HR Project BESCOM Proj - Report

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 worlds 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.

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.

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 socioeconomic 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.

BESCOM
COMPANY PROFILE
In the year 1999, Karnataka embarked
on a major
reform of the power sector. As a first step, Karnataka

Electricity Board (KEB) was dissolved and in its
place, the Karnataka Power Transmission
Corporation Limited (KPTCL) was incorporated.
This was followed by the constitution of
Karnataka Electricity Regulatory Commission
(KERC) in November 1999.
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. 1000 crores. KPTCL was
formed on 1-8-1999 by carving out the
Transmission and Distribution functions of the
erstwhile Karnataka Electricity Board.
KPTCL is headed by a Chairman and Managing Director at the

Corporate office. He is assisted by four functional Directors. The Board
of KPTCL consists of a maximum of twelve directors.

BESCOM
Karnataka Power Transmission Corporation Limited is mainly vested

with the functions of Transmission and Distribution of power in the
entire State of Karnataka. It operates under a license issued by
Karnataka Electricity Regulatory Commission. KPTCL purchases power
from Karnataka Power Corporation Limited, which generates and
operates major power generating projects in the state consisting of
Hydel, Thermal and other sources. KPTCL purchases power from KPC at
the rate fixed by the State Govt. from time to time.
KPTCL also purchases power from Central Government owned
generating stations like National Thermal Power Corporation, Neyvelli
Lignite Corporation and the Atomic Power Stations at Kalpakkam and
Kaiga. The approximate share of power from these generating stations
is around 16%.
KPTCL serves nearly 109 lakh consumers of different categories spread
all over the State covering an area of 1.92 lakh square kilometres. To
transmit and distribute power in the State, it operates nearly 684 substations, 28,000 Kms of transmission lines with voltages of 33 KV and
above, nearly 1,30,000 Kms of 11 KV lines, 1,50,000 distribution
transformers and 3,57,000 Kms of LT lines. One Rural Electric Cooperative Society is functioning in Hukkeri taluk, Belgaum district
which purchases bulk power from KPTCL and redistributes it to the
consumers within the taluk. To enable easier operation of the system,
KPTCL has been divided into five zones, each headed by a Chief
Engineer, fifteen Circles, each headed by a Superintending Engineer,
fifty seven divisions, each headed by a Executive Engineer and over
two hundred and seventy sub-divisions, each headed by a Assistant
Executive Engineer. Maintenance of power supply and day to day
functioning are being looked after by the above officers. The annual

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

BESCOM
139 lacs. The company has three operating zones Bangalore

Metropolitan Area Zone, Bangalore Rural Area Zone and Chitradurga
Zone.
BESCOM Corporate Structure :

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.

BESCOM
MISSION STATEMENT :
THE MISSION OF BANGALORE ELECTRICITY SUPPLY COMPANY

LIMITED (BESCOM) IS TO ENSURE COMPLETE CUSTOMER
SATISFACTION BY PROVIDING ITS CUSTOMERS QUALITY, RELIABLE
POWER AT COMPETITIVE RATES.
BESCOM is set to achieve this mission through:
BEST PRACTICES IN THE CONSTRUCTION AND MAINTENANCE OF
ITS
TRANSMISSION AND DISTRIBUTION NETWORK .

HIGH STANDARDS IN CUSTOMER SERVICE .
HIGH ORDER MAINTENANCE OF ITS TECHNICAL FACILITIES.

OPTIMUM USAGE OF TECHNICAL & HUMAN RESOURCES.
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. All our

BESCOM
efforts are being made to reduce technical and commercial losses.

These steps will go a long way in ensuring better quality of power to
customers. Special attention is being paid to strengthen and expand
the distribution system and improve the services in rural areas. At
BESCOM we have already embarked on a major overhaul of our
technology, equipment, systems and work culture to become a truly
reliable, efficient and customer-friendly power utility. The aim is to
provide the customers reliable, quality power at the most reasonable
prices.
Closer Customer Interaction
To improve customer care and customer relationships BESCOM will
have regular interactive meetings with resident/customer welfare
associations etc. These meetings will be organized by all the Zonal
Chief Engineers (EL.,), Superintending Engineers (EL.,), O&M Circle
Executive Engineers (EI.,), O&M Divisions and Assistant Executive
Engineers, O&M Sub-divisions at frequent intervals. Every Customer of
BESCOM has a right to expect good service. Our endeavour is to
provide you the best customer service.
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, 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
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BESCOM
To provide better service to customers, the Soujanya Counters and

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

BESCOM
BESCOM Statistical Details as

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

BESCOM
Performance of BESCOM in last 4 years:
Sl.N
Particulars
2001 - 02
2005 - 06
Percentage
o
1
2
3
4
Customers
Revenue Demand
Revenue Collection
Collection Efficiency
46.57 lakhs
2276 crores
2089 crores
88%
55.44 lakhs
4212 crores
3708 crores
97%
19%
88%
78%
9%
5
6
Installations)
DTCs
HT Lines
61429 Nos
45543 ckt
92024 Nos.
57439 ckt
50%
26%
LT Lines
KM
127658 ckt
KM
134971 ckt
6%
8
9
T & D Losses
Transformer Failures
KM
28%
15%
KM
23.88%
12.5%
-4.15%
-2.5%
(Excluding IP Sets
and Bhagyajyothi
Introduction to HRM
Evolution of HRM
Earlier references: In western countries HRM had its primitive
beginning in 1930s. Not much thought was given on this subject in
particular and no written records or documents interesting to note HRM
13

BESCOM
concepts was available, in ancient philosophies of Greek, Indian and

Chinese. This is not to suggest that industrial establishment and
factories system, as it is known today, existed in ancient Greece, India
or china. The philosophy of managing human being, as a concept was
found developed in ancient literatures in general and in Indian
philosophy in particular.
Personnel functions: Till 1930s, it was not felt necessary to have a
separate discipline of management called Personnel management. In
fact, this job was assigned as part of the factory manager. Adam
Smiths concept of factory was that it consists of three resources, land,
labour and capital. This factory manager is expected to procure,
Process and peddle labour as one of the resources. The first time
when such a specialist person was used; it was to maintain a buffer
between employer and employee to meet the legitimate need of
employees. However, it is the employer who decided what is
legitimate need of employees. In fact, the specialist person was
more needed to prevent unionization of employees. This was the
case before 1930-s all over the world.
Environmental Influences on HRM: Since 1930s, certain
developments took place, which greatly contributed, to the evolution
and growth of Human Resources Management (HRM). These
developments are given below:
Scientific Management
Labour Movements
Government Regulations.
Need for the Study :

