Professional Documents
Culture Documents
A
PROJECT REPORT
SUBMITTED FOR PARTIAL FULFILLMENT OF MASTER
IN BUSINESS ADMINISTRATION
SUBMITTED BY:
PRITIMAYEE MISHRA
ENROLLMENT NO – 072386653
Pritimayee Mishra
Acknowledgement
I owe my sincere and hearty gratitude to Mr. P.K. Biswas, BIMIT, Cuttack,
for his active guidance, and persistent encouragement throughout my study.
He undoubtly deserves the credit of my dissertation. I take the opportunity to
express my gratitude to the staffs of NALCO for permitting me to do my
study in the main branch.
At last I would like to express my thanks to each and every person directly
or indirectly involved in helping me to complete this dissertation.
Pritimayee Mishra
Chapter - 1
Introduction
Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to retaining,
Resource Management is defined as the set of activities, programs, and functions that are
Scope of HRM without a doubt is vast. All the activities of employee, from the time of
his entry into an organization until he leaves, come under the horizon of HRM.
Training and Development, Retention, Industrial Relation, etc. Out of all these divisions,
organization should create condition in which people acquire new knowledge and skills
and develop healthy patterns of behavior and of styles. One of the main mechanisms of
Employee training is the process whereby people learn the skills, knowledge
attitudes and behaviors needed in order to perform, their job effectively. No big industrial
organization can long ignore the training and development need of its employees without
seriously inhabiting its performance. Even the most careful selection doe not climate the
need for training, since people are not molded to specifications and rarely meet the
employees if when, once their skills are developed and expectation are raised, they are
not given opportunities for the application of such skills. A good training sub-system
would help greatly in monitoring the directions in which employees should develop. In
the best interest of the organization, a good training system also ensures that employee
and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and
Development, note that these ideas are often considered to be synonymous. However, to
The principal objective of training and development division is to make sure the
1981, National Aluminium Company Limited (Nalco) had acquired 7263 acres of land at
Damanjodi in Koraput district and 4057 acres at Angul. During the inception of the
company, 635 families in 51 villages were displaced - 600 families in Damanjodi sector
and 35 families in Angul sector. From these 635 displaced families, employment has
nomination status of balance 10 families has been taken up at appropriate level. Besides,
1495 families were substantially affected (i.e. parting with one third or more land) in
Angul sector. Even from these, jobs have been provided to 1060 persons. Nalco has also
been sponsoring ITI training to such persons and 543 have been technically trained so far.
Apart from financial compensation, employment and rehabilitation packages, Nalco has
also spent more than Rs. 100 crore towards various social sector development activities.
health care and drinking water gets priority in the periphery development plans of the
and sanitation programmes apart, encouragement to sports, art, culture and literature are
all a part of Nalco's deep involvement with the life of the community. Successful
operations of the company have led to employment and income generation for the local
• To find out whether training is essential for knowledge & skill development.
• To examine the problem associated with training programme & find out the
• To know how the training assist the organization with its primary objective by
various Human Resource functions of the organization. Thus the scope of study includes
the area such as Human resource Planning, Selection, Placement, Induction &
Orientation.
methodology helps in providing theoretical framework, narrow down the range of facts to
be studied. It consists of databases, sampling plan, tools & Techniques and data
Data are collected from both primary as well as secondary sources. Primary data
All the policies of NALCO giving emphasis on training & development will be studied.
Sampling Design:
Sufficient care will be taken to select the sample of respondents. The sample covers
executives and clericals. For this purposes random sampling will be used to select
respondents.
• Sample type - E0 to E4
• Sample Size - 50
In the present study, Chapter -1 introduces the subject along with the objectives of
the study, research methodology and chapter layout. Chapter -2 analyses the theoretical
aspect of the study. Chapter -3 analyses the company profile of NALCO. Chapter – 4
devoted to the data analysis of the primary and secondary data. Chapter – 5 is the
concluding chapter that includes the conclusions, major findings of the study.
