Komal Chauhan-bba 2nd Year-project Report

7/30/2019 Komal Chauhan-bba 2nd Year-project Report

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A study of HRM & Training Effectiveness

At DSCL, Kota

SUMMER TRAINING PROJECT REPORT SUBMITTEDFOR THE PARTIAL FULFILLMENT

OF

BACHELOR DEGREE IN

BUSINESS ADMINISTRATION

SESSION 2009-2011

MIMT

SUBMITTED BY SUBMITTED TOKOMAL CHAUHAN MR.INDER

KUNDNANI

BBA 2nd YEAR (DEPUTY MANAGER)

Modi Institute of Management & Technology, Kota(Approved by Aicte, New Delhi & Affiliated To University Of

Kota)Modi Education Complex, Dadabari, Kota-324009

Tel No: 91-744-2504169, 2505421, Fax: 91- 7442391072

Web: http//www.Modiedukota.org


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Acknowledgement

This eight weeks training experience has been invaluable to me. Itnot only helped to enhance my knowledge but also exposed me tothe professional work environment.

I would also like to express my regards to the branch managersand employees of the banks for providing me necessaryinformation related to project.

During the phase of summer training, I was offered theopportunity undertake topic Training effectiveness at DSCL.

I sincerely thank Mr. Inder Kundnani (Deputy Manager, Training)

for providing me an opportunity to work on this project. I am veryobliged to receive his invaluable guidance, which he spared for mefrom his busy schedule.

I am deeply indebted to and express my sincere appreciation andgratitude to him for providing their valuable guidance andencouragement throughout the summer training for keeping mymorale up and making it possible to complete and submit thisproject of mine in time. They provided me many in depth detailsand enlightened me in the preparation of the study report.

I appreciate the spontaneity and willingness of all the employees,management and staff of DSCL who helped me by giving theirvaluable feedback so that I could complete my survey oneffectiveness of training programmes as observed in thisorganization.


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Last but not least, I am thankful to all those who directly orindirectly lend me a helping hand at the time of need incompleting this project successfully.

Executive Summary

This project includes a feedback survey on the following

training programme held in DSCL, Kota.

Interpersonal Skills

Meditation Techniques

Environment Management

Personal Productivity.

It consists of a thorough study on the requirement of specialtraining programme for the employees of this firm.

The project includes the need for training effectiveness andhow the organizers should check these programmes

continuously so that the employees can avail the best of it.Only then can an employee improve his performance fromhis as well as the organizations point of view.

A study was conducted on how the training programmesheld on the above topics have really been able to serve theirmotives. Analysis is based on the feedback forms that theyfilled up for the survey.


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Contents

S.NO TOPICS1. COMPANY PROFILE1.1

1.2

1.3

1.4

1.5

1.6

1.7

1.8

1.9

1.10

Our Founders & History of DSCL

Certification of the company

Introduction to Kota Unit

Company Vision & Values

Core values & Beliefs

History Milestones

Chairmans VS Chairmans Desk

Organization Structure

Awards & Achievements

Competitors

2. PROJECT PROFILE

2.1

2.2

2.3

2.4

Human Resource Management

Objective of HRM

Project Profile

Concept of Training


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2.5

2.6

2.7

Need of Training

Methods of Training

Inputs of Training

3. RESEARCH METHODOLOGY

3.1

3.2

3.3

3.4

3.5

3.6

3.7

3.8

Research Methodology

Objective of Study

Scope & Significance of Study

Define Universe

Research Design

Limitations

Measurement of Effectiveness of Training Program

Method of Data Collection

4. DATA ANALYSIS

4.1

4.2

Analysis & Interpretation

Findings

5. CONCLUSION

6. SUGGESTIONS

7. ANNEXTURE

7.1 Bibliography


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7.2 Questionnaire

CHAPTER-1

COMPANY PROFILE


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Sir Shri Ram

Nothing can better sum up the homage paid to great son andphilanthropist of Delhi, Barey Lalaji, Sir Shri Ram who began as a humble

worker and went on to set up one of India's largest business houses -the DCM Group. Not only did Lalaji achieve great height in businessenterprise; he also participated in full measure in the crucial early stagesof nation building. Everyone is familiar with the name of multiple facetsof the industries and institutions on which he left his imprint - be it the

DCM Limited, Bengal Potteries, Jay Engineering Works, many sugar mills,Sindri Fertilizers, the Lady Shri Ram College, Shriram College of

Commerce, Delhi School of Economics and umpteen others. But who isthis Barey Lalaji?

Born into a family of Agarwal banias of modest means, Shri Ram, in the79 years of his life, built an industrial empire manufacturing a vast

variety of goods like - textiles, sugar, alcohol, heavy, chemicals,vanaspati, pottery, fans, sewing machines, electric motors andcapacitors. The industrial legacy that he left behind was valued at Rs 600million at the time of his death.

Shri Ram had this uncanny ability to spot the right man for the right joba rare quality that contributed to his success. He made many mistakes in

the choice of friends but seldom did he err in the selection of a businessexecutive. Shri Ram's choice was not based on the scrutiny of a"Curriculum Vitae" but on an inborn gift, a sort of built-in Geiger-counterwhich ticked when he came across the man he was looking for. Thishelped him to pick up a humble ministry and make him a work manager,to convert an engineer into an administrator, to mould a perfume-seller

into the overall head of a vast enterprises producing precisioninstruments and so on. While just in his thirties, Shri Ram got himself

known in the industrial as well as the educational circles. He wasnominated to the Delhi Municipal Committee. Through his business

connections with Ram Bahadur Lala Sultan Singh and more to with thatof his son, Raghubir Singh, who had started the Modern School in Delhi,Shri Ram began to think of problems of education in India. He ensuredthat his sons Murli Dhar, Bharat Ram and Charat Ram went to theModern School where children of more advanced Indian families werestudying. He also was instrumental in setting up several prestigiousinstitutions of higher learning and arts such as the Lady Shri RamCollege and Delhi School of Economics, Shriram Center for Performing
http://www.dscl.com/social_comm.htm


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Arts etc. The initials DCM went on to become known, not only in India,but also in Africa and Europe as well. Lalaji was knighted by the BritishGovernment 'for his distinguished career as an industrialist andphilanthropist'. To the very end Lalaji however retained his simpledemeanor and humbleness, his love for his country and his undyinglyloyalty to his friends.

