The document is a project report submitted by Karan K Kamdi to his university on a study of training and development of employees at Indorama Synthetics (India) Ltd located in Butibori, Nagpur. The report includes an introduction, certificate of completion signed by his project guide and university director, declaration by the author, acknowledgements, table of contents, and initial chapters on introduction to human resource management, training and development, types of training, and methods of training. The report was submitted to fulfill requirements for an MBA degree at DMIMS university in Nagpur, India.
This document provides an overview of recruitment and selection trends in the food industry. It discusses challenges facing the industry such as rising costs, regulations, and changing consumer preferences. There is increased demand for organic and healthy products. The document also outlines key recruitment and selection trends, including an increased focus on organic foods driven by consumer demand. It notes the food processing industry is a major economic driver in many areas and faces both opportunities and challenges in attracting and retaining talent.
1. The document is a summer internship project report submitted by Megha Sanghavi to the S.R. Luthra Institute of Management in partial fulfillment of an MBA degree.
2. The report analyzes employee satisfaction at UltraTech Cement, part of the Aditya Birla Group, where Megha completed her summer internship.
3. Various statistical tools like SPSS, MS Excel, and MS Word were used to analyze data collected through a questionnaire to interpret employee satisfaction levels at UltraTech Cement.
The document discusses the research methodology for a study on training and development at MONDOVI PVT Ltd. It outlines the objectives of studying how training programs are conducted, getting employee opinions and feedback, and determining if training benefits the organization. A questionnaire and interviews were used to collect primary data from 50 employees. The research design is descriptive and involves collecting and analyzing data to understand and describe the characteristics of training programs. Secondary data was also obtained from company reports. The goal is to evaluate the effectiveness of training and provide suggestions for improvements.
Study on effectiveness of training and developmentAnoop Voyager
The document discusses the effectiveness of training and development programs at SV ltd. It begins by introducing the topic and defining key terms like training and development. It then states the research problem as analyzing and evaluating the effectiveness of training programs at Srivirad Systems and Services in Chennai. The objectives of the study are then outlined. The methodology, concepts, need for the study, and chapter outline are also summarized.
A project report on training and development with special reference to sahara...Projects Kart
This document discusses training and development. It defines training and development as improving existing employee skills and exploring potential skills to improve organizational effectiveness. The goals of training and development are to improve individual, organizational, functional, and societal outcomes. Training provides skills, education, development, ethics training, and teaches decision making. Models discussed include the systems model, which involves analyzing needs, designing training, developing materials, implementing, and evaluating training. The importance of training is also highlighted, such as increasing productivity, building team spirit, and improving organizational culture, climate, quality, and profitability.
MBA Report on Recruitment and Selection procedure samra khan
The document provides details about the recruitment and selection process at Decoria Walls and Floor Solution. It includes definitions of recruitment and selection. The recruitment process involves identifying potential candidates through various sources like advertising, employee referrals, etc. The selection process has several steps - screening of applications, tests, interviews, medical examination and reference checks to evaluate candidates and select the most suitable one. The document also discusses objectives of recruitment, barriers to effective selection, and advantages and disadvantages of external recruitment sources.
A study on employee job satisfaction h r final projectProjects Kart
The document discusses a study on employee job satisfaction at HAMUL. It outlines the objectives of the study which are to measure job satisfaction levels, study employee perceptions and attitudes, and identify motivational factors. The scope includes how job satisfaction comprises intrinsic and extrinsic factors and influences productivity. It also provides background on the dairy industry in India, tracing its origins and the development of the cooperative model pioneered in Anand.
A project report on training and developmentProjects Kart
This document discusses training and development in organizations. It begins by defining training and development as processes for imparting skills, knowledge, and abilities to employees. It distinguishes between training, education, and development. Training refers to specific skills, education is theoretical classroom learning, and development provides general knowledge and attitudes to help employees grow into higher positions. The document outlines the objectives of training as developing competencies, helping employees grow within the organization, and reducing learning times for new roles. It discusses various inputs that should be included in training, such as skills, education, development, ethics, and decision-making skills. Finally, it outlines the benefits of training and development for both organizations and individuals.
This document is a project report submitted for a Bachelor of Commerce degree. It examines employee satisfaction at Ebenezer Printpack (P) Ltd in Thrissur, Kerala. The report includes an introduction discussing the importance of human resources and employee satisfaction to organizational success. It also outlines the objectives, research methodology, and limitations of the study. The report contains literature review, data analysis and interpretation, findings, suggestions, and a conclusion regarding levels of satisfaction among employees at Ebenezer Printpack. Tables and figures present survey results on various factors influencing job satisfaction.
Projec report on training and development project from reliance moneyVipul Sachan
The document provides an overview of training and development at Reliance Money. It discusses traditional and modern approaches to training, defining training as a learning process to enhance employee performance. The scope of the study is on training practices and modules at Reliance Money to judge knowledge enhancement and feedback effectiveness. The objectives are to examine the impact of training on skill development, changes in behavior and output.
This document contains a 15 question survey about training and development programs at NMDC, an organization. An MBA student is conducting this survey as part of a school project to analyze the company's training programs. Respondents are asked questions about their understanding of training, the necessity of training for productivity, their experiences with different training methods like on-the-job and off-the-job, and their satisfaction with and evaluation of the company's training programs. All responses will be kept confidential and only used for analysis.
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
This document summarizes a summer internship project on employee engagement at Pantaloons Fashion & Retail Limited. It includes an introduction outlining the objectives and methodology of the study. Over the course of 7 weeks, the intern organized various engagement events for employees and collected data through questionnaires and interviews. The intern maintained records, onboarded new employees, and supported various HR functions. The document provides details of the intern's weekly activities and certifications from the academic and corporate guides.
This document provides a project report submitted by Mr. Jiten H Menghani for his M.Com degree. The 3-page report includes a declaration signed by Menghani, an acknowledgements section thanking those who helped with the project, and a table of contents outlining the topics to be covered. The topics include introductions to human resource management and training and development. It also discusses the importance, objectives, and models of training, including the system model and instructional system development model.
This document summarizes a study on employees' opinions towards HR activities at Eveready Industries India Limited's National Carbon Plant in Chennai. Some key findings from employee questionnaires include that employees were generally satisfied with recruitment and training but felt management could better address complaints. Employees also expressed needs for improved compensation, orientation programs, and reward systems. The study aims to help the company improve employee morale and satisfaction through feasible HR recommendations.
MBA Project report at "Employee Satisfaction"Alok Singh
This document provides information about Zee Laboratories Ltd., an Indian pharmaceutical company. It discusses the company's history, facilities, product portfolio, marketing presence in India and abroad, objectives, and institutional customers. The company was established in 1994 and has since expanded to include multiple manufacturing units across India. It produces a wide range of pharmaceutical formulations and exports its products to over 25 countries. The company aims to be a leader in the pharmaceutical industry through excellence and global expansion.
The document is a summer training project report submitted by Anupam Raj Patwa to partial fulfillment of an MBA degree. The report focuses on human resources recruitment at Honeywell Automation India Ltd in Ambala, where Patwa completed their summer training. The report includes an introduction, organization introduction, organization profile, research methodology, data analysis, findings, and conclusions. It analyzes Honeywell's recruitment process and aims to identify areas for improvement.