Chapter -2
Theoretical Aspect
(T & D) deals with the design and delivery of learning to improve performance, skills, or
importance of learning for the individual and the organization. In other organizations, the
during the 1930s. Many people used to refer it before by its traditional titles, such as
a management function that helps an organization select, recruit, train and develops.
Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to retaining,
Resource Management is defined as the set of activities, programs, and functions that are
HRM without a doubt is vast. All the activities of employee, from the time of his entry
into an organization until he leaves, come under the horizon of HRM. The divisions
Development, Retention, Industrial Relation, etc. Out of all these divisions, one such
training. They were holding the traditional view that managers are born and not made.
There were also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now the scenario seems to
be changing.
have realized the importance of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian Industry has been changed to
optimizing the utilization of human resource that further helps the employee to
increasing the job knowledge and skills of employees at each level. It helps to
employees.
the employees that helps the organization further to achieve its long-term goal.
perception and feeling about the organization. The employees get these feelings
• Quality – Training and Development helps in improving upon the quality of work
and work-life.
• Morale – Training and Development helps in improving the morale of the work
force.
loyalty, better attitudes, and other aspects that successful workers and managers
usually display.
The HR functioning is changing with time and with this change, the relationship
between the training function and other management activity is also changing. The
training and development activities are now equally important with that of other HR
functions. Gone are the days, when training was considered to be futile, waste of time,
resources, and money. Now a day, training is an investment because the departments such
as, marketing & sales, HR, production, finance, etc depends on training for its survival. If
training is not considered as a priority or not seen as a vital part in the organization, then
it is difficult to accept that such a company has effectively carried out HRM. Training
actually provides the opportunity to raise the profile development activities in the
organization.
(concepts of HRM), senior management team is now increasing the role of training. Such
development and long-term education. Training is now the important tool of Human
employees, achieving their professional and personal goals, increasing the level of job
satisfaction, etc. As a result training is given on a variety of skill development and covers
a multitude of courses.
This is the era of cutthroat competition and with this changing scenario of business;
the role of HR professionals in training has been widened. HR role now is:
System Approach can be used to examine broad issues like objectives, functions, and
aim. It establishes a logical relationship between the sequential stages in the process of
training need analysis (TNA), formulating, delivering, and evaluating. There are 4
necessary inputs i.e. technology, man, material, time required in every system to produce
products or services. And every system must have some output from these inputs in order
to survive. The output can be tangible or intangible depending upon the organization’s
approach uses step-by-step procedures to solve the problems. Under systematic approach,
training is undertaken on planned basis. Out of this planned effort, one such basic model
of five steps is system model that is explained below. Organization are working in open
environment i.e. there are some internal and external forces, that poses threats and
opportunities, therefore, trainers need to be aware of these forces which may impact on
the content, form, and conduct of the training efforts. The internal forces are the various
demands of the organization for a better learning environment; need to be up to date with
The system model consists of five phases and should be repeated on a regular basis to
make further improvements. The training should achieve the purpose of helping
employee to perform their work to required standards. The steps involved in System
1. Analyze and identify the training needs i.e. to analyze the department, job,
estimating training cost, etc The next step is to develop a performance measure on
3. Develop- This phase requires listing the activities in the training program that will
assist the participants to learn, selecting delivery method, examining the training
4. Implementing is the hardest part of the system because one wrong step can lead to
5. Evaluating each phase so as to make sure it has achieved its aim in terms of
There are various methods of training, which can be divided in to cognitive and
behavioral methods. Trainers need to understand the pros and cons of each method, also
its impact on trainees keeping their background and skills in mind before giving training.
Cognitive methods are more of giving theoretical training to the trainees. The various
methods under Cognitive approach provide the rules for how to do something, written or
verbal information; demonstrate relationships among concepts, etc. These methods are
People, with the aim to achieve some goal or develop specific skills. There are
many ways to coach, types of coaching and methods to coaching. Direction may include
practice.
Information technology:
telecommunication, the change and the pace of it are more pronounced - from basic
telephony to voice, video and data services, and from bandwidth on demand to virtual
private networks, IT is making the entire plethora of BSNL's telecom services expand.
