in Districts of Dhenkanal and Angul and Ib Valley fields are located in Jharsuguda and Sundargarh Districts of Orissa. The Headquarters of MCL is situated at Jagriti Vihar, Burla, Sambalpur on the west of National Highway - 6 at a distance of about 14Km away from Sambalpur City towards Mumbai. TALC ER FIEL

Talcher Coalfield, the largest Coalfield in the country is located in Brahmani Valley to the north of Mahanadi river. Major part of the coalfield falls in Angul district with parts spreading over to the neighbouring district of Dhenkanal, Deogarh and Sambalpur of Orissa. The coalfield is well connected by both rail and road. The SambalpurTalcher-Cuttack railway line of south-eastern railway passes near the southern boundary of the coalfield connecting Angul and Talcher Railway Station. The National Highway 42 connects Sambalpur and Cuttact. N.H. 5 also passes through south of the coalfield maintaining a distance of 10 to 12 Km. The N.H. 23 connects N.H. 42 and N.H. 6 and it also passes through the eastern part of the coalfield.
30

IB FIEL

IB Coalfield, the 3rd largest coalfield in India has derived its name from the river Ib. The coalfield is located in the district of Jharsuguda and Sundargarh in the north western part of Orissa and covers an area of about 1460 Sq.Km. The coalfield is well connected by both rail and road, the Howrah-Mumbai main railway of South Eastern Railway passes through the southern and south-eastern part of the coalfield. It is also approachable by all weather road from Jharsuguda, Sundargarh and Rourkela which are situated at a distance of about 14 Kms, 70Kms and 150 Kms respectively from the coalfield. 2.4 EMPLOYEE STRUCTURE: In this type of organi ation subordinates should be divided according to the type of work involved. At present the company is headed by Chairman-cum-Managing Director at Corporate HQ. and Chief General Manager/General Manager at Area level
31

Administrative Setup of MCL Chairman-cum-Managing Director Sri Shree Ramji Upadhyay Director Director Director (T)(Operation) (Finance) (T)(P&P) Sri Arun Kumar Sri B Sri Tiwari Mohapatra A.K.Singh CGM (Production), CGM(S&M), GM (S&R/UG),

Director (Personnel) Sri S C Padhy Chief of Medical Services, CGM(Civil)-for Welfare,PD & Town Admn.,

GM CGM (A&EE/Welfare) (Excavation), GM (P&IR) Chief of Security, GM (E&M), GM (QC),

C.V.O Sri N. K. Pradhan CGM CGM(Civil), Mgr. (Finance), (Vig.) CGM GM (Fin) (MM), (CA&T), GM (Envt.), GM (Fin) GM (C&B), (CP&P), GM (Systems), GM (TC),

Chief of I. GM (CMC), A. , GM (L&R), HOD(IED), Company GM (HRD) CGM/ GMs of IBV Secretary CGM/ GMs of Tal CF CF HOD (Legal) Public Relation Officer NON-EXECUTIVE EMPLOYEE:

The manpower of MCL at the time of inception of MCL i.e. on 3.4.1992 was 21742 and the manpower as on 31.03.2011 was 20932 and out of which 1245 are executives. The category wise and year wise details are given below: Non-Executives Area Ib-valley Executive Mont s hly rated
122

Daily rated 970

32

Piece Badlis Total rated 1 0

1694

Grand Total
1816

723

Orient Basundhara Talcher Jagannath Bharatpur Hingula CWS TAL Kolkata Bhubneswar CWS, IBV Lingaraj Lakhanpur NSCH & RH
Grand Total

136 74 79 124 87 95

719 228 339 742 307 368 79

3801 475 2504 1559 1009 1199 346

200 0 10 0 0 0 0

1 0 0 0 0 0 0

4721 703 2853 2301 1316 1567 425

4857 777 2932 2425 1403 1662 455

(X)

30

8 4 18 70 124 49 1245

12 15 41 332 554 135

4878

2 6 183 974 1299 136

14601

0 0 0 0 0 0
211

0 0 0 0 0 0
1

14 21 224 1306 1853 271 19698

22 25 242 1376 1977 320 20943

2.5

Executives:

As on March, 2011, there are 1245 Executives posted in MCL, out of which 225 Executives are posted in MCL HQ. alone. The discipline and grade wise executives posted in MCL HQ. are given below : Discipline Co.Secy Civil Coal
33

E1

E2

E3

E4

E5

E6 1

E7

E8

Total 1

12

5 2

19 2

Preparation Coal Tech. Chemical Engg. E&M E&T Envt. Estate Excavation Finance Geology Hindi HRD/MD&T Industrial Engg. Legal Materials Management Medical Mining Personnel Public Relation Safety Rescue Sales Mktg. Security
34

1 0

7 1 1

11 3 1

27 4

1 1

3 1 13 1 34 0

2 1 11

5 13

5 4

1 4

1 1 1 1

1 1 2

1 6 2 1 1

1 10

2 2 11

1 12 9

1 12 2

1 13 1 3 1

5 42 23 0

&

&

11

Secretarial Statistics Survey Systems Vigilance Total 0 3 15

4 1

7 1 6 1 6 1 31 7 225

4 3

2 2 1

41

77

51

2.6

Non-Executives:

There are 19698 Non-Executives working in MCL as on January,2011. Out of which, 429 are posted in MCL HQ. The NonExecutives are divided into Daily Rated and Monthly Rated. Out of 429 non-executives in MCL HQ., 23 are female non -executives. The following table shows the details posting of MR & DR & Female nonexecutives in different departments of MCL HQ.

Deptt. Administration Civil Deptt. CMD Sectt. Commercial Company Sectt.