This document appears to be a summer training report submitted by a student named Aparna Sharma to fulfill requirements for an MBA degree. The report focuses on assessing customer satisfaction at Sri Krishna Rolling Mills Ltd. in Jaipur, India. It includes chapters on the company profile, research methodology used in the study, data analysis and interpretation of findings, and conclusions. The research methodology discusses objectives of studying factors influencing customer purchase decisions and satisfaction levels. A sample of 35 current and past customers in Jaipur was used to collect primary data through random and stratified sampling.
A research on effectiveness of training & development programme at t. t. min...Projects Kart
The document discusses the effectiveness of training and development programs at T.T. Minerals Pvt. Ltd. It begins with an introduction to human resource management and the importance of training employees. It then states the problem as evaluating the effectiveness of T.T. Minerals' training programs. The objectives are to understand the skills needed by employees, evaluate current training programs, understand their impact, and analyze employee satisfaction levels. The scope is the employees of T.T. Minerals and how the study can help the organization. It describes the research design, data sources, sampling methodology, and tools for data collection. Finally, it notes limitations of the study such as constraints of time, cost and sample size.
Impacts of training & development in organization performanceAsfand Shah
This document outlines a study on the impact of training and development on organizational performance. It includes:
1) An introduction stating that training is important for achieving organizational goals and increasing employee performance.
2) A literature review discussing previous findings that employee performance impacts organizational output and is a key factor in achieving results. It also discusses factors like training, flexible scheduling that help employees work efficiently.
3) A theoretical framework showing training and development as independent variables and organizational performance as the dependent variable, in order to investigate the relationship between these variables.
The document appears to be a project report submitted by Harjeet Kaur to Lovely Professional University on training and development at Lumax Industries Ltd. It includes an introduction outlining the objectives of studying training effectiveness. It also provides background on the company's history, establishing Lumax in 1945 and its growth over decades to become a leader in automotive lighting in India.
The document provides definitions of a project from various sources. Most definitions characterize a project as a temporary endeavor undertaken to create a unique product, service, or result. It has defined start and end dates, operates according to a plan, and is intended to achieve specific objectives or outcomes. A project involves coordinated activities and resources to deliver a product or service to a customer or user.
Kirkpatrick's Levels of Training Evaluation - Training and DevelopmentManu Melwin Joy
Training and Development
Evaluation
Human resource
Management
Motivation
Psychology
Success
Organizational effectiveness
Personal growth
Change management
A questionnaire for training and development 3Rashi Joshi
This document contains a questionnaire for employees about an organization's training and development programs. The questionnaire asks employees their name, age, department, and contact information. It then asks a series of multiple choice questions about topics like whether training is considered part of the organization's strategy, preferred training methods, the effectiveness of induction training, how often training is conducted, and whether training helps improve various outcomes like employee motivation, productivity, and employee relations. The purpose is to gather employee feedback on the organization's current training programs.
Training involves teaching new employees basic job skills, while development refers to opportunities to help employees grow. At Motorola, training and development needs are calculated as standard performance minus actual performance. Motorola established its university in 1989 and pioneered self-directed learning using tools like audio tapes, videos, and CD-based training. Training programs are implemented by organizing training facilities, scheduling programs, and monitoring trainees, while evaluations assess strengths, improvement areas, and identify high- and low-performing trainees. Some external training agencies include Safety Skills, Cubiks, Element K, and Mentorware.
This presentation discusses training evaluation and provides the following key points:
1. Training evaluation involves assessing the effectiveness of training programs by collecting data on participant satisfaction, skills enhancement, and workplace application of new skills.
2. Kirkpatrick's four-level model is commonly used to evaluate training programs at the reaction, learning, behavior, and results levels.
3. The evaluation process includes identifying purposes, selecting methods, designing tools, collecting and analyzing data, and reporting findings to stakeholders such as training directors and funding agencies.
EMERGING TRENDS IN TRAINING AND DEVELOPMENT Ashley D
The document discusses emerging trends in training and development, including electronic enabled training systems, gamification, team building, and Six Sigma. It provides details on various training methods used by Infosys and Godrej, two large Indian companies. Infosys is recognized as a leader in training and development with programs like its Global Business Foundation School and Leadership Institute. It trains over 15,000 employees annually at its world's largest training center in Mysore. Godrej also focuses on training initiatives across its diverse business divisions.
The document discusses training and development in organizations. It defines training as efforts to improve current job skills and development as efforts to increase abilities for future roles. It discusses different training methods for both non-managerial and managerial employees, such as on-the-job training, apprenticeships, seminars, and role playing. It also covers considerations for designing training programs and evaluating their effectiveness.
This document discusses Kirkpatrick's four levels of training evaluation: reaction, learning, behavior, and results. It provides an overview of each level and guidelines for evaluating training at each level. It also presents a case study of Cisco Systems evaluating a new training program on their return-to-vendor process using all four levels. Level 1 evaluated reactions to the training. Level 2 evaluated learning through embedded tests. Level 3 evaluated changes in behavior by observing trainees. Level 4 evaluated results such as reductions in costs and inventory from the new process.
This document provides information about a marketing research project conducted by Manish Ranjan Singh for his MBA degree, focusing on the neuromuscular blocker cisatracurium. It includes certificates of completion, originality, and from the company where the research was conducted. The research was conducted at Abbott India Ltd. to understand customer preferences for neuromuscular blockers and develop a medical positioning for the product cisatracurium in the Indian market.
The document discusses the concepts of training and development and their importance in improving employee competencies. It describes various training methods such as on-the-job training, demonstration, job instruction training, and vestibule training. The document also examines the role of training and development in increasing employee efficiency, morale, better human relations, and organizational effectiveness.
This document outlines different types of training provided in organizations: induction/orientation training introduces new employees; job training increases skills for current roles; safety training minimizes accidents; promotional training prepares for advancement; refresher training updates skills; remedial training addresses issues; and internship training provides practical experience. It also provides examples of training programs from companies like Infosys, Siemens, and Motorola that improved employee productivity and performance through continuous learning initiatives.
The document discusses different methods of training and development, including traditional and modern approaches. It describes cognitive methods that focus on changing knowledge and attitudes through lectures, demonstrations, discussions, and computer-based training. Behavioral methods allow trainees to learn skills through simulations, games, role plays, case studies, and equipment simulators. Development methods include on-the-job training techniques like coaching, mentoring, and job rotation, as well as off-the-job training like sensitivity training and transactional analysis.
The document discusses training and development in organizations. It covers the differences between training and development, the importance of training, common types of training including skills training, retraining, and diversity training. It also outlines the typical training process model including needs assessment, developing training, and evaluating training. Finally, it discusses various training methods such as classroom instruction, computer-assisted instruction, and on-the-job training, as well as their pros and cons. Performance management and addressing problems in performance appraisals are also briefly covered.
The document discusses various training methods used to equip employees with necessary skills and knowledge. It describes on-the-job training methods like coaching and mentoring which involve learning on the job from managers. Off-the-job methods like vestibule training, role playing and lectures are conducted away from the workplace to allow full concentration on learning. Both approaches have advantages like cost-effectiveness and allowing specialized training, and disadvantages such as disruption to work or requiring skilled trainers. The goal of training is to increase productivity, safety, and employee satisfaction through continual skills development.
