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HR Project BESCOM Proj.report

HR Project BESCOM Proj.report

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Training and Development Programmes at BESCOM

INDUSTRY PROFILE Electricity is one of the most important forms of energy. We cannot see, hear or smell electricity, but we know about it by what it does. Electricity produces light and heat and it provides power for household appliances and industrial machinery. Electric power also enables us to have telephones, computers, films, television, and radio etc,. Most of the electricity that we use daily consists of a flow of tiny particles called electrons. Electrons are the smallest unit of electricity. They are much too tiny to be seen, even with a microscope. Everything around us, including our bodies, contains electrons. Therefore, everything can be thought of as partly electrical. Some of the effects of electricity can be thought of as partly electrical. Some of the effects of electricitymay be seen in nature. For example, lightening is a huge flash of light caused by electricity. Almost all the world’s electricity is produced at power plants by large machines called generators. Most of these plants burn coal or oil to make steam, which provides the energy to run the generators. Thick wires carry electricity from the plant to all the places such as houses, schools, colleges, farms, factories and other places where people need it. Electricity is a handy source of energy, but it must be used with great care. Faulty wiring or an overloaded socket can cause a fire. An electricity supply even with one voltage can kill a person if he/she touches a bare wire with wet hands or while standing on a wet floor.

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Training and Development Programmes at BESCOM

BESCOM HISTORY : The erstwhile Mysore State had the enviable and glorious position of establishing the first major hydroelectric generating station for commercial operations at Shivanasamudram as early as 1902. The art at that time was still in its infancy, even in the advanced countries. The longest transmission line, at the highest voltage in the world, was constructed to meet the power needs of mining operations at Kolar Gold Fields. The State of Karnataka, with availability of cheap electric power, and other infrastructure facilities, was conducive for increased tempo of industrial activity. It became necessary to augment the powergenerating capacity by harnessing the entire potential of the Sharavathi Valley. The first unit of 89.1 MW was commissioned in 1964 and completed in 1977. The demand for power saw a phenomenal increase in the mid sixties and onwards with the setting up of many public sector and private industries in the State. As power generation in the state was entirely dependent on monsoon and was subject to its vagaries, the state government set up a coal based power plant at Raichur. The present installed capacity of the power plant at Raichur is 1260 MW. To augment the energy resources of the State, the Kalinadi Project with an installed capacity of 810 MW at Nagahari Power House and 100MW at Supa Dam Power House, with an energy potential of 4,112 Mkwh, were set up.

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Training and Development Programmes at BESCOM

The transmission and distribution system in the state was under the control of the Government of Karnataka (then Mysore) till year 1957. In the year 1957, MSEB was formed and the private distribution companies were amalgamated with Karnataka Electricity Board. Till the year 1986, KEB was a profit-making organisation. However, in the subsequent years, like other State Electricity Boards in the country, KEB also started incurring losses, mainly due to the increase in agricultural consumption and due to the implementation of the socio-economic policies of the government. To improve the performance of the power sector and in tune with the reforms initiated by Government of India, the Government of Karnataka came out with a general policy proposing fundamental and radical reforms in the power sector. Accordingly an Act, namely the Karnataka Electricity Reforms Act was passed by the Karnataka Legislature. The Reform has mandated major restructuring of the Karnataka Electricity Board and its Corporatisation. As part of corporatisation, Karnataka Electricity Board ceased to exit and Karnataka Power Transmission Corporation Limited was constituted from 1st August 1999. As a part of the reforms, the distribution sector was further divided into 4 companies viz. Bangalore Electricity Supply Company Limited – BESCOM; Hubli Electricity Supply Company Limited - HESCOM; Mangalore Electricity Supply Company Limited – MESCOM; Gulbarga Electricity Supply Company Limited - GESCOM. These companies came into existence from 1st June.

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4 . The Board of KPTCL consists of a maximum of twelve directors. Karnataka Electricity Board (KEB) was dissolved and in its place. KPTCL is headed by a Chairman and Managing Director at the Corporate office. This was followed by the constitution of Karnataka Electricity Regulatory Commission (KERC) in November 1999. KPTCL was formed on 1-8-1999 by carving out the Transmission and Distribution functions of the erstwhile Karnataka Electricity Board. Karnataka embarked on a major reform of the power sector. He is assisted by four functional Directors. Karnataka Power Transmission Corporation Limited is a registered company under the Companies Act. 1956 was incorporated on 28-71999 and is a company wholly owned by the Government of Karnataka with an authorised share capital of Rs.Training and Development Programmes at BESCOM COMPANY PROFILE In the year 1999. As a first step. the Karnataka Power Transmission Corporation Limited (KPTCL) was incorporated. 1000 crores.

It operates under a license issued by Karnataka Electricity Regulatory Commission. KPTCL serves nearly 109 lakh consumers of different categories spread all over the State covering an area of 1.000 Kms of LT lines. KPTCL purchases power from KPC at the rate fixed by the State Govt.000 distribution transformers and 3.000 Kms of transmission lines with voltages of 33 KV and above. KPTCL purchases power from Karnataka Power Corporation Limited.92 lakh square kilometres. To enable easier operation of the system.000 Kms of 11 KV lines. Neyvelli Lignite Corporation and the Atomic Power Stations at Kalpakkam and Kaiga. it operates nearly 684 sub-stations. Thermal and other sources. KPTCL has been divided into five zones.50. The approximate share of power from these generating stations is around 16%. each headed by a Superintending Engineer. each headed by a Executive Engineer and over two hundred and seventy sub-divisions. which generates and operates major power generating projects in the state consisting of Hydel. from time to time. Belgaum district which purchases bulk power from KPTCL and redistributes it to the consumers within the taluk. KPTCL also purchases power from Central Government owned generating stations like National Thermal Power Corporation. fifty seven divisions.30. fifteen Circles. 28. each headed by a Assistant Executive Engineer. nearly 1. Maintenance of power supply and day to day functioning are being looked after by the above 5 . One Rural Electric Co-operative Society is functioning in Hukkeri taluk.Training and Development Programmes at BESCOM Karnataka Power Transmission Corporation Limited is mainly vested with the functions of Transmission and Distribution of power in the entire State of Karnataka. 1.57. To transmit and distribute power in the State. each headed by a Chief Engineer.

KPTCL will purchase power from various power producers and sell it to the distribution companies. These companies are incharge of distribution of power within their jurisdiction. which are serviced by BESCOM: Bangalore Urban Bangalore Rural Kolar Tumkur Chitradurga Davangere BESCOM covers an area of 41. KPTCL is now vested with the responsibility of transmitting power all over the State and construction and maintenance of Stations and lines of 66KV and above. Hubli Electricity Supply Company and Gulbarga Electricity Supply Company. 69 BSR 2001 Bangalore. dated 15/02/2002 has unbundled KPTCL and formed four distribution companies. They have started functioning w. KPTCL Unbundled: Government vide order No.092 Sq.Training and Development Programmes at BESCOM officers. BESCOM : Districts. with a population of over 6 .e.4000 crores during the year 2000-01. The four newly formed independent distribution companies.. Consequent to this the function of distribution of power has been totally separated from KPTCL. The annual turnover of the organisation was nearly Rs. 01/06/2002.f. Mangalore Electricity Supply Company. which were registered on 30/04/2002. are Bangalore Electricity Supply Company. Kms.

The company has three operating zones – Bangalore Metropolitan Area Zone. Bangalore Rural Area Zone and Chitradurga Zone. BESCOM Corporate Structure : 7 .Training and Development Programmes at BESCOM 139 lacs.

8 .Training and Development Programmes at BESCOM BESCOM is headed by a Chairman and Managing Director at the Corporate office. He is assisted by different functional Directors – • • • • • • • Diector – Technical Financial Advisor Company Secretary Vigilance TA & QC Internal Audit Communication and Reforms Co-ordination Officers.