And, being rapidly implemented as the backbone for running customer-friendly services:
Electronic learning:
In companies, it refers to the strategies that use the company network to deliver training
mode to attend a course or programmes of study where the students rarely, if ever, attend
face-to-face for on-campus access to educational facilities, because they study on-line.
Executive Education
Executive Education is the term used for programs at graduate-level business schools
that aim to give classes for Chief Executives and other top managers or entrepreneurs.
These programs do not usually end in a degree, although there is an ever-growing number
of an Executive MBA program that are very similar and offer a Masters of Business
seen as a boon to both the school (as it usually comes with a hefty price tag in the form of
tuition and fees) and the younger, traditional Masters of Business Administration
students. The alumni network of the business school is bolstered by the ranks of these
high executives, who can help the younger MBAs with finding jobs.
Leadership development
Leadership development refers to any activity that enhances the quality of leadership
within an individual or organization. These activities have ranged from MBA style
retreats.
Company profile
the history of Indian Aluminium Industry. In a major leap forward, Nalco has not only
addressed the need for self-sufficiency in aluminium, but also given the country a
technological edge in producing this strategic metal to the best of world standards. Nalco
was incorporated in 1981 in the Public Sector, to exploit a part of the large deposits of
• The philosophy of Nalco in the field of human resources and management has
been:
To attract competent personnel with growth potential and develop their skills and
• To develop and nurture favorable attitude among employees and to obtain their
good pay and welfare amenities, commensurate with the company's capacity to
Mission
To achieve growth in business with global competitive edge providing satisfaction to the
Product Mix
Aluminium Metal
Ingots
Sows
Billets
Wirerods
Alloy wire rods
Cast strips
Alumina & Hydrate
Calcined Alumina
Alumina Hydrate
Zeolite-A
Special Products
Specialty Hydrate/Alumina
(Alumina Chemicals)
Rolled Product
Aluminium Rolled Products
Philosophy
training inputs.
• Enable employees to keep abreast knowledge and skills and enable them to
• Facilitate each and every employee to get the benefit of comprehensive training
Policy coverage:
The training policy system shall cover all employees and regular trainees against
Training year:
Training years shall mean a period of one year commencing from 1 st April of a year to
In House Training:
Training programme designed, developed and conducted with in the company with or
without the assistance of external agency or faculty will be termed as in-house training.
agency may or may not be exclusively for the employees of the company and to which
Customer Training:
A programme specially designed for the NALCO employees arranged by an outside
agency mostly the supplier/ manufactures of the equipments and process technology as
per the contractual agreement and terms and conditions of the contract.
Specified Intervention:
competencies as felt necessary by the oranisation from time to time will be considered as
specified intervention.
A training programme designed, developed and conducted on the basis of the functional
Induction Training:
A systematic Induction training with suitable module shall be conducted for all new
the organization. Its philosophy, values, mission, goals, product services function, HR
processes and to supplement them with the detail understanding of the nature of their job
• Time
• Soul
• Understood emotional issues
• Ownership
• Creating adaptation
• Developing creativity
Training Target:
The employees will be the target for training and it shall be constant endeavour of the
company to provide average 2.5 mandays of training per employee per year computed on
the basis of total training man days input provided divided by the total employee strength
of the company.
The projected training needs in the prescribed format used for competency mapping of
January of every second year. In addition to the above other sources of training need such
as departmental / organizational including soft skills will also be taken into account. The
In-house Training:
• Information Technology
• Developmental Training
• Initiated by HOD
• Programme formulation
• Target group
• Conference facility
• Evaluation procedure
5. External Training:
Area of training-
• Autonomous bodies like MDI, ASCI, IIMs, IITs, NIIT , CII etc.