Shortage of skills.
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BESCOM
Skills and knowledge people are always on short supply. Alternatively

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

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. A
part of expenditure incurred for this by private sectors are reimbursed
by government.
Human capital
The latest thinking is to treat employees as human capital. The
expenditure involved is training and developments are now being
considered as an investment.
Scope of Human Resource Management
16

BESCOM
The Scope of HRM is in deed fast. All major activities in the

working life of worker from time of his entry in an organization until
he / she leaves, come under the preview of HRM. Specifically, the
activities included are Human Resource planning, Job analysis and
design, Recruitment, Selection, Orientation and placement, Training
and development, Performance appraisal and Job evaluation, employee
and executive renumeration and communication, employee welfare,
safety and health, industrial relations and the like.
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
Prospects
of HRM
Industrial
Relations
Employee Maintenance
Nature of Human
Resource
Management
Employee hiring
Employee and
executive
Remuneration
Human Resource
Management
Employee Motivation
Scope of HRM
Human Resource Management in BESCOM :
17

BESCOM
Personnel/Human Resource of an undertaking is its important

constituent.
Efficiency, Profitability and in fact the very existence of the undertaking
will depend on this constituents. Co-operation and dedication in
performance on the part of its personnel ends in the accomplishment
of its objectives. Therefore human resource is of immense importance
since it involves matters such as identifying, placing, evaluating, and
developing individuals at work and maintaining effective multilateral
communication systems. 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,
developing and maintaining competent workforce to achieve the goals
of an organization in an effective and efficient manner.
Objectives of the HRM are to secure the following: 1. Industrial peace: This is secured by excellent union management
relations, healthy inter-personal relationships, and promoting
participative management style and good industrial and labour
relations.
2. Achieve High Productivity: The underlying objective brings to
increase the quantity or volume of the product or service for a given
input, productivity improvement programme is very significant in a
competitive environment.
3. Better quality of working life of employees: This involves both
intrinsic and extrinsic factors connected with work.
4. Obtain and sustain competitive advantage through empowerment :
continuous improvement and innovative steps being the two essential
ingredients to achieve and sustain competitive advantage, todays
industries
are knowledge based and skill intensive.
18

BESCOM
5. Cordial relationship between the employer and employees.

6. Personnel research functions.
7. Proper orientation and introduction to the new employees.
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. His research led him to believe that if these same employees
were properly motivated, they could work at 80-90% of their
capabilities. Behavioral science concepts like motivation and enhanced
productivity could well be used for such improvements in employee
output. Training could be one of the means used to achieve such
improvements through the effective and efficient use of learning
resources.
Training and development has been considered an integral part of
any organization since the industrial revolution era. From training
imparted to improve mass production to now training employees on
soft skills and attitudinal change, training industry has come a long
way today. In fact most training companies are expecting the market to
double by the year 2007, which just means that the Indian training
industry seems to have come of age.
Organization and individual should develop and progress
simultaneously for the their survival and attainment of mutual goals.
So, every modern management has to develop the organization
through human resource development. Employee training is the most
important sub-system of human resources development. Training is a
specialized function and one of the fundamental operative functions for
human resources management.
19

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The market is unofficially estimated to be anywhere between Rs

3000 crores and Rs 6000 crores. What is surprising is that the Indian
companies. Perception regarding corporate training seems to have
undergone a sea-change in the past two years, with most companies
realizing it to be an integral part of enhancing productivity of its
personnel. While MNC.s with their global standards of training are the
harbingers of corporate training culture in India, the bug seems to have
bitten most companies aiming at increasing their efficiency.
According to Ms Pallavi Jha, Managing Director, Walchand Capital
and Dale Carnegi Training India, "The Indian training industry is
estimated at approximately Rs 3,000 crores per annum. The NFO study
states that over a third of this is in the area of behavior and soft skills
development. With the exponential boom in the services sector and
the emergence of a full-fledged consumer-driven market, human
resources have become the key assets, which organizations cannot
ignore. With soft skills training gaining so much momentum, it.s
imperative to understand if it serving the right purpose or not. With
this background, I plan to research if training indeed is proving to be
effective in the behavioral area.
The following steps must form the basis of any training activity:
Determine the training needs and objectives.
Translate them into programs that meet the needs of the
selected trainees.
Evaluate the results.
There are few generalizations about training that can help the
practitioner. Training should be seen as a long term investment in
human resources using the equation given below:
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Performance = ability (x) motivation

Training can have an impact on both these factors. 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. It is a powerful tool that can have a major impact on both
employee productivity and morale, if properly used.
What is Training?
Training is the act of increasing the knowledge of an employee
for doing a particular job.
-Edwin B Flippo
Training is process of learning a sequence of programmed behavior. It
is the application of knowledge. It gives people an awareness of the
rules and procedures to guide their behaviors. It attempts to improve
their performance on the current job and prepares them for an
intended job.
What is Development?
Development is a related process. It covers not only those
activities which improve job performance but also those which
bring about growth of the personality. Training a person for a
bigger and higher job is development, this process includes
not only imparting skills but also certain mental and
personality attributes.
Need for training :
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Specifically, 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 employees present
specifications and the job requirements and organizational
needs. Training is needed to fill these gaps by developing
and molding the employee skills, knowledge, attitude,
behavior, etc to the tune of the job requirements and
organizational needs as felt Glaxo India, 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. If the organization desires to adapt to these
changes, 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.
Technological Advance: Every organization to survive and
to be effective should adopt the latest technology i.e.
mechanization, computerization and automation. So, the
organization should train the employees train the
employees to enrich them in the areas of changing
technical skills and knowledge from time to time.
Organizational Complexity: With the emergence of
increased mechanization and automation, manufacturing
of multiple products and by-products or dealing in services
of diversified lines, extension of operations to various
regions of the country or in overseas countries,
organization of most of the companies has become
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BESCOM
complex: This creates the complex problems of coordination and integration of activities adaptable for and
adaptable to the expanding and diversifying situations.
This situation calls for training in the skills of co-ordination,
integration and adaptability to the requirements of growth,
diversification and expansion.
Human relations: Trends in approach towards personnel
management has changed from the commodity approach
to partnership approach, crossing the human relations
besides maintaining sound industrial relations although
hitherto the managers are not accustomed to deal with the
workers accordingly. Training in human relations is
necessary to deal with human problems.
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. Training is also necessary to
equip employees with advanced displaces, techniques or
technology.
Training also becomes essential when an
organization has plans for modernization.