All our 9 . BESCOM SERVICES :  Improving the Quality of Power In the coming years the main focus of BESCOM would be on improving the distribution network by inducting the latest technologies. HIGH ORDER MAINTENANCE OF ITS TECHNICAL FACILITIES. HIGH STANDARDS IN CUSTOMER SERVICE .Training and Development Programmes at BESCOM MISSION STATEMENT : THE MISSION OF BANGALORE ELECTRICITY SUPPLY COMPANY LIMITED (BESCOM) IS TO ENSURE COMPLETE CUSTOMER SATISFACTION BY PROVIDING ITS CUSTOMERS QUALITY. BESCOM is set to achieve this mission through: BEST PRACTICES IN THE CONSTRUCTION AND MAINTENANCE OF ITS TRANSMISSION AND DISTRIBUTION NETWORK . OPTIMUM USAGE OF TECHNICAL & HUMAN RESOURCES. RELIABLE POWER AT COMPETITIVE RATES.

The aim is to provide the customers reliable.. efficient and customer-friendly power utility.). quality power at the most reasonable prices. O&M Sub-divisions at frequent intervals. Special attention is being paid to strengthen and expand the distribution system and improve the services in rural areas. These meetings will be organized by all the Zonal Chief Engineers (EL. Every Customer of BESCOM has a right to expect good service.  Closer Customer Interaction To improve customer care and customer relationships BESCOM will have regular interactive meetings with resident/customer welfare associations etc. a pilot scheme involving Grama Panchayats for revenue collection and improvement in customer service has been started in two Grama Panchayats – Karahally in Devanahalli Taluk and Konagatta in Doddaballapura Taluk in September 2002 and a memorandum of agreement has been entered between BESCOM and the two Grama Panchayats  Soujanya Counters and Service Stations 10 . O&M Circle Executive Engineers (EI. equipment.. Superintending Engineers (EL. These steps will go a long way in ensuring better quality of power to customers.). O&M Divisions and Assistant Executive Engineers.). Our endeavour is to provide you the best customer service. systems and work culture to become a truly reliable.  Community involvement in Rural Areas Community involvement in rural power distribution is done as a pilot project and is in force since 47 months and has resulted in improvements in attending to customer complaints and also in revenue collections .Further.. At BESCOM we have already embarked on a major overhaul of our technology.Training and Development Programmes at BESCOM efforts are being made to reduce technical and commercial losses.

the field staff have been instructed to consult the area welfare associations before they take up such work 11 . Sensitising field staff to improve behaviour with customers: Special efforts are being made to bring about an attitudinal change in the field staff attending to customer’s complaints.  Better Customer Care for Greater Customer Satisfaction Since it became operational in June 2002. politeness and responsiveness while dealing with customers. the Soujanya Counters and Service Stations are being remodeled and refurbished. These include: 1.  An environment friendly measure To ensure proper trimming of trees.Training and Development Programmes at BESCOM To provide better service to customers. Speedy response to customer 2. 3. Uniforms/Identity Cards for meter readers: All meter readers have been provided with uniforms and identity cards. HRD training is being given to them. BESCOM have been undertaken a number of measures to improve customer care. They have been sensitized to the need for courtesy. to make it easier for customers to recognize them. BESCOM is planned to setup four consumer care centres in Bangalore as a one point service centre for all consumers.

Training and Development Programmes at BESCOM BESCOM STATISTICS : BESCOM Statistical Details as of 31-Mar-2006 Geographical Information Area Districts Zones Circles Divisions Sub Divisions Section Offices Distribution Transformers Length of HT lines Length of LT lines Population (as per census 2001) Consumer base Domestic & AEH Commercial LT Industrial HT Industrial IP Sets Others Total : 3982318 499146 114372 4516 502352 83032 5546043 </TD< TR> 41092 Sq. 168 lacs 12 . 134971 Km.</T D< TR> 6 3 6 24 103 416 92024 57439 Km.Km.

5% KM T & D Losses 28% Transformer Failures 15% Introduction to HRM Evolution of HRM 13 .5% 50% 26% 6% -4.44 lakhs 4212 crores 3708 crores 97% Percentage 19% 88% 78% 9% 5 6 7 8 9 61429 Nos 45543 ckt KM 127658 ckt 92024 Nos.57 lakhs 2276 crores 2089 crores 88% 2005 .06 55.N o 1 2 3 4 Particulars Customers Revenue Demand Revenue Collection Collection Efficiency (Excluding IP Sets and Bhagyajyothi Installations) DTC’s HT Lines LT Lines 2001 .15% -2.02 46.Training and Development Programmes at BESCOM Performance of BESCOM in last 4 years: Sl. 57439 ckt KM 134971 ckt KM 23.88% 12.

to the evolution and growth of Human Resources Management (HRM). In fact. the specialist “person” was more needed to prevent “unionization” of employees. 14 . it is the employer who decided what is “legitimate need” of employees. certain developments took place. it was to maintain a “buffer” between employer and employee to meet the “legitimate need” of employees. labour and capital. This was the case before 1930-s all over the world. Adam Smith’s concept of factory was that it consists of three resources. Process and peddle” labour as one of the resources. Indian and Chinese. This factory manager is expected to “procure. existed in ancient Greece. as it is known today. These developments are given below:  Scientific Management  Labour Movements  Government Regulations. The first time when such a specialist “person” was used. which greatly contributed. This is not to suggest that industrial establishment and factories system. land. it was not felt necessary to have a separate discipline of management called “Personnel management”. this job was assigned as part of the factory manager. However. In fact. Environmental Influences on HRM: Since 1930s. as a concept was found developed in ancient literatures in general and in Indian philosophy in particular. The philosophy of managing human being.Training and Development Programmes at BESCOM Earlier references: In western countries HRM had its primitive beginning in 1930s. Personnel functions: Till 1930s. Not much thought was given on this subject in particular and no written records or documents interesting to note HRM concepts was available. in ancient philosophies of Greek. India or china.

Training and Development Programmes at BESCOM Need for the Study :  Shortage of skills. As time passes knowledge becomes obsolete. Skills and knowledge people are always on short supply. Growth of technology takes places very fast. unless it is updated by proper training. At the time recruitment employees possess a certain of knowledge and skill. All these are threshold workers having less than minimum prescribed level of knowledge and skill. There is a great need to upgrade technology. production methods. introduction of modern method of supervision and information processing through MIS and EDO.  Personal Obsolescence. setting up of modern production lines. Alternatively they are too costly to hire from outside.  Upgrading Ability of Threshold workers. This will render current technology obsolete in the future. This happens because of changes taking place in product technology.. minorities and dependents of deceased workers etc. coordinating and directing. Public policy provides reservation to disadvantaged sections of the society like handicapped. They require extensive training to bring them up to the minimum level of performance standard. procurement of better machines. This needs suitable training. Organization which is impervious to such changes is bound to fail and become obsolete.  Organization Obsolescence. 15 . organizing. controlling. Modern management has introduced a number of innovative steps in functions of management like planning.  Technological Obsolescence. The best alternative is to improve skill and knowledge of existing employees.

The expenditure involved is training and developments are now being considered as an investment. 16 .Training and Development Programmes at BESCOM  Coercive training by government.  Human capital The latest thinking is to treat employees as “human capital”. certain governments taken initiative to mobilize resources available at pubic/government and private sectors to outside candidates. One such example is the “Apprentice Training ” conducted by govt. of India. In order to provide better employability chances of unemployed youth. A part of expenditure incurred for this by private sectors are reimbursed by government.

safety and health. Training and development. come under the preview of HRM. All major activities in the working life of worker from time of his entry in an organization until he / she leaves. Recruitment. employee and executive renumeration and communication. Specifically. Performance appraisal and Job evaluation. Selection. industrial relations and the like. Job analysis and design. the activities included are Human Resource planning. HRM is becoming a specialized branch giving rise to a number of specialized areas like : • • • • • Staffing Welfare and Safety Wages and Salary Administration Training and Development Labour Relations 17 . Orientation and placement.Training and Development Programmes at BESCOM Scope of Human Resource Management The Scope of HRM is in deed fast. employee welfare.

