Professional Documents
Culture Documents
2009
AKNOWLEDGEMENT
Alka
Singh
Chauhan
MBA 20082010
Annamalai
University
Tamil Nadu
2
2009
DECLARATION
This is to certify that dissertation entitled
Training and
Development
Alka
Chauhan
Singh
2009
MBA
2008-
2010
Annamalai
University
CONTENTS
CHAPTER-:1
INTRODUCTION OF COMPANY
HISTORY OF ACC LIMITED
OLD VISION OF ACC
NEW VISION OF ACC
MISSION
MILESTONE & ACHIEVEMENT & AWARDS
OVERVIEW OF LAKHERI CEMENT WORKS &
PLANT HISTORY
INTRODUCTION OF HUMAN RESOURCE
MANAGEMENT
OCCUPATIONAL HEALTH AND SAFETY
CHAPTER-:2
INRODUCTION OF TOPIC
(TRAINING&DEVELOPMENT)
CHAPTER-:3
DEFINITION OF TRAINING
NEED AND IMPORTANCE
METHODS AND TECHNIQES OF TRAINING
STEPS IN TRAININGS
TRAINING NEED ASSESSMENT
TRAINING & DEVELOPMENT
EVALUATION
RESEARCH METHODOLOGY
2009
CHAPTER-:4
UNIVERSE
SAMPLE SIZE&SAMPLE TECHNIQE
SOURCE OF DATA COLLECTION
PARAMETERS
SCALING TECHNIQES USES
ANALYSIS OF DATA
CHAPTER-:5
CONCLUSION
CHAPTER-:6
CHAPTER-:7
ANNEXURE (QUESTIONNAIRE)
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A Strategic Alliance:
The house of Tata was intimately associated with the heritage and
history of ACC, right from its formation in 1936 up to 2000. The Tata
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Units
State
Capacity (MTPA)
2009
No.
1
Bargarh
Chaibasa
Chanda
Damodhar
Gagal
Jamul
Kymore
Lakheri
Madukkarai
10
Sindri
11
Wadi
12
13
Tikaria
0.96
0.87
1.00
0.53
4.40
(Gagal I and II)
1.58
2.20
1.50
0.96
0.91
2.59
2.60
2.31
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11
2009
New Vision:
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Mission of ACC
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Leadership
Profitability
Growth
Quality
Equity
Pioneering
Responsibility
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1936
1936
1937
With the transfer of the 10th company to ACC, viz. Dewarkhand Cement
Company, the formation of ACC is complete on October 23, 1937.
1944
1947
1952
1955
Sindri cement works used the waste product calcium carbonate sludge from
fertilizer factory at Sindri.
1956
1957
1957
Katni Refractories
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1947
1955
ACC Sindri uses waste material - calcium carbonate sludge -from fertilizer
factory at Sindri to make cement
1956
1961
1961
Blast furnace slag, (a waste by-product from steel) from TISCO used at ACC
Chaibasa to manufacture Portland Slag Cement.
Oilwell Cement manufactured at ACC Shahabad for cementation of oil wells
up to adepth of 6,000 feet.
1961
1965
1966
1978
1982
1984
1987
1992
1993
Introduction of the energy efficient pre-calcination technology for the first time
in India.
Commissioning of the first 1 MTPA (million tonne per annum) plant in the
country at Wadi, Karnataka.
ACC achieves a breakthrough in import substitution by developing and
supplying a special G type of oil well cement to ONGC.
ACC develops a new binder, working at sub-zero temperature, which is
successfully used in the Indian expedition to Antarctica.
Incorporation of Bulk Cement Corporation of India, a JV with the Government
of India.
Commercial manufacture of ready-mixed concrete at Mumbai.
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2001
Commissioning of the new Wadi plant of 2.6 MTPA capacity in Karnataka, the
largest in India, and among the largest sized kilns in the World.
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Control Board.
National Award for Fly Ash Utilisation - by Ministry of Power, Ministry of
Environment & Forests and Dept of Science & Technology, Govt of India - for
manufacture of Portland Pozzolana Cement.
Good Corporate Citizen Award - by Bombay Chamber of Commerce and Industry
for working towards an environmentally sustainable industry while pursuing the
objective of creation of a better society.
National Award for Excellence in Water Management - by the Confederation of
Indian Industry (CII)
ACC was the first recipient of ASSOCHAMs first ever National
Award for outstanding performance in promoting rural and
agricultural development activities in 1976.
Decades later, PHD Chamber of Commerce and Industry selected
ACC as winner of its Good Corporate Citizen Award for the year
2002.
