A study of HRM & Training Effectiveness At DSCL, Kota

SUMMER TRAINING PROJECT REPORT SUBMITTED FOR THE PARTIAL FULFILLMENT
OF

BACHELOR DEGREE IN BUSINESS ADMINISTRATION SESSION 2009-2011

MIMT
SUBMITTED BY KOMAL CHAUHAN KUNDNANI BBA 2nd YEAR SUBMITTED TO MR.INDER (DEPUTY MANAGER)

Modi Institute of Management & Technology, Kota
(Approved by Aicte, New Delhi & Affiliated To University Of Kota) Modi Education Complex, Dadabari, Kota-324009 Tel No: 91-744-2504169, 2505421, Fax: 91- 7442391072

Web: http//www.Modiedukota.org

Acknowledgement
This eight weeks training experience has been invaluable to me. It not only helped to enhance my knowledge but also exposed me to the professional work environment. I would also like to express my regards to the branch managers and employees of the banks for providing me necessary information related to project. During the phase of summer training, I was offered the opportunity undertake topic “Training effectiveness at DSCL”. I sincerely thank Mr. Inder Kundnani (Deputy Manager, Training) for providing me an opportunity to work on this project. I am very obliged to receive his invaluable guidance, which he spared for me from his busy schedule. I am deeply indebted to and express my sincere appreciation and gratitude to him for providing their valuable guidance and encouragement throughout the summer training for keeping my morale up and making it possible to complete and submit this project of mine in time. They provided me many in depth details and enlightened me in the preparation of the study report. I appreciate the spontaneity and willingness of all the employees, management and staff of DSCL who helped me by giving their valuable feedback so that I could complete my survey on effectiveness of training programmes as observed in this organization.

Last but not least, I am thankful to all those who directly or indirectly lend me a helping hand at the time of need in completing this project successfully.

Executive Summary
 This project includes a feedback survey on the following training programme held in DSCL, Kota.

 Interpersonal Skills  Meditation Techniques  Environment Management  Personal Productivity.

It consists of a thorough study on the requirement of special training programme for the employees of this firm.

The project includes the need for training effectiveness and how the organizers should check these programmes continuously so that the employees can avail the best of it. Only then can an employee improve his performance from his as well as the organization’s point of view.

A study was conducted on how the training programmes held on the above topics have really been able to serve their motives. Analysis is based on the feedback forms that they filled up for the survey.

5 1.3 2.7 1.NO TOPICS 1.10 2.6 1.2 1.Contents S.9 1.1 2.4 COMPANY PROFILE Our Founders & History of DSCL Certification of the company Introduction to Kota Unit Company Vision & Values Core values & Beliefs History Milestones Chairman’s VS Chairman’s Desk Organization Structure Awards & Achievements Competitors PROJECT PROFILE Human Resource Management Objective of HRM Project Profile Concept of Training .3 1.4 1. 1.2 2. 2.1 1.8 1.

5 3.4 3. 3. 7.8 4.1 4.5 2.1 3.2 5.7 Need of Training Methods of Training Inputs of Training 3.6 3.6 2. 4. 6. 7.1 RESEARCH METHODOLOGY Research Methodology Objective of Study Scope & Significance of Study Define Universe Research Design Limitations Measurement of Effectiveness of Training Program Method of Data Collection DATA ANALYSIS Analysis & Interpretation Findings CONCLUSION SUGGESTIONS ANNEXTURE Bibliography .2.3 3.7 3.2 3.