Efficiency. Co-operation and dedication in performance on the part of its personnel ends in the accomplishment of its objectives. Profitability and in fact the very existence of the undertaking will depend on this constituents.. developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner. Therefore human resource is of immense importance since it involves matters such as identifying. 18 . and developing individuals at work and maintaining effective multilateral communication systems. placing.Training and Development Programmes at BESCOM Prospects of HRM Nature of Human Resource Management Employee hiring Industrial Relations Human Resource Management Employee and executive Remuneration Employee Maintenance Employee Motivation Scope of HRM Human Resource Management in BESCOM : Personnel/Human Resource of an undertaking is its important constituent. Human resources along with financial and material resources contribute to production of goods and services in an organization. In short HRM may be defined as the art of procuring. evaluating.

and promoting participative management style and good industrial and labour relations. 4. they could work at 80-90% of their capabilities. BACKGROUND SCENARIO William James of Harvard University estimated that employees could retain their jobs by working at a mere 20-30 percent of their potential. 5. 3. Better quality of working life of employees: This involves both intrinsic and extrinsic factors connected with work. productivity improvement programme is very significant in a competitive environment. Obtain and sustain competitive advantage through empowerment : continuous improvement and innovative steps being the two essential ingredients to achieve and sustain competitive advantage.Training and Development Programmes at BESCOM Objectives of the HRM are to secure the following: 1. healthy inter-personal relationships. Industrial peace: This is secured by excellent union management relations. His research led him to believe that if these same employees were properly motivated. 7. Cordial relationship between the employer and employees. Personnel research functions. 2. Achieve High Productivity: The underlying objective brings to increase the “quantity or volume” of the product or service for a given input. today’s industries are “knowledge based” and “skill intensive”. 19 . Training could be one of the means used to achieve such improvements through the effective and efficient use of learning resources. Proper orientation and introduction to the new employees. Behavioral science concepts like motivation and enhanced productivity could well be used for such improvements in employee output. 6.

s with their global standards of training are the harbingers of corporate training culture in India. Managing Director. The NFO study states that over a third of this is in the area of behavior and soft 20 .Training and Development Programmes at BESCOM Training and development has been considered an integral part of any organization since the industrial revolution era. What is surprising is that the Indian companies. Perception regarding corporate training seems to have undergone a sea-change in the past two years. every modern management has to develop the organization through human resource development. According to Ms Pallavi Jha. the bug seems to have bitten most companies aiming at increasing their efficiency. So. which just means that the Indian training industry seems to have come of age. training industry has come a long way today. While MNC. Organization and individual should develop and progress simultaneously for the their survival and attainment of mutual goals. Walchand Capital and Dale Carnegi Training India. From training imparted to improve mass production to now training employees on soft skills and attitudinal change. The market is unofficially estimated to be anywhere between Rs 3000 crores and Rs 6000 crores. In fact most training companies are expecting the market to double by the year 2007. "The Indian training industry is estimated at approximately Rs 3.000 crores per annum. Training is a specialized function and one of the fundamental operative functions for human resources management. Employee training is the most important sub-system of human resources development. with most companies realizing it to be an integral part of enhancing productivity of its personnel.

it. human resources have become the key assets. It is a powerful tool that can have a major impact on both employee productivity and morale.s imperative to understand if it serving the right purpose or not. It can heighten the skills and abilities of the employees and their motivation by increasing their sense of commitment and encouraging them to develop and use new skills. There are few generalizations about training that can help the practitioner. Translate them into programs that meet the needs of the selected trainees. The following steps must form the basis of any training activity: • • • Determine the training needs and objectives. if properly used. With the exponential boom in the services sector and the emergence of a full-fledged consumer-driven market.Training and Development Programmes at BESCOM skills development. Training should be seen as a long term investment in human resources using the equation given below: Performance = ability (x) motivation Training can have an impact on both these factors. Evaluate the results. -Edwin B Flippo 21 . What is Training? Training is the act of increasing the knowledge of an employee for doing a particular job. With soft skills training gaining so much momentum. which organizations cannot ignore. With this background. I plan to research if training indeed is proving to be effective in the behavioral area.

attitude. Training is needed to fill these gaps by developing and molding the employee skills. the need for training arises due to the following reasons: To match the employee specifications with the Job requirements and organizational Needs: Management finds deviations between employee’s present specifications and the job requirements and organizational needs. Training a person for a bigger and higher job is development. ICICI…  Organizational Viability and the Transformation Process: The primary goal of most of the organizations is that their viability is continuously influenced by environmental pressure. Need for training :  Specifically.Training and Development Programmes at BESCOM Training is process of learning a sequence of programmed behavior. It is the application of knowledge. this process includes not only imparting skills but also certain mental and personality attributes. It covers not only those activities which improve job performance but also those which bring about growth of the personality. It attempts to improve their performance on the current job and prepares them for an intended job. behavior. If the organization desires to adapt to these 22 . knowledge. It gives people an awareness of the rules and procedures to guide their behaviors. What is Development? Development is a related process. etc… to the tune of the job requirements and organizational needs as felt Glaxo India.

diversification and expansion. extension of operations to various regions of the country or in overseas countries. manufacturing of multiple products and by-products or dealing in services of diversified lines. mechanization. integration and adaptability to the requirements of growth.  Technological Advance: Every organization to survive and to be effective should adopt the latest technology i. Training in human relations is necessary to deal with human problems. So.  Organizational Complexity: With the emergence of increased mechanization and automation. computerization and automation.  Human relations: Trends in approach towards personnel management has changed from the commodity approach to partnership approach. first it has to train the employees to impart specific skills and knowledge in order to enable them to contribute to organizational efficiency and to cope with training in order to ensure a smooth transformation process.e. organization of most of the companies has become complex: This creates the complex problems of coordination and integration of activities adaptable for and adaptable to the expanding and diversifying situations. 23 . This situation calls for training in the skills of co-ordination. the organization should train the employee’s train the employees to enrich them in the areas of changing technical skills and knowledge from time to time.Training and Development Programmes at BESCOM changes. crossing the human relations besides maintaining sound industrial relations although hitherto the managers are not accustomed to deal with the workers accordingly.

Effect personal growth. Training is also necessary to equip employees with advanced displaces. 24 . Training also becomes essential when an organization has plans for modernization. techniques or technology.Training and Development Programmes at BESCOM  Change in the job assignment: Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer. Improved organizational climate. Help a company to fulfill its future personnel needs. Minimize the resistance to change and To act as mentor. The need for training also arises to: • • • • • • • • • Increased Productivity. Prevent obsolescence. Improved health and safety. Improved quality of the product/service.

 To develop the potentialities of people for the next level job.  To ensure smooth and efficient working of a department.  To broaden the minds of senior managers by providing them with opportunities for an interchange of experiences within and outside with a view to correcting the narrown3ess of outlook that may arise from over-specialization.  To prevent obsolescence.  To promote individual and collective morale. both new and old to meet the present as well as the changing requirement6s of the job and the organization. a sense of responsibility.Training and Development Programmes at BESCOM Training objectives : The personnel manager formulates the following training objectives in keeping with the company’s goals and objectives:  To prepare the employees.  To assist employees to function more effectively in their present positions by exposing them to the latest concepts.  To ensure economical output of required quality.  To prepare employees for higher-level tasks. information and techniques and developing the skills they will need in their particular fields.  To impart the new entrants the basic knowledge and skills they need for an intelligent performance of a definite job.  To build up a second line of competent officers and prepare them top occupy more responsible positions. co-operative attitudes and good relationships 25 .

Games and Role-playing. Basically these methods can be classified into following broad categories:  On the job training  Off the job training In regard to employees. Off the job training 1. 2. supervisor. other than managers (executives following are the methods of training: On the job training 1. Vestibule training..Training and Development Programmes at BESCOM  Classification of Training : There are a number of training methods available. On The Job Training: 26 . 3. worker. Group discussions/case study analysis. 6. Programmed instructions (PI). 2. Apprenticeship training. Simulation/Computer modeling. 5. Job instruction training (JIT). Class room lectures. Use of particular methods depends on the trainees’ viz. 8. and manager. 7. 4. Audio visual/film shows. Conferences/seminars.