MR 15 19 9 1 3

DR 29 16 4 0 1
35

Female 1

Total 44 35 13 1 4

Contract Management Cell Director(Personnel) Sectt. Director(T) Sect. Director(T/PP) Sectt. Director(F) Sect. E&M E&T E Procurement Environment Excavation Executive Estb Finance HRD L&R Legal MM Medical MTI MNH Personnel Pension Cell Prodn. & IED Project & Planning Public Relation Officer Quality Control Safety & Rescue Sales & Mktg. Security

6 3 4 3 2 8 11 1 3 4 5 24 2 3 6 8 14 4 4 7 2 6 5 5 5 2 10 63
36

2 5 4 3 3 18 1 1 1 1 4 4 2 3 0 2 11 4 1 6 2 2 1 0 0 1 0 8 1 1 11 1 1 2 1 1 1 1

8 8 8 6 5 26 12 2 4 5 9 28 4 6 6 10 25 8 5 13 4 8 6 5 5 3 10 71

Systems Tech.Sectt. Vigilance Welfare Total

3 3 5 5 283

1 0 4 1 146 1 23

4 3 9 6 429

Objectives of MCL

y To carry on the business of the Coal mining y Acquisition of coal mining y Production, sale and dispatch of coal mines taken over by the

Govt.
y Policy formulation and advisory functions y To act as the entrepreneur on the behalf of the state in

respect of coal industry

y To finance the replacement expenditure y To develop the technical know-how y Exploration & prospecting y To manufacture and self coal as a patent fuel.

Main Functions of Mahanadi Coalfields Limited

To act towards achieving corporate objectives and approve and review strategies for Achievement of this objective s.

37

2.7

Methodology, Research Design :

Methodology refers to the methods allowed to arrive at a Conclusion.

A study or research design is a plan comprising of the researchers decisions about the procedures, sampling, collection and analysis of data for a given study, which aims to fulfill the purpose without wasteful expenditure of time, energy and money. It is economical in the long run because, it forestalls the possibility of a fruitless inquiry. It differs according to the research purpose and its categorized under four groups, viz. (1) Exploratory, (2) Description, (3) Diagnosis, and (4)

Experimentation.

In the present study, exploratory cum descriptive study design has been followed.

2.8

Sampling:

Sampling is the smaller representation of the larger whole. It is the representation of the universe in miniature. Sampling method is economical in terms of time, money and energy. Detail study is possible due to contact with every sample units and it has a scientific base. There are only two requirements of the sampling procedure: It must be representative and adequate, there are different methods of sampling such as random sampling, stratified sampling, purposive sampling etc.

In the present study 50 workers were selected at random from the universe. The researcher personally met the respondent by asking them
38

various questions regarding their own life, relationship with the management and their involvement i n trade unions.

2.9

Tools & Data Collection:

Having drawn adequate samples from the universe the next step of research was collection of data regarding the various aspects of the study. There are several tools of data collection like Observation, Case study, Interview schedule, Questionnaire etc.

Here the interview schedule has been used as the main tool for data collection, and side by side observation in a non -participant way.

Interview is the development of precision focus reliability is another common social act conversation. The objections o f interview may be exchange of ideas and experiences, eliciting information pertaining to a wide range of data in which the interviewer may wish to rehearse his past, define his present and canvas his future possibilities. It is a mutual view of each other. According to P.V. Young, Interview may be regarded as a systematic method by which a person enters more or less imaginatively, into the life of a comparative stranger. In interviewing the interviewee, we make use of the interview schedule. Interview sch edule consists of a number of questions which the interviewer himself has to ask and fill up after getting information from the respondents.

While applying interview schedule, the researches made use of the observation technique in a non-participant form. Although, the external or non-participant observer is not welcomed to the group, but, he can
39

maintain a distance without involving into the group situation. It gives the way for a more systematic study. So while interviewing the respondents the researcher observed the behaviour, facial expression, without participating in group situation.

The Interview Schedule deals with the socio-economic background or the bio-data of the respondents, the service history of the respondents and finally the opinion / views regarding training they are receiving from the organization.

A heap of collected data serves no purpose for any study as it does not give any specific information or knowledge. So in order to derive proper information, the collected data must be interpreted and analysed which in turn involves a number of tasks like classification and tabulation.

In classification, the collected data were arranged in different groups on the basis of their similarities. In the present study, the data collected have been classified on the basis of their different education level, caste, type of family income etc.

The next step is tabulation. For this purpose the researcher has placed some data in different tables to find out the number of frequency and percentage of each group.

Information collected from both the sources i.e. prima ry and secondary.

40

i) Primary:

Some data collected by observing employees and asking questions are called primary data. For collection of primary data, questionnaires were prepared depending on category of personnel involved. It is a form containing some questions which are to be filled by respondent.

ii) Secondary

Secondary data are collected both from published and non published sources, Published sources include magazines, bulletins, memoranda, pamphlets etc Non-published sources include official files, record, log books etc. Booklets quarterly reports, annual reports, journals, records of the Company are also used. Text books, published and non-published project reports are also referred for proper understanding of study.

2.10 Difficulties encountered :

The experience during the field work has left an indelible impression and was both a bitter and sweet one. The respondents were personally contacted and duly told what it was all about. Some of the respondents were very co-operative and even agreed for formal interviews, whereas some respondents failed to understand the essence of data collection and refused to give time for the interview as they were busy with their work.

41

2.11 Conclusion:

Training & Development find its vital role in recent decade. And

every industry for its survival must have to embrace Training & Development and try to absord its good results in day-to-day working and use its side effects in a constructive purpose. Hence, one month period was very short to study. Training & Development and its effectiveness in a quality concerned industry. Period was very short again to watch the same group of workers before training and after it.

The present study undertaken by the researcher suffers from some limitations. The sample drawn was on random basis and can not be generalized. The data collected only from 50 respondents do not di ffer any valid ground for drawing generalization.

*******

42

3.

SOCIO-ECONOMIC

BACK-GROUND

OF

THE

RESPONDENTS:

3.1

Introduction:

The caste, religion, occupation and life experiences of an individual are crucial in determining how one will think and act in different situations. Individuals are substantially affected, by nature and mechanism of socialization, family background and soc io-economic attitude set up which in turn affect their attitudes, ways of training and philosophy of life.

In other words the implicit assumption is that the beliefs, role, perception and behaviour learned as a result of social antecedent and the social environment in which one is brought up are more influential in determining the extent of role commitment and role performance. The chapter seeks to identify the socio-economic profile of the 50 respondents of Mahanadi Coalfields Limited, Burla of Sambalpur District of Orissa State in terms of their Age, sex, occupation, income, educational qualification.

All the data relating to the socio -economic background of the respondents have been represented in the tabular form.