HISTORY

Building a world class organization

DCM Shriram Consolidated Limited (DSCL), a company with turnover of Rs. 3523 crores

and primary business interests in

Agri Businesses

Sugar, Urea, Agri Inputs, Hybrid Seeds, HariyaliKisaan Bazaar

Energy Intensive Businesses

Chemicals, PVC Resins, Calcium Carbide, Cement

Value Added Businesses

Fenesta Building Systems,PVC Compounds,Other BusinessesTextiles

DSCL has manufacturing facilities at Kota (Rajasthan), Bharuch (Gujarat), andAjbapur, Rupapur, Hariawan and Loni(UP). Our hybrid seed operations are atHyderabad (India), Vietnam, Philippines and Thailand. The Company also hasits windows fabrication units at Bhiwadi, Bangalore, Mumbai, Hyderabad and

Chennai.

Founded by Sir Shriram in 1889 (as DCM limited), today DCM ShriramConsolidated Limited ( DSCL) is managed by Mr. Ajay S. Shriram,

Chairman and Senior Managing Director and Mr. Vikram S. Shriram, Vice
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Chairman and Managing Director along with a highly professionalexecutive team.

DSCL has a strong brand equity reflective of credibility, ethical valuesand consistent high quality product image. With over 30 years ofexperience in managing large scale process industries with sustainedhigh level of performance, DSCL meets the needs of a wide range of

customers from farmers to industrial users, from house builders tobusiness owners. Fostering enduring relationships is at the core of

DSCL's business philosophy - with vendors, business partners, andcustomers and within the organization between employees.

As a leading equal opportunity employer in India, DSCL has a motivatedand dynamic management team of highly qualified professionals anddedicated workmen and staff whose work has shown the way towardscreating " Team Excellence ".

DSCL has a long history of accessing and employing the besttechnologies for its projects and has worked successfully with renowned

international and domestic technology partners. As a learningorganization DSCL has worked regularly with the national and

international consultants of repute, in diverse areas of BusinessStrategy, Quality, Organizational Development etc. In a major ITinitiative the company has networked all its locations on a Wide AreaNetwork (WAN) and implemented SAP R/3 Enterprise Resource Package(ERP) across the Company. Other key IT enabling initiatives areCustomer Relationship Management (CRM) and Business InformationWarehousing (BIW).

The Hariyali division of the company was awarded ACE-Best Customer

Award for successful implementation of the SAP IS retail package.

CERTIFICATION OF THE COMPANY

All its main line locations/products have ISO 9000, 14000 certificationand OHSAS 18001: 1999 system of Occupational Health and Safetycertifications. The Kota complex of the company was instituted in 2006with the prestigious British Sword of Honor for implementing andpracticing the best safety standards.

In an increasingly global business environment, DSCL's vision is to

strengthen its agri and energy intensive business while ramping up"Value Added" & "Knowledge based" products & services in the areas ofits operations. Accordingly, DSCL is expanding its rural retail initiativeHariyali Kisaan Bazaar to create a rural hub that makes agri andconsumer products (of all manufacturers) and agri services available tofarmers in a fair, transparent and convenient format. Currently there areover 302 such Bazaars.

The company had launched value added UPVC window system businessunder the Fenesta TM brand in India. This product has very attractive

design and insulation attributes that makes it strong businessproposition as the concept is gaining acceptability.


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Robust Competitive:Financials:

Stakeholder value, Innovative/creative,

Missionary zeal to Doing things

differently,

Bottom line, Tuned into market

place,

Safe gambler. Customer oriented.

VALUES:

The DSCL value system embraces continuous improvement as a way of

life. Our rich heritage and the strong SHRIRAMbrand are built onbeing caring, credible & fair in all dealings with our stakeholders. While

being a responsible corporate citizen, DSCL aims to realise the energy ofevery single employee to create true wealth in the society.

Caring, Credible Continuous& Fair: Improvement:

In business dealings Through Learning,With all stakeholders. Initiative,

Teamwork,

Process

upgradation,

Commitment to

Exellence.

V A L U E S

Responsible Creates

Corporate citizen: Wealth:

Towards environment By releasing human


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& social causes, energy through

Belief in ethical participation,

values. Teamwork,

professionalism,

openness &upholding

human dignity.

CORE VALUES & BELIEFS:

DSCLs core values and beliefs are a reflection of its commitment to builda world class, learning organization, to exel and win in all its endeavors:-

CUSTOMERS FOCUS-

Be sensitive to the needs of the customer; develop supiriorcustomer insight.

Commitment to surpass expectations and deliver superiorvalue.

INNOVATION & EXELLENCE-

Think differentely and promote creativity.

Make continuous improvement a way of life; driveexellence.

PEOPLE DEVELOPMENT-

Continuously improve and upgrade the skills andcompetencies of our people.

Support people to realize their potential.

TEAM WORK-

Work closely as a cohensive, well-knit team.

Inculcate a spirit of openness and collaboration.


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RELATIONSHIPS & HUMAN DIGNITY-

Value people and partnership.

Nurture understanding, trust and respect in allrelationships.

SOCIAL RESPONSIBILITY-

Be a socially responsible corporate, addressing the needs ofthe community and environment.

Conduct business ethically.

Maintain highest standards of personal integrity.