7.2 Questionnaire CHAPTER-1 COMPANY PROFILE .

Shriram Center for Performing . He was nominated to the Delhi Municipal Committee. Not only did Lalaji achieve great height in business enterprise. Bengal Potteries. Shriram College of Commerce. Jay Engineering Works. Shri Ram got himself known in the industrial as well as the educational circles. pottery. chemicals. Shri Ram had this uncanny ability to spot the right man for the right job a rare quality that contributed to his success. who had started the Modern School in Delhi. Shri Ram's choice was not based on the scrutiny of a "Curriculum Vitae" but on an inborn gift. Delhi School of Economics and umpteen others. Everyone is familiar with the name of multiple facets of the industries and institutions on which he left his imprint . heavy. Bharat Ram and Charat Ram went to the Modern School where children of more advanced Indian families were studying. Barey Lalaji. the Lady Shri Ram College. He ensured that his sons Murli Dhar. Sir Shri Ram who began as a humble worker and went on to set up one of India's largest business houses the DCM Group. sugar. This helped him to pick up a humble ministry and make him a work manager. The industrial legacy that he left behind was valued at Rs 600 million at the time of his death. While just in his thirties. Raghubir Singh. in the 79 years of his life. electric motors and capacitors. to mould a perfume-seller into the overall head of a vast enterprises producing precision instruments and so on. Through his business connections with Ram Bahadur Lala Sultan Singh and more to with that of his son. Shri Ram began to think of problems of education in India. alcohol.be it the DCM Limited. he also participated in full measure in the crucial early stages of nation building. He made many mistakes in the choice of friends but seldom did he err in the selection of a business executive. Sindri Fertilizers.textiles. vanaspati. But who is this Barey Lalaji? Born into a family of Agarwal banias of modest means. many sugar mills. fans. Shri Ram. a sort of built-in Geiger-counter which ticked when he came across the man he was looking for. He also was instrumental in setting up several prestigious institutions of higher learning and arts such as the Lady Shri Ram College and Delhi School of Economics. to convert an engineer into an administrator. built an industrial empire manufacturing a vast variety of goods like .Sir Shri Ram Nothing can better sum up the homage paid to great son and philanthropist of Delhi. sewing machines.

To the very end Lalaji however retained his simple demeanor and humbleness. but also in Africa and Europe as well. Hariyali Kisaan Bazaar Energy Intensive Businesses Chemicals. Hariawan and Loni(UP). Ajay S. Chairman and Senior Managing Director and Mr.  HISTORY Building a world class organization DCM Shriram Consolidated Limited (DSCL). PVC Compounds. PVC Resins. Lalaji was knighted by the British Government 'for his distinguished career as an industrialist and philanthropist'. Urea. Agri Inputs. Hybrid Seeds. and Ajbapur. Philippines and Thailand. The Company also has its windows fabrication units at Bhiwadi. his love for his country and his undyingly loyalty to his friends. a company with turnover of Rs. Mumbai. Shriram. Our hybrid seed operations are at Hyderabad (India). today DCM Shriram Consolidated Limited ( DSCL) is managed by Mr. Rupapur. Vietnam. Cement Value Added Businesses Fenesta™ Building Systems. 3523 crores and primary business interests in Agri Businesses Sugar. Calcium Carbide. Vikram S. not only in India. Other Businesses Textiles DSCL has manufacturing facilities at Kota (Rajasthan). Bangalore. Vice . The initials DCM went on to become known. Founded by Sir Shriram in 1889 (as DCM limited).Arts etc. Bharuch (Gujarat). Shriram. Hyderabad and Chennai.

As a learning organization DSCL has worked regularly with the national and international consultants of repute. DSCL has a long history of accessing and employing the best technologies for its projects and has worked successfully with renowned international and domestic technology partners. The Kota complex of the company was instituted in 2006 with the prestigious “British Sword of Honor” for implementing and practicing the best safety standards. The Hariyali division of the company was awarded “ACE-Best Customer Award” for successful implementation of the SAP IS retail package. DSCL has a strong brand equity reflective of credibility. Organizational Development etc. and customers and within the organization between employees. DSCL meets the needs of a wide range of customers from farmers to industrial users. Fostering enduring relationships is at the core of DSCL's business philosophy . In a major IT initiative the company has networked all its locations on a Wide Area Network (WAN) and implemented SAP R/3 Enterprise Resource Package (ERP) across the Company. In an increasingly global business environment. from house builders to business owners. The company had launched value added UPVC window system business under the Fenesta TM brand in India. 14000 certification and OHSAS 18001: 1999 system of Occupational Health and Safety certifications. ethical values and consistent high quality product image. Accordingly. This product has very attractive design and insulation attributes that makes it strong business proposition as the concept is gaining acceptability. transparent and convenient format. Other key IT enabling initiatives are Customer Relationship Management (CRM) and Business Information Warehousing (BIW). As a leading equal opportunity employer in India.with vendors. DSCL's vision is to strengthen its agri and energy intensive business while ramping up "Value Added" & "Knowledge based" products & services in the areas of its operations. DSCL has a motivated and dynamic management team of highly qualified professionals and dedicated workmen and staff whose work has shown the way towards creating " Team Excellence ". With over 30 years of experience in managing large scale process industries with sustained high level of performance. business partners. DSCL is expanding its rural retail initiative Hariyali Kisaan Bazaar to create a rural hub that makes agri and consumer products (of all manufacturers) and agri services available to farmers in a fair. . Quality.Chairman and Managing Director along with a highly professional executive team.  CERTIFICATION OF THE COMPANY All its main line locations/products have ISO 9000. Currently there are over 302 such Bazaars. in diverse areas of Business Strategy.