Over the years, there have been many awards and felicitations for
achievements in Rural and community development, Safety, Health,
Tree plantation, A forestation, Clean Mining, Environment Awareness
and Protection.
2009
BANGALORE
BHOPAL
CHNDIGARH
COIMBATORE
KANPUR
KOLKATA
MUMBAI
NEW DEHPATNA
PUNE
SECUNDERABAD
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Area Office:
ALLAHABAD ASANSOL
AURANGABAD
BELLARY COCHIN
CHENNAI
FAZABAD
GULBARGA
GUWAHATI
JAMMU
BHUBANESHWAR
JALANDHAR KOCHI
KOZHIKODE
KOLHAPUR
LUCKNOW
MANGALORE
NAGPUR
PATIALA
RAIPUR
SHIMLA
VELLORE
RMX Office:
Mumbai- Kalamboli
Mumbai- Sion
Mumbai- JVLR Project
Chennai
Delhi- Faridabad
Greater Noida
Bangalore- Whitefield
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Bangalore- Peenya
Bangalore- Hosur Road
Bangalore- betta Halsoor
Kolkata- Sonapur
Goa- Panaji
Gurgaon- Haryana
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Lakheri 2007
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Plant History:
1905 : Foundation of Lakheri started with four cylindrical,
pillbox-shaped vertical Kilns to produce hydraulic lime
1917 : Installation of Indias first cement plant at barren foot
hills of Arawali mountain installed capacity of 0.32 mtpa using
wet process of manufacturing from 3 nos. of kilns.
1997 : Modernization and Expansion by replacing wet process
kilns with a single dry process kiln of capacity 1200 TPD and
raising its cement manufacturing capacity to 0.60 MTPA.
2000 : By adopting Kaizens as a way of life, Total productive
maintenance (TPM) philosophy, employees innovations and
dedications, The plant could achieve production to a level of 0.7
mtpa from the same establishment.
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Product (Cement):Quality
Product development has always been an important activity at ACC,
arising out of a focus on quality and process improvement. It has been
a constant partner, driving research, innovation and evaluation. In
1964, a centralized research facility the Central Research Station
(CRS) was established in Thane. The research complex now renamed
as ACC Thane Complex, spread over an area of 8000 sq m has
modern labs with the latest equipment and manned by highly qualified
scientists and technologists who carry out product development work
in cement and allied fields.
ACC has effectively pledged its reputation as the market leader in
quality of cement. Maintaining this lead calls for harnessing the
resources and expertise of the company from applied research and
production to marketing. Accordingly, all ACC factories are equipped
with state- of- the- art process control instrumentation and associated
quality control and testing laboratories. Trained engineers, chemists
and technicians staff these. The Central Laboratory at ACC Thane
Complex is used as a reference laboratory for diagnosis and resolving
specific trouble shooting cases.
As a result of this focus on quality, ACC cement specification exceeds
those set by BIS by wide margin. Today, all ACC cements plants have
the ISO 9001 Quality Systems Certification. This demonstrates our
tradition of providing reliable and consistent quality through the
application of modern technology, and justifies the preferences of a
nationwide customer base.
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OPC 43 Grade
Blended Cements
2009
Blended Cement:
Fly-ash based Portland Pozzolana Cement
This is special blended cement, produced by inter-grinding higher
strength Ordinary Portland Cement clinker with high quality
processed fly ash - based on norms set by the company's R&D
division. This unique, value-added product has hydraulic binding
properties not found in ordinary cements. It is available in specially
designed 50-kg bags.
ACC Cement:
ACCs brand name is synonymous with cement . its marketing, sales
and distribution processes are industry standards. The brand building
approach to marketing cement which was first adopted by ACC has
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Sharing Knowledge:
Following the massive earthquake in Gujarat, ACCs civil engineers
trained over 1500 unemployed youth from remote villages in the
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Environmental Protection:
ACC is among the first companies in India to include commitment to
environmental protection as one of its corporate,long before pollution
control norms and regulatory act came in to existence. The company
inducted the use of pollution control equipment and hig efficiency
sophisticated electrostatic precipitators for cement kilns, raw mills,
coal mills, power plants and coolers as for as 1966.
Today each ACC factory has high efficiency state-of-the art pollution
control equipment and devices. Each of our manufacturing units has a
separate environment section manned by a qualified environmental
engineer and supporting staff. Our plants, mines and township
demonstrate the companys successful endeavors in greening activities
such as Afforestation, tree planting, horticulture, vegetable and
cultivation apart from basic landscaping designed to enrich and
beautify the environment.