43

3.2

Age & Sex:

Age reveals the experience on as gained about life. An individuals working capability and strength is known from his age. It is a temporary concept as we all know. Time and tide waits for none, similarly with the passage of time an individual age also grows and a t ime comes when the individual decays.

The following table reveals the age composition of 50 respondents.

TABLE 3.1 Age Composition

Various

categories

of

Total No.

Percentage

respondents on the basis of Age

18 25 25 35 35 50 50 & above TOTAL

Nil 16 33 1 50

Nil 32% 66% 2% 100%

The table 3.1 shows that out of 50 (100%) respondents, no one lie within 18 25, 16 (32%) within 25 32, 33 (66%) with 35 50 and 1 (2%) lie within 50 and above group. Hence majority of respondents belong to the 35 50 age group.

44

SEX COMPOSITION:

The following table reveals the sex composition of 50 respondents.

TABLE 3.2 Sex Composition

Various

categories

of

Total No.

Percentage

respondents on the basis of Sex

Male Female TOTAL

45 5 50

90% 10% 100%

The table 3.2 shows that out of 50 (100%) respondents, 45 (90%) are male and 5 (10%) are female. Hence majority of respondents belong to male. 3.3
Position held:

The following table reveals the position held by the 50 respondents.

TABLE 3.3 Position held by the Respondents

Various

categories

of

Total No.

Percentage

respondents on the basis of position held

Clerk

30

60%

45

PA Electrician Storekeepers Peon Others TOTAL

10 2 2 Nil 6 50

20% 4% 4% 0% 12% 100%

The table 3.3 shows that out of 50 (100%) respondents, 30 (60%) are Clerk, 10 (20%) are Pas, 2 (4%) are Electrician, 2 (4%) are Storekeepers and 6 (12%) belong to other categories. Hence majority of respondents belong to Clerk.

3.4

Years of Service:

The years of service refers the length of service the respondents have already put in in the organization. This shows the experience in their respective service career The following table reveals the years of service of the 50 respondents.

46

TABLE 3.4 Years of Service

Various

categories

of

Total No.

Percentage

respondents on the basis of Years of Service

0 3 Years 3 5 Years 5 10 Years 10 - 15 Years Above 15 years TOTAL

Nil 10 15 20 5 50

Nil 20% 30% 40% 10% 100%

The table 3.4 shows that out of 50 (100%) respondents, no one lie within 0-3, 10 (20%) within 3 5, 15 (30%) within 5 10, 20 (40%) within 10-15 and 5 (10%) lie above 15 years group. Hence majority of respondents belong to the 10-15 years group.

3.5

Education:

Education is the important means of socialization and one of the basic activities in all human societies. Anderson is of the view that education is the social process by which an individual learns the things necessary to fit him to the life of his society. It is the process whereby the social heritage of a group is passed on from one generation to another and whereby the child learns the rules of social behaviour. It is an attempt to shape the development of the coming generation in accordance with the social ideals of life.

47

Hence, it is necessary to know the educational background of the respondents. It is depicted in the following table.

TABLE 3.5 Educational Qualification

Various categories on the basis of Education

Total No.

Percentage

Under Matric Matric Inter-mediate Graduation Above Graduation TOTAL

2 10 3 20 15 50

4% 20% 6% 40% 30% 100%

The above table shows that, out of 50(100%) respondents, 2 (4%) were under matric, 10 (20%) were educated upto Matric, 3 (6%) were intermediate, 20 (40%) were graduate and 15 (30%) were above Graduation. Hence, majority of respondents were educated.

48

3.6

Conclusion:

As the study has been conducted in the semi -urban area of Burla of Sambalpur district in Orissa, the place of resident of all the respondents is semi-urban. The respondents age group is ranging from 25 to 50 years. It is a male dominated industry. The education level of the respondents is very good. Majority of them, that is, nea rly 40% were graduate.

The socio-economic background of the respondents reveals that, majority of the respondents are males, well educated and have got experience in their service field. .

49

4.

HISTORY OF FAMILY SERVICE:

4.1

Introduction:

Family plays the first and most important role in formulating the career of an individual. It mostly depends on the background of the family, which affects the behaviour of the human beings. It is seen that a good and peaceful family always provides a better platform for the members to perform well in every sphere of his life. Similarly, family having bad reputation accordingly reflects otherwise.

4.2

Fa Fa :

The record of service of the parents of the respondents is also notable in order to reach into a state of mind about their position and psychological attachment to the organization. The table shows the history of service of the parents group in the organization.

TABLE 4.1 History of Service in the Organization of the parents of 50 respondents

Generation

Service No.

% Service

Fa Mo Fa fa FaMo TOTAL

25 10 5 10 50

50% 20% 10% 20% 100%

50

The above table shows that, out of 50(100%) respondents, father of 25 (50%) were in service, whereas mother of 10 (20%) were in service and both father and mother of 10 (20%) were in service.

4.4

Father:

Father is the pivotal member of a family. He is in charge of the livelihood of the family. All the major decision of the family is taken by him. His position determines the status of the family. The ideology of a father is injected to the next generation. It is found that if the father of a respondent was an employee of the organization, his eco nomical condition is better than others and the respondents has got proper education and are well established in the society.

4.5

Conclusion:

The History of family service provides a clear picture about the position of the individual at present. The father and mother of whose respondents are in service, his economical condition is much better, but sometimes they have been neglected in their building a good career, due to absence of both father and mother in t he home. Where the father is the only service holder and mother is a house -wife, it is found that such family are very peaceful as well as very successful.

*******

51

5.

HISTORY OF SERVICE OF THE RESPONDENTS:

5.1

Introduction:

History is the past record. The history of Service record confirms the background of the person. The more the service period, the more the experience gained in the respective field. About experience, one can say it is gradually achieved through the passage of time. Hence, History of service is essentially required to be noted, to reach at a more concrete conclusion.

5.2

History of Service:

In the present study, it was found that the some respondents before joining MCL, were engaged in different organizations. And in comparison, their experience in dealing and discharging official work is better than those who were initially in MCL.

Hence, it is necessary to know the History of Service of the respondents. It is depicted in the following table.

52

TABLE 5.1 History of Service of the 50 respondents

Organisation

No.