Focused Businesses: Long term strategy. Sleek. which is profitable. responsive to change & highly competitive. It is for these reasons that SHRIRAM Urea enjoys a premium position in its markets. DSCL has made significant contribution to the society in the fields of Environment. Building value. VISION Responsiveness to Change: Swift. Efficiency. Rural Development and in promoting. For its social contributions DSCL's ChlorAlkali facility at Bharuch has been recognized with a SA 8000:2001 certification by RINA (Registro Italiano Navale). Cultural Heritage. Education. Outward looking. commissioning.  FERTILIZERS: DSCL fertilizer operations are characterized by highly optimized production process. with a culture of being quality driven. Family Planning. operation and troubleshooting of Ammonia/Urea plant. delivering high capacity utilization & proven abilities in erection. making it amongst the few companies in India to get this recognition. Alert.  VISION: At DSCL our vision is to build world class organization in focused businesses. Focused growth. Thinking global. Superior Quality at low cost: Value for Money. . Seizing opportunities.DSCL strongly believes in socially responsible business activity. World class Organization: Building competencies. Effectiveness. Health Care. DSCL’s Urea operation has consistently earn production & productivity awards for its performance.  INTRODUCTION TO KOTA UNIT SHRIRAM FERTILIZERS & CHEMICALS The fertilizers and chemicals complex was installed in 1963 and is spread over 1000 acres. Its well-established distribution network in North & West India allows the unit to service farmer needs effectively with a consistently high quality product. Updating technology & Processes.

VALUES Responsible Corporate citizen: Towards environment Creates Wealth: By releasing human . Our rich heritage and the strong “SHRIRAM” brand are built on being caring. While being a responsible corporate citizen. Process Commitment to Exellence. Caring. Teamwork. place. DSCL aims to realise the energy of every single employee to create true wealth in the society.  VALUES: The DSCL value system embraces continuous improvement as a way of life. Credible & Fair: In business dealings With all stakeholders. Doing things Tuned into market Customer oriented. upgradation.Robust Financials: Stakeholder value. Missionary zeal to differently. Safe gambler. Competitive: Innovative/creative. credible & fair in all dealings with our stakeholders. Bottom line. Continuous Improvement: Through Learning. Initiative.

 Make continuous improvement a way of life. .  Inculcate a spirit of openness and collaboration. learning organization. drive exellence.  INNOVATION & EXELLENCE Think differentely and promote creativity. openness & human dignity.  PEOPLE DEVELOPMENT Continuously improve and upgrade the skills and competencies of our people. professionalism. to exel and win in all its endeavors:-  CUSTOMERS FOCUS Be sensitive to the needs of the customer.  Commitment to surpass expectations and deliver superior value. develop supirior customer insight. Belief in ethical values.  CORE VALUES & BELIEFS: DSCL’s core values and beliefs are a reflection of its commitment to build a world class.  TEAM WORK Work closely as a cohensive.  Support people to realize their potential. well-knit team. upholding energy through participation.& social causes. Teamwork.

The Delhi Cloth & General Mills Co.. DSCL added the following units to its portfolio: .  Conduct business ethically. Plastics. DCM Shriram Consolidated Ltd. Chlor Alkali and Power Shriram Cement Works. addressing the needs of the community and environment.Fertilizers. In 1990. DCM Ltd.Textiles In the decade 1990-2000. Kota ( Rajasthan) . Kota ( Rajasthan) . Ltd. was restructured into four separate companies. RELATIONSHIPS & HUMAN DIGNITY Value people and partnership. was founded in 1889 with the establishment of a Spinning Mill at Delhi. Thereafter.  SOCIAL RESPONSIBILITY Be a socially responsible corporate.  Maintain highest standards of personal integrity. the company expanded and diversified into large segments of industry areas and played a leading role in the industrialization of India. trust and respect in all relationships. to create more manageable business entities.Cement Swatantra Bharat Mills and DCM Silk Mills (Delhi) . (DCM). (DSCL) took over 1/6th of the businesses by the merging of the following units of the erstwhile DCM: • • • Shriram Fertilizer & Chemicals.  Nurture understanding.