This is a best form of instruction when the intention is to convey information on rules. Training within industry(TWI) was one such programme. bricklayers and the like. Apprenticeship training is normally given to artisans. JIT was part of TWI. policies. Apprenticeship training is carried out under the guidance and intimate supervision of a master craftsmans/expert worker/supervisior. The duration of the course/training depends on the nature of trade and desired skill level. regulations. and procedures. During apprenticeship training period. Off The Job Training:  Class Room Lectures: This is the simplest form of training. electricians. The duration normally varies from 2 to 5 years. JIT proved very effective and extremely popular.Training and Development Programmes at BESCOM  Apprenticeship Training: Skilled worker and apprenticeship training. plumbers. Special training.  Job Instruction Training(JIT): During Second World War. Allied Forces experienced acute shortage of skilled craftsmen and able supervisors. JIT was intended for developing efficient supervisiors. the trainee is paid less than that of a qualified worker. Another advantage is that it can be used effectively even 27 . Special training programme was initiated on warfootings. Another advantage is that it can be used effectively even when numbers of trainees. This form os also suited on imparting knowledge on theory and concepts. This should not mix up with government sponsored “Apprenticeship Training” for unemployed youth certain underdeveloped nations like India. Lecture form has limited success when the objective is to improve the skill level of trainees.

 Audio/Visual and film shows: In order to improve understanding. Seminars and Workshops: This is a formal method of arranging meeting in which in which individuals confer to discuss points of common interest for enriching their knowledge and skill. It encourages group discussion and participation of individuals for seeking clarifications and offering explanatations and own experiences.  Group Discussions and Case study analysis: Christopher Langdell initially introduced case study method at Harvard Law School in 1880’s. audio-visual aids considered very useful and sometimes inescapable to demonstrate operation of a machine or explain a process.  Conferences. however. This is a group activity. The principle used is “experience is the best teacher”. This method has. Major disadvantage is that it involves passive participants of trainees and depends on ability of teacher to a great extent. which is focused on agreed agenda points prefixed during planning of such conferences. It is a planned activity with a leader/ moderator to guide the proceedings.Training and Development Programmes at BESCOM when numbers of trainees are more. Here several empirical studies are examined in details to find out commonalities to derive general principles. limited use for workers but better use for supervisiors. In 28 . Training conference and seminar/workshops. Audio –visual and film shows can supplement the efforts of lecturing and improve its effectiveness. It also saves time. There are 3 variations nearly Directed conferences.

 Programmed instruction: Programmed instruction is a structured method of instruction aided through texts. is called simulation training. For training a machineshop operator. books. In this case the instruction material and information is broken down in meaningful units and arranged in a proper sequence to form a logical method of learning package. “The case study is based upon the belief that managerial competence can best attained through the study. handouts. computer modeling and vestibule training etc. the learning ability is tested and evaluated in real time basis. 29 . and computer aided instructions(CAI) . one area of importance in this method is that of quality control . we call it computer modeling. employees are trained on the equipment they are employed. contemplation and discussion of concrete cases.Training and Development Programmes at BESCOM case of workers . Case study analysis experimenting exercises. game playing. a vestibule or separate room is arranged for training in which all necessary equipment and machines required in an actual machineshop are duplicated. When using computer-programming method artificially creates work environment.  Simulation/Computer Modelling: Any training activity in which actual working environment is artificially created as near and realistic as possible. but the training is conducted away from the place of work.  Vestibule Training : In vestibule training. come under this category.

30 . LIC. Hence obsolescence is a major problem fixed by individual workers. posts and telegraphs.. Second problem faced by the workers are the introduction of automation. There are many instances of protests and fear by many workers in various fields like railways. Banking etc. suddenly find themselves useless to the company. Phases of training: The various steps involved in the design and development of training programme particularly for the employees are: 1) Identification of training needs of employees 2) Planning of training programme 3) Preparation of trainees 4) Implementation 5) Evaluation The last stage in the training programme process is the evaluation of results this is the main part to know the effectiveness/determines the results of the training programme. Loyal workers of long service.Training and Development Programmes at BESCOM  Retraining: Technology is advancing at a very rapid pace.

openness and trust  Improves the relationship between boss and subordinate  Aids in organizational development  Learns from the trainee  Helps prepares in guidelines for work  Aids in understanding and carrying out organizational policies  Provides information for future needs and all areas of the organization  Improves labor management relations 31 .Training and Development Programmes at BESCOM Benefits of training How Training Benefits the Organization :  Leads to improved profitability and/or more positive attitudes toward profits orientation  Improve the job knowledge and skills at all levels of the organization  Improve the morale of the workforce  Helps people identify with organizational goals  Helps create a better corporate image  Fosters authenticity.

personnel distribution etc…  Develops a sense of responsibility t the organization for being competent and knowledgeable. loyalty. communication skills and attitudes. growth. Benefits to the individual which in turn ultimately should benefit the organization:  Helps the individual in making better decisions and effective problem solving.  Through training and development. production.  Helps keep costs in many areas.  Provides information for improving leadership.  Provides the trainee an avenue for growth and a say in his/her own future 32 . motivational variables of recognition.  Aids in encouraging and achieving self-development and selfconfidence. responsibility and advancement are internalized and operationalised. better attitudes and others aspects that successful workers and managers usually display.Training and Development Programmes at BESCOM  Helps prepare guidelines for work  Organization gets more effective decision making and problem solving skills  Aids in development for promotion from within  Aids in developing leadership skills.  Increases job satisfaction and recognition. knowledge. motivation. achievement.g. e.  Moves a person towards personal goals while improving interactive skills.

33 .  Helps a person develop speaking and listening skills: also writing skills when exercises are required. Those that do tend to concentrate on managers. Intragroup and intergroup relations and policy implementations:  Improves communication between groups and individuals. Benefits in personnel and Human Relations. combined with new approaches to organizational design and production management.  Helps eliminate fear in attempting new tasks. technicians and professionals.  Aids in orientation for new employees and those taking new jobs through transfer or promotion. (ii) the ability to maintain it. IMPEDIMENTS TO EFFECTIVE TRAINING : There are impediments which can make a training programme ineffective :  Management commitment is lacking and uneven: Most companies do not spend money on training. This must change for as a result of rapid technological change.Training and Development Programmes at BESCOM  Develops sense of growth in learning. workers are required to learn three types of new skills: (i)the ability to use technology. The rank and file workers are ignored.

Managers. Unlike Germany. The govt should set apart certain fund from the 34 . the ability to implement rapid changes in product and technologies is often essential for economic viability. where local business groups pressure companies not to poach company’s employees there is no such system in our country. Such bonds are not effective as the employees or the poachers are to pay the stipulated amounts as compensation when the bounds are breached. Organizations also need to train employees in multiple skills. particularly at the middle level. budget allocation to training is the first item to be cut when a company faces financial crunch.  No help to workers displaced because of downsizing: Organizations are downsizing and de-layering in order to trim their workforces.Training and Development Programmes at BESCOM (iii) the ability to diagnose system problems. In an increasingly competitive environment. Worse still.  Aggregate spending on training is inadequate: companies spend misuscule of their revenues on training.  Educational institutions award degrees but graduates lack skills: This is the reason why business must spend vast sums of money to train workers in basic skills. Companies in our country. particularly before deputing them to undergo training in foreign countries. need to be retrained in team-playing skills. entrepreneurship skills.  Large scale poaching of trained workers: Trained workforce is in great demand. however insist on employees to sign ‘bongs of tenure’ before sending them for training. leadership skills and customer oriented skills.

potential appraisal and discussion with employees.Training and Development Programmes at BESCOM national renewal fund for the purpose of retraining and rehabilitating displaced workers. performance appraisal. wages. Major trade unions in our country seem to be busy in attending to mundane issues such as bonus. This must change. How to make training effective?  Determine the training needs through job description.  Employers and B schools must develop closer ties: B schools are often seen as not responding to labour-market demands. They have little time in imparting training to their members. 35 . settlement of disputes and the like.  Organised labour can help: organized labour can play a positive role in imparting trainng to workers. Business is seen as not communicating its demand in B schools.