MCL Public Sector Govt. Sector Private Sector TOTAL

25 3 7 15 50

50% 6% 14% 30% 100%

The above table shows that, out of 50(100%) respondents, 25 (50%) were in MCL from the beginning, whereas 3 (6%) from Public Sector, 7 (14%) from Govt. Sector and rest 15 (30%) from Private Sector. Hence, 50% were from outside organization, before joining MCL. 5.4
Reasons and Change:

When asked about the reasons for changing / switching over to MCL from other organizations, majority of respondents answered in terms of better salary and facilities in MCL in comparison to other Govt. and Private sector. It is also noted that the respondents who were in private sector, got the service in MCL on rehabilitation scheme. Hence, they chose to join MCL and left the private organization obviously.

5.5 Conclusion: We can derive from the aforesaid facts that better emoluments and facilities can attract people from other sectors. Moreover, in this process, an organization is benefited in getting more experienced people. In the present organization, more persons from private sectors have joined not from Govt. Sectors.
53

6.

ENTRY IN MCL:

6.1

Introduction:

MCL is a Coal Producing Company. The target of Coal production has now surpassed 110 MT, which is a huge task. The primary steps for producing coal is acquisition of Land, where coal can be excavated. The land may be both forest land as well as cultivable and residential land of the land owners. To acquire forest land, the company has to approach the Govt. for mining purpose on the same and is dealt accordingly as per the Forest Land Act. However, for acquisition of private land, there is lot of difficulties faced by the company. Before acquiring the private land, proper rehabilitation of the inhabitants and nearby villagers are required to be done. As per the rule, the company has to provide service to the family members of the land owners accordingly to their size of land. Hence, people get appointment through rehabilitation scheme. In order to get technical staff to run the company, MCL through open advertisement, also appoints various staff in various discipline/cadre.

6.2

Type of Entry:

As discussed, there are two types of entry in MCL i.e. direct entry through open recruitment and Rehabilitation entry through land acquisition policy. There is also another entry on medical ground/death case, whereby due medical unsuitability or death of t he employees, their children get employment, as per terms of the company.

54

TABLE 6.1 Type of Entry in MCL (50 respondents) Type of Entry No. %

Direct Recruitment Through Rehabilitation scheme On death/medical ground TOTAL

10 30 10 50

20% 60% 20% 100%

The above table shows that, out of 50(100%) respondents, 10 (20%) got the job in MCL by direct recruitment, whereas 30 (60%) through rehabilitation scheme on losing their land and rest 10 (20%) on medical ground/death case of their father. Hence, majority of 60% entered MCL through Rehabilitation scheme.

6.4

Years & Change of Service in MCL :

The years of service refers the length of service the respondents have already put in the organization. This shows the experience in their respective service career. The following table reveals the years of service of the 50 respondents.
TABLE 6.2 Years of Service in MCL

Various

categories

of

Total No.

Percentage

respondents on the basis of Years of Service

0 3 Years 3 5 Years

Nil 10

Nil 20%

55

5 10 Years 10 - 15 Years Above 15 years TOTAL

15 20 5 50

30% 40% 10% 100%

The table 6.2 shows that out of 50 (100%) respondents, no one lie within 0-3, 10 (20%) within 3 5, 15 (30%) within 5 10, 20 (40%) within 10-15 and 5 (10%) lie above 15 years group. Hence majority of respondents belong to the 10-15 years group.

6.5

Conclusion:

MCL is a coal producing industry. Land acquisition is always a major problem in the coal industry. Proper rehabilitation and resettlement of the people is a challenge for the company. In the rehabilitation scheme, the land owners are offered job in the industry in lieu of their lands in addition to cash compensation. Hence, the majority of employees of MCL have got service through rehabilitation scheme.

*******

56

7.

TRAINING BY MCL:

7.1

Introduction:

The Department of Human Resource Development of MCL lays emphasis on imparting the requisite technical, operational & executives, Supervisory staff and other employees. , commensurate with the rapidly changing economic scenario and its HRD Policy . Keeping in view the hazardous nature of the coal industry, specific attention is given to increase the safety awareness and safety management standards among the employees.

Hence, the company is focusing on the upgrade of the skills of the entire manpower inventory, based on the needs of the organization as well as those of its importance.

HRD Policy.

Training & Development of the employees of MCL through need-based Training programmes to help, create and nature for the organization around and healthy work culture conducive to all around excellence.

Objectives

In line with the broad based policies of the company, as narrate d above, the following objectives are sought to be accomplished.

Assessing the discipline-wise, level-wise, job-wise grade-wise training need of the company.

57

To strive to fulfill the training needs of entry level, middle level and senior level executives through formal and non-formal means, for meeting the organization goal. To bring about attitutional change and harness managerial potential in pursuit of individual and organizational excellence.

To disseminate knowledge through workshop, conference, sem inar , etc.

To catalyze creativity, fellowship bond, leadership, team spirit, discipline and respect for values.

7.2

Training Programme in MCL:

In MCL mainly the external training & internal training are given to the employees.

External Training .

Based on the needs, of the company as well as the specific needs of the employees, the executives, supervisors and skilled category employees are sent for specialized training to external organizations for upgrading knowledge and skill.

Some employees, depending on the requirements of the company and the potential of the individuals, are also sent for super specialized training abroad, like Russia, Ukraine, Indonesia and Australia.

58

Internal Training .

Some employees, depending on the requirements of the company and the potential of individual given training in the company or of the training institute of company.

In MCL most of the Training activities generally centers on providing multidiscipline training and comprise of:

1. General Management Programmes. 2. Functional Skill Programmes(for Executives) 3. Functional Skill Programmes (for workmen) 4. Cross-functional programmes(for executives) 5. Supervisory Development Programmes; 6. Computer Development Programmes 7. Computer Awareness Programme(for Management & Workmen) 8. Safety Management Programmes 9. Training programmes for Members of Safety Committee 10. Induction Training programme 11. Vocational Training Programmes 12. Refresher Training programmes(Drivers) 13. R.I.Classes programmes 14. Coaching Classes programmes 15. Special programmes in collaboration OEMs; 16. Yoga Training programmes and 17. Workshops, Seminars, Symposiums.

59

General Management Programme

This programme is structured for the Executives of all Disciplines from E 1 to E-2 grade and is a week long programme with focus on impairing up-to date knowledge of various disciplines that are strategically linked to the core activities of the Company.