Bharuch (Gujarat) . PVC Compounds. The main businesses units of DSCL now comprise of: Agri Businesses: Sugar.Chlor Alkali Shriram Environment & Allied Services. Agri Inputs. Gurgaon (Haryana) Environment & Allied Services Ghaghagra Sugar. Cement Value Added Businesses : Fenesta™ Building Systems. New Delhi . Urea.An Energy Services Company Hariyali Kisaan Bazaar was started Fenesta windows were launched. Energy Services Other Businesses: Textiles.Sugar Shriram Bioseed Genetics India Limited.Seeds DSCL Energy Services Company Limited. Hariyali Kisaan Bazaar Energy Intensive Businesses : Chemicals.• • • • • • • Shriram Alkali & Chemicals. Shriram Bioseeds. Lakhimpur Kheri ( Uttar Pradesh) . Hyderabad (Andhra Pradesh) . . PVC Resins.

Hariawan and Loni(UP). Mumbai. Urea. We are building on the above strengths to develop a business profile which enjoys strong cost competitive position and delivers superior value to our customers simultaneously. • Deep understanding and knowledge of Indian rural milieu developed with over 40 years of close work with farmers to improve his economics. to expand its business operations. We have manufacturing facilities at Kota (Rajasthan). Bangalore. Helping the rural household's farmers in adopting latest farming practices and improving their well being. and hybrid seeds form our agri input offerings. Our hybrid seed operations are at Hyderabad (India). Bharuch (Gujarat). Agri-business This business is a key growth driver for us. (i) Energy Intensive products (ii) Agri products (inputs as well as outputs) and services. • Well-established presence and strong brand across the entire agri-space in India.1300 crores in the past three years and plans to invest approximately Rs. output and services value chain. and Ajbapur. reliability and superior value to the customer. • Sugar: Increase its Power co-generation capacity from 70.e. We have been present in the agri services area through over a hundred Shriram Krishi Vikas Kendras. and we are present across the entire Agri input. Rupapur. micro nutrients. Philippines and Thailand. We are further integrating our business portfolio to add value added products/services and solutions to the commodity businesses. pesticides. We have established strong relationships with the country's farming community over decades of operation in this sector based on trust. while sugar and seeds are the agri outputs we produce & market.The Road Ahead We are an integrated business conglomerate. Hyderabad and Chennai Our strengths are: • Strong energy management expertise both in the area of generation as well as effective utilisation of energy. The company has invested Rs. Vietnam. soluble fertilizers. with a group turnover of Rs.5 MW . The Company plans to expand its Hariyali Kisaan Bazaar through proactive investments. The Company also has its windows fabrication units at Bhiwadi. 2940 crores. Our business portfolio comprises of primarily two types of business i. 500 crores in the next two years.

Names and Designations of Directors: S. • Hariyali Kisaan Bazaar:HKB initiative is a unique rural retail initiative based on building “trusted farmer relationships” to create a rural hub that makes agri.to 94. We currently have over 150 such bazaars in operation and plan to increase it to 300 by Dec 2013. it also plans to set up a 48 MW coal based power plant in replacement of the existing 24MW furnace oil based power plant to generate economical power at Bharuch. The company would be incurring approximately Rs. The use of imported coal or gas as input will enhance cost efficiency of the plant at Bharuch. We are the first company to implement such an initiative and initial response has been very encouraging in terms of conversion. No. the company would be the second largest player of Chlor-alkali in the country in capacity terms. transparent and convenient format. Name Designation .50 crores in the above expansions. Energy Intensive Business • Chlor alkali: The Company plans to increase the capacity of its chlor-alkali manufacturing facility at Bharuch from 200 TPD to 360 TPD.5 MW out of which the company would supply approximately 46 MW to the grid. consumer products (of all manufacturers) and agri-services available to farmers in a fair. Further. With this expansion.

Shriram Shri Rajiv Sinha Shri Ajit S. 9. C. Shriram Dr. Bhargava (LIC Director Nominee) Dr. Managing Director Director (Sugar) Director Director Director Director Director Director Shri S. Sengupta Chairman & Senior Managing Director Vice Chairman & Managing Director Dy. 12. S.Singh Whole Time Director. 3. 7. S. Shri Ajay S.N. Shriram Shri Vikram S. 5. 4. 2. 10. 11. 6.J. 8.1.(EHS). . Baijal Shri Arun Bharat Ram Shri Pradeep Dinodia Shri Vimal Bhandari Shri Sunil Kant Munjal Shri D.

