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CONTENTS:
1. Declaration 2. Acknowledgement 3. Abstract 4. Introduction 5. Establishment of FCI 6. Quality objective 7. Organizational Chart 8. Organizational Network 9. Main Function 10. Department of FCI 11. Promotion 12. Training 13. Quality Management System 14. Questionnaire 15. Conclusion 16. Bibliography
DECLARATION
I, DIPTI SHARMA declare that the project entitled Training and \promotion of Employee in FCI Headquarter, New Delhi submitted to DeenbandhuChotu Ram University of Science and Technology & FCI in partialfulfillment of the requirement for the award of the degree of master of business administration is a record of original project work done by me during my period of Internship in FCI
I further declare that this project report has not been submitted to any other university/institution/board for award of any degree/diploma.
ACKNOWLEDGEMENT
I am highly thankful to the & for deputing me as a Management Trainee to the Highly acclaimed and renowned organization viz Food Corporation Of India for the period of eight weeks. I have all respect for Mr. I. K. Chaudhari, AGM Training who assigned me the project on Promotion and Training (P&T) and remained a Guiding Lantern throughout the tenure of my training.. I wish to express my deep sense of gratitude to my Internal Guides, Mr. Shubhas Dhal and Mr. Sanjeev Kumar Kaushik for their able guidance and useful suggestions, which helped me in completing the project work, in time.
ABSTRACT
Purpose- The purpose of this study is to know the motivation pattern and motivation level of the employees working in Food Corporation of India, Headquarters, New Delhi.
Design and Methodology- The study examined the responses of 100 employees of the organization, which includes two categories of employees. The questions asked contained information about the number of years since the employees have been working in the organization, their satisfaction level with the working conditions and the factors that motivate them the most to give their best.
Findings- After the study have been conducted, it was found that there is one most important factor because of which the employees get highly motivated, and that is Job Security. The factor that de-motivates the employees to the greater extent is Promotion Policies. The result from the research say that the promotions are based on seniority and this is what is disliked by the employees.
Research Limitations- the study is limited to examining employee feelings, not taking account their personal characteristic, which may be important.
Originality and Value- The study is very important from the managerial point of view as it explains the factors that motivates the employees and boost to work harder for better results. This study is also important for the organization as it will help its management to know the requirements of the employees working there.
The food corporation of India was setup under the FOOD CORPORATION ACT 1964, in order to fulfill following objectives of the Food policy: Effective price support operations for safeguarding the interest of the farmers Distribution of food grains throughout the country for Public Distribution system; and Maintaining satisfactory level of operational and buffer stocks of food grains to ensure National Food Security. Since its inception in 1965, having handled various situations of plenty and scarcity, FCI has successfully met the challenge of managing the complex task of providing food security for the nation. A strong food security system which has helped to sustain the high growth rate and maintain regular supply of wheat and rice right through the year. The efficiency with which FCI tackled one of the worst droughts of the century not only cemented its role as the premier organization in charge of food security in India, but also brought it accolades from international organizations. Today it can take credit for having contributed a great deal in transforming India from a chronically food deficit country to one that is self-sufficient.
OBJECTIVES: To provide farmers remunerative prices. To make food grains available at reasonable prices, particularly to vulnerable section of the society. To maintain buffer stocks as measure of Food Security. To intervene in market for price stabilization.
QUALITY POLICY:
FCI, as the countrys nodal organization for implementing the National Food Policy, is committed to provide credible, customer focused services, for efficient and effective food security management in the country. Our focus shall be:
Professional excellence in Management of Food grain and other commodities. Service quality and stake holder orientation. Transparency and Accountability in transactions. Optimum utilization of resources. Continual improvement of systems, processes and resources.
OUALITY OBJECTIVES
Fulfillment of all the targets set as per Govt. of India Food Policy from time to time. Monitoring of quality in all major transactions, processes leading to improved customer satisfaction level. Accountability for all efficiency, responsiveness, performance and minimization of all losses & Wastes. Need based up gradation of infrastructure and work environment. Need based enhancement of available knowledge & skills. Transparency in decision making, effective communication leading to harmonious employee relations. Establishing, maintaining and improving ISO 9001:2000 based Quality Management Systems covering all areas of Activity.