The document discusses Goods and Services Tax (GST) in India. It provides an overview of the current taxation system and its drawbacks. It describes the proposal for GST, which would combine multiple taxes into a single tax applied to goods and services. Key points include a dual GST model at the central and state levels, common tax base and forms, and input tax credits to reduce cascading effects. Concerns from traders are also summarized.
Training report on Training & Development at VSIPLsunil pandey
This document is a report on summer training at Visual Soft India Private Limited submitted for a Master's degree. It includes declarations by the author and acknowledgements. The report contains 5 chapters that discuss the need for training and development in organizations. It examines the effectiveness of training programs at Visual Soft India Private Limited in developing employee skills. The report analyzes data from a training needs assessment survey and provides findings on the impact of training on employee performance, behavior, and productivity. It also evaluates the cost-effectiveness of training methods used by the company.
The document provides an overview of the responsibilities involved in evaluating training programs. It discusses the key roles and responsibilities of five parties that make up the "Training Evaluation Quintet": senior management, the trainer, line management, the training manager, and the trainee. For each group, it outlines their specific responsibilities in the training evaluation process, such as planning, monitoring learning, assessing outcomes, supporting implementation, and reporting results. The evaluation responsibilities are meant to be shared among these five stakeholders to ensure comprehensive and effective evaluation of training programs.
This document is a summer training report submitted by Amrinder Singh, an MBA student at Surajmal College of Engineering and Management, for their internship at Axis Bank. The report includes declarations by the student and faculty guide, acknowledgements, preface, and outlines of upcoming chapters which will cover the introduction, literature review, company profile of Axis Bank, training and development practices at Axis Bank, research methodology, data analysis, findings, suggestions and conclusions.
Study , analyze & evaluate training & development imparted by nis sparta at r...iqbal0090
This document provides a project report on training and development practices at Reliance Communication conducted by NIS Sparta between June to August 2008. It includes an introduction to the topic, objectives of the study, research methodology used involving questionnaires, data analysis and findings. The report finds that training is effective in improving employee performance and helps motivate employees. It provides suggestions like maintaining proper training records and selecting effective trainers. The conclusion is that training is crucial for developing human resources to meet business challenges.
- Employee training and development is essential for organizational success as it enables employees to develop necessary skills. The first step is to identify training needs based on strategic objectives.
- Training involves improving employee knowledge and skills through instruction and activities to improve performance. It is needed due to changing technology, quality standards, productivity needs, and safety. Training objectives include increasing job satisfaction, motivation, and adapting to new methods.
- The presentation covers the need for training, types of training like induction, job, and refresher training, and methods like on-the-job coaching and special projects. It also discusses management development as a continuous behavioral change process.
This document provides information about Andhra Pradesh Power Generation Corporation Limited (APGENCO). It discusses power sector reforms in India that led to the establishment of APGENCO in 1998. The objectives of APGENCO are to efficiently and economically maintain the power sector in Andhra Pradesh and ensure demand meets supply. APGENCO operates and maintains power plants and undertakes new power projects and renovations. It has increased installed capacity over the years to meet growing energy demand in the state.
The document provides details about IRCON International Limited, an Indian engineering and construction company. It discusses IRCON's profile, including that it is a public sector company established in 1976 and specialized in transportation infrastructure projects. The document also outlines IRCON's vision, mission, financial performance in 2016-2017, and current board of directors.
This document is a summer training project report submitted by Usha Verma, an MBA student at Sri Ram Murti Smarak College of Engineering and Technology, for their summer internship at Hindustan Aeronautics Limited (HAL) in Lucknow. The report provides an overview of HAL, including its mission, values, objectives, and strategies for human resource development. It also describes HAL's products and services, organizational structure, and the training programs offered to employees. The report analyzes the effectiveness of the training programs in developing employee skills and discusses recommendations.
T&d training development of bmm hospetVishal Manju
This document provides information about a project report submitted for an MBA program. It includes an executive summary that discusses the purpose of studying the impact of training and development on employees at BMM ISPAT LTD. It also includes chapters that discuss the company profile, industry profile, research methodology used in the study, findings and suggestions from the study. The project aims to understand the training and development process at BMM ISPAT LTD and measure employee satisfaction with training programs. It collects data through questionnaires and interviews with employees. The findings and conclusions from the study are presented in the later chapters.
This document discusses a study on trainees' perceptions of service quality at TVS Training and Services. The study aimed to identify factors that trainees perceive as affecting the quality of training and their ability to apply what they learned. 182 trainees from engineering and diploma programs participated in the study. The analysis found that trainee characteristics, training design/delivery, and work environment all impacted perceptions of service quality. Trainee motivation, the relevance of training content, trainer quality, and support in the workplace were some of the key factors identified. The study provides insights to help improve the effectiveness of training programs.
This document appears to be a research project report submitted by Bhawna Kohli to Kurukshetra University in partial fulfillment of an MBA degree. The report focuses on identifying training needs at Airtel in Mohali.
The report includes sections on the introduction, company profile of Airtel, training objectives and methods at Airtel, literature review, research methodology, data analysis and findings. It discusses the importance of training need analysis and different types of training required for various employee levels. Traditional and modern approaches to training are also compared.
The objectives seem to be analyzing the current training practices at Airtel and identifying gaps to recommend improvements. Tables of contents and declarations are included as required for
This document discusses training and development in organizations. It begins by defining training and development as formal efforts to improve employee performance and self-fulfillment through educational methods. It emphasizes that ongoing training is vital for business success. The document then covers the philosophy, concepts, definitions, objectives, importance and process of training. It distinguishes between training, which improves current job skills, and development, which enhances conceptual skills for future roles. The overall goal of training is to reduce gaps between required and actual employee performance.
Cd 8-project on effectiveness of training on employees performanceShilpa Singh
Here are the key advantages and disadvantages of on-the-job training summarized:
Advantages:
- Most cost effective method of training
- Employees are productive while learning
- Opportunity to learn by actually doing the job
- Training occurs in the real work environment
Disadvantages:
- Depends on the ability and time available of the trainer
- Risk of learning bad habits from the trainer
- Work environment may not be optimal for learning
- May disrupt workflow if not planned properly
So in summary, on-the-job training provides a practical and low-cost way to train employees but carries some risks regarding trainer quality and disruption to work. Careful planning is needed to maximize the benefits
a project work on training & development at singerani colliers.this is about training strategies followed there,budget allocated for training & development activities.making analysis on how training sessions are conducted,through questionnaire observing employees satisfaction levels towards training & development activities. at last making reports & submitting the suggestions & recommendations analysis about the project work done on training & development.
This document summarizes a study on training and development programs at Hindustan Petroleum Corporation Limited (HPCL). It discusses that HPCL has training programs at different levels for new, supervisory, and managerial employees. The objectives of the study were to evaluate HPCL's training programs and their effectiveness. Primary and secondary data was collected through questionnaires, interviews, and documents. The findings indicated that employees participated in training mostly to improve job performance and that trainers provided personal attention. Suggestions included providing regular feedback, consulting employees on training needs, and conducting both on-the-job and off-the-job training.
This document summarizes a paper on training and development practices at NTPC Ltd in Ramagundam, India. It was prepared by Pranav N. Patel for his course on human resource management under the guidance of Prof. Jayeshkumar R. Pitroda. The summary includes:
1) An introduction to the paper discussing training and development, its importance for organizations and employees.