National Award & Pllution Control Award by Rajasthan State Productivity Council in 1990. 1975 & 1976 from Indian Association of Industrial editors. Maximum capacity utilization. • • . Bombay. Agrawal Senior Executive Director (Chemical Business) S. 1974. Spot Championship in Raj Labor Welfare Tournament in 1975 to 1987 & 1996. K. Bombay and magazine of the year & first prize from Association of Business Communication of India. D.Ajay S. Shriram Vice Chairman & Managing Director Ajit S. First Prize and Certificate of merit of Shriram Patrika in 1973. All India Award by Employer Association of Rajasthan in 1989. K. Radhakrishna Executive Director (Sugar Business) K. Shriram Chairman & Senior Managing Director Vikram S. Kaul Senior Executive Director & Resident Head (Kota). Shriram Rajiv Sinha Director (Sugar Business) Deputy Managing Director S.  AWARDS & ACHIEVEMENTS: • • • National Policy Award in 1967. Omchary Chief Executive Director (Textile/ Real Estate Development) S.

Award of Energy Conservation in the Chemical Sector in 1996. SAP Star Award for the year 1998 on successful implementation of ERP pakage SAP R/3 Award and was given by Chairman SAP. There are many competitors of DSCL in fertilizer industry that are given belowMajor Players of Fertilizer Companies: • • • • • • • • • • • CHAMBAL FERTILIZERS & CHEMICAL INDUSTRY NATIONAL FERTILIZERS LIMITED (NFL) PARADEEP PHOSPHATES LIMITED (PPL) FERTILIZERS & CHEMICALS TRAVANCORE LTD. there are many players of Fertilizer in Fertilizer Industry. In India. (HFC) GUJARAT FERTILIZERS OSWAL CHEMICAL LIMITED KRISHAK BHARTI COOPERATIVES LTD. (FACT) SHRIRAM FERTILIZERS & CHEMICAL LTD. FAI’s Award for best production performance of Nitrogenous Fertilizers. TATA CHEMICAL LIMITED NAGARJUN FERTILIZERS. DSCL is the largest Urea producer in India.• • • • National Award for best production in Fertilizers Industry in 19911992.  COMPETITORS: DSCL plays a major role in fertilizer in Fertilizer Industry. HINDUSTAN FERTILIZERS CORPORATION LTD. .

CHAPTER-2 PROJECT PROFILE .

It is not confined to industry alone. . organizations and the environment. 3) Action oriented. It is the process of bringing people and organization together so that the goals of each are met.HRM is concerned with employees as individuals as well as groups. It applies to workers. every employee is considered as an individual so as to provide services and programmes to facilitate employee satisfaction and growth. 2) People oriented. jobs.  FEATURES OF HUMAN RESOURCE MANAGEMENT1) Comprehensive function.” -By flippo Human Resource Management is known by different names e. organizational and societal objective are accomplished. personnel management. officers. maintenance and reproduction of human resources to the end that individual. staff management etc. It covers all the types of people at all levels in the organization. It is the task of dealing with human relationship within organizations.g.HRM is inherent in all the organizations and at all levels. manpower management. personnel administration. supervisors. compensation. integration. directing and controlling of the procurement. 4) Individual oriented. organizing. managers and all type of personnel.HRM focuses on action rather than on record keeping or procedures. 5) Development oriented.HRM is concerned with managing people at work.Under HRM.Human Resource Management “The planning. It is the process of achieving the best fit between individuals.HRM is considered with developing potential of employees so that they get maximum satisfaction from their work and give their best efforts to the organization. development. 6) Pervasive function.

It is an art because it involves application of theoretical knowledge to the problems of human resources.  OBJECTIVES OF HUMAN RESOURCE MANAGEMENT- 1. To maintain high morale and good human relations within the organization. 3. “science as well as arts”HRM is a science as it contains an organized body of knowledge consisting of principles and techniques. To enhance job satisfaction and self-actualization of employees by encouraging the every employee to realize his/her full potential.HRM is an ongoing exercises rather than one-shot function. To bring about maximum individual development of members of the organization by providing opportunities for training and advancement.HRM is concerned with helping an organization to achieve its objectives in the future by providing for competent and motivated employees. To establish and maintain productive self-respecting and internally satisfying working relationships among all the members of the organization.7) Continuous function. 8) Future oriented. 2. To help the organization attain its goals by providing welltrained and well-motivated employees. To employ the skills and knowledge of employees efficiently and effectively. 5. . 6. 4.