Focus of the programme is on; 1. Developing strategic intent;

The Executives through these programmes,. are given exposure of the cross functional areas of the organizational problems while taking a decision.

.Supervisory Development Programmes .

The Supervisory staff, employed by the company, in all the Technical disciplines as well as non-technical disciplines, are impaired Training on various subjects, aspects and activities being carried out by them in their day to day work schedules for increasing their understanding of the same.

These programmes are generally of six days duration and the supervisors are imparted the requisite training by Senior Management Faculties.

Computer Awareness Programmes.

Course comprises of: Computer fundamentals and Internet, for potential Computer users Update on latest Info Tech developments

60

Instructors and faculties from reputed Computer education and training Institutes like NIIT, APTECH AND SSI are engaged throughout the year for acquainting the employees with the various aspects of using the computer, both theoretical and prac tical, which helps them in better execution of their work and functions.

.Specialised Computer Programmes . Training on advance applications like Oracle, Java, etc. are also held in between the Computer Awareness Programmes for equipping the Officers and Supervisory staff of the Systems Deptt. with advanced knowledge regarding the various Software applications. 1. Cost Management 2. Quality management and customer care; 3. Attitudinal change 4. Human values and Business ethics.

Thus, the programme attempt s to bring awareness in the key-result areas, to enhance the capabilities of Exercise in handling various situations and bring about quality management in their domain of operations.

Functional Skill Programme(for Executives)

The programme aims to upgrade the existing skills and knowledge of the Executives in their functional areas by equipping them applications therein taking place in Indian coal mining industry. Functional programmes are held for the following disciplines:

Mining Excavation, Electrical & Mechanical. Civil Computer, Finance and Personal & Administration
61

Functional Skill Programmes for Workmen;

Functional skill programmes are conducted in different batches at BTI Bandhabahal & MEETI, Talcher for upgrading skills of the Dumper Operators, Fitters and Electrical, other HEMM Operations and medical staff so that they can unleash their potentials and can enhance their abilities and contribute whole heartedly the realization of the objectives and goals of the company.

Cross Functional Programmes

These programmes are held for the objectives in the following cross disciplines: Finance, Materials Management, and Personal & IR. These programmes are conducted by the experienced

faculties/instructions of organizations like TATA CONSULTANCY SERVICES, APTECH, etc

PROGRAMMES FOR THE MEMBERS OF THE SAFETY COMMITTEES AND SAFETY MANAGEMENT PROGRAMMES..

Due to the hazardous nature of the Coal industry, for working in deep coal zones(in underground coal mining) as well as in the vast expanses of open-cast quarries(with fast and enormous activities taking place due to numerous Heavy Earth Moving Machines) it is imperative to instill absolute safety awareness amongst the people working there.

With the above objective, regular programmes are held on the safety management and for the Safety Committees to inculcate the requirement (to adhere to the safety norms)amongst all the persons engaged in the
62

mining activities so that they go to their workplaces, work safely and come back to their homes to re join their families.

1. INDUCTION TRAINING PROGRAMMES;

TRAINING OF NEW ENTRANTS: The newly appointed or promotes to executive cadres are given Induction Training.

Focus is on development of:

.Knowledge and skills for earlier contribution to productivity, profitability .Customer satisfaction .Physical and mental fitness .Spirit of fellowship, fraternity belongingness .Leadership quality.

For those workers joining the Computer for the first time, in order to equitant the with the working environment as well as impart the requisite knowledge about the task that they will be entrusted to, these programmes are held as an absolute necessity. The programmes are especially designed are conducted for certain skilled category of personal like Mining Sirdar, Jr.Overman and Operator Trainees, Fitter Trainees, Amin and Trainees, nursing trainees etc.

63

2. Vocational Training Programmes

These programmes are conducted at a Group Vocational Training Centres in the Coalfields Areas and relates to various programmes for improving the knowledge and efficiency of the Operators, Fitters, Technical Supervisory staffs and other skilled and semi skilled workmen deployed in the underground as well as open cast mines.

3. Refresher Training Programmes

Employees, working as Drivers, in various department in the Coalfields are imparted Refresher Training to brush -up their existing knowledge with respect to driving various vehicles and to make themselves acquainted with the working conditions in the mining premises, especially in the open cast mines, so that they can adhere to the safety requirements.

4. R.I.Classes for Trade Apprentices:-

The Related Instructions classes organized and conducted at BTI and MEETI Talcher

5. Coaching Classes programmes. For those employees who aspire to come Managers, coaching classes are held for their actual Examinations for preparing them and make them conversant with the various subjects of their discipline so that it receipts them in realizing their aims and mobiliza tions.

64

For conducting such programmes, the company makes the services arrangements making available the services of highly convinced and senior faculties so that the employees can prepare well for the required. 6. Special Programmes in Collaboration with the OEMs

Due to diverse range of equipment that in operation in the Mines premises and these equipment being complex, for making the employees aware of the various pros and cons of the equipment, its working procedures the techniques associated for putting in use during particular situations, the company organizes specific related programmes of their equipment from time to time. These programmes are conducted in collaboration with the Original Equipment Manufactures and held throughout the establishments wherever these equipment are installed/put in operation. These OEMs are from the Public as well as the private sectors, are organizations like BEML, GMMCO INGERSOLL RAND, RECP, L&T, LuCAS, CATERPILLAR, CUMMIS,

7. Yoga Training Programmes.

A healthy body and healthy mine is the foremost requirement of every human being for every activity that is done. The significance of this increases more if one is employed in an industry and even much more if it happens to be a vast and hazard ous one like coal.

Therefore, for imparting certain basis yoga education and certain special need-based Yogic Abhyas Qualified Instructors from Yoga Darshan Ashram, Sambalpur (which is guided by Bihar School of Yoga, Munder) regularly conducts classes, round the at the Yoga Prashikshan Kendra, in the Management Institute Premises, Company Headquarters. The
65

employees interested, as well as their dependents, receive training at this Kendra.

8. RAJVASHA (Hindi)

Special emphasis is being given to promote Rajvasha of MCL. For this purpose regular training to increase knowledge about Rajvasha is being conducted at project level /Area Level as well as Hqr. level. Healthy competitive examination/Seminar for Rajvasha is conducted.