Cleaner mining techniques have helped safeguard and conserve
mineral resources. In addition, we have taken other positive measures
such as top soil conservation, efficient water management systems
and the treatment of the wastage, sewage and effluents. Some of our
plants have become near self reliant in their water requirements.
ACC has achieved spectacular results in the utilization of two
hazardous and pollutant industrial wastes namely slag from steel
plants and fly ash from thermal power stations to make blended
cements that help conserve limestone resources. Over the years, ACC
has won several prizes and certificates of merit for environmental
measures undertaken at its various plants and mines.
In particular, for programs involving greening, Afforestation,
rehabilitation of mines, noise abatement and other visible measures
like tree plantation and water management.
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Water Conservation:
Water conservation is a noteworthy contribution in a water scarce
country like ours. ACC cement units maintain a norm of Zero Water
Discharge. All the water used in plants for industrial cooling is
recycled through cooling towers, water ponds and tanks. ACC cement
plants have converted old abandoned mines into huge reservoirs by
collecting rainwater from catchments around mines.
Water from these reservoirs is treated to make it potable. As a result of
these initiatives, we have several examples of outstanding
achievements in water harvesting and in the creation of reservoirs in
abandoned mines and quarries. Some of our Works have become near
self reliant in respect of their water requirement for industrial and
domestic consumption.
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Recruitment
Performance Management System
Training & Development
Employee welfare & perquisites
Employee Satisfaction
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loyalty to the Company and their special stellar qualities as valueadding human capital are well known in the industry.
ACC has clearly stated guidelines concerning recruitment,
termination, career advancement, performance appraisal, professional
and employee ethics and code of conduct. The Companys personnel
policies and processes enshrine equal opportunities to all and nondiscrimination with regard to gender, caste, creed, ideology or other
opinion, whether social, political or religious. Also ensured is a due
process for employee consultation and participation in organizational
development and policy formulation.
Recruitment:
Recruitment in ACC is a very fair and transparent process with
adequate opportunities to look for suitable candidates internally as
well as from outside. Applicants are generally invited on the basis of
specific advertisements in newspapers and websites.
A Committee of officers called the Central Recruitment Committee
handles the entire recruitment process comprising screening of
applications, preliminary short-listing, interviews and final selection.
Every attempt is made to make the selection process as objective as
possible by incorporating tests of competence. In some cases, outside
consultants are retained. All decisions of the recruitment committee
are recorded in respect of each candidate. Candidates are informed of
their short-listing and selection immediately after the interview or at
the earliest thereafter.
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Introduction of Topic
Training is an organized procedure which brings about a semipermanent change in behavior, for a definite purpose. The three main
areas involved are skill, knowledge and attitudes but always with
definite purpose in mind. Every organization needs to have welltrained and experienced people to perform the activities that have to
be done. If current or potential job occupants can meet this
requirement, training is not important. When this is not the case, it is
necessary to raise the skill levels and increase the versatility and
adaptability of employees. Training makes the employees versatile in
operations. All rounders can be transferred to any job. Training
programme is important as it lends stability and flexibility to an
organization, besides contributing to its capacity to grow. Accidents
scrape, and damage to machinery and equipment can be avoided or
minimized through training. Furthermore, future needs of employees
will be taken care by training.
As jobs have become more complex, the importance of employee
training has increased. When jobs were simple, easy to learn, and
influenced to only small degree by technological changes, there was
little need for employees to upgrade or alter their skills. But the rapid
changes taking place during the last quarter-century in our highly
sophisticated and complex society have created increased pressures
for organizations to readapt the products and services produced, the
manner in which products and services are produced and offered, the
types of jobs required, and the types of skills necessary to complete
there jobs. In a rapid changing society, employee training is not only
an activity that is desirable but also an activity that an organization
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Definition of Training:
Training is a learning experience in that it seeks a relatively
permanent change in an individual that will improve his or her ability
to perform on the job. We typically say training can involve the
changing of skills, knowledge, attitudes, or social behavior. It may
mean changing what employees know, how they work, their attitudes
towards their work, or their interactions with their co-workers or their
supervisor.
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Training objectives:
The primary purpose of training is to establish a sound
relationship between the worker and his job the optimum man
task relationship;
To upgrade skills and prevent obsolescence. The jobs that
employees do are not static; they change, sometimes without
necessary awareness since technology advances are getting
increasingly more rapid. To keep pace with changing
technology, mechanization, automation, electronic data
processing etc., training becomes mandatory for employees in
order to update them, teach them newer skills and increase their
efficiency.