Basic:
Specific:
• Justification of selecting the person for this training (in terms of educational
• Budget provision
• Training profile
• Consent fromHOD/ Unit head
• Changing priority
• New experience
6. Foreign training:
Areas of Training:
• Budget provision
• Training profile
• Approval of CMD
study/ training
More than 15 days up to 30 2 years Rs. 1,00,000/-
7. Travel entitlement:
Travel entitlement for journey will be regarded as per the existing TA rules and other
circulars issued from time to timer with the approval of competent authority.
8. Miscellaneous Expenses:
Passport fees, airport taxes, foreign travel taxes, overseas health insurance premium on
policy taken from Indian Insurance companies. Excess baggage, kit allowances etc for
visiting the countries as per approval programme will be regulated as per the circular
The agencies that will deal with training function in the company shall include the
following:
Unit training center at S & P and M & R shall cater to the training and dveleopment
needs of the employees of the respective unit mostly related to functional and skill
improvement areas.
HRD center of Excellence at Corporate Office, Bhubaneswar shall cater to the following
• For all executive of E-5 and above level in functional Developmental area
within India.
• In-house training programmes for all executives of the company in the level of
• Specialized area in in-house and external training with in India for all non-
All departments an executive not below the rank of E-4 level as training nodal officers on
rotation basis. He will constantly interact with the respective training departments and
will ensure proper identification of training need and fulfillment of the same at the
earliest available opportunity. The training department will maintain the list of nodal
officers of all departments and will have interaction with them for smooth co-ordination
Honorarium to Faculty:
Honorarium to Faculty both External & internal will be regulated as per the Honorarium
Approving authority:
This will be generally in line with delegation of power. However, under special
circumstances the guidelines issued by competent authority may be applicable for the
purpose.
Regulation of Entitlements:
Entitlement of the employees with regards to TA, DA and nominations for various in-
house training programmes including external training shall be regulated as per the
The respective training departments will project their annual budget on the training on the
basis of their projected activities for relevant year keeping the organizational strategy in
No- 57 or the Circular rules issued from time to time will be applicable to the defaulting
employees which shall debar the concerned employees from further training for a period
of one year. In case of repetition of such act the concerned employee wil be deprives of
promotion by one year. The provision above would not apply in case adequetly justified
for such non attendance of training will due approval of functional Directors.
Training effectiveness:
• Eavaluation of all job skill oriented training programmes may be carried out
measurers.
plan.
Future challenges:
(SAIL) etc to offer top rate management programmes to bring vision, strategy
website.
I&IS customers across many diverse industries use our water treatment programs to
extend the useful life of their assets, minimize downtime of their facilities, conserve
water and energy and reduce their total cost of operations. Our process treatment
investment casting, and odor control and membrane systems. Nalco is the leader of this
$6.9 billion global market. Products and services include: cooling water treatment and
automation (scale control, microbial fouling control, corrosion control); boiler water
air treatment; raw and wastewater treatment; and water reuse and recycle. Our total water
large spectrum of industries and markets, including aerospace, steel, mining, chemicals,
The needs of I&IS customers are as diverse as the industries we serve, and the successful
sales engineers who make up our sales force are equally diverse. The I&IS division seeks
sales engineers who have a technical background, but are also engaging, excellent at
building relationships and have competitive drive. On the technical side, we look for
people with engineering or chemistry degrees, including chemical engineering,
nuclear, paper and civil engineering. On the chemistry side, we look for
motivated individuals who push themselves, because when you are in the field, it’s often
just you and the customer. Competitive drive is the most important differentiator between
Nalco sales engineers have to be able to design solutions and solve problems right
alongside our customers in their plants, and they must be passionate about working hard
Nalco offers competitive pay and benefits. Their training and development program turns
out the best-prepared sales engineers in the industry. Its customers know that and have
come to depend upon it. Sales engineers come to Nalco’s global corporate headquarters
in Naperville, Ill., for one week of onboarding, which includes an introduction to Nalco,
computer training and three days of safety training. The second component of sales
engineer training is a 24-week session of technical lessons, involving lesson plans and
tasks that have to be completed outside of work. After the initial week of training,
engineers go out into the field for on-site training and see the things they have learned
about. The third component of training is a competency exam that must be passed in
order to become a full-time I&IS sales engineer. After three to six months in the field, in
which sales engineers are further trained by the District Manager and a Primary Trainer,
sales engineers come back to Naperville for the fourth component of training: the New
Sales Engineer Conference, which involves another week of training. The conference
includes sales talks where the sales process is learned and practiced with role-playing and
simulation techniques.