 Different strategies need different HR skills for implementation.  Ensure that a comprehensive and systematic approach too exists. training and retraining are for all levels of employees.  Ensure that there is proper linkage among organizational.  Ensure that the management commits itself to allocate major resources and adequate time to training.Training and Development Programmes at BESCOM  Prepare a training calendar in discussion with the managers concerned.  Create a system to evaluate the effectiveness of training.  Ensure that training contributes to competitive strategies of the firm. operational and individual needs.  Define the training objectives specifically.  Determine the criteria of need for nomination of employees for training. Let training help employees at all levels and acquire the needed skills.  Select the efficient faculty.  Make learning one of the fundamental values of the company. Let this philosophy percolate down to all employees in the organization. 36 .

The methodology evolves from the objectives of the project and involves collecting primary and secondary data. Objectives of the study  To analyze the training methods followed in BESCOM its merits pitfalls. Research Design The research design adopted is descriptive research design.  To analyse whether the training has reached the employees. Therefore the study is completely based on the training and development programmes conducted in BESCOM . Research Methodology: The purpose of the study is to understand the training and development programme followed in BESCOM.Training and Development Programmes at BESCOM Research Problem The Training programme plays an important role in increasing the knowledge and skill of an employee for doing a particular job. The researcher has a wide 37 . Training is a short term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose and then reward the employees based on the performance through performance appraisal system after the training programme are conducted. It involves fact-finding. Inquiries of different kinds etc.  To put forward suggestions and recommendations in the Training methods followed in the organization.

text books and company past records etc. Primary data – Data is made available through interview and questionnaires. Sample size As the name indicates. Sampling unit/Target group The respondents were Linemen. Senior Assistants /Assistant etc. questionnaire method and interview. Questionnaires were prepared for trainers and trainees to know the methods adopted by the organization. either singly or in combination. records. They can be grouped as 1. Appointments were with scientists and interviews were conducted. Secondary source of data For this dissertation the data was collected from both the sources. which is to be surveyed. Journals.Training and Development Programmes at BESCOM variety of methods to consider. Sampling procedure It refers to the definite plan adopted by the research for obtaining the data from the respondents. Primary source of data 2. Statistical tools used 38 . Secondary data – Data were collected from documents. Assistant Executives /Junior Executives. Here the sample size taken for the study was 40. Internet. sample size refers to the number of respondents or the size of the sample. the technique adopted here is to gather data from sampling unit.

e it analzes the effective training methods and techniques adopted to achieve the organizational goals. At a more theoretical level hypothesis may offer a reason for the way that particular variable was selected generally speaking. Tools used for testing of hypothesis A Hypothesis is the tentative explanatation for something. The two hypothesis are : NULL HYPOTHESIS 39 . It frequently attempts to answer the questions “How” and “Why” at one level. which aspects or rejects the hypothesis. By hypothesis we mean a statement hypothesis testing deals with a procedure. it is a logically organized set of proposition which serves to define the events describe the relationships among these events and explains the occurence of these events. hypothesis simply suggests how particular variable is related. Percentage was calculated for each factor as per the below shown formula Number of respondents in favour of X 100 Percentage = ---------------------------------------------------------Total number of respondents FORMULATION OF HYPOTHESIS The hypothesis has been to analyze the effectiveness of training programme conducted in the company i.Training and Development Programmes at BESCOM The various statistical tools for the analysis and interpretation of data are simple percentage method and Pie charts.

β represents the risk of accepting a false hypothesis 1-β is called the power of the test. It is always preferable to keep the level of significance at a low percentage. Acceptance region This represents the region with in which the calculated of the statistics must lie to accept the null hypothesis.Training and Development Programmes at BESCOM It states there is no significance difference between the sample value and population value. (Type 1 error) Hypothesis is false & test accepts it. 40 . Hypothesis is true & test rejects it. If calculated value lies in this region then the null hypothesis will be rejected. This means that the observe difference is clue to the random fluctuations Ho denotes the null hypothesis. It means that we should not reject a true hypothesis. ALTERNATIVE HYPOTHESIS In case the null is rejected. we should have the alternate hypothesis to accept alternative hypothesis denoted by Ha. 1-α gives the level of confidence of the experiment in taking the decision. there are four possible combinations between the population value and sample value. (Type 2 error) Hypothesis is false & test rejects it. Level of significance It is nothing but the probability of rejecting a true hypothesis and denoted by α. Types of Errors While testing hypothesis. The four combinations are: Hypothesis is true & test accepts it.

Training and Development Programmes at BESCOM

Hypothesis testing procedure : 1. Set up a null hypothesis denoted by Ho this means there is no significant difference between sample value and population value. In case if Ho is rejected we must have an alternative hypothesis. 2. Select the level of significance. 3. Select an appropriate distribution for the test, which is known as test hypothesis the distribution generally used are normal distribution students ‘t’ distribution, Fisher ‘F’ distribution or chi-square Ψ distribution. 4. Calculate the necessary values from the given data for the test. 5. Make conclusion from testing. If calculated value is less than the tabulated value, else Ha is accepted and Ho is rejected.

Limitations of the study 1. The time duration was very short, to complete the study in the stipulated time. 2. The study is purely confined to BESCOM and based on the facts and data provided by the company. 3. Due to time and financial constraints it was possible to interview 40 respondents though we selected 60 respondents. However, adequate representation was given for all categories of employees and officers.

41

Training and Development Programmes at BESCOM

Profile of BESCOM Development in BESCOM :  Power theft has been reduced to a greater extent. Curbing the menace of power theft, power loss during transmission is minimized by adopting latest techniques These measures has resulted in the acceptable power tariff which will lead to total customer satisfaction.  Reduction in power cuts.  Extending their service to each and every corner.  By replacing installation from 4 poles to 1 pole which would minimize the space.  By installing meter near to each transformer, they are able to know the power produced and the power provided.  Highly computerized  Payment of bills – 24 hours through All Time Money (ATM) Counters which has helped the customers a lot.  They have also provided more outlets for the payment of bills.

42

Training and Development Programmes at BESCOM

 Speedy response to the customer problems.  They are conducting regular interactive meetings with resident/customer welfare associations etc. to have a sound relationship  On-line addressing of problems which is helping the customer a lot. By developing so much in a small period they need human resource to look over all these. Human Resource obviously need the skills which has to be trained. So they have a separate HRD - Training and Development Centre in Bangalore which is providing all the benefits to the employees of the organization. This in turn has resulted to the development of the organization as a whole.

Training in BESCOM : Training is the most important activity and plays an important role in the development of human resources. To put the right man at the right task with the trained personnel has now become essential in today’s Globalized Market. No organization has a choice on whether or not to develop employees. Therefore training has nowadays become an important and required factor for maintaining and improving interpersonal and inter group collaboration. Our approach to training must be to increase productivity and profitability and secondly to 43

Expansion and Modernization  To increase productivity and profitability.  To make personnel become committed to their job resulting in pro activeness. • • • • Linemen (including gangmen) Attenders Drivers Overseers/meter readers 44 . KEY ASPECTS OF HRD TRAINING IN BESCOM: • • • • • Learning and Development Leadership. Management Training Setting training and learning at the right level Training Needs Analysis (TNA) Train the Trainer Training categories : Training is being imparted to the following categories of employees regularly. reduce cost and finally enhance skill and knowledge of the employee. TRAINING IS REQUIRED TO ACHIEVE THE FOLLOWING:  Growth.  To help in developing a problem solving attitude.  To give people awareness of rules and procedures.  To make people more competent .Training and Development Programmes at BESCOM initiate personal growth and development.  To prevent obsolescence.  To make people trust each other more.