CORPORATE SETUP
The General Superintendence, Directions and Management of the affairs and business of the Corporation vests with the Board of directors. Board of directors as per section 7(1) of the Food Corporation Act shall be: CHAIRMAN MANAGING DIRECTOR MD, CENTRAL WAREHOUSING CORPORATION (EX-OFFICIO) GOVT. REPRESENTATIVES:
THREE DIRECTORS TO REPRESENT RESPECTIVELY THE MINISTRIES OF THE CENTRAL GOVT. DEALING WITH: FOOD FINANCE CO-OPERATION; and
SIX OTHER DIRECTORS (out of which four (4) are non-official Directors)
ORGANISATIONAL CHART
With 1646 offices, FCI is one of the largest networked organizations in India.
OPPORTUNITIES
After nearly four decades of varied experience in Food management, FCI can now play a wider role in being a food advisor to the Central/State Governments. The Corporation can also play a more proactive role in the sphere of commercial ventures. To diversify into nontraditional commodities / activities.
VISION 2020
To aggressively promote Decentralized Procurement by State Government with special emphasis in non-traditional areas and commodities. To initiate procurement of non-MSP governed commodities on commercial principles. To ensure adequate buffer for meeting requirements under TPDS & other Welfare Schemes. To dispose of surplus and un-storage worthy warehouses and introduce concepts of mechanized handling in the conventional warehouse. To undertake R&D for conversion of some of the existing capacity to bulk and cost effective utilization of existing bulk capacity. To optimize monthly movement program with existing state of art of computerization within the country at various locations as per corporate policies and priorities.
Modernization of Quality control equipments and systems for food preservation in order to increases the shelf life of food grain. To venture in the field of forward Trading and Exports of both surplus stocks of food grain in the Central Pool and non-traditional commodities.
To introduce state of art of financial management in order to reduce the dependency on the present banking system in the country. To initiate systems for settlement of storage loss and transit loss through insurance coverage and revised inventory mechanism. To develop efficiency in human resource management both in staff/officers and workers with changed circumstances in the work approach of P.S.U. To achieve state of the art in computerized communication between different offices/depots throughout the country.
Enormity of scale
Countrywide network of offices & strategically located Food Storage Depots. Operates in mandis/purchase centers located within 10Kms. Proximity of farmers. Undertakes purchases of 30 to 40 million tons annually making it the largest buyer in the world.
NEW INITIATIVES
Having been acknowledged a major player in food grain management within the Country and abroad, FCI is now endeavoring for.
1. Resource mobilization to reduce burden on food subsidy. 2. Better financial & Treasury Management. 3. Improved stock inventory management real time on-line system through a recently launched IISFM (Integrated Information System for Food grains Management) in collaboration with NIC. 4. Creation of Profit Centers. 5. Up gradation of technology through interface with Agriculture Universities / Management Institutes. 6. Use of A Twill texture gunny bags as against B Twill bags as a project to reduce losses in storage and transit. 7. Multimodal transportation systems through container. 8. Micro level Inventory Management through focused weekly movement plans. 9. Sustained corporate communication for improving image perceptions.
OPERATIONAL NETWORK
Zonal Offices, 23 regional offices practically in all the State capitals, 166 District FCI operates through a country-wide network with its corporate office in New Delhi, 5 Offices (as on 30-4-2011) and 1470 depots (as on 1-1-2011) Most of the Revenue Districts in the country are covered by FCI It has manpower of 38,645 officers and staff/ employees as on 31-3-2011 and about 60,109 regular food handling workers besides approximately one lakh food handling laborers being engaged by the Handling & Transport Contractors, as on 31-3-2011 The General Superintendence, direction and management of the affairs and business of the Corporation shall vest in a board of directors which exercise all such powers as may be exercised or done by the Corporation under this Act. The board of directors, in discharging its functions, act on business principles having regard to the interest of the producer and consumer and shall guided by such instructions on questions of policy as may be given to it by the Central Government.
y PROCUREMENT
The Corporation along with state government and their agencies has been extending support rice through purchase centers/mandis to the farmers all over the country. In order to facilitate the farmers to ring their produce to the procuring agencies, the purchase centers have been opened even in remote corners of the country which have been instrumental in curbing the distress sale in the major producing areas during the peak marketing season and induce the farmers to sustain higher production to a large extent.