Heavy Industry: The sales cycles are longer, usually more technically oriented and the
accounts are much bigger. Heavy industry sales engineers need to be more technically
Light Industry: The account/customer is smaller and the sales cycle is shorter. Sales
engineers do not spend as much time with these accounts, so they do not typically have to
have as much technology experience. I&IS also has one of the best-developed alternate
career paths, and it’s all about keeping sales engineers satisfied long-term in their jobs.
The Professional Sales Career track includes positions from District Representative all
the way up to Key Account Manager. Nalco I&IS also offers a Sales Management track,
with such positions as Area Manager, District Manager and Sales District Area Manager.
In both career paths, sales engineers learn new things all the time and there are
At Nalco there is also a sense of camaraderie and teamwork. It’s more than just a job —
it is also about family. Sales engineers do things together outside of work — they
celebrate their kids’ birthdays, socialize and support each other as a team.
National Aluminium Company Limited (Nalco) had acquired 7263 acres of land at
Damanjodi in Koraput district and 4057 acres at Angul. During the inception of the
company, 635 families in 51 villages were displaced - 600 families in Damanjodi sector
and 35 families in Angul sector. From these 635 displaced families, employment has
nomination status of balance 10 families has been taken up at appropriate level. Besides,
1495 families were substantially affected (i.e. parting with one third or more land) in
Angul sector. Even from these, jobs have been provided to 1060 persons. Nalco has also
been sponsoring ITI training to such persons and 543 have been technically trained so far.
Apart from financial compensation, employment and rehabilitation packages, Nalco has
also spent more than Rs. 100 crore towards various social sector development activities.
health care and drinking water gets priority in the periphery development plans of the
and sanitation programmes apart, encouragement to sports, art, culture and literature are
all a part of Nalco's deep involvement with the life of the community. Successful
operations of the company have led to employment and income generation for the local
OF 2008-09
According to the reviewed financial results for 3rd quarter of the financial year 2008-09,
taken on record by the Board of Directors in a meeting held in New Delhi today, the
company has achieved net profit of Rs.219.46 crore, with a sales turnover of Rs.1091.97
crore. However, during the 3rd quarter of previous fiscal, the figures were up at
Rs.329.44 crore and Rs.1220.97 crore, respectively. The company earned profit of Rs.445
crore from sale turnover of Rs.1,676 crore in 2nd quarter of the current fiscal.
The net profit and sales turnover for the 9 months ended December 2008 work out to
Rs.1189.25 crore and Rs.4374.29 crore, respectively, as against the corresponding figures
of Rs.1215.83 crore and Rs.3940.21 crore achieved during the first 9 months of the
previous fiscal. The alumina sales during the 9 months of this fiscal have gone down to
6.05 lakh tonnes as against 6.27 lakh tonnes achieved during the comparable period of
2007-08 and the metal sales have also declined to 2.50 lakh tonnes from 2.61 lakh tonnes
The lower sales and profit during the 3rd quarter are primarily due to the global recession
Data analysis
Interpretation:
Training and development programmes are the planned programme designed to improve
performance and to bring about measurable changes in knowledge, skills attitude and
social behavior of the employees for doing a particular job. Now-a-days training has an
executives with such knowledge, skill and techniques as are relevant to managerial tasks
and functions. In NALCO number of various training programmes has been conducted
for different categories of employees. In current financial year 2521 of employees have
been trained in the areas like, Appraisal methodology, customer orientation & marketing
of NALCO products, role excellence of sub staff, Trainers training programme, Business
Opinion of the employees regarding different training & development programmes mot
of the respondents said that induction helps in learning about the organisation i.e. 46%.