The need for training also arises to:
Increased Productivity.
Improved quality of the product/service.
Help a company to fulfill its future personnel needs.
Improved organizational climate.
Improved health and safety.
Prevent obsolescence.
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BESCOM
Effect personal growth.
Minimize the resistance to change and
To act as mentor.
Training objectives :
The personnel manager formulates the following training objectives
in keeping with the companys goals and objectives:
To prepare the employees, both new and old to meet the present
as well as the changing requirement6s of the job and the
organization.
To prevent obsolescence.
To impart the new entrants the basic knowledge and skills they
need for an intelligent performance of a definite job.
To prepare employees for higher-level tasks.
To assist employees to function more effectively in their present
positions by exposing them to the latest concepts, information
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BESCOM
and techniques and developing the skills they will need in their
particular fields.
To build up a second line of competent officers and prepare them
top occupy more responsible positions.
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 develop the potentialities of people for the next level job.
To ensure smooth and efficient working of a department.
To ensure economical output of required quality.
To promote individual and collective morale, a sense of
responsibility, co-operative attitudes and good relationships
Classification of Training :
There are a number of training methods available. Use of particular
methods depends on the trainees viz., worker, supervisor, and
manager. Basically these methods can be classified into following
broad categories:
On the job training
Off the job training
In regard to employees, other than managers (executives following are
the methods of training:
On the job training
1. Apprenticeship training.
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2. Job instruction training (JIT).

Off the job training
1. Class room lectures.
2. Conferences/seminars.
3. Group discussions/case study analysis.
4. Audio visual/film shows.
5. Simulation/Computer modeling.
6. Vestibule training.
7. Programmed instructions (PI).
8. Games and Role-playing.
On The Job Training:
Apprenticeship Training:
Skilled worker and apprenticeship training. The duration of the
course/training depends on the nature of trade and desired skill level.
Apprenticeship training is normally given to artisans, electricians,
plumbers, bricklayers and the like. The duration normally varies from 2
to 5 years. This should not mix up with government sponsored
Apprenticeship Training for unemployed youth certain
underdeveloped nations like India. Apprenticeship training is carried
out under the guidance and intimate supervision of a master
craftsmans/expert worker/supervisior. During apprenticeship training
period, the trainee is paid less than that of a qualified worker.
Job Instruction Training(JIT):
During Second World War, Allied Forces experienced acute shortage of
skilled craftsmen and able supervisors. Special training programme
was initiated on warfootings. Special training. Training within
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industry(TWI) was one such programme. JIT was part of TWI. JIT was
intended for developing efficient supervisiors. JIT proved very effective
and extremely popular.
Off The Job Training:
Class Room Lectures:
This is the simplest form of training. This is a best form of instruction
when the intention is to convey information on rules, regulations,
policies, and procedures. This form os also suited on imparting
knowledge on theory and concepts. Lecture form has limited success
when the objective is to improve the skill level of trainees. Another
advantage is that it can be used effectively even when numbers of
trainees. Another advantage is that it can be used effectively even
when numbers of trainees are more. It also saves time. Major
disadvantage is that it involves passive participants of trainees and
depends on ability of teacher to a great extent.
Conferences, 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. This is a group activity. It encourages group
discussion and participation of individuals for seeking clarifications and
offering explanatations and own experiences. It is a planned activity
with a leader/ moderator to guide the proceedings, which is focused on
agreed agenda points prefixed during planning of such conferences.
There are 3 variations nearly Directed conferences, Training
conference and seminar/workshops.
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Audio/Visual and film shows:

In order to improve understanding, audio-visual aids considered very
useful and sometimes inescapable to demonstrate operation of a
machine or explain a process. Audio visual and film shows can
supplement the efforts of lecturing and improve its effectiveness.
Group Discussions and Case study analysis:
Christopher Langdell initially introduced case study method at Harvard
Law School in 1880s. The principle used is experience is the best
teacher. Here several empirical studies are examined in details to find
out commonalities to derive general principles. This method has,
however, limited use for workers but better use for supervisiors. In
case of workers , one area of importance in this method is that of
quality control .
The case study is based upon the belief that managerial competence
can best attained through the study, contemplation and discussion of
concrete cases.
Simulation/Computer Modelling:
Any training activity in which actual working environment is artificially
created as near and realistic as possible, is called simulation training.
Case study analysis experimenting exercises, game playing, computer
modeling and vestibule training etc. come under this category. When
using computer-programming method artificially creates work
environment, we call it computer modeling.
Vestibule Training :
In vestibule training, employees are trained on the equipment they are
employed, but the training is conducted away from the place of work.
28

BESCOM
For training a machineshop operator, a vestibule or separate room is

arranged for training in which all necessary equipment and machines
required in an actual machineshop are duplicated.
Programmed instruction:
Programmed instruction is a structured method of instruction aided
through texts, handouts, books, and computer aided instructions(CAI) .
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 learning ability is tested and
evaluated in real time basis.
Retraining:
Technology is advancing at a very rapid pace. Hence obsolescence is a
major problem fixed by individual workers. Second problem faced by
the workers are the introduction of automation. Loyal workers of long
service, suddenly find themselves useless to the company. There are
many instances of protests and fear by many workers in various fields
like railways, posts and telegraphs, LIC, Banking etc..
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
29