The Delhi Cloth & General Mills Co. Ltd. (DCM), was founded in 1889 withthe establishment of a Spinning Mill at Delhi. Thereafter, the companyexpanded and diversified into large segments of industry areas and

played a leading role in the industrialization of India.

In 1990, to create more manageable business entities, DCM Ltd., wasrestructured into four separate companies. DCM Shriram ConsolidatedLtd. (DSCL) took over 1/6th of the businesses by the merging of thefollowing units of the erstwhile DCM:

Shriram Fertilizer & Chemicals, Kota ( Rajasthan) - Fertilizers,

Plastics, Chlor Alkali and Power

Shriram Cement Works, Kota ( Rajasthan) - Cement

Swatantra Bharat Mills and DCM Silk Mills (Delhi) - Textiles

In the decade 1990-2000, DSCL added the following units to its portfolio:


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Shriram Alkali & Chemicals, Bharuch (Gujarat) - Chlor Alkali

Shriram Environment & Allied Services, Gurgaon (Haryana) -

Environment & Allied Services

Ghaghagra Sugar, Lakhimpur Kheri ( Uttar Pradesh) - Sugar

Shriram Bioseed Genetics India Limited, Hyderabad (Andhra

Pradesh) - Seeds

DSCL Energy Services Company Limited, New Delhi - An Energy

Services Company

Hariyali Kisaan Bazaar was started

Fenesta windows were launched.

The main businesses units of DSCL now comprise of:

Agri Businesses: Sugar, Urea, Agri Inputs, Shriram Bioseeds,Hariyali Kisaan BazaarEnergy Intensive Businesses : Chemicals, PVC Resins, Cement

Value Added Businesses : Fenesta Building Systems, PVCCompounds, Energy Services

Other Businesses: Textiles.


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The Road AheadWe are an integrated businessconglomerate, with a groupturnover of Rs. 2940 crores. Ourbusiness portfolio comprises ofprimarily two types of business i.e.

(i) Energy Intensive products (ii)Agri products (inputs as well as

outputs) and services. We havemanufacturing facilities at Kota

(Rajasthan), Bharuch (Gujarat), andAjbapur, Rupapur, Hariawan andLoni(UP). Our hybrid seedoperations are at Hyderabad(India), Vietnam, Philippines andThailand. The Company also has itswindows fabrication units atBhiwadi, Bangalore, Mumbai,

Hyderabad and ChennaiOur strengths are:

Strong energy management expertise both in the area of

generation as well as effective utilisation of energy.

Deep understanding and knowledge of Indian rural milieu

developed with over 40 years of close work with farmers to

improve his economics.

Well-established presence and strong brand across the entire

agri-space in India.

We are building on the above strengths to develop a business profilewhich enjoys strong cost competitive position and delivers superior

value to our customers simultaneously. We are further integrating ourbusiness portfolio to add value added products/services and solutionsto the commodity businesses. The company has invested Rs.1300crores in the past three years and plans to invest approximately Rs.500 crores in the next two years, to expand its business operations.

Agri-business

This business is a key growth driver for us, and we are present acrossthe entire Agri input, output and services value chain. We haveestablished strong relationships with the country's farmingcommunity over decades of operation in this sector based on trust,

reliability and superior value to the customer. Urea, soluble fertilizers,micro nutrients, pesticides, and hybrid seeds form our agri input

offerings, while sugar and seeds are the agri outputs we produce &market. We have been present in the agri services area through over a

hundred Shriram Krishi Vikas Kendras, Helping the rural household'sfarmers in adopting latest farming practices and improving their well

being.

The Company plans to expand its Hariyali Kisaan Bazaar throughproactive investments.

Sugar: Increase its Power co-generation capacity from 70.5 MW


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to 94.5 MW out of which the company would supplyapproximately 46 MW to the grid.The company would be incurring approximately Rs.50 crores inthe above expansions.

Hariyali Kisaan Bazaar:HKB initiative is a unique rural retail

initiative based on building trusted farmer relationships tocreate a rural hub that makes agri, consumer products (of allmanufacturers) and agri-services available to farmers in a fair,

transparent and convenient format. We are the first company toimplement such an initiative and initial response has been very

encouraging in terms of conversion. We currently have over 150such bazaars in operation and plan to increase it to 300 by Dec

2013.

Energy Intensive Business

Chlor alkali: The Company plans to increase the capacity of its

chlor-alkali manufacturing facility at Bharuch from 200 TPD to360 TPD. Further, it also plans to set up a 48 MW coal basedpower plant in replacement of the existing 24MW furnace oil

based power plant to generate economical power at Bharuch.The use of imported coal or gas as input will enhance cost

efficiency of the plant at Bharuch.

With this expansion, the company would be the second largestplayer of Chlor-alkali in the country in capacity terms.

Names and Designations of Directors:

S. No. Name Designation


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1. Shri Ajay S. ShriramChairman & Senior ManagingDirector

2. Shri Vikram S. Shriram Vice Chairman & Managing Director

3. Shri Rajiv Sinha Dy. Managing Director

4. Shri Ajit S. Shriram Director (Sugar)5. Dr. S. S. Baijal Director

6. Shri Arun Bharat Ram Director

7. Shri Pradeep Dinodia Director

8. Shri Vimal Bhandari Director

9. Shri Sunil Kant Munjal Director

10. Shri D. Sengupta Director

11.Shri S. C. Bhargava (LICNominee)

Director

12. Dr.N.J.Singh Whole Time Director,(EHS).


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Ajay S. ShriramChairman& Senior Managing

Director

Vikram S. ShriramVice Chairman& Managing Director

Ajit S. ShriramDirector (Sugar Business)

Rajiv SinhaDeputy Managing Director

S. D. OmcharyChief Executive Director

(Textile/ Real EstateDevelopment)

S. K. AgrawalSenior Executive Director(Chemical Business)

S. RadhakrishnaExecutive Director(Sugar Business)

K. K. KaulSenior Executive Director

&Resident Head (Kota).