TRANSPORTATION Markets and purchase centers are first collected in the nearest depots and from these dispatched to the consuming states within a limited time. FCI moves about 23 million tons of food grains over an average distance of 1500 kms. An average of 4, 00,000 bags of transported every day of producing states to the consuming areas by read, rail, waterways.
STOCKS To meet the growing demands of the public distribution, the Corporation continuously augmented the stock mainly from domestic procurements and imports in some years. With the increase in domestic procurement, the dependence on imports gradually reduced and in eighties the Corporation the maximum level of stocks. Due to those efforts of the Corporation the country has been able to pass through hard times smoothly.
y STORAGE
STORAGE CAPACITY
Adequate scientific storage capacity is an essential component for better preservation of food grain stocks. The corporation started with a storage capacity of about 7 lakh tones in 1965. Gradually the corporation with its continued effort augmented its own capacity to 129.48 lakh tones as on 3112-2010. The corporation development an ingenious system of covered and plinth storage (CAP) to meet the requirement of stocks effectively. In addition the corporation hires storages capacity from the private parties on short/medium term basis. The Corporation operation its employees and no dealership is involved.
PRESERVATION
In a situation of surplus, it was necessary to preserve the stocks properly. The Corporation with its widespread network of quality control personnel up to the lowest of purchase center and modern preservation technology has been able to maintain the quality of stocks efficiently.
y DISTRIBUTION
POVERTY ALLEVIATION PROGRAM A number of new policy initiatives like enhanced allocation of wheat and rice from PDS and other schemes: introduction of distribution of food grains in Integrated Tribal Development Program (ITDP) area at social concessional prices as an integral part of poverty alleviation program: substantially poverty alleviation of FOOD grains for NREP program and permitting open market sale of wheat at uniform prices throughout the country and its implementation was planned.
DROUGHT MANAGEMENT The pace of growth of Indian agricultural production was distributed by four monsoons culmination in the severe drought of 1987. Food grains production declined: adequate supplies of food grains were ensured in all the drought affected states was made which linked employment generation programs with supplies of food grains.
OPEN SALES
For containing open market prices, important consuming center were indentified and open sale of wheat was organized apart from regular supplier of wheat at fixed prices. Tender sales were also making to Roller Flour Mills.
PRICE STABLIZATION
The Public Distribution system has been instrumental in stabilizing the process of food grains to a greater extent as compared to the prices of all commodities.
DEPARTMENTS OF FCI
General section. Accounts Department. Stocks Department. Storage and contacts Department. Establishment. Planning and Research. Engineering. Industrial Relation Labor Department. Policy and Industrial Relation. Quality Control Internal Audit and Physical Verification. Hindi Section. Social Welfare. Purchase. Sales. Computer Division. Budget and cost control. Pension Cell.
Promotion
Promotion refers to upward movement of an employee from current job to another that is higher in pay, responsibility and/or organizational level. Promotion brings enhanced status, better pay, increased responsibilities and better working conditions to the promoters. There can of course, be dry promotion where a person is moved to a higher level job without increase in pay. Promotion is slightly different from up gradation which means elevating the place of the job in the organizational hierarchy or including the job in higher grade. A transfer implies horizontal movement of an employee to another job at the same level. There is no increase in pay, authority or status. Hence, it cannot act as motivational tool. Promotion, on the other hand, has inbuilt motivational value, as it elevates the status and power of an employee within an organization.
BASES OF PROMOTION
Organizations adopt different bases of promotion depending upon their nature, size, management etc. generally, they may combine two or more bases of promotion. The wellestablishment bases of promotion are seniority and merit.
Merit based promotions occur when an employee is promoted because of superior performance in the current and efficiency as measured from his educational qualifications, experiences, training and past employment record.
Note: Purely as an interim measure, pending their permanent absorption in the service of the
Corporation, the employee of the Central Government in the Directorate General of food posted to work under the administrative control of the food Corporation of India may be given ad hoc promotions, in accordance with the principles mutually agreed upon between the Corporation and the Central Government.