BESCOM
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.
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
30

BESCOM
Helps people identify with organizational goals

Helps create a better corporate image
Fosters authenticity, 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
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, motivation, loyalty, better
attitudes and others aspects that successful workers and
managers usually display.
Helps keep costs in many areas, e.g. production, personnel
distribution etc
Develops a sense of responsibility t the organization for being
competent and knowledgeable.
Benefits to the individual which in turn ultimately should

benefit the organization:
Helps the individual in making better decisions and effective
problem solving.
31

BESCOM
Through training and development, motivational variables of

recognition, achievement, growth, responsibility and
advancement are internalized and operationalised.
Aids in encouraging and achieving self-development and selfconfidence.
Provides information for improving leadership, knowledge,
communication skills and attitudes.
Increases job satisfaction and recognition.
Moves a person towards personal goals while improving
interactive skills.
Provides the trainee an avenue for growth and a say in his/her
own future
Develops sense of growth in learning.
Helps a person develop speaking and listening skills: also writing
skills when exercises are required.
Helps eliminate fear in attempting new tasks.
Benefits in personnel and Human Relations, Intragroup and
intergroup relations and policy implementations:
Improves communication between groups and individuals.
Aids in orientation for new employees and those taking new jobs
through transfer or promotion.
IMPEDIMENTS TO EFFECTIVE TRAINING :
32

BESCOM
There are impediments which can make a training programme

ineffective :
Management commitment is lacking and uneven: Most
companies do not spend money on training. Those that do tend
to concentrate on managers, technicians and professionals. The
rank and file workers are ignored. This must change for as a
result of rapid technological change, combined with new
approaches to organizational design and production
management, workers are required to learn three types of new
skills:
(i)the ability to use technology.
(ii) the ability to maintain it.
(iii) the ability to diagnose system problems.
In an increasingly competitive environment, the ability to
implement
rapid changes in product and technologies is often essential for
economic
viability.
Aggregate spending on training is inadequate: companies spend
misuscule of their revenues on training. Worse still, budget
allocation to training is the first item to be cut when a company
faces financial crunch.
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. Organizations also need to train
employees in multiple skills. Managers, particularly at the
middle level, need to be retrained in team-playing skills,
entrepreneurship skills, leadership skills and customer oriented
skills.
33

BESCOM
Large scale poaching of trained workers: Trained workforce is in

great demand. Unlike Germany, where local business groups
pressure companies not to poach companys employees there is
no such system in our country. Companies in our country,
however insist on employees to sign bongs of tenure before
sending them for training, particularly before deputing them to
undergo training in foreign countries. Such bonds are not
effective as the employees or the poachers are to pay the
stipulated amounts as compensation when the bounds are
breached.
No help to workers displaced because of downsizing:
Organizations are downsizing and de-layering in order to trim
their workforces. The govt should set apart certain fund from the
national renewal fund for the purpose of retraining and
rehabilitating displaced workers.
Employers and B schools must develop closer ties: B schools
are often seen as not responding to labour-market demands.
Business is seen as not communicating its demand in B schools.
This must change.
Organised labour can help: organized labour can play a positive
role in imparting trainng to workers. Major trade unions in our
country seem to be busy in attending to mundane issues such as
bonus, wages, settlement of disputes and the like. They have
little time in imparting training to their members.
34

BESCOM
How to make training effective?

Determine the training needs through job description,
performance appraisal, potential appraisal and discussion with
employees.
Prepare a training calendar in discussion with the managers
concerned.
Define the training objectives specifically.
Determine the criteria of need for nomination of employees for
training.
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.
Different strategies need different HR skills for implementation.
Let training help employees at all levels and acquire the needed
skills.
Ensure that a comprehensive and systematic approach too
exists, training and retraining are for all levels of employees.
35

BESCOM
Make learning one of the fundamental values of the company. Let

this philosophy percolate down to all employees in the
organization.
Ensure that there is proper linkage among organizational,
operational and individual needs.
Create a system to evaluate the effectiveness of training.
Research Problem
The Training programme plays an important role in increasing the
knowledge and skill of an employee for doing a particular job. 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. Therefore the study is completely
based on the training and development programmes conducted in
BESCOM .
Objectives of the study
36

BESCOM
To analyze the training methods followed in BESCOM its merits

pitfalls.
To put forward suggestions and recommendations in the Training
methods followed in the organization.
To analyse whether the training has reached the employees.
Research Methodology:
The purpose of the study is to understand the training and
development
programme followed in BESCOM. The methodology evolves from the
objectives
of the project and involves collecting primary and secondary data.
Research Design
The research design adopted is descriptive research design. It involves
fact-finding, Inquiries of different kinds etc. The researcher has a wide
variety of methods to consider, either singly or in combination. They
can be grouped as
1. Primary source of data
2. Secondary source of data
For this dissertation the data was collected from both the sources.
Primary data Data is made available through interview and
questionnaires. Appointments were with scientists and interviews were
conducted. Questionnaires were prepared for trainers and trainees to
know the methods adopted by the organization.
Secondary data Data were collected from documents, records,
Journals, Internet, text books and company past records etc.
Sampling unit/Target group
37

BESCOM
The respondents were Linemen, Assistant Executives /Junior

Executives, Senior Assistants /Assistant etc.
Sample size
As the name indicates, sample size refers to the number of
respondents or the size of the sample, which is to be surveyed. Here
the sample size taken for the study was 40.
Sampling procedure
It refers to the definite plan adopted by the research for obtaining the
data from the respondents; the technique adopted here is to gather
data from sampling unit, questionnaire method and interview.
Statistical tools used
The various statistical tools for the analysis and interpretation of data
are simple percentage method and Pie charts.
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.e it analzes the effective
training methods and techniques adopted to achieve the organizational
goals.
Tools used for testing of hypothesis
38