Training Institutes

Internal Training Programmes are conducted by the following Institutes located at three Central locations within the company namely.

1. Management Training Institute (MTI) at MCL HQ, Sambalpur

2. Belpahar Training Institute (BTI) at Belpahar in Lakhanpur Area of MCL

3. Mining, Engineering & Excavation Training Institute (Popularly known as (TTI) in Talcher Coalfields of MCL.

MTI is conducting both Managerial and Supervisory Training Programmes. BTI, & MEETI Talcher are conducting, especially, the Vocational Training Programmes for workmen.

66

Management Training Institute, Sambalpur .

On 08.06.1998 under dynamic leadership of the then CMD Shri N.Sharma this Institute was started in the vacated premises of earlier office of the CMD, with the objective to impart Training to the Junior level Executives (e-1 to E5 Grade) and the Supervisors of all Disciplines so that the First-level people, who are directly in touch with the workers and staff, can efficiently and economically manage for realization of the companys objectives.

Gradually, Computer Awareness programmes for the Staff, Supervisors and Executives were commenced with the mission to make them acquinted with the functioning of the Computer, a must nowadays for every organization to grow at a fast pace. During the course of time it also became imperative to conduct several Functional, Cross -functional programmes, short programmes as well as need-based programmes, including Coaching Classes for Examinations in various disciplines, Induction programmes as well as re-orientation programmes.

Over the years, the Institute has grown to such extent that Work shops/Seminars on Rajbhasa as well as other Specific subjects are also being conducted in the Institute. The Institute also house a Library(with 2980 books in Hindi, English and Oriya); several National/Regional Magazines, periodicals and Newspapers are also subscribed to, for the benefit of the interested readers. Activities of the Sambalpur Chapter of India (ISTD), opened from July 1999, are organized too in the Instit ute premises Most of the programmes conducted as Residential as well equipped accommodation in the trainees,

67

from the Coalfields, is provides at Kalinga Bhavan, having 30 bed capacity.

In the MTI premises a Prasikshan Kendra has been functioning the 9.1.2004. The Trainees coming to MTI to various Training Programmes also participate in Yoga Training.

Belpahar Training Institute (BTI)

Training Institute at Belpahar Original set up as MEETI(Mining Engineering & BTI,is imparting training to the employees especially the Technical Staff and worksmen for upgrading their skills commensurate with the changing working environment.

Situated in the Industrial Belt of Belpahar (with Tata Refractories Ltd. IB thermal Power Station in close vicinity) the Training Institute, with all its infrastructure including a Hill-top Hostel, Auditorium Conference rooms, Museum, HEMM culture Models, Environment Laboratory, Library etc. began functioning from 1993.

The various programmes being conducted by the Institute are:

1. Supervisory Development Programmes

2. Maintenance Management Programmes

3. Safety Management trainees

4. Training programmes for Management Trainees

68

5. R.I.Classes for Trade Apprentices

6. Basic training programmes for Dumper Operators,Fitters,Auto electricians etc.

7. Refresher Training programmes for Drivers.

8. Training programme for Office Staff.

9. Special Training Seminars in collaboration with OEMS

10. Need-based Training programmes Seminars (Symposium and Workshops) 11. Exhibition by District Administration & other Departments a and when required and permitted by the Management.

MEETI, Talcher

This Institute was inaugurated on 3.2.09. The Institute has started Training programmes for workers and Supervisor personal of Talcher Coalfields. This Institute is mainly conducting programmes such as: Refresher Course for Operators of different HEMMs. Refresher Course for Fitters and Electricians working in different HEMMs Basic Training Course for Operators and Fitters.
69

Group Vocational Training Centres.

There are Group Vocational Training Centres in Orient, Lakhanpur and Basundhara Areas in the IB-Valley Coalfields & in Talcher and Jagannath Areas in the Talcher Coalfields. These Centres(Lakhanpur, Basundhara and Jagannath) are conducting Statutory, Initial, Special and Refresher Training programmes for the Company employees as wellas for the Contractors Workers engaged in Mines as per V.T.Rules. The Orient and Talcher GVTCs are imparting training to only the Companys employees working in underground Collieries below ground and on surface.

MEETI, Talcher

This Institute was inaugurated on 3.2.09. The Institute has started Training programmes for workers and Supervisor persona l of Talcher Coalfields. This Institute is mainly conducting programmes such as: Refresher Course for Operators of different HEMMs. Refresher Course for Fitters and Electricians working in different HEMMs Basic Training Course for Operators and Fitters. Group Vocational Training Centres.

There are Group Vocational Training Centres in Orient, Lakhanpur and Basundhara Areas in the IB-Valley Coalfields & in Talcher and Jagannath Areas in the Talcher Coalfields. These Centres (Lakhanpur, Basundhara and Jagannath) are conducting Statutory, Initial, Special and Refresher Training programmes for the Company employees as well as
70

for the Contractors Workers engaged in Mines as per V.T.Rules. The Orient and Talcher GVTCs are imparting training to only the Companys employees working in underground Collieries below ground and on surface.

DATA ANALYSIS AND INTERPRETATION. 1-Year wise employee trained. Year Executive Development Programme 1993-94 250 1994-95 250 1995-96 366 1996-97 255 1997-98 277 1998-99 824 1999-00 1013 2000-01 1037 2001-02 1202 2002-03 1334 2003-04 1189 2004-05 1412 2005-06 1684 2006-07 944 2007-08 980 2008-09 1212 2009-10 1259 Supervisory Development Programme 203 103 382 148 216 480 591 615 707 589 497 656 610 965 977 1023 1129 Skill Development Programme 203 330 308 574 481 726 944 1106 1069 744 922 1038 1007 1593 1599 1621 1681 453 683 1056 977 974 2030 2548 2758 2978 2667 2608 3106 3301 3502 3556 3856 4069 Total

71

2- Training imparted by different institution.