2) The objectives of the study which were to examine NTPC's training methods, employee perceptions, and performance before and after training.
3) An overview of the research methodology used including primary data collection through employee questionnaires and secondary data collection from company records.
4) Key findings that over half
The document discusses the importance of training and development for employees and organizations. It makes the case that in a rapidly changing society, training and development are necessary for organizations to maintain a knowledgeable workforce. It defines key terms like training, which aims to improve current job performance, and development, which helps individuals grow and prepares them for larger responsibilities. An effective training system is systematic, improves skills for new technologies/methods, and improves employee performance and productivity. Regular needs assessments are important to identify what training is needed. The goals of training and development programs are to improve workforce quality, enhance employee growth, prevent obsolescence, assist new employees, and improve health and safety.
This PPT will help to understand basic concepts in Training -It will be helpful for U.G & P.G students in understanding training and development concepts. For other topics regarding training and development kindly refer my other PPT
Training – Introduction – Definition – Scope – Objectives – Benefits of Training – Designing of effective Training – Opportunities and Challenges for Training – Learning – Training – Development – Education – Meaning – Concepts – Differences
Similar to Project on training and development by karan k kamdi (2) (20)
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Project on training and development by karan k kamdi (2)
1. PROJECT REPORT
ON
“STUDY OF TRAINING AND DEVELOPMENT OF EMPLOYEES IN
INDORAMA SYNTHETICS (India) LTD.
BUTIBORI, NAGPUR”
SUBMITTED BY
KARAN K KAMDI
GUIDED BY
Mr. S. Subramaniam
Asst. Professor, DMIMS
Datta Meghe Institute of Management and Studies
Atrey Layout, Nagpur
(2011-2012)
2. CERTIFICATE
This is to certify that Mr. KARAN K KAMDI Studying in MBA
IInd sem of DMIMS Nagpur has successfully completed this
project entitled “STUDY OF TRAINING AND DEVELOPMENT
OF EMPLOYEES IN INDORAMA SYNTHETICS (I) LTD.
BUTIBORI NAGPUR” from 1st
july to 15th
august.
He was very sincere & honest in his work. We wish him all the
best for his future endeavors.
Mr. S. Subramaniam Dr.Amishi Arora
Project Guide Director, DMIMS
3. DECLARATION
I hereby declare that project entitled “STUDY OF TRAINING
AND DEVELOPMENT OF EMPLOYEES IN INDORAMA
SYNTHETICS (I) LTD. BUTIBORI NAGPUR”.
is a bonafied and authentic record of work done by me
under supervision of Mr. Ajay dhoble during academic
session 2011-2012.
The work presented here is not duplicated from any other
source & also not submitted earlier for any other degree/diploma
to any university.
I understand that any such duplication is liable to be punished
in accordance with the university rules.
Place: Nagpur Mr. KARAN KAMDI
4. ACKNOWLEGEMENT
No Project Can Be Done Unaided
It is my profound privilege to acknowledge with deep sense of
gratitude and indebtness towards my project guide Mr. S.
Subramaniam Asst. Professor at DMIMS Institute of
management & research for her valuable guidance.
My sincere thanks to Mr. Arvind Jain (Asst. VP) for giving me a
chance to do project at IndoRama and Mr. Ajay
Dhoble( Manager Human Resource) for his extensive co-
operation and support and Mrs. Balwinder Sodi Kaur ( Sr.
Officer Training and Development ) for her extensive support
and co- operation.
My special thanks to staff members of Indorama who helped me
during this project work. I am also thankful to the management
of Indorama who has given their full cooperation in this study.
KARAN KAMDI
5. CERTIFICATE
This is to certify that Mr. KARAN K KAMDI Studying in MBA
IInd sem of DMIMS Nagpur has successfully completed this
project entitled “STUDY OF TRAINING AND DEVELOPMENT
OF EMPLOYEES IN INDORAMA SYNTHETICS (I) LTD.
BUTIBORI NAGPUR” from 1st
july to 15th
august.
He was very sincere & honest in his work. We wish him all the
best for his future endeavors.
Mr. S. Subramaniam Dr. Amishi Arora
Project Guide Director, DMIMS
6. INDEX
Serial no. Chapters Page no.
01. Introduction 2
02. Training and Development 5
03. Company profile of Indorama synthetics 19
04. Objective of the project. 27
05.
Training and Development at Indorama
Synthetics (India) LTD.
29
06. Research Methodology 39
07. Data interpretation and Data analysis. 43
08. Learning during SIP 56
09. Conclusion. 58
10. Recommendation and suggestion. 60
11. Bibliography. 62
12. Annexure.
8. INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
Human Resource Management is concerned with human beings, who are
energetic elements of management. The success of an enterprise will depend upon the
ability, strength and motivation of persons working in it. Human Resource
Management refers to systematic approach to problems in any organization. Human
Resource Management is concerned with all aspects of managing the human
resources of an organization.
According to Likert,’’Every aspect of firm’s activities is determined by
the competence, motivation and general effectiveness of its human organization. Of
all the tasks of management, managing the human component is the central and most
important task because all depends upon how well it is done.’ This quotation sums up
the importance of human component in an organization and need for managing it
effectively.
Human Resources are the most important assets of an organization. Its
objective is the maintenance of better human relations in the Organization by the
development, application and evaluation of policies, procedures and programmes
relating to human resources to optimize their contribution towards the realisation of
organizational objectives.It is concerned with getting better results with the
collaboration of people.
Human Resource Management has been defined by various eminent
authors. Some of them are mentioned below:-
‘’The policies and practices needed to carry out the people or human
resources aspects of a management position including recruiting, screening, training,
rewarding and appraising.’’
Dictionary of Human Resource Management and Personnel Management.
‘’Human Resource Management is that part of the management’s process which is
primarily concerned with the human constituents of an organization.’’
-E.F.L.Breach.
9. INTRODUCTION OF THE TOPIC
One of the most talked subjects in corporate circles, in recent times is how
to optimize the contributions of human resources in achieving organizational goals.
An efficient and satisfied workforce is the most significant factor in organizational
effectiveness and marginal excellence. But experiences in business and service
organizations however indicate that management, comparatively speaking, bestow
more time and attention to policies and systems relating to production, technology,
investment, inventory, marketing, etc than to human resources.
Compulsion of modern business environment is however promoting
corporate managements to systematically review their current attitudes, beliefs and
policies towards human resources for they contribute most significantly to the
survival and growth of organization. Enlightened and progressive managements have
therefore come to believe that people are not problems but opportunities. Training and
Development activities are important part of exploring these opportunities.
Training and Development activities are designed to impart specific skills,
abilities and knowledge to employees. Training is a planned effort by an organization
to facilitate employee’s learning of job related knowledge and skills for the purpose of
improving performance. Development refers to learning opportunities designed to
help employees grow and evolve a vision for future.
11. DISTINCTION BETWEEN TRAINING AND DEVELOPMENT
TRAINING DEVELOPMENT
1.Training means learning skills and
knowledge for doing a specific job.
1.Development means growth of an
employees in all respects.
2.It is concerned with maintaining and
improving current job performance.
Thus, it has short-term perspective.
2.It seeks to develop competence and
skills for future performance. Thus, it has
a long-term perspective.
3.It is job-centered in nature. 3.It is career-centered in nature.
4.Role of trainer is very important.