BESCOM
A Hypothesis is the tentative explanatation for something. It frequently

attempts to answer the questions How and Why at one level,
hypothesis simply suggests how particular variable is related.
At a more theoretical level hypothesis may offer a reason for the way
that particular variable was selected generally speaking, 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.
By hypothesis we mean a statement hypothesis testing deals with a
procedure, which aspects or rejects the hypothesis.
The two hypothesis are :
NULL HYPOTHESIS
It states there is no significance difference between the sample value
and population value. This means that the observe difference is clue to
the random fluctuations Ho denotes the null hypothesis.
ALTERNATIVE HYPOTHESIS
In case the null is rejected, we should have the alternate hypothesis to
accept alternative hypothesis denoted by Ha.
Types of Errors
While testing hypothesis, there are four possible combinations between
the population value and sample value. The four combinations are:
Hypothesis is true & test accepts it.
Hypothesis is true & test rejects it. (Type 1 error)
Hypothesis is false & test accepts it. (Type 2 error)
Hypothesis is false & test rejects it.
39

BESCOM
Level of significance
It is nothing but the probability of rejecting a true hypothesis and
denoted by .
1- gives the level of confidence of the experiment in taking the
decision. It is always preferable to keep the level of significance at a
low percentage. It means that we should not reject a true hypothesis.
represents the risk of accepting a false hypothesis 1- is called the
power of the test.
Acceptance region
This represents the region with in which the calculated of the statistics
must lie to accept the null hypothesis. If calculated value lies in this
region then the null hypothesis will be rejected.
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
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
40

BESCOM
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.
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
41

BESCOM
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.
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 :
42

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 todays 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
initiate personal growth and development.
TRAINING IS REQUIRED TO ACHIEVE THE FOLLOWING:
Growth, Expansion and Modernization
To increase productivity and profitability, reduce cost and finally
enhance skill and knowledge of the employee.
To prevent obsolescence.
To help in developing a problem solving attitude.
To give people awareness of rules and procedures.
To make people more competent .
To make personnel become committed to their job resulting in
pro activeness.
To make people trust each other more.
KEY ASPECTS OF HRD TRAINING IN BESCOM:
43

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.
Linemen (including gangmen)
Attenders
Drivers
Overseers/meter readers
Jr. Assts / Daftary / Typists
Assts / Sr. Assts
AEES/AES/JES (including contract aes/jes)
All women employees.
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. This is
suitable for large audience.
Talk:
Incorporates variety of techniques, allows participation and discussion
from trainees. Suitable for groups of not more than 20. Lack of
participation may reduce it to a lecture.
Discussion:
44

BESCOM
Knowledge, ideas and opinions on a subject exchanged freely. Suitable

where
information a matter of opinion. Helps change attitudes and provide
feedback to
the instructor on application. Some trainees may become entrenched
about there
behaviour rather than change it.
Role-play:
Trainees asked to enact role they would be called upon to play in the
job. Suitable for subjects where near-to-life practices in the training
situation is helpful. 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. It provides opportunities for
exchange of ideas and consideration of possible solutions.
Exercise:
Trainees asked to undertake a particular task leading to a required
result following the laid down steps. May be used to discover trainees
existing knowledge. Can be posted to individuals or to the groups.
Suitable for situations where the trainees need to practice.
Behavioural and attitudinal training - Key factors
Stress management
Health & eating the right food
Attitude & motivation
Team work
45

BESCOM
Role play
Leadership and decision making.
Effects of bad habits.
Attitude and Motivation
Communication skills
Leadership training
Decision making and multi tasking
Presentation skills
Communication Skills
Man Management skills
Technical Training :
Energy Audit, AT & C Losses
ES & D Code and Electrification of Layouts
Works unit and Field works, Preventive Maintenance
Safety Devices and Proper usage at working places.
Rural Management System
Fire fighting training for the cadre of linemen and Gangemen.
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
46

BESCOM
RLMS, Distribution losses, Energy audit, Field works
IT initiatives in BESCOM.
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. of apprentices.
About 200 nos. of Graduates and Diploma holders have been

allotted under apprentice act by GOI Regional centre, Chennai
have been deputed to various Circles, Divisions and Subdivisions.
Training to other utility:

The HRD Training centre have also provided training to 260 nos. of
PWD Engineers as per the request of Public Work Department of
Karnataka.
EXTERNAL FACULTY
They have engaged following external faculty :
M/S. Cartman
M/S. Quality circle forum of india
M/S. Shine.
M/S. Expert solutions.
M/S. Chinmaya institute of management
M/S. Parimala consultants (for training drivers & attenders)
M/S. Central board for workmen education (for linemen)
Training sessions
Training sessions are being continuously held at the hrd
centre right from 03.03.2004.
47

BESCOM
HRD training commences at 9.30 am everyday and ends at

6.00 pm.
Basic aim of the HRD centre is to make the employees
more effective in their day to day works.
Training schedules:
Training is conducted in different batches :
AOS/AAOS/AEES/AES/JES/SR.Assts
Assts/JR.Assts/Meter Readers/Daftary/Overseers: Total 3 days
Job Training : 2 days (Internal Trainers)
Attitude and Behavioural Training : 1 day (External Trainers)
Lineman Cadre
(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.
(ii) A special one day workshop was conducted for all women
employees
in batches, on stress management, arising out of dual
responsibilities.
(iii) M/S. NTPC have conducted two batches of training for all officials
of
BESCOM on technical aspects.
(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.
48

BESCOM
Proposed training schedules :
As existing3 days: as proposed5 days
2 days Behavioural training is proposed for all cadres excluding

linemen.
For linemen cadre, 3 day behavioural training is proposed.
One day field training is also proposed for all the batches.
The timings for the training sessions 9.30 a.m. to 4.00 p.m.
(The participants are finding it difficult to concentrate after the
lunch hour)
Brain storming sessions proposed on the last halfday.
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.
Second phase of HRD Training
1. The first phase of HRD training is completed for all employees of
BESCOM.
All employees of BMAZ area and BRC area, all AEES/AES/JES/AOS and
AAOS in BESCOM covered.
2. The second phase training is now commenced.
3. M/S.Expert solutions is conducting training for the employees in
Chitradurga zone.
4. M/S.Shine is conducting training for the employees in Kolar circle.
Training needs of the year 2006-07
49