To offer firm competitive advantage by removing performance
deficiencies; making employees stay long; minimizing
accidents, scrap and damage; and meeting future employees
needs.
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Techniques of training:
Training techniques represent the medium of imparting skills and
knowledge to employees. Training techniques are the means
employed in the training methods. Following are the most commonly
used techniques:
Lectures
Films
Audio cassettes
Case studies, Role playing, Video-tapes, Simulations
Steps in Training:
Identifying your training need is the first step in a large training
process that takes you from your initial inquires all the way to deliver
and evaluation of the final training package. This training process is
called High Impact Training model.
It has six phases process that focuses on providing effective targeted
training. If it followed, will have positive impact on the origination.
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The following table will illustrate the activities in each phase and
the product that will be produced.
Phase
Action
Product
1. Identify
Training need
2.Map the
approach
A description of the
specific training
needed to improve
job performance.
Detail objective of
the program.
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3. Produce
learning tools.
4. Apply training
technique
5. Calculate
Measurable
Result.
6. Track Ongoing
Follow-Through.
Training manuals,
facilitators guide ,
audio visual aid job
aids etc.
Instructor led
training computer
based training one
on-one coaching,
etc.
An evaluation
report.
A redesign course, if
needed.
Ongoing suggestions
and ideas that
support the training.
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Attitude survey
Training progress
Quality circles
Customer survey/satisfaction data
Rating scales
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Training Effectiveness:
Any training implemented in an organization effort must be cost
effective. That is, the benefits gained must outweigh the costs of the
learning experience. Only analyzing such programs determines
effectiveness. It is not merely assume that any training an organization
offers is effective; substantive data must be developed to determine
whether our training effort is achieving its goals that is, if its
correcting the deficiencies in skills, knowledge, or attitudes we
accessed as needing attention. It is easy to generate a new training
program, but if the training effort is not evaluated, any employee
training efforts can be rationalized. Trainees reactions to the training
may, in fact, provide feedback on how worthwhile the participants
viewed the training. Beyond general reactions, however, training must
also be evaluated in terms of how much the participants learned, how
well they use their new skills on the job (did their behavior change?)
and whether the training program achieved its desired results (reduced
turnover, increased customer service, etc.).
Effective training should provide the trainee with a given model to
follow, specific goals to achieve, an opportunity to perfect the skill,
feedback on how well the trainee is progressing, and praise for
transferring the acquired skills to the job. Training should focus on
ways of orienting new employees, giving recognition, motivating a
poor performer, correcting poor work habits, discussing potential
disciplinary action, reducing absenteeism, handling a complaining
employee, reducing turnover, and overcoming resistance to change.
Evaluation:
Evaluation literally means the assessment of value or worth. It would
simply mean the act of judging whether or not the activity to be
evaluated is worthwhile in terms of set Criteria.
According to Hamblin (1970) defined evaluation of training as: Any
attempt to obtain information (feedback) on the effects of training
program and to assess the value of training in the light of that
information for improving further training.
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Principles of Evaluation:
Training evaluation is the process of establishing a worth of
something. The worth (the value) merit or excellence of the things.
Evaluation is a state of mind, rather that a set of techniques.
To achieve the desired results, evaluation has to based on sound
principles such as:
1. Evaluation specialist must be clear about the goals and
purposes of evaluation.
2. Evaluation must be continuous.
3. Evaluation must be specific.
4. Evaluation must provide the means and focus for trainers to
be able to appraise themselves, their practices, and their
products.
5. Evaluation must be based on objective methods and
standards.
6. Realistic target dates must be set for each phase of the
evaluation process. A sense of urgency must be developed, but
deadlines that are unreasonably high will result in poor
evaluation.
Methods of Evaluation:
Five distinct approaches leading to a comprehensive evaluation of
training program.
1. Observation - Here the trainees are closely observed during
the programme in order to assess their behavioral strength and
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Management
(MCDP):
competency
development
programmes
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ACC LAKHERI
WORKS
30
30
CEMENT
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Company records
Registers files booklets
Magazine
Journals
Booklets
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Analysis of Data
MANAGERS ANALYSIS & FINDINGS
TABLE - 1
Q .1 Do you agree that the training and development programmes
are effective in ACC?