Talk: Incorporates variety of techniques. Suitable for subjects where near-to-life practices in the training 45 . Assts AEES/AES/JES (including contract aes/jes) All women employees. allows participation and discussion from trainees. Role-play: Trainees asked to enact role they would be called upon to play in the job.Training and Development Programmes at BESCOM • • • • • Jr. Discussion: Knowledge. Assts / Daftary / Typists Assts / Sr. Some trainees may become entrenched about there behaviour rather than change it. Suitable for groups of not more than 20. This is suitable for large audience. Lack of participation may reduce it to a lecture. Suitable where information a matter of opinion. ideas and opinions on a subject exchanged freely. AOS/AAOS Training Methods adopted in BESCOM : Classroom lectures: Arranging classroom lecture to the participants which do not involve much participation except some questions from participants. Helps change attitudes and provide feedback to the instructor on application.

Suitable for situations where the trainees need to practice.Training and Development Programmes at BESCOM situation is helpful. Effects of bad habits. Behavioural and attitudinal training . May be used to discover trainee’s existing knowledge. Very useful in building confidence to handle real problem. Case study: A history of some event or set of circumstances with the relevant details examined by the trainees. Exercise: Trainees asked to undertake a particular task leading to a required result following the laid down steps. Can be posted to individuals or to the groups. It provides opportunities for exchange of ideas and consideration of possible solutions.Key factors • • • • • • • • • • • • • • Stress management Health & eating the right food Attitude & motivation Team work Role play Leadership and decision making. Attitude and Motivation Communication skills Leadership training Decision making and multi tasking Presentation skills Communication Skills Man Management skills Technical Training : 46 .

Field works IT initiatives in BESCOM. Distribution losses.Training and Development Programmes at BESCOM • • • • • • • • • • • • • • • • • Energy Audit. Training to other utility: 47 . of Graduates and Diploma holders have been allotted under apprentice act by GOI Regional centre. Preventive Maintenance Safety Devices and Proper usage at working places. Divisions and Subdivisions. Chennai have been deputed to various Circles. AT & C Losses ES & D Code and Electrification of Layouts Works unit and Field works. Apprentice Training – Key factors : The HRD Training centre have also providing training to the apprentice as per the policy of Government of Karnataka since 1st October 2005 and have trained 75 nos. Job training – Key factors : Company accounts IE ACT – 2003 and ERC Filing Budget and Budgetary control Revenue Reforms Meter & Meter Testing Safety aspects and procedures ES & D Code RLMS. • About 200 nos. of apprentices. Rural Management System Fire fighting training for the cadre of linemen and Gangemen. Energy audit.

Central board for workmen education (for linemen) Training sessions • • • Training sessions are being continuously held at the hrd centre right from 03. Shine.30 am everyday and ends at 6. Parimala consultants (for training drivers & attenders)  M/S.Assts Assts/JR.03.  M/S.2004. Expert solutions. of PWD Engineers as per the request of Public Work Department of Karnataka.Assts/Meter Readers/Daftary/Overseers: Total 3 days Job Training : 2 days (Internal Trainers) Attitude and Behavioural Training : 1 day (External Trainers) Lineman Cadre – 48 .  M/S.00 pm.Training and Development Programmes at BESCOM The HRD Training centre have also provided training to 260 nos. Training schedules: Training is conducted in different batches : • • • • • AOS/AAOS/AEES/AES/JES/SR. Quality circle forum of india  M/S. Basic aim of the HRD centre is to make the employees more effective in their day to day works. HRD training commences at 9. Chinmaya institute of management  M/S. EXTERNAL FACULTY They have engaged following external faculty :  M/S. Cartman  M/S.

Proposed training schedules : • • • • • As existing—3 days: as proposed—5 days 2 days Behavioural training is proposed for all cadres excluding linemen. NTPC have conducted two batches of training for all officials of BESCOM on technical aspects.00 p. (The participants are finding it difficult to concentrate after the lunch hour) • Brain storming sessions proposed on the last half–day. 3 day behavioural training is proposed. (ii) A special one day workshop was conducted for all women employees in batches. arising out of dual responsibilities. (iv) A special training for one day is being conducted in batches for all the employees due for retirement during the current finanical year on financial and emotional aspects.m. One day field training is also proposed for all the batches.m. on stress management.30 a.Training and Development Programmes at BESCOM (i) Attitudinal and Behavioural Training : 2 days (External Trainers) (ii) Job Training : • 1 day (Internal Trainers) Attenders and Drivers – (i) The Training is only for one day devoted to Attitudinal and Behavioural aspects. For linemen cadre. The timings for the training sessions 9. (iii) M/S. 49 . to 4.

accounts related matters with the proper accounting packages and proper utilization of these packages. All employees of BMAZ area and BRC area. Training needs of the year 2006-07 Accounts :  Financial accounting packages . Second phase of HRD Training 1.Shine is conducting training for the employees in Kolar circle. The first phase of HRD training is completed for all employees of BESCOM.  Cash management systems different collection agencies and mechanisms and accounting thereof. 3.  Costing concept  System Auditing.Training and Development Programmes at BESCOM New training programmes :  One day training programme on distribution losses and energy audit at HRD BESCOM for all AEES/AES/JES in batches of 20 each  This programme will commence during the month of August every year. M/S.  Sub-divisional revenue accounting–latest amendments to the ES&D Code and various acts. The second phase training is now commenced. all AEES/AES/JES/AOS and AAOS in BESCOM covered. M/S. 50 .  Establishment matters .Expert solutions is conducting training for the employees in Chitradurga zone. 4. 2.

No. /Typists AEEs PWD Engineers Training for Lady Officers Training for MT Engineers Overseers/Meter readers Training on System Audit Attenders /Watchmen Drivers B&C Software Training Total for the year 2005-06 Cumulative (Upto Jan 2006) 95 1434 15 268 259 222 31 113 560 182 57 56 Total 253 2793 167 65 774 779 23 898 225 264 439 58 802 70 202 72 71 51 . Backbilling. Asst. reading of MT reports.  Material Audit.J.Jayathirtha of M/S Bullseye Consulting Group was contacted in this regard. it is also proposed to identify more internal trainers in BESCOM . Training to Trainers : Dr.  Meter reading. Training for Trainers Jr. Asst.Training and Development Programmes at BESCOM  Various taxes and duties and all related matters. MRI downloading . HRD TRAINING PROGRESS IN BESCOM (IN HOUSE) Sl. he has also agreed to submit the proposal for the same shortly. He has agreed to conduct this training programme for all the internal trainers of BESCOM. In this connection. Category of Employees 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Contract AEs/JEs Linemen AOs/AAOs Senior Officers AEs/JEs Sr. /Asst.

E6. accounts and technical is being imparted to these subdivisions to achieve specific targets. So far. BDA. S1. as can be seen from the customer feedback survey. BMP. a training on HRD. BESCOM. JPA KAVIKA Personnel NTPC Training Retiring employees Total 19 62 53 18 3444 19 62 53 18 8107 Super 10 subdivisions In order to motivate the employees working in 10 subdivisions of Bangalore (E2. 52 . The Third Citizen Report card on Bangalore’s public service announced by the Public Affairs Center in December 2003/January 2004 has in fact ranked BESCOM among the top performers 3. Feedback Feedback forms are being given to all the trainees on the last day of training. W4 AND W6) which are being projected towards super subdivisions.Training and Development Programmes at BESCOM 18 19 20 21 P/S. Public Affair Centre (PAC) an NGO conducts survey to evaluate the performane of the service providers in Bangalore city viz. Staff behavior has improved considerable. about 600 employees out of 1000 have been trained. SPA. 2. N4. Customer satisfaction level has increased from 47% (in 1999) to 94% (in the year 2004) 4. BMTC. S4. C6 N1. C4. Impact of training 1. BWSSB & BSNL – once in 3 years. which has increased from 54% (in 1999) to 84% (in 2004) as per this report..