” DALE. The company has adopted Rainwater harvesting initiatives across the board by transferring it to the under ground water aquifers or storing in surface reservoirs.000 trees on nutritious beds of fly ash.Project Profile The project aims at measuring the effectiveness of the following training programmes ENVIRONMENT MANAGEMENTThe company is committed to preserve and protect the environment around its area of operations.50. attitude and abilities to achieve the organizations objectives. Rainwater collected is put to “PROCESS USE”. . several senior executives of the company have taken their own initiative to implement the same process in their residences. thus conserving a precious natural resource and reducing dependence on external sources.BEACH Training has now clearly appeared as an important part of management which helps the person to acquire and applies knowledge skills.S. Spurred by this rainwater harvesting movement. As a result of a well defined policy on environment and safety the rocky terrain of the Kota complex has been transformed into lush green tree covered landscape through planting of over 2.  TRAINING MANAGEMENT“Training is the organized process by which people learn knowledge and skills for a purpose.

 To make a climate in which an individual can best attain his goal by directing his efforts towards attaining the goals of organization.  Ensure the ability of qualified manpower as required to meet the organization current and future needs. TRAINING AND DEVELOPMENT NEED = STANDARD PERFORMANCE = ACTUAL PERFORMANCE. usually by changing the employees attitude or increasing his skills or knowledge. knowledge. attitude and abilities so his performance is increases.Training is a process to improve current and future employees performance by increasing an employees ability to perform through bearing. . The need for training and development can be known by comparing employees actual performance with standard performance. Concept of Training  To bring the current performance of each individual upto the highest level for growing into the highest level of responsibilities.  For high utilization of individual managerial and administrative capabilities.  To increase the individual skills.

 IMPARTING TRADEIn industrial employment. the convention is to recruit employees through compulsories apprenticeship training. .Need of Training  UPDATING KNOWLEDGE Now a day’s technology and business environment is changing and new management philosophies are made so it is essential for the organization to renew and update the knowledge and skills of the employees to sustain their effective performance and also to develop them for future managerial position. to make them functionally effective so second need of training is to make employees effective in their performance through continuous training. Such human skills are necessary for effective inter personal relation and healthy work environment.  IMPROVING PERFORMANCEContain training being required to renew and update the knowledge and skills of the employees.  DEVELOPING HUMAN SKILLSApart from emphasis on technical and conceptual skills new training programme also emphasis on human skills of employees.

iii. It is very difficult to say which methods will be most suitable for a particular situation.  STABILISING THE WORKFORCEThrough out the world the importance of training is no increasingly felt for stabilizing the workforce withstand the technological change and for making the organization dynamic in this changed process management tourist unanimously agree that is the responsibility of the organization to train and develop their manpower as a continuous process. There are following methods in thisi. ii.Such apprenticeship training involves an organization to impart industries and trade specific skills to worker. UNDERSTUDY. There are four methods of training-  1. the employee is given training at the work place by his immediate supervisor. It is based on the principle of “LEARNING BY DOING”. Methods of Training  Methods of training has an important place is the over all training programme for employees is an organization. POSITION ROTATION. . The trainee is periodically rotated from job to job.The supervisor gives training to a subordinate as his understudy or assistant.In this the supervisor imparts job knowledge and skills to his subordinate. On the job training: Under this. The subordinate learns through experience and observation. COACHING.The purpose is to broaden the background of the trainee in various positions.

the cost per trainee is low. Off the job training: It requires the worker to undergo training for a specific period away from the workplace. Trainees analyze the problem and suggest solutions which are discussed in the class. An attempt is to create working condition that are similar to the actual work shop condition. Vestibule training: This training is conducted away from the actual work place. iii. It is an “EARN WHEN YOU LEARN” scheme. It is used to train clerks.The workers are free of tension of work when they are learning. It is to develop all-round craftmen. CASE STUDY.It is a group meeting conducted according to an organized plan in which the members seek to develop knowledge and understanding by oral participation. There are following methods in thisi. ii.2. It is also known as “class room training”. theoretical instructions and practical learning are provided to trainees in training institutes. This method gives the trainee an opportunity to apply his knowledge to the solution of realistic problems.Special lectures are delivered by some executive of the organization or specialists from vocational and professional institutes. CONFERENCE TRAINING. A person can learn from others by comparing his opinions with those of others. It can be used for providing instructions to large groups. . The lecture possesses a considerable depth of knowledge. typist. Thus. Apprenticeship training: Under this. 3. machine operator.Under this the trainees are given a problem or case which is more or less related to the concepts and principles already taught. 4. SPECIAL LECTURE CUM-DISCUSSION.