AWARDS & ACHIEVEMENTS:

National Policy Award in 1967.

Spot Championship in Raj Labor Welfare Tournament in 1975 to

1987 & 1996.

First Prize and Certificate of merit of Shriram Patrika in 1973,

1974, 1975 & 1976 from Indian Association of Industrial editors,Bombay and magazine of the year & first prize from Association of

Business Communication of India, Bombay.

Maximum capacity utilization, All India Award by Employer

Association of Rajasthan in 1989.

National Award & Pllution Control Award by Rajasthan State

Productivity Council in 1990.


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National Award for best production in Fertilizers Industry in 1991-

1992.

FAIs Award for best production performance of Nitrogenous

Fertilizers.

Award of Energy Conservation in the Chemical Sector in 1996.

SAP Star Award for the year 1998 on successful implementation of

ERP pakage SAP R/3 Award and was given by Chairman SAP.

COMPETITORS:

DSCL plays a major role in fertilizer in Fertilizer Industry. DSCL is thelargest Urea producer in India. In India, there are many players of

Fertilizer in Fertilizer Industry. There are many competitors of DSCL infertilizer industry that are given below-

Major Players of Fertilizer Companies:

CHAMBAL FERTILIZERS & CHEMICAL INDUSTRY

NATIONAL FERTILIZERS LIMITED (NFL)

PARADEEP PHOSPHATES LIMITED (PPL)

FERTILIZERS & CHEMICALS TRAVANCORE LTD. (FACT)

SHRIRAM FERTILIZERS & CHEMICAL LTD.

HINDUSTAN FERTILIZERS CORPORATION LTD. (HFC)

GUJARAT FERTILIZERS

OSWAL CHEMICAL LIMITED KRISHAK BHARTI COOPERATIVES LTD.

TATA CHEMICAL LIMITED

NAGARJUN FERTILIZERS.


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CHAPTER-2

PROJECT PROFILE


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Human ResourceManagement

The planning, organizing, directing and controlling of theprocurement, development, compensation, integration,maintenance and reproduction of human resources to the end that

individual, organizational and societal objective areaccomplished.

-By flippoHuman Resource Management is known by different names e.g.personnel management, manpower management, personneladministration, staff management etc.

FEATURES OF HUMAN RESOURCE MANAGEMENT-1) Comprehensive function- HRM is concerned with managing

people at work. It covers all the types of people at all levelsin the organization. It applies to workers, supervisors,officers, managers and all type of personnel.

2) People oriented- HRM is concerned withemployees asindividuals as well as groups. It is the task of dealing withhuman relationship within organizations. It is the process ofachieving the best fit between individuals, jobs,organizations and the environment. It is the process ofbringing people and organization together so that the goalsof each are met.

3) Action oriented- HRM focuses on action rather than on recordkeeping or procedures.

4) Individual oriented- Under HRM, every employee is consideredas an individual so as to provide services and programmesto facilitate employee satisfaction and growth.

5) Development oriented- HRM is considered with developingpotential of employees so that they get maximumsatisfaction from their work and give their best efforts tothe organization.

6) Pervasive function- HRM is inherent in all the organizations andat all levels. It is not confined to industry alone.


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7) Continuous function- HRM is an ongoing exercises rather thanone-shot function.

8) Future oriented- HRM is concerned with helping an

organization to achieve its objectives in the future byproviding for competent and motivated employees.

science as well as arts-

HRM is a science as it contains an organized body of knowledgeconsisting of principles and techniques.

It is an art because it involves application of theoreticalknowledge to the problems of human resources.

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT-

1. To help the organization attain its goals by providing well-trained and well-motivated employees.

2. To employ the skills and knowledge of employees efficientlyand effectively.

3. To enhance job satisfaction and self-actualization ofemployees by encouraging the every employee to realizehis/her full potential.

4. To establish and maintain productive self-respecting andinternally satisfying working relationships among all themembers of the organization.

5. To maintain high morale and good human relations withinthe organization.

6. To bring about maximum individual development ofmembers of the organization by providing opportunities fortraining and advancement.


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Project Profile

The project aims at measuring the effectiveness of the

following training programmes-

ENVIRONMENT MANAGEMENT-

The company is committed to preserve and protect theenvironment around its area of operations. As a result of awell defined policy on environment and safety the rockyterrain of the Kota complex has been transformed into lushgreen tree covered landscape through planting of over2,50,000 trees on nutritious beds of fly ash.

The company has adopted Rainwater harvesting initiativesacross the board by transferring it to the under groundwater aquifers or storing in surface reservoirs. Rainwatercollected is put to PROCESS USE, thus conserving aprecious natural resource and reducing dependence onexternal sources. Spurred by this rainwater harvestingmovement, several senior executives of the company havetaken their own initiative to implement the same process intheir residences.

TRAINING MANAGEMENT-Training is the organized process by which people learnknowledge and skills for a purpose.

-

DALE.S.BEACH

Training has now clearly appeared as an important part ofmanagement which helps the person to acquire and appliesknowledge skills, attitude and abilities to achieve theorganizations objectives.


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Training is a process to improve current and futureemployees performance by increasing an employees abilityto perform through bearing, usually by changing theemployees attitude or increasing his skills or knowledge.The need for training and development can be known by

comparing employees actual performance with standardperformance.

TRAINING AND DEVELOPMENT NEED = STANDARD PERFORMANCE = ACTUAL

PERFORMANCE.

Concept of Training

To bring the current performance of each individual upto thehighest level for growing into the highest level ofresponsibilities.

Ensure the ability of qualified manpower as required to meetthe organization current and future needs.

For high utilization of individual managerial andadministrative capabilities.

To make a climate in which an individual can best attain hisgoal by directing his efforts towards attaining the goals oforganization.

To increase the individual skills, knowledge, attitude and

abilities so his performance is increases.