DATA ANAYLSIS In the study as said overly 40 respondents were interviewed and analysis were drawn on the basis of their opinions. Parimala Consultants – the faculty conducting the Attitudinal and Behavioural programmes regularly for the linemen cadre .Training and Development Programmes at BESCOM • The Attitudinal and Behavioural programme is the highlight of the 3 days training . • M/S.to increase the duration for a further period of 3 days.motivation to work on strengths and weaknesses to become better human beings.very well prepared and their involvement is total. TABLE 1: EMPLOYEES INTEREST IN TYPE OF TRAINING NO. • • SWOT analysis . OF PARTICULARS ON THE JOB OFF THE JOB TOTAL RESPONDENTS 34 6 40 PERCENTAGE 85% 15% 100% 53 . Some of the participants had tears in their eyes at the end of the session and requested for more such sessions.

TABLE 2: METHODS OF TRAINING ADOPTED IN THE ORGANISATION NO.5% 10% 20% 57.Training and Development Programmes at BESCOM 15% ON THE JOB OFF THE JOB 85% From the Table1 and graph.5% 100% 54 . it reveals that 85% of employees are interested in on-the-job and only 15% of the employees are interested in off-the-job. OF PARTICULARS REFRESHER SENSITIVITY CONVERGENT LATEST TECHNOLOGY CEP TOTAL RESPONDENTS 4 1 4 8 23 40 PERCENTAGE 10% 2.

5% have attended Sensitivity training. from the above Table2 and graph 57% of the employees have attended CEP ie continous education propgramme. 20% of them have attended latest technology.Training and Development Programmes at BESCOM REFRESHER 10% 3% 10% SENSITIVITY CONVERGENT 57% 20% LATEST TECHNOLOGY CEP The above stated training are the main training programmes conducted in the organization. OF PARTICULARS INTRAPERSONAL INTERPERSONAL TECHNICAL TOTAL RESPONDENTS 1 12 26 40 PERCENTAGE 5% 30% 65% 100% 55 . 10% for both convergent and refresher training and Refresher training and only 2. TABLE 3: OPININON OF EMPLOYEES IN CONTEXT TO TRAINING PROGRAMME NO.

It clearly indicates that about 98% of respondents opine that the training facilities so far offered was not helpful for the enhancement of intrapersonal activities in the institution.5% said training is helpful for intrapersonal activities. TABLE 4: SATISFACTION OF ENVIRONMENT DURING THE TRAINING PERIOD NO. the organization should also give priority for conducting training programmes which can enhance the intrapersonal activities.Training and Development Programmes at BESCOM 30% 5% INTRAPERSONAL INTERPERSONAL 65% TECHNICAL From the above Table3 and graph. OF PARTICULARS YES NO TOTAL RESPONDENTS 38 12 40 PERCENTAGE 95% 5% 100% 56 . 30% of the employees opine training is helpful for interpersonal activities and only 2. it is highlighted that 65% of the employees opine training is helpful for their technical activities. Hence.

Training and Development Programmes at BESCOM 5% YES NO 95% From the above Table4 and graph. and only 5% are not comfortable during the training period. it can be viewed that 95% of the employees are comfortable during the training programme. Thus most of the employees are comfortable during the training programme. TABLE 5: SATISFACTION ABOUT YHE TRAINING PROGRAMME PARTICULARS YES NO. OF RESPONDENTS 36 PERCENTAGE 90% 57 .

TABLE 6: PLACE OF THE EMPLOYEES GETTING TRAINED NO.Training and Development Programmes at BESCOM NO TOTAL 4 40 10% 100% 10% YES NO 90% From the above Table5 and graph. it is analysed that 90% of the employees are satisfied with the training programme they had and only 10% are not satisfied with the training programme. Thus it can be concluded that most of the employees are fully satisfied with the training programme conducted by the organization. OF PARTICULARS RESPONDENTS PERCENTAGE 58 .

59 . 33% of them outside the establishment. from the graph it is viewed that 5% of them were trained in work shops. 23% in conference hall. 39% in class rooms.Training and Development Programmes at BESCOM WORK SHOP CLASS ROOMS CONFERENCE HALL OUTSIDE THE ESTABLISHMENT TOTAL 2 16 9 13 40 5% 39% 23% 33% 100% WORK SHOP 33% CLASS ROOMS CONFERENCE HALL OUTSIDE THE ESTABLISHMENT 5% 23% 39% The above are the places were the training are held.

ENCOURAGED CLASS PARTICIPATION ALL(1+2+3) TOTAL RESPONDENTS 20 5 1 14 40 PERCENTAGE 50% 11% 3% 36% 100% 36% 50% QUALIFIED & EXPERIENCED SKILLFUL & KNOWLEDGEABLE ENCOURAGED CLASS PARTICIPATION ALL 3% 11% From the Table7. it is analysed that 50% of the employees view their trainers as qualified and experienced. 12.5% of them are skillful and knowledgeable. SKILLFUL & KNOWLEDGEABLE 3. 3% of them encourage class participation and other 60 .Training and Development Programmes at BESCOM Hence. TABLE 7: OPININON OF EMPLOYEES ABOUT TRAINERS NO. QUALIFIED & EXPERIENCED 2. it can suggested that in order let out the fatigue it is better to conduct some out station programme outside the factory specially for the technicians and other skilled workers. OF PARTICULARS 1.

Training and Development Programmes at BESCOM 36% said trainers are qualified & experienced. OF PARTICULARS IMPARTIAL RUDE FRIENDLY EASY GOING TOTAL RESPONDENTS 4 0 28 8 40 PERCENTAGE 10% 0% 28% 20% 100% IMPARTIAL 34% 17% 0% RUDE FRIENDLY EASY GOING 49% 61 . TABLE 8: BEHAVIOURAL ASPECTS OF THE TRAINERS NO. and also encouraged class participation. skillful & knowledgeable.

70% feel that trainers were friendly. 20% feel they were easy going and finally employees feel none of the trainers were rude that is 0%.Training and Development Programmes at BESCOM From the above graph and Table8 it reveals that 10% of the employees feel that trainers were impartial. OF PARTICULARS FORTNIGHTLY MONTHLY QUARTERLY HALF YEARLY ANNUALLY TOTAL RESPONDENTS 0 16 4 1 19 40 PERCENTAGE 0% 40% 10% 3% 47% 100% 62 . TABLE 9: TRAINING CONDUCTED IN BESCOM NO.

40% of them said the fact that courses are conducted monthly. The table further reveals that no training programms is been conducted with a period duration of a fortnight. The table clearly indicates that most of the training programme were conducted monthly(40%) some of the training programs are conducted even once in a year(47.5% for half yearly. TABLE 10: DURATION OF THE TRAINING PROGRAMME NO.5% for annually.Training and Development Programmes at BESCOM 47% 40% MONTHLY QUARTERLY HALF YEARLY 3% 10% ANNUALLY From the above Table9 it reveals that. when all training courses are held. 2.5). 10% for quarterly. OF PARTICULARS ONE DAY RESPONDENTS 1 PERCENTAGE 3% 63 . 47.

OF PARTICULARS RESPONDENTS PERCENTAGE 64 . 2. It indicates that highest % of training programme are one week duration.5% of the employees said it was held for one day. remaining 32.5% said it was conducted fortnight. TABLE 11: EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING NO. 55% said training takes place for a week. 10% said for 2-3 days.Training and Development Programmes at BESCOM 2-3 DAYS ONE WEEK FORTNIGHT TOTAL 4 22 13 40 10% 55% 33% 100% 3% 33% 10% ONE DAY 2-3 DAYS ONE WEEK 54% FORTNIGHT As regards the duration of the training programme.