BESCOM
Accounts :
Financial accounting packages - accounts related matters with
the proper accounting packages and proper utilization of these
packages.
Cash management systems different collection agencies and
mechanisms and accounting thereof.
Sub-divisional revenue accountinglatest amendments to the
ES&D Code and various acts.
Costing concept
System Auditing.
Establishment matters .
Various taxes and duties and all related matters.
Meter reading, MRI downloading , reading of MT reports,
Backbilling.
Material Audit.
Training to Trainers :
Dr.J.Jayathirtha of M/S Bullseye Consulting Group was contacted in this
regard. He has agreed to conduct this training programme for all the
internal trainers of BESCOM. he has also agreed to submit the
proposal for the same shortly.
In this connection, it is also proposed to identify more internal trainers
in BESCOM .
HRD TRAINING PROGRESS IN BESCOM (IN HOUSE)

Sl.No. Category of Employees
1
Contract AEs/JEs
Total for the year 2005-06 Cumulative

(Upto Jan 2006)
95
Total
253
50

BESCOM
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
Linemen
AOs/AAOs
Senior Officers
AEs/JEs
Sr. Asst. /Asst.
Training for Trainers
Jr. Asst. /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
P/S, SPA, JPA
KAVIKA Personnel
NTPC Training
Retiring employees
Total
1434
15
268
259
222
31
113
560
182
57
56
19
62
53
18
3444
2793
167
65
774
779
23
898
225
264
439
58
802
70
202
72
71
19
62
53
18
8107
Super 10 subdivisions
In order to motivate the employees working in 10 subdivisions of
Bangalore (E2, E6, S1, S4, C4, C6 N1, N4, W4 AND W6) which are being
projected towards super subdivisions, a training on HRD, accounts and
technical is being imparted to these subdivisions to achieve specific
targets. So far, about 600 employees out of 1000 have been trained.
Impact of training
1. Public Affair Centre (PAC) an NGO conducts survey to evaluate the
performane of the service providers in Bangalore city viz., BESCOM,
BMP, BMTC, BDA, BWSSB & BSNL once in 3 years.
2. The Third Citizen Report card on Bangalores public service
announced by the Public Affairs Center in December 2003/January
2004 has in fact ranked BESCOM among the top performers
51

BESCOM
3. Customer satisfaction level has increased from 47% (in 1999) to

94% (in the year 2004)
4. Staff behavior has improved considerable, as can be seen from the
customer feedback survey, which has increased from 54% (in 1999) to
84% (in 2004) as per this report.
Feedback
Feedback forms are being given to all the trainees on the last day of
training.
The Attitudinal and Behavioural programme is the highlight of

the 3 days training - to increase the duration for a further period
of 3 days.
M/S. Parimala Consultants the faculty conducting the Attitudinal

and Behavioural programmes regularly for the linemen cadre very well prepared and their involvement is total.
SWOT analysis - motivation to work on strengths and

weaknesses to become better human beings.
Some of the participants had tears in their eyes at the end of the
session and requested for more such sessions.
DATA ANAYLSIS
In the study as said overly 40 respondents were interviewed and

analysis were drawn on the basis of their opinions.
TABLE 1: EMPLOYEES INTEREST IN TYPE OF TRAINING
NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
ON THE JOB
34
85%
OFF THE JOB
15%
TOTAL
40
100%
52

BESCOM
15%
ON THE
JOB
OFF THE
JOB
85%
From the Table1 and graph, it reveals that 85% of employees are
interested in on-the-job and only 15% of the employees are interested
in off-the-job.
TABLE 2: METHODS OF TRAINING ADOPTED IN THE ORGANISATION

NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
REFRESHER
10%
SENSITIVITY
2.5%
CONVERGENT
LATEST
10%
TECHNOLOGY
20%
CEP
23
57.5%
TOTAL
40
100%
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BESCOM
REFRESHER
10%
3%
10%
SENSITIVITY
CONVERGENT
LATEST
TECHNOLOGY
CEP
20%
57%
The above stated training are the main training programmes

conducted in the organization, from the above Table2 and graph 57%
of the employees have attended CEP ie continous education
propgramme, 20% of them have attended latest technology, 10% for
both convergent and refresher training and Refresher training and only
2.5% have attended Sensitivity training.
TABLE 3: OPININON OF EMPLOYEES IN CONTEXT TO TRAINING
PROGRAMME
NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
INTRAPERSONAL
5%
INTERPERSONAL
12
30%
TECHNICAL
26
65%
TOTAL
40
100%
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BESCOM
30%
5%
INTRAPERSONAL
INTERPERSONAL
65%
TECHNICAL
From the above Table3 and graph, it is highlighted that 65% of the
employees opine training is helpful for their technical activities, 30% of
the employees opine training is helpful for interpersonal activities and
only 2.5% said training is helpful for intrapersonal activities.
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.
Hence, the organization should also give priority for conducting
training programmes which can enhance the intrapersonal activities.
TABLE 4: SATISFACTION OF ENVIRONMENT DURING THE TRAINING
PERIOD
NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
YES
38
95%
NO
12
5%
TOTAL
40
100%
55

BESCOM
5%
YES
NO
95%
From the above Table4 and graph, it can be viewed that 95% of the
employees are comfortable during the training programme, and only
5% are not comfortable during the training period.
Thus most of the employees are comfortable during the training
programme.
TABLE 5: SATISFACTION ABOUT YHE TRAINING PROGRAMME

PARTICULARS
NO. OF RESPONDENTS
PERCENTAGE
YES
36
90%
56

BESCOM
NO
10%
TOTAL
40
100%
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.
TABLE 6: PLACE OF THE EMPLOYEES GETTING TRAINED

NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
57

BESCOM
WORK SHOP
5%
CLASS ROOMS
16
39%
CONFERENCE HALL
OUTSIDE THE
23%
ESTABLISHMENT
13
33%
TOTAL
40
100%
WORK SHOP
33%
5%
CLASS ROOMS
CONFERENCE
HALL
23%
39%
OUTSIDE THE
ESTABLISHMENT
The above are the places were the training are held, from the graph it
is viewed that 5% of them were trained in work shops, 39% in class
rooms, 23% in conference hall, 33% of them outside the establishment.
58