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Need of Training

UPDATING KNOWLEDGE-Now a days technology and business environment ischanging and new management philosophies are made so itis essential for the organization to renew and update theknowledge and skills of the employees to sustain theireffective performance and also to develop them for futuremanagerial position.

IMPROVING PERFORMANCE-Contain training being required to renew and update theknowledge and skills of the employees, to make themfunctionally effective so second need of training is to makeemployees effective in their performance throughcontinuous training.

DEVELOPING HUMAN SKILLS-Apart from emphasis on technical and conceptual skillsnew training programme also emphasis on human skills ofemployees. Such human skills are necessary for effectiveinter personal relation and healthy work environment.

IMPARTING TRADE-In industrial employment, the convention is to recruit

employees through compulsories apprenticeship training.


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Such apprenticeship training involves an organization toimpart industries and trade specific skills to worker.

STABILISING THE WORKFORCE-Through out the world the importance of training is noincreasingly felt for stabilizing the workforce withstand thetechnological change and for making the organizationdynamic in this changed process management touristunanimously agree that is the responsibility of theorganization to train and develop their manpower as acontinuous process.

Methods of Training

Methods of training has an important place is the over alltraining programme for employees is an organization. It isvery difficult to say which methods will be most suitable fora particular situation.

There are four methods of training-

1. On the job training: Under this, the employee is giventraining at the work place by his immediate supervisor. It isbased on the principle of LEARNING BY DOING.

There are following methods in this-

i. COACHING - In this the supervisor imparts jobknowledge and skills to his subordinate.

ii. UNDERSTUDY - The supervisor gives training to asubordinate as his understudy or assistant. Thesubordinate learns through experience andobservation.

iii. POSITION ROTATION - The purpose is to broaden thebackground of the trainee in various positions. The

trainee is periodically rotated from job to job.


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2. Off the job training: It requires the worker to undergotraining for a specific period away from the workplace.Theworkers are free of tension of work when they are learning.

There are following methods in this-

i. SPECIAL LECTURE CUM-DISCUSSION - Special lecturesare delivered by some executive of the organization orspecialists from vocational and professional institutes.The lecture possesses a considerable depth ofknowledge. It can be used for providing instructions tolarge groups. Thus, the cost per trainee is low. It isalso known as class room training.

ii. CONFERENCE TRAINING - It is a group meetingconducted according to an organized plan in which themembers seek to develop knowledge andunderstanding by oral participation. A person canlearn from others by comparing his opinions withthose of others.

iii. CASE STUDY - Under this the trainees are given a

problem or case which is more or less related to theconcepts and principles already taught. Traineesanalyze the problem and suggest solutions which arediscussed in the class. This method gives the traineean opportunity to apply his knowledge to the solutionof realistic problems.

3. Apprenticeship training: Under this, theoretical instructionsand practical learning are provided to trainees in training

institutes. It is to develop all-round craftmen. It is anEARN WHEN YOU LEARN scheme.

4. Vestibule training: This training is conducted away from theactual work place. An attempt is to create working conditionthat are similar to the actual work shop condition. It is usedto train clerks, machine operator, typist.


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5. Management Games: It is a class room exercise in which anumber of teams of trainees compete against each other.The game is designed to be a close representation of real-

life

conditions . The executives learn by analyzing problems byusing intuition & by making trial & error type of decisions.

Inputs in Training

A training and development programme must contain inputswhich enable the participants to gain skills, learn theoreticalconcept and help acquire vision to look into the distant future. Inaddition to these, there is a need to impart ethical orientation,emphasize on attitudinal changes and stress upon decisionmaking and problem solving abilities.

SKILLS :-Training is imparting skills to employed. A worker needsskills to operate machines and use other equipments withleast damage and scrap. Employees particularly supervisionand executives need interpersonal skills. They are needed tounderstand one self and others better and act and behaveaccordingly.


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EDUCATION :-The purpose of education is to teach theoretical concept anddevelop a sense of reasoning and judgment. It is well

understood by HR specialists that any training programmemust contain an element of education. Organization mustencourage part time basis programme and other refreshercourses conducted by various institutes and businessschools.

DEVELOPMENT :-

Another component of training and developmentprogramme is developed which is less skill oriented but

stresses on knowledge. Knowledge about businessenvironment, management principles and techniques,human relations, specific industry analysis and the like isuseful for better management of a company.

ETHICS :-

There is a need for imparting greater ethical orientation to atraining and development programme. There is no denial ofthe fact that ethics are largely ignored in businesses.Unethical practices abound in various spheres in anorganization. They are less seen in personnel functions. It isthe duty of the HR manager to enlighten all the employeesin the organization about the need for ethical behaviour.

ATTITUDINAL CHANGES :-Attitudes represents feelings and beliefs of individualstowards others. Attitudes affect motivation, satisfaction andjob commitment. Negative attitudes need to be convertedinto positive attitudes. Changing negative attitudes isdifficult because-

Employees refuse to change.

They have prior commitments.

Information needed to change attitudes may not besufficient.

DECISION MAKING AND PROBLEM SOLVING SKILLS :-


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They focus on methods and techniques for makingorganizational decisions and solving work related problems.This kind of learning seeks to improve trainees abilities todefine and structure problems, collect and analyze

information, generate alternative solutions and make anoptimal decision among alternatives.

CHAPTER-3


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RESEARCH METHODOLOGY

Research Methodology

RESEARCH PURPOSE -The project aims to find the effectiveness of trainingprogrammes. The effectiveness was surveyed for thefollowing training programmes-

1. Interpersonal Skills.2. Meditation Techniques.3. Environment Management.4. Personal Productivity.

RESEARCH MEHODOLOGY -By keeping the purpose of research in mind a questionnairewas prepared to measure the effectiveness of training


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programme at DSCL. There were four main stages in theresearch method-

1. Designing the questionnaire.2. Sampling.

3. Collecting data.4. Analysis and finding.

To conduct my research effectively and systematically, I usedthe following process which consist of these steps-

1) SELECTION OF RESEARCH TOPIC- The research topic was given and thepurpose of the research was decided.