1.1 Reservation for Scheduled Castes, Scheduled Tribes and other categories in the services under the corporation:
In making appointments in the services of the Corporation, reservations, relaxation of age limits and other concessions would be provided to Scheduled Castes. Scheduled Tribes and other category of persons as directed by Government if India from time to time. The Managing Director May issue detailed administrative instructions accordingly.
1.2 Treatment of appointment made prior to coming into force of these regulations:
Appointments made prior to the coming into force of these regulations shall be treated in the following manner, namely: Where the appointment has been made on the basis of a competitive selection of candidates applying against an advertisement issued or against requisition sent to Employment Exchanges, the appointment shall be deemed to have been regularly made to the services of the Corporation by direct recruitment in the Corresponding post in the table set out in Appendix. 1. In every other case the appointment shall be deemed to have been made on an ad hoc basis in accordance with sub-clauses (a),(b)and(c) of clause 3 of regulation 7 as may be appropriate in the circumstance of each case.
1.5 Probation:
Every person regularly appointed to any post in the Corporation under Sub-clause (a) of Clause (1) of regulation 7 shall be required to be on probation for a period one year from the date of appointment. Provided further that there will be no probation for a person promoted from one grade to another grade within the same category except where the promotion involved a change in the category of post in the same cadre e.g. if an Asst.Grade-III is promoted as Asst.Grade-II there will be no probation whereas if a Messenger ( Category- IV official) is promoted as Asst.Grade-III (Category-III) or an Asst.Grade I(Category -III) is promoted as Asst.Manager (Category-II) normal probation period shall be applicable. Similarly if an Asst.Manager (Category-II) is promoted as Deputy Manager (Category-I) there will be normal period of probation and for persons promoted from Deputy Manager onwards, there will not be any probation.
The appointing authority may in his discretion extend the period of probation by a further period not exceeding one year.
During the period of probation an employee directly recruited shall be liable to be discharged from service without assigning any reason by giving him a notice of 30 days or pay and allowances in lieu thereof. An employee promoted from a lower post to higher post shall be liable to be reverted to the lower post without notice and without assigning any reason.
An employee who has satisfactorily completed his probation in any post shall be thereafter being confirmed.
Where an employee has rendered continuous temporary service or continuous service on deputation in any post immediately preceding his regular appointment to such post, the period of service so rendered temporarily or on deputation may be counted against the period of probation if the appointing authority so directs.
1.Direct recruits:
The relative seniority of all direct recruits will be determined by the order of merit in which they are selected for such appointment by the selecting authority; persons appointed as a result of an earlier selection being senior to those appointed as a result of subsequent selection.
2. Promoters:
The relative seniority of persons promoted to various grades will be determined in the order in which their names appear in the panel drawn up in accordance with Regulation 10. Provided that seniority of an employee who refuses to accept promotion, any be altered in accordance with the administrative Instructions issued by the Corporation from time to time. Where promotions to a grade are made from more than one grade, the eligible persons will be arranged in a combined seniority list in the order of their relative seniority in their respective grades. The Selection Committee will then select persons for promotion from this list and arrange the candidates selected in a consolidated order of merit or according to seniority in the lower grade, as the case may be. This will determine the seniority of the persons on promotion to the higher grade.
vacancy or vacancies arising during a calendar year reserved for promotion or direct recruitment, as the case may be remain unfilled by the prescribed mode such vacancy or vacancies shall be carried over to the subsequent calendar year. The inter seniority of such persons as are promoted or recruited against such vacancy or vacancies shall be fixed as if such earlier years vacancies for promotion or direct recruitment, as the case may be had arisen during such subsequent calendar year and the persons selected against the additional vacancies shall be placed en-blocked below the promote or the direct recruit.
4. Transferred employees:
(a) Inter seniority of the Food Department employees transferred to the Corporation will follow the order of their relative seniority in the Department of Food irrespective of their actual date of employment in the corporation. The seniority of an employee belonging to a Regional Directorate, who is working on the date of his employment by the Corporation in the Procurement Organization on a temporary transfer basis, will be determined on the basis of his seniority in the Regional Directorate.
(b) If an employees in one or more grades in the Food Department are merged in a common grade in the Corporation, their inter seniority shall be determined on the basis of length of continuous service in the equated grades.