BESCOM
Hence, 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.
TABLE 7: OPININON OF EMPLOYEES ABOUT TRAINERS
NO. OF
PARTICULARS
1.
QUALIFIED &
RESPONDENTS
PERCENTAGE
EXPERIENCED
2.
SKILLFUL &
20
50%
KNOWLEDGEABLE
3.
ENCOURAGED
11%
CLASS PARTICIPATION
3%
ALL(1+2+3)
14
36%
TOTAL
40
100%
36%
50%
QUALIFIED &
EXPERIENCED
SKILLFUL &
KNOWLEDGEABLE
3%
11%
ENCOURAGED
CLASS
PARTICIPATION
ALL
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, 3% of them encourage class participation and other
59

BESCOM
36% said trainers are qualified & experienced, skillful &

knowledgeable, and also encouraged class participation.
TABLE 8: BEHAVIOURAL ASPECTS OF THE TRAINERS
NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
IMPARTIAL
10%
RUDE
0%
FRIENDLY
28
28%
EASY GOING
20%
TOTAL
40
100%
IMPARTIAL
17%
34%
0%
RUDE
FRIENDLY
49%
EASY
GOING
60

BESCOM
From the above graph and Table8 it reveals that 10% of the employees
feel that trainers were impartial, 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%.
TABLE 9: TRAINING CONDUCTED IN BESCOM

NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
FORTNIGHTLY
0%
MONTHLY
16
40%
QUARTERLY
10%
HALF YEARLY
3%
ANNUALLY
19
47%
TOTAL
40
100%
61

BESCOM
MONTHLY
40%
47%
QUARTERLY
HALF
YEARLY
3%
ANNUALLY
10%
From the above Table9 it reveals that, when all training courses are
held, 40% of them said the fact that courses are conducted monthly,
2.5% for half yearly, 10% for quarterly, 47.5% for annually.
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). The table further reveals that no training
programms is been conducted with a period duration of a fortnight.
TABLE 10: DURATION OF THE TRAINING PROGRAMME
NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
ONE DAY
3%
2-3 DAYS
10%
62

BESCOM
ONE WEEK
22
55%
FORTNIGHT
13
33%
TOTAL
40
100%
3%
10%
33%
ONE DAY
2-3 DAYS
ONE WEEK
54%
FORTNIGHT
As regards the duration of the training programme, 2.5% of the

employees said it was held for one day, 10% said for 2-3 days, 55%
said training takes place for a week, remaining 32.5% said it was
conducted fortnight. It indicates that highest % of training programme
are one week duration.
TABLE 11: EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING
NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
WORK SCHEDULE
PERFORMANCE
6
2
15%
5%
63

BESCOM
APPRAISAL
CONTINOUS LEARNING 18
45%
ALL
14
35%
TOTAL
40
100%
WORK
SCHEDULE
15%
35%
5%
PERFORMANCE
APPRAISAL
CONTINOUS
LEARNING
45%
ALL
From the Table11, it is highlighted, 15% of the employees said training

as a part of their work schedule, 5% of them for performance appraisal,
45% of them for continuous learning and 35% of them vote for all.
TABLE 12: IS ORGANIZATION CONDUCTING PRE-TEST & POST-TEST
NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
YES
10%
NO
36
90%
TOTAL
40
100%
64

BESCOM
10%
YES
NO
90%
From the Table12, it is analysed that the organization is not conducting

regularly the pre-test and the post-test.
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.e. 90% of respondents
opine that the pre and pro-test are not conducted.
TABLE 13: FEEDBACK OF THE TRAINING

NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
YES
38
92%
NO
8%
TOTAL
40
100%
65

BESCOM
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, the remaining 8% expressed a negative answer. 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 .
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.
TABLE 14: SELF EFFICACY INCREASED BY THE TRAINING PROGRAMME
NO. OF
PARTICULARS
RESPONDENTS
PERCENTAGE
YES
35
87%
NO
13%
TOTAL
40
100
66

BESCOM
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.
TABLE 15: EMPLOYEES CONCERN TOWARDS TRAINING ENCHANCMENT

IN THE FOLLOWING AREA
PARTICULARS
1. OPERATIONAL
SKILLS
2. EFFICIENCY
3. BEHAVIOUR
4. COMMUNICATION
NO. OF RESPONDENTS
PERCENTAGE
5
10
2
13%
25%
5%
SKILLS
5. TEAM BUILDING
ALL(1+2+3+4+5)
TOTAL
2
4
17
40
5%
10%
42%
100%
67

BESCOM
OPERATIONAL
SKILLS
EFFICIENCY
13%
42%
BEHAVIOUR
25%
10%
5% 5%
COMMUNICATI
ON SKILLS
TEAM BUILDING
ALL
It is seen from the graph that ,training has enhanced in the following
areas like 12.5% in operational skills for few employees, 25% in
efficiency for others, 5% in Behaviour for others, 5% in communication,
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 .
Efforts are made in the study for proving the following hypothesis.
Information:
Sample size
: 40
Number of respondents for YES : 38

Number of respondents for NO
: 2
Assumptions:
68

BESCOM
The test is at 5% level of significance.

It is assumed that out of total population 5% of the respondents will
respond negatively.
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.
Alternative hypothesis = Ha = Training and development activities has
Test statistic
Zcal = p-P
PQ n
when n = sample size

p = Population proportion
P = sample proportion
Q = Significance
Given:
p = 38/40 = 0.92
P = 95%
= 0.95
Q = 1-P
= 1-0.95 = 0.05
n = 40
Therfore,
Zcal = p-P
PQ/n
= 0.950.05/40
= 0.03
69

BESCOM
Zcal = 0.92-0.95
0.03
Ztab = 1.96
Conclusion
Zcal < Ztab
Therefore , we can infer that training and development activities has
Findings
Suggestions & Recommendations :
Determine the training needs through job description,
performance appraisal, potential appraisal and discussion with
employees.
Prepare a training calendar in discussion with the managers
concerned.
Define the training objectives specifically.
Determine the criteria of need for nomination of employees for
training.
Select the efficient faculty.
Ensure that the management commits itself to allocate major
resources and adequate time to training.
70

BESCOM
Ensure that training contributes to competitive strategies of the

firm. Different strategies need different HR skills for
implementation. Let training help employees at all levels and
acquire the needed skills.
Ensure that a comprehensive and systematic approach too
exists, training and retraining are for all levels of employees.
Make learning one of the fundamental values of the company. Let
this philosophy percolate down to all employees in the
organization.
Ensure that there is proper linkage among organizational,
operational and individual needs.
Create a system to evaluate the effectiveness of training.
BIBLIOGRAPHY
HUMAN RESOURCE AND PERSONNEL MANAGEMENT

BY
K. ASWATHAPPA
PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS

BY
N. G. NAIR & LATHA NAIR

71

BESCOM
HUMAN RESOURCE MANAGEMENT.