Year

External

MTI -----381 616 729 710 443 575 717 441 440 421 486 549

BTI 453 683 1056 977 974 1171 956 883 1071 1001 776 972 674 1112 781 957 1125

MEETI ------244 420 359 234 182 258 134 421 380 397 402

1993-94 -1994-95 -1995-96 -1996-97 -1997-98 -1998-99 478 1999-00 732 2000-01 726 2001-02 838 2002-03 989 2003-04 1075 2004-05 938 2005-06 1033 2006-07 1112 2007-08 935 2008-09 1021 2009-10 1156

3.Outside training of employees

Year

Executive Development Programme

Supervisory Development Programme 149 32

72

Skill Development Programme 595 19

Total

2006-07 378 2007-08 684

1122 735

2008-09 660 2009-10 540 2010-11 389

148 132 75

60 149 120

868 821 584

4-Inside Training of employees Year Executive Development Programme 2006-07 566 2007-08 153 2008-09 203 2009-10 289 2010-11 337 Supervisory Development Programme 816 435 744 826 679 Skill Development Programme 998 744 609 786 897 2380 1332 1556 1901 1913 Total

Training imparted by BTI, & MEETI, at MCL.

2010-11: 132

Vocational training

Field training 179

Vocational training on MBA Vocational training on summer degree Vocational training on degree engg. Vocational training on Diploma engg 435 Study tour 139

49 = = = 42 17

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Foreign Training

(2006-2011) for last 5 year

24

7.3

Training received by Non-Executives:

Mostly the following training programme are conducted for non executive employees of MCL : -

1. General management Programmes. 2. Functional skill Programmes (for workmen) 3. Supervisory Development Programmes; 4. Computer Development Programmes 5. Computer Awareness Programme(for Management & Workmen) 6. Safety Management Programmes 7. Induction Training programme 8. Vocational Training Programmes 9. Refresher Training programmes(Drivers) 10. R.I.Classes programmes 11. Coaching Classes programmes 12. Special programmes in collaboration OEMs; 13. Yoga Training programmes and 14. Workshops, Seminars, Symposiums.

The following table shows the duration of training programme conducted by the Training Deptt. of MCL HQ. in a year :-

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TABLE 7.1 Duration of Training Programme in MCL HQ.

Duration of Training Programme

Total No.

3 Days 5 Days 7 Days 30 days

10 05 20 05

The table 7.1 shows that one week training programme are frequently being conducted by the Training Institute.

As discussed above different types of training programme are being conducted by MCL. However, the following major training programmes for non-executive employees are being done through out the year, as depicted in the table:
TABLE 7.2 Types of Training Programme availed by Non -Executives at HQ. (Out of 50 programme)

Types of Training availed

Total No.

Percentage

Supervisory Development Programme Computer Awareness Programme Vocational Training Programme Functional skill Programme Refresher Training programme Yoga Training programme TOTAL
75

10 10 08 10 7 5 50

20% 20% 16% 20% 14% 10% 100%

7.4

Conclusion:

It is found that in MCL different training programme are almost equally distributed through out the year. Even Yoga training are being conducted for the non-executive employees, for their physical fitness and mental concentration. Supervisory development and skill development of the workers are also taken care off. Computer Awareness amongst the workers has also been given due importance. *********

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8.

OPINION ON TRAINING:

8.1

Introduction:

Training & Development is considered as an investment in the organization. It is felt that training and development deptt. is very beneficiary for all the employees. Training in the organization provided for future development of the employees. Training helps in increasing efficiency/work culture of employees in the organization. With these propositions, the researcher tried to find out the opinion of the respondents.

8.2

Training Received:

As discussed training is beneficiary for all the employees. It helps in increasing efficiency/work culture amongst the employees. The following table shows the training received by the respondents of MCL:-

TABLE 8.1 Training received by the Respondents (50)

Total No.

Percentage

Training received Training not received TOTAL

35 15 50

70% 30% 100%

The table 8.1 shows that out of 50 (100%) respondents, 35 (70%) have received training, whereas 15 (30%) have not. Hence majority of respondents have received training.
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8.3

Benefits received:

In general it can be said that the training and development deptt. of MCL fulfill the objective as most the workers feel that training and development deptt. is very beneficiary for them. The Employees are

getting promotion to the higher posts through adequate training. The following table shows the benefits received by the respondents.
TABLE 8.2 Benefits received by the Respondents (50)

Total No.

Percentage

Benefits received Benefits not received TOTAL

30 20 50

60% 40% 100%

The table 8.1 shows that out of 50 (100%) respondents, 30 (60%) have received training, whereas 20 (40%) have not. Hence majority of respondents have received benefits out of training they have received .

8.4

Suggestion:

In order to increase the satisfaction and educational level of the employees the following measures can be adopted

Pay greater attention to the detail courses and appoint respective officers to know where the employees are la cking behind or in which field they are deficient.

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Invite recommendations from the employees themselves relating to their respective areas of concern.

The management should ensure that the planning of providing important training not only be put on paper but also should be practiced so that the employees be trained and motivated to the new works.

Employees also on the other hand try to cooperate with the management in times of delay in ensuring any kind of training facilities so that smooth and effective relations are d eveloped between them.

For better result of T&D programme the management should increase the infrastructure of training institution present in different places.

8.5

Conclusion:

The study reveals that Most of time, Training in the organization is provided for future development in MCL. It can be seen that workers of MCL are agreed to the proposition that the assessment facility of training needs by MCL for future development of the employees.

It can be concluded that training is provided to empl oyees in the case of promotion so that the employee doesnt face any difficulty to cope up with the work which he will get after promotion.

In general it can be concluded that the assessment of training needs require the performance of workers, change in strategy of the
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organization, emergence of machine needs and whether the workers have KAS(Knowledge, ability, Skill). The facility provided by MCL is quite good and is beneficiary for the employees for the training of the employees and for future developme nt.

*********

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9.

CONCLUSION

The training and development facility provided by MCL can be truly measured by the level of knowledge and skill being experienced by their employees. Survey analysis and data interpretation have proved to be a yardstick in the process of measurement and the degree of development. The entire project has showed that the employees of this organization

are quite satisfied by the training facility being extended to them. Training and Development courses are beneficiary to the employees of the MCL.

The employees of the MCL are very much satisfied by the given training facilities. The workers, supervisors, clerks and officers are getting the initial, promotional and refresher trainings from time to time according to the situations and needs, which improve the p erformance of the employees, to help them how to cope up with the changing strategies, providing them knowledge about the modern machines. The training is helping them in getting the respective knowledge needed for the respective work necessary ability needed for that work and last but not the least the skill needed to perform the work and complete it successfully. However a greater degree of effort is needed on the part of the management to provide technical & educational benefits to the employees such as providing more and improved knowledge about the upcoming machines launched in the market for their benefit so that when they will be said to use it, they wouldnt face any difficulty and assessing them with the required knowledge needed for the respective post.