5. Relative seniority of Food Department transfers and direct recruits of the Corporation:
The seniority of employees transferred to the Corporation from the Food Department vis-vis the seniority of direct recruits employed by the Corporation will be determined with reference to the length of continuous service in the grade concerned in the Corporation including the service in an appropriate / equated grade(s) in the Department. Such fixation of seniority will be without prejudice to the inter-seniority of the Food Department transfers to the Corporation in accordance with item (4) above and the inter-seniority of other persons employed by the Corporation n accordance with items (1) to (3) above.
The seniority of management Trainees absorbed as Asst. Manager in the services of FCI will be determined by the order of merit in which they are finally selected for absorption after successful completion of their training period. Relative seniority of management Trainees absorbed as Asstt. Managers in the services of the FCI and the promotes will be determined with reference to the date of induction into the Corporation as Management Trainees and the date of induction into the Corporation as Management Trainees and the date of appointment as Asstt. Manager in the case of promotes. The seniority list worked out by Zonal Office/Head Office for various Cadres are widely circulated among the employees for their information & necessary action. Wherever objections regarding seniority are received, being examined as per the procedures & conditions discussed above.
TRAINING
IMPORTANCE OF TRAINING
Respond to technology changes affecting job requirements. Respond to organizational restructuring. Adapt to increased diversity of the workforce. Support career development. Fulfill employee need for growth.
Integrate new technologies into work Establish standards for work practices
When they are actively involved in the learning process-(to do this choose an appropriate teaching method). Training is relevant and practical. Training material is organized and presented in chunks. Training is in an informal, quiet, and comfortable setting. When they have a good trainer. When they receive feedback on performance. When they are rewarded.
Kinds of training
Informal on the job, phone a friend Formal attendance or completion Formal certified, vindicated
Informal Formal
Kinds of Training
Formal
Types of Training
Skills Training. Retraining. Cross-Functional. Team Training. Creativity Training. Literacy Training. Diversity Training.
1. SKILLS TRAINING
Focus on job knowledge and skill for: Instructing new hires. Overcoming performance deficits of the workforce.
2. Retraining
Maintaining worker knowledge and skill as job requirements change due to: Technological innovation Organizational restructuring
3. Cross-Functional Training Training employees to perform a wider variety of tasks in order to gain:
Flexibility in work scheduling. Improved coordination.
4. Team Training
Training self-directed teams with regard to: Management skills. Coordination skills. Cross-functional skills.
5. Creativity Training
Using innovative learning techniques to enhance employee ability to spawn new ideas and new approaches.
6. Literacy Training
Improving basic skills of the workforce such as mathematics, reading, writing, and effective employee behaviors such as punctuality, responsibility, cooperation, etc.
7.Diversity Training
Instituting a variety of programs to instill awareness, tolerance, respect, and acceptance of persons of different race, gender, etc. and different backgrounds.
This Institute in the name of "Institute of Food Security" is a training Institute where regular training programs for employees of FCI & other organizations are conducted throughout the year. FCI has established a comprehensive and a structured training mechanism in accordance with its organizational goals. This mechanism has been perfected over a period of time. The training set-up in FCI initially consisted of 4 Zonal Training Institutes (ZTIs) and one Central Training Institute. The ZTIs that primarily catered to the zonal training needs of Category-III employees of the Corporation were located one in each zone except the North East. The Central Training Institute (CTI) was set up in the year 1971 in leased premises at New Delhi. CTI was given the responsibility of catering to the training requirements of Category-I & Category-II officers of FCI. As CTI's activities grew, a growing need for infrastructural expansion was felt. FCI thus decided to have its own building for its Central Training Institute at Gurgaon. The Institute became operational at its new premises from 1st August, 1997, and the first training program was conducted from 2 nd February 1998. It was in the year 2004 that the name of the institute was changed to Institute of Food Security' in order to provide a holistic expanse to the training curriculum and the activities of the Institute. This development took place in the backdrop of a decision to abandon the Zonal Training Institutes. Since then, the Institute of Food Security has been positioned primarily as an in-house training centre for the Food Corporation of India.