BY JOHAR IVANCEVICH, TATA Mc GRAW HILL, 2003.
TRAINING AND DEVELOPMENT" EDITED BY V V RAMANI,
ICFAI PUBLICATIONS, 2005.
ANNEXURES
Questionnaire :
A project undertaken by Prathibha M, On the Training programmes
conducted
at BESCOM. [Please tick ( ) the appropriate answers]
1. Name (optional):
Designation (optional):
3. What according to you is Training?
An instrument of change.
An instrument to bring effectiveness.
72

BESCOM
An instrument of better performance in terms of productivity.

Maximize benefits.
Enhancing the skills efficiency and behavior.
Learning organization.
All the above.
4. Have you undergone any type of training?
a. Yes
b. No
5. What kind of training programme.

a. On-the-job
b. Off-the-job
6. Have you undergone any of the following types of training?

Refresher Training
Sensitivity Training
Convergent Training
Latest Technology
CEP
7. What was the context of the training program?
a. Intrapersonal
b. Interpersonal
c. Technical
8. Was the environment during training period comfortable?
a. Yes
b. No
9. Are you satisfied with the training you had

a. Yes
b. No
If No, please suggest ___________________________

10. Where were you trained? (Venue)
Work shop
Class rooms
Conference hall
Outside the establishment.
11. How were the trainers?
73

BESCOM
a. Qualified and Experienced.

b. Skillful and knowledgeable.
c. Encouraged class participation.
d. All of the above.
12. Behavioural part of the trainers.
a. Impartial
b. Rude
c. Friendly
d. Easy going
Others please specify_______________________

13. How often is the training programme conducted?
a. Fortnightly
b. Monthly
c. Quarterly
d. half yearly
e. Annually
14. What was the duration of the training programme?
a. One day
b. 2-3 days
c. One week
d. fortnight
15. Is the training programme part of?

a. Work schedule.
b. Performance appraisal.
c. Continuous learning.
d. All.
16. Is the training programme having Pre-test and Post-test?

a. Yes
b. No
17. Is your performance evaluated and feedback given after?

Training.
a. Yes
b. No
18. How effectively is the training programme implemented onthe-job.

a. Quality of work life improved.
b. Personality development.
c. Increase in work environment.
d. Group synergy.
19. Is your self-efficacy increased by the training programme?
74

BESCOM
a. Yes
b. No
20. Whether the training enhance the following.

a. Operational skills
b. Efficiency
c. Behaviour
d. Communication skills
e. Team building
f.
All of the above.
Others please specify__________________________

21. How were you benefited by training in terms of monetary?
a. Promotion.
b. Hike in the salary.
d. Transfer to the convenient place

e. Recognition
c. Increase in incentives.
22. How has training programme benefited the organization?
a. Increase in the productivity.
b. Increase in Quality of work life.
c. Improvement in the Human relations.
d. Improvement in Intrapersonal relations. (Junior/senior)
23. Any Suggestions.

_________________________________
_________________________________
Thank you..
75

BESCOM
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Training and Development Programmes at

Training and Development Programmes at

Training and Development Programmes at

Training and Development Programmes at

reform of the power sector. As a first step, Karnataka

KPTCL is headed by a Chairman and Managing Director at the

Training and Development Programmes at

Karnataka Power Transmission Corporation Limited is mainly vested

Training and Development Programmes at

Training and Development Programmes at

139 lacs. The company has three operating zones Bangalore

BESCOM Corporate Structure :

Training and Development Programmes at

BESCOM is headed by a Chairman and Managing Director at the

Communication and Reforms Co-ordination Officers.

Training and Development Programmes at

THE MISSION OF BANGALORE ELECTRICITY SUPPLY COMPANY

TRANSMISSION AND DISTRIBUTION NETWORK .

HIGH ORDER MAINTENANCE OF ITS TECHNICAL FACILITIES.

Training and Development Programmes at

efforts are being made to reduce technical and commercial losses.

Training and Development Programmes at

To provide better service to customers, the Soujanya Counters and

Training and Development Programmes at

BESCOM Statistical Details as

Training and Development Programmes at

Performance of BESCOM in last 4 years:

Training and Development Programmes at

concepts was available, in ancient philosophies of Greek, Indian and

Need for the Study :

Training and Development Programmes at

Skills and knowledge people are always on short supply. Alternatively

Coercive training by government.

Training and Development Programmes at

In order to provide better employability chances of unemployed youth,

Scope of Human Resource Management

Training and Development Programmes at

The Scope of HRM is in deed fast. All major activities in the

Training and Development Programmes at

Personnel/Human Resource of an undertaking is its important

Training and Development Programmes at

5. Cordial relationship between the employer and employees.

Training and Development Programmes at

The market is unofficially estimated to be anywhere between Rs

Training and Development Programmes at

Performance = ability (x) motivation

Training and Development Programmes at

Specifically, the need for training arises due to the

Training and Development Programmes at

Change in the job assignment: Training is also necessary

Training also becomes essential when an

organization has plans for modernization.

Improved quality of the product/service.

Help a company to fulfill its future personnel needs.

Improved organizational climate.

Improved health and safety.

Training and Development Programmes at

Effect personal growth.

Minimize the resistance to change and

Training and Development Programmes at

Training and Development Programmes at

2. Job instruction training (JIT).

Training and Development Programmes at