4.The executives has to be motivated
internally for self development.
TRAINING AND DEVELOPMENT
MEANING OF TRAINING AND DEVELOPMENT:-
In simple terms, training and development refer to imparting specific skills, abilities
and knowledge to an employee.
A formal definition of training and development is:-
“It is any attempt to improve current or future employee performance
by increasing an employee’s ability to perform through learning, usually
by changing the employee’s attitude or increasing his skills and
knowledge.”
12. The need of training and development is determined by employee’s performance
deficiency, compute as follows:-
Training is an organised activity for increasing the knowledge and skills of people for
a definite purpose. It involves systematic procedure for transferring technical know-
how to employees so as to increase their knowledge and skills for doing specific jobs
with proficiency.
According to Edwin B. Flippo, “Training is the act of increasing the knowledge And
skills of an employee for doing a particular job.”
Training involves the development of skills that are usually necessary to perform a
specific job. Its purpose is to achieve a change in the behavior of those trained and to
enable them to do their jobs better. It makes newly appointed workers fully productive
in the minimum of time. It is equally important for the old employees due to frequent
changes in technology.
Training and development need = Standard performance – Actual
performance.
13. PROCESS OF TRAINING AND DEVELOPMENT
Process of training and development is a well planned process. The following graph
represents this in a graphical manner:-
TRAINING AND DEVELOPMENT PROCESS
ORGANISATIONAL
OBJECTIVES AND
STRATEGIES
ESTABLISHMENT OF
TRAINING AND
DEVELOPMENT GOALS
DEVISING TRAINING
AND DEVELOPMENT
PROGRAMME
IMPLEMENTATION OF
TRAINING AND
DEVELOPMENT
PROGRAMME
EVALUATION OF
RESULTS
ASSESSMENT OF
TRAINING NEEDS
14. NEED OF TRAINING AND DEVELOPMENT
Training is important not only from the point of view of organization ; but also for
the employees. Training is valuable to the employees because it will give them greater
job security and opportunity for advancement.
The need of training arises in an enterprise due to following reasons:-
CHANGING TECHNOLOGY:-Technology is changing at a fast pace. The
workers must learn new techniques to make use of advanced technology. Thus,
training should be treated as a continuous process to update the employees in new
methods and procedures.
QUALITY CONSCIOUS CUSTOMERS:-Customers have become quality
conscious and their requirements keep on changing. To satisfy the customers, quality
of products must be continuously improved through training of workers.
GREATER PRODUCTIVITY:-It is essential to increase productivity and Reduce
cost of production for meeting competition in the market. Effective training can help
increase productivity of workers.
STABLE WORKPLACE:-Training creates a feeling of confidence in the minds of
the workers. It gives them a security at the work-place. As a result, labor turnover and
absenteeism rates are reduced.
15. TRAINING AND DEVELOPMENT OBJECTIVES
• Training objectives are formed keeping in view company’s goals and
objectives.
• To prepare the employee [both new and old] to meet the present as well as
changing requirements of job and organization.
• To impart to the new entrants the basic knowledge and skill needed for the
performance of a definite job.
• To assist employees to function more effectively in their present positions by
exposing them to latest concepts, information and techniques and developing
the skill sets that may need further.
• To develop the potentialities of people for the next level of job.
• To ensure smooth and efficient working of department.
• To bridge the gap between “existing performance ability” and “desired
performance”.
• To improve organizational climate since an endless chain of positive reactions
can result from a well planned training programme.
16. IMPORTANCE OF TRAINING AND DEVELOPMENT
Training plays an important role in human resource department. It is necessary,
useful and productive for all categories of workers and supervisory staff.
The importance of training and development in an enterprise are:-
• OPTIMUM UTILIZATION OF RESOURCES:-Training and development
helps in optimizing the utilization of human resources that further helps the
employees to achieve the organizational as well as their individual goals.
• DEVELOPMENT OF SKILLS OF EMPLOYEES:- Training and development
helps in increasing the job knowledge and skills of employees at each level.
It helps to expand the horizons of human intellect and an overall personality
of the employees.
• PRODUCTIVITY:-Training and development helps in increasing productivity of
the employees that helps organization to achieve its long-term goals.
• TEAM SPIRIT:-Training and development helps in inculcating the sense of
team-work, team spirit, and inter-team collaborations.
• QUALITY:-Training and development helps in improving upon quality of work
and work-life.
17. TYPES OF TRAINING
On the basis of purpose, several types of training programmes are offered to
employees. The important types of training programmes are as follows:
INDUCTION TRAINING:-Induction is concerned with introducing a new employee
to the organization and its procedures, rules and regulations. When a new employee
reports for work, he must be helped to get acquainted with the work environment and
fellow employees.It is better to give him a friendly welcome when he joins the
organization, get him introduced to the organization and help him to get a general idea
about rules and regulations, working conditions, etc of the organization.
JOB TRAINING:-Job training relates to specific job which workers has to handle. It
gives information about machines, process of production, instructions to be followed,
methods to be used and so on. It develops skills and confidence among the workers
and enables them to perform the job efficiently. It is the most common of formal in-
plant training programmes.It helps in creating interest of the employees in their jobs.
APPRENTICESHIP TRAINING:-Apprenticeship training programmes tend more
towards education than merely on vocational training. Under this, both skills and
knowledge in doing a job or a series of related jobs are involved. The government of
various countries have passed laws which make it obligatory on certain classes of
employers to provide apprenticeship training to young people. The usual
apprenticeship programmes combine on the job training and experience with class
room instructions in particular subjects. This training is desirable in industries which
requires a constant flow of new employees expected to become all round craftsmen. It
is very much prevalent in printing trades, building and construction and crafts like
mechanics, electricians, welders, etc.
18. INTERNSHIP TRAINING:-Under this method, the educational and vocational institute
enters into arrangement with an industrial enterprise for providing practical
knowledge to its students. This training is usually meant for such vocations where
advanced theoretical knowledge is to be backed up by practical experience on the
job. For instance, engineering students are sent to big industrial enterprises for
gaining practical work experience and medical students are sent to hospitals to get
practical knowledge. The period of such training varies from six months to two years.
REFRESHER TRAINING:-As the name implies, the refresher training is meant for the
old employees of the enterprise. The basic purpose of this training is to acquaint the
existing work-force with the latest methods of performing their jobs and improve
their efficiency further. In the words of Dale Yoder, “Retraining programmes are
designed to avoid personnel obsolescence.” The skills with the existing employees
become obsolete because of technological changes and of the human tendency to
forget.
TRAINING FOR PROMOTION:-The talented employees may be given adequate
training to make them eligible for promotion to higher jobs in the organization.
Promotion means a significant change in the Responsibilities and duties. Therefore, it
is essential that employees are provided sufficient training to learn new skills to
perform their jobs more efficiently. The purpose of training for promotion is to
develop the existing employees to make them fit for undertaking higher job
responsibilities. This serves as a motivating force to the employees
19. METHODS OF TRAINING
The various methods of training may be classified into the following categories:
On-the-job training
Vestibule training
Off-the-job training
ON-THE-JOB TRAINING:-On-the-job training is considered to be the most effective
method of training the operative personnel.Under this method, the worker is given
training at the work place by his immediate supervisor. In other words, the worker
learns in the actual work environment.It is based on the principle of “learning by
doing”.