The game is designed to be a close representation of reallife conditions . The executives learn by analyzing problems by using intuition & by making trial & error type of decisions. A worker needs skills to operate machines and use other equipments with least damage and scrap. SKILLS :Training is imparting skills to employed. • . there is a need to impart ethical orientation.5. emphasize on attitudinal changes and stress upon decision making and problem solving abilities. learn theoretical concept and help acquire vision to look into the distant future. They are needed to understand one self and others better and act and behave accordingly. Management Games: It is a class room exercise in which a number of teams of trainees compete against each other. Inputs in Training A training and development programme must contain inputs which enable the participants to gain skills. In addition to these. Employees particularly supervision and executives need interpersonal skills.

Negative attitudes need to be converted into positive attitudes. human relations. There is no denial of the fact that ethics are largely ignored in businesses. • • • ATTITUDINAL CHANGES :Attitudes represents feelings and beliefs of individuals towards others. Changing negative attitudes is difficult because Employees refuse to change. management principles and techniques. ETHICS :There is a need for imparting greater ethical orientation to a training and development programme. Knowledge about business environment. specific industry analysis and the like is useful for better management of a company.  Information needed to change attitudes may not be sufficient.  They have prior commitments. Organization must encourage part time basis programme and other refresher courses conducted by various institutes and business schools. They are less seen in personnel functions. satisfaction and job commitment. DEVELOPMENT :Another component of training and development programme is developed which is less skill oriented but stresses on knowledge. DECISION MAKING AND PROBLEM SOLVING SKILLS :- • . It is the duty of the HR manager to enlighten all the employees in the organization about the need for ethical behaviour. It is well understood by HR specialists that any training programme must contain an element of education.• EDUCATION :The purpose of education is to teach theoretical concept and develop a sense of reasoning and judgment. Unethical practices abound in various spheres in an organization. Attitudes affect motivation.

CHAPTER-3 . collect and analyze information.They focus on methods and techniques for making organizational decisions and solving work related problems. generate alternative solutions and make an optimal decision among alternatives. This kind of learning seeks to improve trainees abilities to define and structure problems.

Meditation Techniques. Personal Productivity. Environment Management.RESEARCH METHODOLOGY Research Methodology  RESEARCH PURPOSE The project aims to find the “effectiveness of training programmes”.  RESEARCH MEHODOLOGY By keeping the purpose of research in mind a questionnaire was prepared to measure the effectiveness of training . 4. 2. The effectiveness was surveyed for the following training programmes1. Interpersonal Skills. 3.

Before getting started with the survey I went through various journals and publications of the company. Research design can be divided into these partsSampling design. 2. The primary data was gathered by getting the forms filled and conducting the survey and by discussion and interaction with the employees. The information about the company’s history.A Research design is a systematic plan to coordinate archaeological research to ensure the efficient use of resources and to guide the research according to scientific methods. This news letter consist of all the activities which took place the previous month. 2) REVIEW OF LITERATURE.The research topic was given and the purpose of the research was decided.dscl. other products and business dealings areas were taken from the company’s website. 3) PREPARATION OF RESEARCH DESIGN. “NEWS LETTER” of DSCL which is published every month. Sampling. Collecting data. There were four main stages in the research method1. i.     . 4. Observational design.e.programme at DSCL. Designing the questionnaire.www. Analysis and finding. Operational design. I used the following process which consist of these steps- 1) SELECTION OF RESEARCH TOPIC. 3. Statistical design.com. To conduct my research effectively and systematically. all this was preserved as the secondary data.

The need.Objective of study  It was an opportunity to work with DSCL Kota for the project with the objective to study and analyze: • • • • The training and development procedure at DSCL. Scope & Significance of Study  The increasingly complex nature of business has made the use of research in solving the problem. methods and steps of training programmes.  It helps in diagnosis of events that are taking place and analysis of the forces underlying them. . Effectiveness of these training programmes. To explain the linkage between the training activities and organizational objectives and purpose.