Regarding senior members’ participation in developing the skill, knowledge and attitude
of subordinates 36% said it is almost true, 24% said that mostly true. As training is given
on the basis of the organisations need, 70% said almost true and 20% mostly true.
Regarding well policies of training 44% said almost true and various training
programmes are effectively evaluated as 40% to 60% said it is properly taken care by the
NALCO. As 26% to 46% said training provides a very good climate for the employees
Interpretation:
Normally employees have aspirations to advance and grow in their organization & desire
to achieve higher & more satisfying performance. An organization will gain strength &
vitality only when its employees are convinced that they will not only have financial gain
but also emotional and mental satisfaction. In case of career development top
management makes effort to identify and utilize the potential of the employees, fair the
organisation has used method as the 30% to 40% respondents said that promotion
decisions are not on the basis of favors rather on the basis of suitability. 30% to 45%
respondents said that behavioral feedback is given to the employee. 40% to 60% said
they welcome organizational change & development. 60% to 72% of the respondent said
that rewards are based on overall ideas of merit and objectivity. 52% to 60% said that
transferred policy is open to each and every employee & the employees have been
transferred to different regions, where the bank is operating. 44% to 60% said that job
rotation is done regularly for developing the employee & promoting the multi skill
20%
Yes
No
80%
Interpretation:
From the above chart the researcher found that 80% respondents of NALCO are aware
about training programme but 20% are not aware about that
From the above pie chart it is revealed that 90% of the respondents of NALCO
employees said they are satisfied with the training provided by the organization. But 10%
Findings of the collected data play a vital role to find out the desired result of the project.
• Employee seems to be satisfied with the HRD practices done by NALCO for
the employees.
• Team spirit, trust, collaboration among the employees is good for carrying out
the activities.
development.
• Every employee suggests and strongly agrees with the fact that training is the
• All most all the employees recommended that training is the essential part in
their skill and knowledge attitude in the job and also in the workplace.
• 45% employees feel that on the job training is more helpful other than other
method because they feel themselves fresher or less skilled. So that they
cannot handle the situation or problem perfectly in the workplace, which leads
employees recommend both type of training methods because they feel that
both are appropriate in its place and it helps them in better problem solving.
• 70% employees feel that the training plans or policies settled by the company
• In the training design 90% employees feel that the schedule is excellent and
they can devote more time in training programs and gain more knowledge.
modification.
• In the criteria of the training sessions 40% employees strongly agree that
training session must be settled properly. Like where the training is conducted
the materials needed in the training and the trainers appointed for the training
etc. however 20% of the employees strongly disagree about the impression of
the trainers are excellent because they fell that the types of the training
modification.. They also fell that the organization should given more
• The most important thing is that training evaluation. Whether the employees
extent the development is? 35% employees say that the developmental
programs are excellent and 15 % employees said that it is not satisfactory and
12.5% said that it needs modification because they feel that employees should
be praised and motivated during the training program so that their interest
• Certain development activities must be done so that the company can known
• The organization should realize the importance of training for its benefits.
by the organization.
utilization.
developmental areas.
expectations.
• The first and most important thing is that the company should appoint more
• Similarly the employees who performed well during the training sessions they
• The seniors also undergo some vocational training at the particular time
Conclusion:
awareness of the rules and procedures to guide the behavior of the employees. Every
organization seeks well skilled experience persons for the job. However sometime fresher
employees cannot perform satisfactorily, so that they need some extra support by which
they can develop their skill, ability, attitude and knowledge in the job. Therefore to
enhance all the above criteria training is essential. Training is the core stone of the sound
training program the objective of the training must be settle appropriately. Who are the
target employees, which type of trainers should be appointed, what should be equipment
used in the training program and the place of the training must be targeted before starting
the training schedule. The most important thing is that the trainers must take suggestions
and view of the trainees during the program. Some time the trainers must appreciate the
However, the percentage spend and number of days spent training staff may be useful in
order to get an overview of the companies commitment to training and development, but
it is the manner, approach and content of the training initiatives as well as their
assessment and follow up which determine success. It is all too easy to throw money at a
performance problem and assume that a training course will sort it out, when this may
well be just putting a plaster over an open wound. Training initiatives need to be
strategically aligned to the overall company mission and goals. They need to be designed
and delivered with the aim of helping staff to achieve their departmental as well as
personal goals, so the trend of increased involvement by line managers and employees is
strategic approach to training and development rather than an unplanned and ad hoc one,
training and development initiatives become more targeted, measurable and effective.