There are four methods of on-the-job training described below:-
COACHING:-Under this method, the supervisor imparts job knowledge and skills to
his subordinate.The emphasis in coaching the subordinate is on learning by
doing.This method is very effective if the superior has sufficient time to provide
coaching to his subordinates.
UNDERSTUDY:-The superior gives training to a subordinate as his assistant. The
subordinate learns through experience and observation.It prepares the subordinate to
assume the responsibilities of the superior’s job in case the superior leaves the
organization. The purpose of understudy is to prepare someone to fill the vacancy
caused by death, retirement, transfer, or promotion of the superior.
POSITION ROTATION: The purpose of position rotation is to broaden the
background of the trainee in various positions. The trainee is periodically rotated
from job to job instead of sticking to one job so that he acquires a general background
of different jobs. However, rotation of an employee from one job to another should
20. not be done frequently. He should be allowed to stay on a job for sufficient period so
that he may acquire the full knowledge of the job.
JOB ROTATION:-Job rotation is used by many firms to develop all-round workers.
The employees learn new skills and gain experience in handling different kinds of
jobs. They also come to know interrelationship between different jobs. It is also used
to place workers on the right jobs and prepare them to handle other jobs in case of
need.
VESTIBULE TRAINING
The term ‘vestibule training’ is used to designate training in a class-room for semi-
skilled workers. It is more suitable where a large number of employees must be
trained at the same time for the same kind of work. Where this method is used, there
should be well qualified instructors in charge of training programmes.Here the
emphasis tends to be on learning rather than production. It is frequently used to train
clerks, machine operators, typists, etc.
Vestibule training is adapted to the general type of training problem that is faced
by on-the-job training. An attempt is made to duplicate, as nearly as possible, the
materials, equipments and conditions found in real work place. The human resources
department makes arrangements for vestibule training when the training work exceeds
the capacity of the line supervisors. Thus, in vestibule training, the workers are
trained on specific jobs as they would be expected to perform at their work place.
Vestibule training has certain demerits also. The artificial training atmosphere may
create adjustment problem for the trainees when they are sent to their actual work
place. It is relatively expensive as there is duplication of materials, equipments and
conditions found in the real work place.
21. OFF-THE-JOB TRAINING:-It requires the workers to undergo training for a specific
period away from the work place. Off-the-job methods are concerned with both
knowledge and skills in doing certain jobs. The workers are free of tension of work
when they are learning.
There are several off-the-job methods of training as described below:-
SPECIAL LECTURE CUM DISCUSSION:-Training through special lectures is also
known as “class-room training”. It is more associated with imparting knowledge than
skills. The special lectures may be delivered by some executives of the organization
or specialists from vocational and professional institutes. Many firms also follow the
practice of inviting experts for special lectures for the staff on matters like health,
safety, productivity, quality, etc.
CONFERENCE TRAINING:-A conference is a group meeting conducted According
to an organised plan in which the members seek to develop Knowledge and
understanding by oral participation. It is an effective training device for persons in
the positions of both conference member and conference leader. As a member, a
person can learn from others by comparing his opinions with those of others. He
learns to respect the viewpoints of others and also realizes that there is more than one
workable approach to any problem.
CASE STUDY:-The case method is a means of stimulating experience in the
classroom. Under this method, the trainee are given a problem or case which is more
or less related to the concepts and principles already taught. They analyze the
problem and suggest solutions which are discussed in the class. The instructor helps
them reach a common solution to the problem. This method gives the trainee an
opportunity to apply his knowledge to the solution of realistic problems.
23. ABOUT INDORAMA
COMPANY
INDORAMA, the giant textile ltd. Company ranks 15th
globally and
is the 2nd
largest textile company in India. The history of this successful
company begins with the establishment of the Ashok Textile Industry (P)
Ltd, in Nepal in the year 1969. The group was founded by Mr. M.L
Lohiya with the establishment of PT. IndoRama Synthetics in Indonesia.
This world-renowned group was then extended to Thailand, Srilanka, and
India.
In India the first spinning mill was set at Pithampur, which manufactured
Synthetic yarns with a capacity of 21,120 Spindles.
In the year 1992 the group came in Butibori, Nagpur with its new plant,
which actually started functioning in the year 1994. The subsidiaries of
IRSL are also sent in the Butibori industrial area. These include the Text
print overseas Ltd, and two units of Uniworth viz, Woolworth Ind. Ltd.
and Fabworth Ind. Ltd.
The net profit of the company in the year 2007-08 is Rs. 150 Cr. In one
quarter of the year. The only competitor to this group in India is the
Textile & Polyester giant Reliance. In technological aspect Indorama
ranks first in the country, with its technology imported from USA , Japan,
and Germany.
The company is under technical collaboration with M/S DUPONT, USA,
M/S TOYOBO, Japan and uses most sophisticated machines from the
BARMAG, Germany and CHEMETEX INTL, USA.
As per memorandum and articles of Association, the Board of Director of
the company shall consist of not more than 12 Directors. The present
Board comprise of 9 Director of whom 3 belong to the promoter and 4 are
out side professionals, one nominee each of IFCI and MPAVN.
24. PRODUCTS
The company is basically producing five different products:-
1. PSF: Polyester Staple Fiber.
2. POY: Partially Oriented Yarn.
3. DTY: Draw Textured Yarn.
4. FDY: Fully Drawn Yarn.
5. PC: Polyester Chips.
RAW MATERIALS
Following are the raw materials used:-
1. Purified terapthalic acid. (PTA)
2. Mono ethylene glycol. (MEG)
3. Viscose staple fiber
4. Polyester staple fiber
5. 0Polyester filament yarn
AREA OF EXPORTAND
AWARDS
Indorama exports its products mainly to Germany, Portugal, Greece
and Turkey, UK, Italy. The company has been awarded National
Exports Award from the President of India for its outstanding
performances in the field of exports, on the year 1997-98. In 1997 the
company also received “Niryat-Shri” award from the Federation of
International Export Organization. The company has also been
receiving the SRTECP Award for overall export for ninth year
running. The company has also been awarded by the ISO-9002
certificate by SGS Yarsley, UK, for its quality performance.
25. ORGANISATION STRUCTURE
TOP MANAGEMENT LEVEL AT IRSL
CHAIRMAN (INDORAMA GROUP)
MANAGING DIRECTOR (IRSL)
PRESIDENT (IRSL)
VP VP Sr. VP VP VP Asst. VP
(POLY) (ENGI) (MKTG.) (MATERIAL) (FIN. & ACC.) (PER&ADMIN)
26. MANAGEMENT HIERARCHY
PRESIDENT
Sr. VICE PRESIDENT
GENERAL MANAGER
Dy. GENERAL MANAGER
Sr. MANAGER
Dy. MANAGER
Asst. MANAGER
SHIFT In- CHARGE
SUPERVISOR
WORKMEN
MANAGING DIRECTOR
MANAGER
27. HIERARCHY OF PERSONAL DEPARTMENT
IR SECURITYADMINISTRATION
Manager
Manager
Officer
Manager
HR (VP)
PERSONAL
Manager
Asst. Manager
Contract
mgt...
Asst. Manager
Attendance
mgt.
Asst.
Manager
Salary
mgt.
Officer Officer Officer
Officer
Asst.Manager
T&D
Asst.Manager
Recurt/sel/app
r
Asst.Manager
Tick/Hosp
Asst. Manager
Gover/liesce
Officer Officer Officer
D.G.M.