2)REVIEW OF LITERATURE-

Before getting started with the survey Iwent through various journals and publications of thecompany, i.e. NEWS LETTER of DSCL which is publishedevery month. This news letter consist of all the activitieswhich took place the previous month.The information about the companys history, otherproducts and business dealings areas were taken from thecompanys website- www.dscl.com, all this was preservedas the secondary data.

The primary data was gathered by getting the forms filled

and conducting the survey and by discussion and interactionwith the employees.

3) PREPARATION OF RESEARCH DESIGN- A Research design is a systematicplan to coordinate archaeological research to ensure theefficient use of resources and to guide the researchaccording to scientific methods.

Research design can be divided into these parts-

Sampling design.

Observational design.

Statistical design.

Operational design.
http://www.dscl.com/http://www.dscl.com/


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Objective of study

It was an opportunity to work with DSCL Kota for the

project with the objective to study and analyze:

The training and development procedure at DSCL.

The need, methods and steps of training programmes.

Effectiveness of these training programmes.

To explain the linkage between the training activities

and organizational objectives and purpose.

Scope & Significance of Study

The increasingly complex nature of business has made theuse of research in solving the problem.

It helps in diagnosis of events that are taking place andanalysis of the forces underlying them.


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It helps in the prediction of future development.

It is a sort of formal training which enables one tounderstand the new developments in ones field in a better

way.

Define Universe

As this research had been conducted on the employees ofDSCL, KOTA.

So the universe was limited to DSCL, KOTA unit.

Thus it is a finite universe where a sample size of 30employees was taken.

Research Design

SAMPLING DESIGN-The procedure by which a few subjects are chosen from theuniverse to be studied in such a way that the sample can beused to estimate the same characteristics in the total isreferred to as sampling. The advantages of using samplingrather than surveying the population are that it is much lesscostly, quicker and if selected properly, gives results withknown accuracy that can be calculated mathematically. Evenfor relatively small samples, accuracy does not suffer even


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though precision or the amount of detailed informationobtained might. These are important considerations, sincemost research projects have both budget time constraints.

Sampling can be divided into two parts-

I. RANDOM SAMPLING -

a) Simple random sampling.b) Stratified random sampling.c) Systematic random sampling.d) Multistage random sampling.

II. NON-RANDOM SAMPLING -

a) Judgments non-random sampling.b) Quota non-random sampling.c) Convenience non-random sampling.

For this project the method ofSYSTEMATIC RANDOMSAMPLINGwas adopted.

Limitations

As it is a private company, some of the information arebeing kept confidential and was not disclosed for thestudy, which restricted the research to an extent.

All the information was collected from companys balancesheet which has its inherent limitations.


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There was an insufficient interaction with the employees,due to their prior engagements.

Inadequate information was provided by the internalmanagers.

At some level, fake or manipulated information wasprovided as the business unit cannot have the confidencethat the material supplied by them to the researchers willnot be misused.

Measurement of Effectivenessof the Training Programme

The project aims at measuring the effectiveness of the followingtraining programme-

Interpersonal Skills

Meditation Techniques

Environment Management


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Personal Productivity.

I. INTERPERSONAL SKILLS-The training programme on interpersonal skills is orientedat strategic management of HR as well as at ways andmeans of developing a new strategic partnership at the topmanagement level company based on the realization thatthe human potential of an organization is the key factor inwinning long-term competitive advantages. The programmeon interpersonal skills has been conceived as a tool forresolving particular human resource problems at participantorganization and companies. It supports implementation ofdevelopment projects aimed at improving thecompetitiveness of a company. Participants in this

programme could benefit from-

Greater confidence in personal management skills.

A better motivated and satisfied team.

Increased client satisfaction.

Tools and techniques to manage better.

Improved communication skills.

Techniques to handle difficult people.


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II. MEDITATION TECHNIQUES-Meditation is frequently confused with various forms of

concentration. The purpose of concentration exercises is tofocus our full-undivided attention on a specific aspect of

functioning of our mind and /or the body in order toaccomplish a certain goal or develop a certain skill.Exercises such as yoga, tai-chi, breathing exercises,visualization are all forms of concentration. In contrast,meditation is an exercise, aiming to prevent thoughts in anatural way, by deeply relaxing the physical body and thentrying to keep the mind completely blankwith no thoughtswhatsoever. This state may be maintained for a few secondsor a few hours, depending on your skill. Purity of mindachieved during meditation is essential to gain access tohigher self does not admit any impurities. One of many

benefits of meditation is that it opens your mind to newideas. When the bowl is full, trying pour more water into itjust causes an overflow. The same happens with our mindwhen it is full of thoughts, there is no room for new ideas.

Meditation is a very effective technique for improvingyour creativity and problem solving capacity. Talentedpeople do it naturally. Artists and poets call it inspiration.Many famous people such as Albert Einstein Thomas Edisonwere known to have practiced various forms of meditation.Meditation is sometimes described as listening to the

silencebetween thoughts. Our effort in meditation isdirected towards consciously increasing the periods of suchsilence. Thus, at DSCL the employees are taught aboutvarious meditation techniques to relieve stress and workload and to relax.

III. ENVIRONMENT MANAGEMENT-The company is committed to preserve and protect theenvironment around its area of operations. As a result of the

well-defined policy on environment and safety the rockyterrain of the Kota complex has been transformed in to lushgreen tree covered landscape through planting of over2,50,000 trees on nutritious beds of fly-ash. The companyhas adopted RAIN-WATER HARVESTING initiatives acrossthe board by transferring it to the underground wateraquifers or storing in surface reservoirs. Rainwater collectedis put to process use, thus conserving a precious naturalresource and reducing dependence on external sources.Spurred by this rainwater harvesting movement, several


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senior executives of the company have taken their owninitiative to implement the same process in their residence.