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Therefore to conclude it can be said that the MCL needs to extend its training and development courses facilities to a great extent so that it can ensure greater training facility and development of the employees to reap greater rewards and profits. ***************** ***********

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PREFACE

The present dissertation paper is an outcome of about a month long field work undertaken as a preliminary training in fulfillment of PGDM, realizing the potential significance involved in the study of employees of MCL.

For the convenience sake, the research study has been divided into few chapters where a different dimension of Training & Development on Non-Executive Employees of MCL has been discussed. The criteria like Training Programme, Benefits of Training Programme, and Opinion of Employees on Training etc. shows here to define.

Finally in the last i.e. concluding chapter the essence of the report is summed up briefly and systematically from a sociological stand point.

(SURAJ KUMARPATEL) (ASIT KUMAR SAHANI)

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CERTIFICATE

This is to certify that Mr. SURAJ KUMAR PATEL done his PGDM dissertation work on Training & Develop ment of NonExecutive Employees in Public Sector Undertakings, A Study among the Employees of MCL in Jagriti Vihar, Burla, District Sambalpur, Orissa, under my supervision and guidance for the part time fulfillment of POST GRADUATE DIPLOMA IN MANAGEMENT for REGIONAL COLLEGE OF MANAGEMENT (Autonomous) College, BHUBANESWAR. I further verify that his thesis is the record of the original work conducted by him and that to the best of my knowledge no part of the content has ever been submitted either by him or anybody else. I am forwarding his thesis to be examined for part fulfillment of PGDM REGIONAL COLLEGE OF MANAGEMENT(Autonomous)COLLEGE, BHUBANESWAR.

(R.C. SAMAL) Sr. Manager (Personnel), Mahanadi Coalfields Limited, At/Po: Jagriti Vihar, Burla, Sambalpur-768020

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ACKNOWLEDGEMENT

This came out, is positively not my single soul effort. Rather I would say its even incomplete without the extension of gratitude to them who figures behind this issue. Here, I appreciate from my heart, my guide regardless who fed me healthy. Specifically Shri R.C. Samal, Sr. Manager (Personnel) master mind has a prevailing role throughout the whole work. Sri R.P. Nandas tips and counseling in incredible in systematizing and presentation of the stocks; Mr. D. Chattopadhyay, GM(HRD), MCL, field supervision and advice at the time of need has some splendid share. Above all Shri R.C. Samal, Sr. Manager (Personnel)s important tips helped me a lot to complete this work. This thesis could not have been possible without the timely help of the above mentioned figures.

Again it is a reserve of my gratitude for the employees of Mahanadi Coalfields Ltd., for their marvelous response in the field work. Special credit goes to Mr. D. Sethi and Mr. M.R. Pujari of HRD Deptt. of MCL, for their enormous help during the field study.

Specially I am thankful to my friends for providing me with some important materials related to my topic. But apart, the Central Library, as a whole remained an exclusive res ort for substantial.
(SURAJ KUMAR PATEL) (ASIT KUMAR SAHANI)

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CONTENTS
SL.NO. CHAPTER SUBJECT PAGES 1 to 18

1.

2.

3.

4.

INTRODUCTION 1.1 Introduction 1.2 Employee Structure in Organization 1.3 Role of Organization in the Development of Employees 1.4 Employee Structure in MCL 1.5 Programme of Training for the Development of Employees 1.6 Programme & Training for development of Non-Executives 1.7 Problem & Study 1.8 Objectives 1.9 Hypothesis 1.10 Plan of Thesis DESCRIPTION OF THE FIELD & METHODOLOGY 2.1 Introduction 2.2 MCL History 2.3 Jagriti Vihar, Location 2.4 Employees & MCL 2.5 Executives 2.6 Non-Executives 2.7 Methodology Research Design 2.8 Sampling 2.9 Tools & Data Collection 2.10 Difficulties encountered 2.11 Conclusion SOCIO-ECONOMIC BACKGROUND OF THE RESPONDENTS 3.1 Introduction 3.2 Age & Sex 3.3 Position held 3.4 Years of Service 3.5 Education 3.6 Conclusion HISTORY OF FAMILY SERVICE
86

19to 42

43 to 49

50 to 51

4.1 4.2 4.3 4.4 5.

Introduction Fa Fa Father Conclusion

52 to 53

6.

7.

8.

9. 10.

HISTORY OF SERVICE OF RESPONDENT 5.1 Introduction 5.2 History of Service 5.3 Reasons & Change 5.4 Conclusion ENTRY IN MCL 6.1 Introduction 6.2 Type of Entry 6.3 Years & Change of Service in MCL 6.4 Conclusion TRAINING BY MCL 7.1 Introduction 7.2 Training Programme in MCL 7.3 Training received by Non-Executives 7.4 Conclusion OPINION ON TRAINING 8.1 Introduction 8.2 Training received 8.3 Benefits received 8.4 Suggestion 8.5 Conclusion CONCLUSION APPENDIX I : BIBLIOGRAPHY

54 to 56

57 to 76

77 to 80

81 to 82

87

CHAPTER 1

INTRODUCTION

88

CHAPTER 2

DESCRIPTION OF THE FIELD & METHODOLOGY

89

CHAPTER 3

SOCIO-ECONOMIC BACKGROUND OF THE RESPONDENTS

90

CHAPTER 4

HISTORY OF FAMILY SERVICE

91

CHAPTER 5

HISTORY OF THE SERVICE RESPONDENT

CHAPTER 6

ENTRY IN
92

MCL

CHAPTER 7

TRAINING BY MCL

93

CHAPTER 8

OPINION ON TRAINING

94

CHAPTER 9

CONCLUSION

95

APPENDIX I BIBLIOGRAPHY

1. L.M. Prasad 2. P. Subha Rao

: Human Resource Management : Human Resource and Personnel Management : Training for Development : Training and Development

3. R.K. Sahu 4. T.N. Chabra

96

APPENDIX II

INTERVIEW SCHEDULE

97

98