29. OBJECTIVES OF THE PROJECT
The project is entitled as, “Study of Training and Development of employees in
Indorama synthetics (India) ltd. Butibori, Nagpur.”So, the basic objectives of the
project is as follows:-
• To acquire a thorough knowledge base on subject of Training and Development.
• To study how Training and Development programmes are undertaken in the
organization.
• To know process of Training and Development at Indorama synthetics (i) ltd.
Butibori, Nagpur.
• To study the induction programme at IRSL.
• To study the effectiveness of Training and development in the organization.
• To measure the satisfaction level of employees regarding training and
development.
30. TRAINING AND DEVELOPMENT
AT INDORAMA SYNETHETIC
(India) LTD.
TRAINING AND DEVELOPMENT AT INDORAMA SYNETHETIC
(India) LTD.
31. The vision is to, “THINK GLOBAL GROW GLOBAL”
Training is the process of increasing the knowledge and skills for doing a particular
job. It is organized procedure by which people learn knowledge and skill for a definite
purpose. The purpose of training is basically to bridge the gap between jobs basically
to bridge the gap between job requirement and present competence of an employee.
Training is closely related with the education and development.
Employee Training is distinct from management development. Training is
the short term process utilizing a systematic & organized procedure by which non –
managerial personnel learn technical and mechanical operations of machines. It for
short duration and for specific job related purpose.
Development is the long term process utilizing a systematic and organized
procedure by which managerial personnel learn conceptual and theoretical knowledge
for general purpose. It involves philosophical and theoretical educational concept and
it is designed for manager.
The IRSL provides the training session to the every level of employee in the
organization. It begins from manager level to the worker level.
Even the new fresher including Management trainee (MT’s) and General engineering
trainee (GET’s) gets the training.
TRAINING PROGRAME
32. The training program is given at IRSL at every month according to the training
calendar is being schedule. The induction program at IRSL is normally of 6 month. It
is designed as per the departmental requirements.
In the beginning of this program, the employee is required to fill a particular form.
This form contains his basic information. The induction program for the employee is
designed after studying this form, taking into consideration his background, areas of
interests, weaknesses, strengths etc.
Normally, Butibori is the only centre for induction at IRSL. Employees from different
place are trained at Butibori plant. To begin with the induction the very first thing is
to develop amongst these employees, a feeling of togetherness. For this, these
employees are given classroom training for about a month. Various departments come
to the class room to deliver lecture. During these classrooms training the employees
get familiar & friendly with each other. To strengthen the feeling of togetherness
&develop a sense of belonging groups are formed in the classroom. These groups are
given various tasks and intergroup competitions are conducted. Thus they are kept
busy all the time.
In the evening these employees are taken for plant visits. Outing is also planned to
frame people in the area. During this one month training examinations business
games, presentations are taken after this 1 month.
Here the GET’s and MT’s are taken to different units. In this training they learn the
setup of the company. Until this rotational training the placements of the candidates
are not disclosed. Placements are decided on completion of the rotational training. At
placement branch again the candidate is sent to different department. This may take 2-
4 months. Then they are back to their respective departments. No leaves are allowed
during the 6 months of induction period. After the completion of induction period a
week’s leave is permitted before joining.
33. The difference between the induction of GET’s and MT’s is that the MT’s have to go
deeper into the management part than the technical part.
At the end of the induction a report and feedback s has to be submitted by the
employee.
Induction of the GM and above level includes only the visit to different department
people. Induction program for workers is restricted to his department & place at work.
FLOWCHART OF TRAINING PROCEDURE
34. Identify training needs
Training needs assessment forms
Identify employees for training
Program
FileEmploy-ee
tanning
record
Design training program
Program schedule
Prepare training calendar
Training calendar
A
35. s
A
Send nomination
Nomination letter
File
Prog. Feedback
from below
training Mgt.
Prog. Feedback
from worker
File
Organize training program
Collect feedback assess competency
Prog. Feedback
from Mgt. and
above
File File
36. Follow up action
Update employee training record
Follow up action on feedback
B
B
Employee training record
File
File
37. BEHAVIOURAL TRAINING IN INDORAMA SYNTHETICS (India) LTD.
The procedure for imparting training based on organizational needs to employees in
Indorama are as follows:-
Organisational training needs:- Training needs based on organizational needs will be
identified by the manager using training needs identification form. The base for such
training is organizational requirements, change in system, procedure.
Planning and Organising Training programmes :- The HRD will make plan for
training programme based on needs of the firm. This may include training related to
product image, process change, fire and safety, environmental change, etc.
Specific Training Needs Through Respective Departmental Heads:- Based on
Training plan, training programmes will be organised in-house or outside Faculty.
Participant may also be sent for outside training programmes for Specific training
needs through respective departmental head. For the Purpose of organizing in-house
training programme, the department can Maintain a list of faculties available in the
company. This list will serve as a Guideline documents. Records of training
programmes conducted will be Maintained.
Evaluation of Training programmes:- The HRD will monitor progress on training
needs collected with respect to plan. The evaluation will be done and record will be
maintained for each employee to whom training has been imparted.
38. Measure of Effectiveness:- The measure of effectiveness of training programmes is
done in following ways: Overall improvement of individual. Fulfillment of firm’s
goals. Knowledge Enrichment. Enhancement in Employee Satisfaction Index.
Feedback obtained from the employees.
RESEARCH METHODOLOGY
.
39. RESEARCH METHODOLOGY
Research in common parlance refers to the search for knowledge. It can be also
defined as a scientific and systematic search for pertinent information on specific
topic. Infact, search is an art of scientific investigation. In simple terms, research
means, ‘ a careful investigation or enquiry especially through search for new facts in
any branch of knowledge.’
LOGICAL FLOW OF RESEARCH IS AS FOLLOWS
Identification of problem
Research objective
Sources of data
Data collection
Sample
Sample Size
Data interpretation
Data analysis
Finding and observation
Conclusion
Recommendation
40. RESEARCH DESIGN
Research design can be thought of as the structure of research. It is the glue that holds
all the elements in a research project together. Research design is a vital part of the
research study. It is the logical and systematic planning and directing of piece of
research. It is the master plan and blue print of the entire study.
SOURCES OF DATA
The sources of the data are as follows:-
PRIMARY DATA:-
• Internal data about working of HR department gathered from organization.
• Interview.
• Observation.
• Sufficient data collected through feedback forms by the employees.
[ Questionnaires ].
SECONDRAY DATA:-
• Magazines, journals, brochures , etc.
• Website of the company. [www.irsl.com ].
• Books.
• Earlier researches on similar topic.
SAMPLES
41. We always have to work with a sample of subjects rather than the full population.
But people are interested in the population, not the sample. To generalize from the
sample to the population, the sample has to be representative of the population. The
safest way to ensure that it is the representative is to use a Random selection
procedure.
METHOD OF SAMPLING USED: “ RANDOM SAMPLING METHOD”
In the random sampling method, all items have some chance of selection that can be
calculated. Random sampling technique ensures that bias is not introduced regarding
who is included in the survey.
SAMPLE SIZE
The sample size taken is 20 employees from the Human Resource Department of
Indorama synthetics (India) ltd. Butibori, Nagpur.