IV. PERSONAL PRODUCTIVITY- The Personal productivity Work-shop is designed to teach how to achieve more with theavailable time. Tried and tested tools for improvingefficiency and discover new ways of thinking that willimprove ones effectiveness is taught.The workshop provides skills in both traditional andemerging productivity topics including memory techniques,mind mapping, effective communication techniques, neuro-linguistic programming, speed and flexibility reading,humor in the workplace and prioritization skills.

Key benefits:

Understand key productivity and efficiency tools.

Develop new thought processes and mindsets that willhelp you achieve more.

Fit more into your working day without increasing

your stress levels.

Know your limits know how to extend them

comfortably.

Be more effective at work and at home.

Rediscover how clever you really are.


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Method of Data Collection

The data was collected by the questionnaire method. Aquestionnaire was prepared which consisted of 10 questionsto be filled by the employees. Following is the list ofemployees who were surveyed regarding the trainingeffectiveness programme.

Interpersonal skills-Employees surveyed 10

Meditation techniques-Employees surveyed 5

Environment management-Employees surveyed - 5

Personal productivity-

Employees surveyed - 10


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CHAPTER- 4

DATA ANALYSIS


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Analysis & Interpretation

A. INTERPERSONAL SKILLS-

The analysis on INTERPERSONAL SKILLS is based on a surveyof 10 employees of DSCL, Kota.

1. Has the basic objective of the training programme beenachieved?

84% said YES 16% said NO

2. Did the training programme facilitates your work in aneffective manner?



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3. How was the extent of opportunity provided to air yourfrank opinions, view & problems during the entire trainingprogramme?

22% said V.GOOD 67% said GOOD 11% said AVERAGE

4. What was the level of satisfaction derived?

35% said HIGH 47% said MODERATE


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18% said LOW

5. What were the principles of learning?

30% said Employee Motivation 40% said Practice Opportunities 15% said Transfer of Learning

15% said Feedback

6. Level of positive behavioral change observed?

12% said Absolute Change


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83% said Moderate Change 5% said No Change

7. Level of personal productivity increased?

17% said To Great Extent 83% said To Some Extent

8. Are you able to fully practice the concepts learnt , atwork place?


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72% said YES 17% said NO 11% said CANT SAY

9. Any improvements in your professional knowledge?

66% said YES 7% said CANT SAY 27% said NO

10. Extent of satisfaction?

28% said Fully Satisfied


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44% said Satisfied 18% said Moderately Satisfied 10% said Unsatisfied

The last 3 questions were open ended which were askedabout the things they liked & disliked about the trainingprogram and also to give suggestions for the trainingprogram so as to make it better and improved.

EMPLOYEES FEEDBACK

The employees who attend the training program on

Interpersonal Skills praised it and gave the opinion abouttheir likings and disliking.

The things they liked were-

Interactive and beneficial as far as work environment of

DSCL is concerned and quit well organized.

Trainer had a comprehensive knowledge and a considerableexperience.

The trainer had good communication skills and his attitudetowards trainees was excellent.

Personal problems of employees were taken into account.


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Self confidence of employees was improved.

Concept of regular communication of superior andsubordinate taught here helped in achieving betterperformance objective and in eliminating problem areas.

An exposure of content with practice along with substantialexamples was there.

Recording of individual presentations to analyze thestrengths and weaknesses was an impressive way to

conduct.

Active participation by so many employees wascommendable.

The development of the individual and this finally leading tothe overall organizational image was explained very nicely.

The things they did not like were-

The program was of very short duration and should be atleast 3 days.

The program should be held outside the office premises.

Enough literature related to the topic was not provided.

An in-depth knowledge wasnt given on certain topics due totime constraint. It was just an introduction to the topic.

EMPLOYEES SUGGESTIONS


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Regular participation of employees must be there in suchprograms.

Sufficient time should be provided to carry out this program.

Frequency of the program should be increased.

Video coverage skills and such arrangements should bethere.

B. MEDITATION TECHNIQUES-The analysis on MEDITATION TECHNIQUE was based on asurvey of 5 employees of DSCL, Kota.

1. Has the basic objective of the training program been

achieved?



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2. Did the training program facilitates your work in an effective

manner?


3. How was the extent of opportunity provided to air your frankopinions, view & problems during the entire trainingprogram?



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54% said HIGH 38% said MODERATE 8% said LOW


50% said Employee Motivation 8% said Practice Opportunities 22% said Transfer of Learning 20% said Feedback


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38% said Absolute Change 54% said Moderate Change 8% said No Change


31% said To Great extent


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69% said To Some Extent

8.Are you able to fully practice the concepts learnt , at yourwork place?



85% said YES


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10% said NO 5% said CANT SAY


23% said Fully Satisfied 60% said Satisfied

8% said Moderately Satisfied 9% said Unsatisfied


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EMPLOYEES FEEDBACK


Meditation Techniques praised it and gave the opinionabout their likings and disliking.


The program was well presented and way of expression wasalso good.

Program was interactive & was presented along with casestudies.

It was good media to transfer knowledge.

Individual attention was given to each.

New ways of decreasing the level of pollution through theplants were taught.


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Case studies presented were mostly of foreign companies,not of Indian companies.

Long hours for a single day.

Very little time was given to the question & answer session.


Faculty should give examples keeping in view the type ofparticipants & the industrial sector.

Advanced techniques of meditation should also be ta

A personal interview should be conducted after the program.

Pranayam and yoga can be added.


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C. ENVIRONMENT MANAGEMENT-The analysis on ENVIRONMENT MANAGEMENT was based on a

survey of 5 employees of DSCL, Kota.