Divisional Objectives
The Institute is committed to the Quality Policy & Quality Objectives of the Food Corporation of India. Based on these and in alignment with the Training Philosophy, the institute has established its divisional objectives: The Institute of Food Security as a centre of Human Resource Development of Food Corporation of India will provide a complete solution to the training needs for the Executives of the Corporation. It will provide need based training to each executive up to the level of Dy. Manager at least once in every 3 years for enhancement of available knowledge and skill. The Institute will strive for continuous improvement in its own function by making constant evaluation of its training standard parameters and taking timely corrective and preventive action. The Institute will take up training / consultancy assignments on commercial basis for external clients with the target of increasing revenue generation by at least 15% each year and to be self reliant in the long run future by out sourcing the infrastructure to other companies.
Our Activities
The flagship activity of the institute has been to conduct short-term training program on various subjects related to Food Security, Managerial Skills, and Computers and on operations of FCI. It also organizes specifically designed long-term training program as per the training needs of the Corporation. The institute has played an important role in the training and development of newly recruited officers of the corporation. It conducts training programs not only during their induction and at the end of their probation period, but also supplements it with refresher courses organized at periodic intervals. The aim is to inculcate the operational skills and moral values in probationers and nurture in them the ability to hold senior positions within the organization. The institute is thus an extended arm of the FCI's human resources development function.
The activities at the institute have increased manifold as the training infrastructure and other resources improved in its campus. On the strength of the excellent training facilities and the build-up of training momentum, the institute, at the request of other organizations like the Govt. of Punjab, has conducted training programs exclusively for their Middle / Sr. Management personnel. The institute has extended the benefits of some of its regular programs also to the other organizations like CWC, SWCs, NAFED, and HAFED, CONFED etc. dealing with food grains management and organizing the event on International Seminar on Food Security.
Our Focus
In harmony with FCI's training philosophy and its mission, thrust areas have been identified for the Institute. The institute therefore serves as:-
A Change Agent
The institute is a change agent in the overall functioning of the Food Corporation of India and facilitates the ushering in of professionalism in the Corporation by acting as a catalyst for change in attitudes and orientation of FCI staff through its structured program.
The Institute of Food Security as a division of FCI has been certified as a BSEN ISO 9001:2000 Institute by the BSI Management System. The quality system in general, covers all the activities of the institute and is specifically applicable to:
the identification of training needs identification of inputs conducting training program evaluation of training program feedback processing training of faculty and Maintenance of infrastructure etc.
QUESTIONAIRE ON PROMOTION
Question 1. Do you think that promotion of employees in an organization is a better option than Direct Recruitment?
No. of Persons
Question 2.Do you agree that Internal Promotions allow the people greater scope with their careers with the young executives?
No. of Persons
Question3. Do the Fast Track promotion systems offer star performers stimulating opportunities to grow vertically?
No. of Persons
Question 4.Is it necessary for an organization to keep its employees well informed about the ladders of promotions?
No. of Persons
Question 5.Which amongst the following is the best option for promotion of employees in an organization?
No. of Persons
Promotion based on senority 48% Promotion bsed on merit33% Merit cum senority 14% Promotion by selection 5% Temporary promotion
Question 6.Do you agree that promotion within the organization encourage an employee to work with loyalty and commitment?
No. of Persons
Agree 100%
Question 7.Does an organization have to sacrifice quality and settle for less qualified candidates in the case of internal promotion?
No. of Persons
Question 8.Do promotions help the inefficient candidates to get a chance for higher post merely based on length of her/his service rather his/her merit?
No. of Persons
No. of Persons
Question 10. Do promotions cause hindrance to inject young and fresh blood in an organization?
No. of Persons
CONCLUSION
1. With the ever increasing population of our country, it became essential to feed millions of people for which the Government of India established the Food Corporation of India in the year 1964 the very purpose of FCI was to bring about revolution in the production of Food Grains through Green Revolution and its proper distribution amongst the states. 2. On the basis of training procedure as explained in the project, one can observe that the policy and procedures of training and promotion of employees at different levels differ from those adopted in private organizations. 3. As reflected in the response of the employees and officers of the FCI in my questionnaires, it is evident that they prefer promotion to be the only criterion to the higher posts as it gives them opportunities to grow.
Bibliography:
1. www.fciweb.nic.in 2. Human resource management by VSP Rao 3. www.ifsweb.nic.in 4. Guidance from literature of FCI.