Parameter
No of Respondent
%
STRONGLY AGREE
AGREE
UNDECIDED
DISAGREE
STRONGLY DISAGREE
03
21
01
00
05
10
70
3.3
00
16.66
Through the survey we found that 21 managers agree that the training
program in ACC delivered as an effective way to learn the matters.
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No of Respondent
STRONGLY AGREE
AGREE
UNDECIDED
DISAGREE
STRONGLY DISAGREE
03
20
02
03
01
%
13.33
66.66
6.66
10
3.33
70
60
50
40
30
20
10
0
Strongly
Disagree
Disagree
Undecided
Agree
Strongly
Agree
2009
No of Respondent
11
16
00
01
02
%
36.66
53.33
00
3.33
6.66
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TABLE - 4
Q.4
Do you think that the knowledge and skills gained from the
training programme directly apply to your work?
Parameter
STRONGLY AGREE
AGREE
UNDECIDED
DISAGREE
STRONGLY DISAGREE
No of Respondent
09
16
03
00
02
%
30.00
53.33
10.00
0.00
6.66
16 managers agree that the knowledge and skills gained from the
training programme directly apply to work. Whereas 9 managers
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No of Respondent
07
15
03
02
03
%
23.33
50.00
03.33
06.66
10.00
15 managers agree that the change in moral attitude and behavior was
noticeable as result of training function 7 managers strongly agree
with the statement .2 managers disagree, while 3 managers strongly
disagree and 3managers didnt give any response.
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TABLE - 6
Q. 6 To what extend training program contribute to the company
goal and employees individual goals?
Parameter
STRONGLY AGREE
AGREE
UNDECIDED
DISAGREE
STRONGLY DISAGREE
No of Respondent
04
18
05
00
03
%
43.33
60.00
16.66
0.00
10.00
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TABLE 7
Q. 7 Do you think that freedom is given to you to show your skills
and knowledge during training program?
Parameter
STRONGLY AGREE
AGREE
UNDECIDED
DISAGREE
STRONGLY DISAGREE
No of Respondent
08
15
06
01
00
%
26.66
50.00
20.00
3.33
00.00
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TABLE 8
Q. 8 Do you have a good cooperation / support from your superiors
during training program?
Parameter
STRONGLY AGREE
AGREE
UNDECIDED
DISAGREE
STRONGLY DISAGREE
No of Respondent
10
12
06
01
01
%
33.33
40.00
20.00
03.33
03.33
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No of Respondent
11
12
03
02
02
%
36.66
40.00
10.00
06.66
06.66
TABLE 10
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No of Respondent
18
10
00
01
01
%
60.00
33.33
00.00
03.33
03.33
2009
Parameter
STRONGLY AGREE
AGREE
UNDECIDED
DISAGREE
STRONGLY DISAGREE
No of Respondent
07
16
02
02
03
%
23.33
53.33
06.66
06.66
10.00
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Parameter
STRONGLY AGREE
AGREE
UNDECIDED
DISAGREE
STRONGLY DISAGREE
No of Respondent
07
18
03
00
02
%
23.33
60.00
10.00
00.00
06.66
18 managers agree that the training programme would have been more
beneficial if some more material was provided in advance but 7
managers strongly agree with the statement.2 managers strongly
disagree and 3 managers didnt give any response.
TABLE 13
Q. 13 Are you aware of the objectives of the program at the time of
your nomination for this program?
Parameter
No of Respondent
%
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STRONGLY AGREE
AGREE
UNDECIDED
DISAGREE
STRONGLY DISAGREE
03
24
02
00
01
10.00
80.00
06.66
00.00
03.33
70
2009
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2009
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Q.2
Do you agree that enough time was provided to learn about the
subject covered in the training program ?
(a) STRONGLY AGREE
(b) AGREE
(c) UNDECIDED
(d) DISAGREE
(e) STRONGLY DISAGREE
Q.3
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Q.4
Do you think that the knowledge and skills gained from the
training program directly apply to your work?
(a) STRONGLY AGREE (b) AGREE
(c) UNDECIDED
(d) DISAGREE
(e) STRONGLY
DISAGREE
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Date: -
Signature:-..
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Conclusion
It is concluded from the survey on Training & Development that
training program conducted in ACC Ltd, Lakheri Cement Works is
very effective in improving the skill and knowledge of the employee
to meet the present and future requirement of the organization. Its
found that training place a crucial role in not only the development of
employees but also in achieving the overall organizational goals.
Through the research work it was found that employees were very
satisfied by the training provided to them and strongly agreed that
after training their confidence have increased and their skill and
knowledge has also been increased and hence, their was remarkable
improvement in their performance.
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