1. Has the basic objective of the training program been achieved?


2. Did the training program facilitates your work in an effectivemanner?



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3. How was the extent of opportunity provided to air your frank

opinions, view & problems during the entire trainingprogram?





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20% said Absolute Change 70% said Moderate Change

10% said No Change


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30% said To Great extent 70% said To Some Extent

8.Are you able to fully practice the concepts learnt , at yourwork place?



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20% said Fully Satisfied 65% said Satisfied 10% said Moderately Satisfied 5% said Unsatisfied


EMPLOYEES FEEDBACK

The employees who attended the program on

ENVIRONMENT MANAGEMENT praised it and gave theopinion about their likings and disliking.


It was well explained programme.

Programme conducted in peaceful & pleasant manner.

Easy approach & positive thinking was encouraged.

Caused a change in thinking about employees overallworking & his self awareness.


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Timing of program was after lunch.

Uncomfortable chair and same posture.

It was little monotonous and boring.


Frequency of program should be increased.

This program should be conducted every month.

D. PERSONAL PRODUCTIVITY-The analysis on PERSONAL PRODUCTIVITY was based on asurvey of 10 employees of DSCL, Kota.

1. Has the basic objective of the training program been achieved?



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2. Did the training program facilitates your work in an effectivemanner?


3. How was the extent of opportunity provided to air your frankopinions, view & problems during the entire trainingprogram?



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10% said Absolute Change 80% said Moderate Change 10% said No Change


10% said To Great extent 90% said To Some Extent


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8.Are you able to fully practice the concepts learnt, at yourwork place?



20% said YES


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30% said NO 50% said CANT SAY


10% said Fully Satisfied 60% said Satisfied 20% said Moderately Satisfied 10% said Unsatisfied

The last 3 questions were open ended which were askedabout the things they liked & disliked about the training


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program and also to give suggestions for the trainingprogram so as to make it better and improved.

EMPLOYEES FEEDBACK


Personal Productivity praised it and gave the opinionabout their likings and disliking.


It was a well explained program.

Program had well explained examples.

Easy approach and positive thinking was encouraged.

Helped in increasing the workers personal productivity atwork as well as at home.


Not much feedback was taken from the workers.

It was for a very short span of time.

It was little monotonous.


More examples related to work should be given.

The program should be conducted on regular intervals.

More simplified language should be used.


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Findings

The result thus obtained, on a careful scrutiny show thatthere is a general awareness about the training programmesamongst the employees of DSCL.

The organization understands the need and importance oftraining programmes and conducts them on regularintervals to cater to the needs of officers and workers.

The programmes are conducted on technical, behavioral and

general topics and are well organized.

The results and interpretation show that employees are wellaware of training programmes and attend them from time totime to gain insight and more knowledge in their field.

The responses from the selected sample indicate that theemployees have been benefited by these programmes as aresult of which they have been able to perform their work in

an effective manner. These employees have also noticed apositive behavioral change in them which has been observedby their colleagues and other people surrounding them.

Therefore most employees do not feel any need of change inthe existing procedure, which proves that the trainingprogramme has really been effective.

Thus, according to the given responses we can conclude that

there is proper and broader coverage of trainingprogrammes and meets their expected need.


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CHAPTER- 5

CONCLUSION


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Conclusion

Though employees had a very cordial relation at DSCL,but there were certain constraints that came in the wayduring the training period.

The major hurdles that came across were

1) The organization was very big, so every part wasnot covered of it.

2) A major constraint was the time duration as it wasjust 8 weeks, therefore it was not able to do a in-depth study of the topic.

Finally it conclude that the training programme had anextremely interactive session with all the employeessurveyed and was able to know their valuablesuggestions on the training programmes conducted by

DSCL, KOTA.

The organizations main strong point is the programmescarried out in the training center to improve theefficiency of employees working in various departmentsby implementing various activities and training sessionsto update in order to complete with todays scenario.


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CHAPTER-6SUGGESTIONS


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Suggestions

Some literature should always be provided to the trainees torefer to it from time to time.

Evaluation of these training programmes should be doneafter their completion to know that what employees gainedafter attending it.

Training related to Personality Development isrecommended.

More use of simple language and easy well-explainedexamples should be given.

Faculty should give examples keeping in view the type ofparticipants and the industrial sector.

2 or 3 trainers should conduct the programme.

A personal interview may be conducted after theprogramme.

The participants should be asked to give the feedback.

A detailed discussion and a visit to the site arerecommended.


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CHAPTER- 7

ANNEXURES


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Questionnaire

Dear sir/madamThis questionnaire is prepared to gather valuableinformation about the employees of DSCL COMPANY. Thisinformation will be shared among the employees whetherthey satisfied with the facility provided by the company.

1. NAME

2. AGE

3. SEX MALE FEMALE

4. DESIGNATION

1) Has the basic objective of the training programme beenachieved?

a) Yes b) No

2) Did the training programme facilitates your work in aneffective manner?

a) Yes b) No

3) How was the extent of opportunity provided to air your frankopinions, view and problems during the entire trainingprogramme?

a) Good b) Average c) V.Good

4) What was the level of satisfaction derived?

a) High b) Moderate c) Low


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5) What were the principles of learning?

a) Employee Motivation b) Practice Opportunities

c) Transfer of Learning d) Feedback

6) Level of positive behavioral change observed?

a) Absolute Change b) Moderate Change c) No change

7) Level of personal productivity increased?

a) To Great Extent b) To Some Extent

8) Are you able to fully practice the concepts learnt, at yourwork place?

a) Yes b) No c) Cant say

9) Any improvements in your professional knowledge?

a) Yes b) No c) Cant say

10)Extent of satisfaction?

a) Fully satisfied b) Satisfiedc) Moderately satisfied d) Unsatisfied.

Komal Chauhan-bba 2nd Year-project Report

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Transcript of Komal Chauhan-bba 2nd Year-project Report