OF PARTICULARS YES RESPONDENTS 4 PERCENTAGE 10% 65 .Training and Development Programmes at BESCOM WORK SCHEDULE PERFORMANCE APPRAISAL 6 2 15% 5% 45% 35% 100% CONTINOUS LEARNING 18 ALL TOTAL 14 40 15% 35% 5% WORK SCHEDULE PERFORMANCE APPRAISAL CONTINOUS LEARNING 45% ALL From the Table11. TABLE 12: IS ORGANIZATION CONDUCTING PRE-TEST & POST-TEST NO. it is highlighted. 5% of them for performance appraisal. 15% of the employees said training as a part of their work schedule. 45% of them for continuous learning and 35% of them vote for all.

e. it is analysed that the organization is not conducting regularly the pre-test and the post-test. 90% of respondents opine that the pre and pro-test are not conducted. OF PARTICULARS RESPONDENTS PERCENTAGE 66 . It is most surprising fact inspite of its existence in the field for more than 3-4 decades it is not taking interest in the pre-test and pro-test because out of 40 respondents 36 respondents i.Training and Development Programmes at BESCOM NO TOTAL 36 40 90% 100% 10% YES NO 90% From the Table12. TABLE 13: FEEDBACK OF THE TRAINING NO.

the remaining 8% expressed a negative answer. TABLE 14: SELF EFFICACY INCREASED BY THE TRAINING PROGRAMME PARTICULARS NO. It can be emphasized that the training component of the organization gives importance for getting the feedback about the impact of the training programme on the employees. It is one of the important aspects of HRD is that identification of the type of the training requirements of the employees and also to evaluate their performance of the trained workers during their post period .Training and Development Programmes at BESCOM YES NO TOTAL 38 2 40 92% 8% 100% 8% YES NO 92% From the above Table13 it is analysed that 92% of the employees expressed that their performance are evaluated and the feed back is given. OF PERCENTAGE 67 .

OF RESPONDENTS PERCENTAGE 5 13% 68 . TABLE 15: EMPLOYEES CONCERN TOWARDS TRAINING ENCHANCMENT IN THE FOLLOWING AREA PARTICULARS 1. OPERATIONAL SKILLS NO.Training and Development Programmes at BESCOM RESPONDENTS YES NO TOTAL 35 5 40 87% 13% 100 13% YES NO 87% From the above table 87% of the employees opine is that there is an increase in their self improvement and the remaining 13% have not noticed any improvement.

25% in efficiency for others. Efforts are made in the study for proving the following hypothesis. COMMUNICATION SKILLS 5. 5% in Behaviour for others. EFFICIENCY 3. BEHAVIOUR 4. 10% in team building for few employees and other 43% feel that training has enhanced them for all the areas stated. Test of Hypothesis Whether the training and development activities has reached the employees or not . TEAM BUILDING ALL(1+2+3+4+5) TOTAL 10 2 2 4 17 40 25% 5% 5% 10% 42% 100% 13% 42% 25% 10% 5% 5% OPERATIONAL SKILLS EFFICIENCY BEHAVIOUR COMMUNICATI ON SKILLS TEAM BUILDING ALL It is seen from the graph that .Training and Development Programmes at BESCOM 2.training has enhanced in the following areas like 12. Information: 69 .5% in operational skills for few employees. 5% in communication.

05 . Test statistic Zcal = │p-P│ √ PQ∕ n when n = sample size p = Population proportion P = sample proportion Q = Significance Given: p = 38/40 = 0. Such a test for attributes are one tailed on the basis of the above assumptions Null hypothesis = Ho = Training and development activities has not reached the employees effectively. 70 = 0. Alternative hypothesis = Ha = Training and development activities has reached the employees effectively.92 P = 95% Q = 1-P n = 40 Therfore. : 40 : 2 Number of respondents for “YES” : 38 It is assumed that out of total population 5% of the respondents will respond negatively.Training and Development Programmes at BESCOM Sample size Number of respondents for “NO” Assumptions: The test is at 5% level of significance.95 = 0.95 = 1-0.

03 Ztab = 1.95×0.92-0. 71 .Training and Development Programmes at BESCOM Zcal = │p-P│ √PQ/n = √0. Findings Suggestions & Recommendations :  Determine the training needs through job description.  Prepare a training calendar in discussion with the managers concerned.05/40 = 0.03 Zcal = │0.96 Conclusion Zcal < Ztab Therefore . performance appraisal. we can infer that training and development activities has reached the employees effectively. potential appraisal and discussion with employees.95│ 0.

Training and Development Programmes at BESCOM  Define the training objectives specifically. Different strategies need different HR skills for implementation.  Select the efficient faculty.  Ensure that the management commits itself to allocate major resources and adequate time to training.  Ensure that training contributes to competitive strategies of the firm.  Create a system to evaluate the effectiveness of training. operational and individual needs.  Ensure that there is proper linkage among organizational. Let training help employees at all levels and acquire the needed skills. BIBLIOGRAPHY 72 .  Ensure that a comprehensive and systematic approach too exists. Let this philosophy percolate down to all employees in the organization.  Make learning one of the fundamental values of the company. training and retraining are for all levels of employees.  Determine the criteria of need for nomination of employees for training.

Training and Development Programmes at BESCOM  HUMAN RESOURCE AND PERSONNEL MANAGEMENT BY K. ASWATHAPPA  PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS BY N. 2003. BY JOHAR IVANCEVICH. G. NAIR & LATHA NAIR  HUMAN RESOURCE MANAGEMENT.  TRAINING AND DEVELOPMENT" EDITED BY V V RAMANI. TATA Mc GRAW HILL. ANNEXURES Questionnaire : 73 . 2005. ICFAI PUBLICATIONS.

Off-the-job 5. Learning organization. On the Training programmes conducted at BESCOM. No 74 b. Interpersonal c. Enhancing the skills efficiency and behavior. An instrument to bring effectiveness. 6. Have you undergone any type of training? a. Yes a. Technical 8. All the above. What according to you is Training? An instrument of change. Have you undergone any of the following types of training? . No b. Yes b. Was the environment during training period comfortable? a. 4. On-the-job Refresher Training Sensitivity Training Convergent Training Latest Technology CEP 7.Training and Development Programmes at BESCOM A project undertaken by Prathibha M. What kind of training programme. Intrapersonal b. Maximize benefits. An instrument of better performance in terms of productivity. [Please tick ( ) the appropriate answers] 1. Name (optional): Designation (optional): 3. What was the context of the training program? a.

Qualified and Experienced. Performance appraisal. Is your performance evaluated and feedback given after? 75 . Is the training programme part of? 16. c. One week a. How were the trainers? a. How often is the training programme conducted? a. Fortnightly c. Yes b. Behavioural part of the trainers. Work schedule. b. Friendly b. Impartial c. a. a. d. Quarterly e. Where were you trained? (Venue) Work shop Class rooms Conference hall Outside the establishment.Training and Development Programmes at BESCOM 9. Is the training programme having Pre-test and Post-test? 17. Monthly d. half yearly 15. Encouraged class participation. d. Rude d. Skillful and knowledgeable. 11. All of the above. Yes b. 12. b. please suggest ___________________________ 10. fortnight b. What was the duration of the training programme? a. One day c. Are you satisfied with the training you had a. 2-3 days d. Easy going Others please specify_______________________ 13. No b. Annually 14. Continuous learning. c. No If No. All.

Team building b. 20. Is your self-efficacy increased by the training programme? a. _________________________________ _________________________________ Thank you. Increase in Quality of work life. Personality development. Whether the training enhance the following. How has training programme benefited the organization? a. b. c. a. Transfer to the convenient place e. 19.Training and Development Programmes at BESCOM Training. Yes the-job. c. Group synergy. d. Increase in work environment. Improvement in the Human relations. 22. Yes a. a. Promotion. Communication skills f. How effectively is the training programme implemented on- Others please specify__________________________ 21. d. Any Suggestions…. Hike in the salary. Operational skills c. 76 . Recognition 23. b. Behaviour e. Increase in incentives. No 18. b. No b. (Junior/senior) d. b.. Improvement in Intrapersonal relations. c. Efficiency d. How were you benefited by training in terms of monetary? a. Increase in the productivity. All of the above. Quality of work life improved.

Training and Development Programmes at BESCOM 77 .

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