DATA COLLECTION
Survey-questionnaire:- Behaviors, beliefs and observations of specific groups are
identified, reported and interpreted.
43. DATA ANALYSIS AND DATA
INTERPRETATION
Q 1. Your organization considers training as a part of organizational strategy. Do
you agree with this statement?
No of
employees
Strongly agree Agree Disagree
Somewhat
agree
20 08 10 01 01
According to the above data, it is clear that out of 100% employees of Indorama :
44. 50% of employees consider training as a part of firm’s strategy.
40% of employees strongly agree with the statement.
5% of employees disagree with the statement.
Q.2 To whom training is given more in your organization?
No.of
employees
New staff Junior staff Senior staff Based on
requirement
20 8 2 8 2
According to the above data, out of 100% employees in Indorama:
40% of new staff are given training.
10% of junior staff are given training.
40% of senior staff are given training.
10% of employees are given training based on requirements.
45. Q.3 What are the barriers to training and development in your firm?
No of
employees
Time Lack of
interest
Money Non availability
of skilled
trainer
20 07 08 03 02
According to above data, out of 100% employees fo Indorama:
35% of employees consider time as a barrier in their training.
40% of employees consider lack of interest as a barrier.
15% of employees consider money as a barrier.
10% of employees consider non availability of skilled trainer as a barrier.
46. Q.4 What mode of training method is used in your firm?
No of
employees
Job relation Conference/Discussion External
training
Programmed
instruction
20 06 08 03 03
According to the above data, out of 100% employees in Indorama:
30% of employees said job relation is used as a mode of training.
40% of employees said conference/discussion is used as mode of training.
15% of employees said external training is done.
15% of employees said programmed instruction is used as a mode of training.
47. Q.5 “ Training and development sessions conducted in your firm are useful.”
Do you agree with this statement?
No of
employees
Strongly agree Agree Disagree Somewhat
agree
20 05 13 01 01
According to above data, out of 100% employees in Indorama:
25% of employees strongly agree with the statement.
65% of employees agree with the statement.
5% of employees disagree with the statement.
48. 5% of employees somewhat agree with the statement.
Q.6 How long does it take to implement the trained process?
No of
employees
Less than one
month
1-2 months 2-4 months More than 4
months.
20 05 12 03 00
According to above data, out of 100% employees in Indorama:
25% of employees said it took less than one month.
60% of employees said it took 1-2 months.
15% of employees said it took 2-4 months.
49. Q.7 How well the workplace of the training is physically organised?
No of
employees
Excellent Good Bad Average
20 13 O5 01 01
According to the above data, out of 100% employees in Indorama:
65% employees said that workplace of training is organised excellently.
25% employees said workplace is good organised.
5% employees said workplace is badly organised.
50. Q.8 What are the conditions that have to be improved during training sessions?
No of
emlpoyees
Re-design the
workplace
Remove
interference
Re organise
the work place
Up grade the
information
20 11 03 02 04
According to the above data, out of 100% employees in Indorama:
55% employees needs re-design of job.
15% of employees needs removal of interferences during training.
51. 10% of employees needs re-organisation of the work place.
20% of employees needs up graded information during training sessions
Q.9 What are the general complaints about training sessions?
No of
employees
Time Wastage Gaps between
the sessions
Training
sessions are
unplanned
Sessions are
boring.
20 14 04 01 01
According to the above data, out of 100% employees in Indorama:
70% of employees have a complaint of time wastage during training.
52. 20% of employees have a complaint of too many gaps between the sessions.
5% of employees said training sessions are unplanned and are boring.
54. Selection of the Project
I am a student of MBA 1st
year and have taken Human Resource Management as my
specialization subject.
While doing Summer Internship in Indorama I studied the HR activities and functions
carried out in indorama during my SIP training & development came up as a topic of
interest while it is not easy to understand all the parameters it is still required by all
the Organizations.
Training is a learning process that involves the acquisition of knowledge, sharpening
of skills, concepts, rules, or changing of attitudes and behaviours to enhance the
performance of employees.
The Project Focus On:
How training & development is an antecedent of job involvement and what should
company do to make the company to improve employees performance.
LESSONS LEARN DURING SIP:
1. Selection of the Company for Sip Should Be Done Carefully.
2. Team work is very important for HR manager.
3. Networking and Communication skills need to be very good.
4. Need to know Excel Sheet for office work.
5. How the training and development of employees done in Industries.
6. Safety measure should be taken into consideration during training.
7. Time motion study plays a key role in the process of training.
56. CONCLUSIONS
On the basis of the analysis made, the following conclusions are drawn:
• Maximum number of the employees finds healthy environment at the
work place.
• Lack of interest in employees act as a barrier in training programmes.
• Maximum employees said that they get help whenever they require.
• Employees are satisfied with the training and development programmes given
to them.
• The training programmes has helped in developing skills of the employees.
• After attending the training programme most of the workers find their attitude
better towards the job.
• Most of the employees wants to the workplace to be redesigned where the
training sessions are been conducted.
• Employees felt the time wastage during training session. But trainees were
satisfied with activities conducted during training program because it was
related to their job.
58. RECOMMENDATIONS AND SUGGESTIONS
• Some advanced training is required in technology department.
• The company should adopt some other ways for nominating the trainees like
training need identification survey, self nomination, personal analysis,
organisational analysis, etc.
• Training should be a continuous process i.e., it should be imparted at regular
intervals.
• The duration of training program should be less and details should be precise
and accurate.
• HR department should conduct seminars on some vital topics so that
employees are always motivated and encouraged to work.
60. BIBLIOGRAPHY
BOOKS REFERRED:
Personnel and Human Resource Management by P. Subba Rao.
Personnel Management by C. B. Mamoria.
Human Resource and Personnel Management by K. Aswathappa.
Human Resource Management by Anjali Ghanekar.
Human Resource Management by T. N. Chhabra.
WEBSITES:
www.goggle.com
www.wikipedia.org
www.irsl.com
62. ANNEXURE
INDORAMA SYNTHETIC (India) LTD.BUTIBORI, NAGPUR.
QUESTIONNAIRE
PERSONAL DETAILS:
NAME:
AGE:
GENDER: MALE FEMALE
Q.1 Your organisation considers training as a part of organisational strategy.Do
You agree with this statement?
Strongly agree
Agree
Disagree
Somewhat agree
Q.2 To whom is training given more in your organisation?
New staff
Junior staff
Senior staff
Based on requirement
63. Q.3 What are the barriers to training and development in your organisation?
Time
Lack of interest
Money
Non availability of skilled trainer
Q.4 What mode of training is normally used in ypur organisation?
Job relation
Conference/Discussion
External training
Programmed instruction
Q.5 “ Training and Development sessions conducted in your firm are Useful.”Do
you agree with this statement?
Strongly agree
Agree
Disagree
Somewhat agree
Q.6 How long does it take to implement the trained process?
Less than one month
1-2 months
2-4 months
More than 4 months
64. Q.7 How well the work place of training is organised?
Excellent
Good
Bad
Average
Q.8 . What are the conditions that have to be improved during training
sessions?
Re organise the job
Remove interference
Re organise the work- place
Up grade the information of material
given during training.
Q.9 . What are the general complaints about training sessions?
Take away precious time of workers
Too many gaps between the sessions.
Training sessions are unplanned.
Boring and not useful.