the future to facilitate participant’s different learning styles as well as lifestyles. They
also need to be assessed in terms of reaction, learning, behaviour change and results to
determine the added value to the organisation. This area of evaluation is one whereby
many organisations simply evaluate the effectiveness of the training intervention based
sample training and development approach is outlined below describing the essential
In order to remain competitive and to ensure excellent staff are attracted to and remain
within the organisation, companies need to ensure that the training anddevelopment of all
people who are the face of the business, companies can get ahead of the competition and
excel in what they do. One of the most important aspects of managing people lies in
helping employees become more effective at their jobs and being able to adapt to that job
or another job as he/she matures within the organisation. This requires a high level of co-
ordination between employee training and development and the range of other personnel
functions, such as recruitment and selection, performance appraisal, reward systems and
employee relations. Identification of a company’s training needs, designing a relevant
training plan, selecting and implementing the resulting training programme and
evaluating it’s success are therefore integral elements of the overall Human Resource
process.
However, for any of these functions to be effective, the Training plans and policies must
increasingly considered to be a key player in helping the organisation to achieve it’s goals
through it’s people as it is becoming more generally accepted that there is a strong
retention and motivation. The whole Training and Development function has increasingly
acquired status as the instrument for breaking new ground and bringing about change
through its developmental activities. Training managers must provide expert advice to top
level management, usually about the value to the organisation of a particular kind of
systematic approach to training outlining for example, the extent to which changes in
structure and procedures will be necessary to support training. The training must take
place within a framework of partnership between the trainer, employer and employee.
This relationship must be characterised by trust between all stakeholders so that training
does not simply reflect the views of the employer. This commonality of interest must be
identified and worked towards. Training and development is about making a difference to
the bottom line, both in terms of how people feel about their jobs as well as in the area of
performance and productivity. Ultimately, it is about adding real value to the organisation
With the development of global market and liberalization of national economy quality
products and services and higher productivity have became crucial elements for corporate
survival more than the sophistication, more is the recruitment of adherence to standard
available. For NALCO all over the world consider employees and their competencies as
strategic resources that give them competitive advantages. With the increased emphasis
on employees creativity and autonomy the expectation of the employees on the other
hand are also fast changing. Due to training employees’ performance level increases and
it will increase the quality of the product. So NALCO should give more emphasis on
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9. www.nalcoindia.com
10. www.google.co.in
11. www.scribed.com
Appendix
Dear Sir,
academic work, so I want some valuable information from you. Information provided by
you will be used for academic purpose only. At any cost your identity will not be
disclosed.
five-point scale follows each statement. A statement “Strongly agree” indicates a rating
of 5. A statement almost true (Rating 4), Mostly true, sometimes true (rating 3), Rarely
true (rating 2) & not at all true (rating 1). You are requested to tick (√) mark the answer
tat you think appropriate in your opinion. It is necessary to respond all the questions for
I request you to extend your kind co-operation to make this study successful.
Yours Sincerely
(Pritimayee Mishra)
Part - I
Personal information:
a) Name
b) Age
c) Marital status
d) Qualification
e) Designation
f) Department
g) Years of experience
h) Number of Training attended:
Part - II
A number of statements are given below describing the employment practices of a bank.
Please give your assessment of the employment practices in your bank by rating five
‘1’ to those items that you think is not at all true for your organization (100% false)
‘2’ to those items that are only rarely true (25% true & 75% false)
‘3’ to those items that are sometimes true (50% true & 50% false)
‘4’ to those items that are mostly true (75% true & 25% false)