 It is a sort of formal training which enables one to understand the new developments in one’s field in a better way. gives results with known accuracy that can be calculated mathematically. So the universe was limited to DSCL. Thus it is a finite universe where a sample size of 30 employees was taken. The advantages of using sampling rather than surveying the population are that it is much less costly. KOTA. Research Design  SAMPLING DESIGNThe procedure by which a few subjects are chosen from the universe to be studied in such a way that the sample can be used to estimate the same characteristics in the total is referred to as “sampling”. It helps in the prediction of future development. Even for relatively small samples. KOTA unit. quicker and if selected properly. Define Universe  As this research had been conducted on the employees of DSCL. accuracy does not suffer even .

though precision or the amount of detailed information obtained might. which restricted the research to an extent. II. RANDOM SAMPLINGa) b) c) d) Simple random sampling.  All the information was collected from company’s balance sheet which has its inherent limitations. Limitations  As it is a private company. . NON-RANDOM SAMPLINGa) Judgments non-random sampling. some of the information are being kept confidential and was not disclosed for the study. since most research projects have both budget time constraints. c) Convenience non-random sampling. b) Quota non-random sampling. For this project the method of SYSTEMATIC RANDOM SAMPLING was adopted. Systematic random sampling. Multistage random sampling. • Sampling can be divided into two partsI. Stratified random sampling. These are important considerations.

 At some level.  Inadequate information was provided by the internal managers. Measurement of Effectiveness of the Training Programme The project aims at measuring the effectiveness of the following training programme Interpersonal Skills  Meditation Techniques  Environment Management . fake or manipulated information was provided as the business unit cannot have the confidence that the material supplied by them to the researchers will not be misused. There was an insufficient interaction with the employees. due to their prior engagements.

A better motivated and satisfied team. Increased client satisfaction. It supports implementation of development projects aimed at improving the competitiveness of a company. Improved communication skills. Tools and techniques to manage better. INTERPERSONAL SKILLSThe training programme on interpersonal skills is oriented at strategic management of HR as well as at ways and means of developing a new strategic partnership at the top management level company based on the realization that the human potential of an organization is the key factor in winning long-term competitive advantages. Participants in this programme could benefit from-       Greater confidence in personal management skills. I. Personal Productivity. Techniques to handle difficult people. . The programme on interpersonal skills has been conceived as a tool for resolving particular human resource problems at participant organization and companies.

50. depending on your skill. This state may be maintained for a few seconds or a few hours. In contrast. by deeply relaxing the physical body and then trying to keep the mind completely “blank” with no thoughts whatsoever. thus conserving a precious natural resource and reducing dependence on external sources. MEDITATION TECHNIQUES Meditation is frequently confused with various forms of concentration. Our effort in meditation is directed towards consciously increasing the periods of such silence. several . Many famous people such as Albert Einstein Thomas Edison were known to have practiced various forms of meditation. trying pour more water into it just causes an overflow. Purity of mind achieved during meditation is essential to gain access to higher self does not admit any impurities.II. “Talented” people do it naturally. breathing exercises. One of many benefits of meditation is that it opens your mind to new ideas. Spurred by this rainwater harvesting movement. Thus. Exercises such as yoga. Artists and poets call it “inspiration”. As a result of the well-defined policy on environment and safety the rocky terrain of the Kota complex has been transformed in to lush green tree covered landscape through planting of over 2. at DSCL the employees are taught about various meditation techniques to relieve stress and work load and to relax. The same happens with our mind when it is full of thoughts. there is no room for new ideas. The purpose of concentration exercises is to focus our full-undivided attention on a specific aspect of functioning of our mind and /or the body in order to accomplish a certain goal or develop a certain skill. Rainwater collected is put to “process use”. tai-chi. visualization are all forms of concentration. Meditation is sometimes described as “listening to the silence between thoughts”. When the bowl is full. meditation is an exercise. ENVIRONMENT MANAGEMENTThe company is committed to preserve and protect the environment around its area of operations.000 trees on nutritious beds of fly-ash. Meditation is a very effective technique for improving your creativity and problem solving capacity. The company has adopted RAIN-WATER HARVESTING initiatives across the board by transferring it to the underground water aquifers or storing in surface reservoirs. aiming to prevent thoughts in a natural way. III.

Know your limits know how to extend them comfortably. Be more effective at work and at home. neurolinguistic programming. Fit more into your working day without increasing your stress levels. IV. The workshop provides skills in both traditional and emerging productivity topics including memory techniques. speed and flexibility reading. PERSONAL PRODUCTIVITY.The Personal productivity Workshop is designed to teach how to achieve more with the available time. Develop new thought processes and mindsets that will help you achieve more. effective communication techniques. humor in the workplace and prioritization skills. mind mapping.  Key benefits: • • Understand key productivity and efficiency tools.senior executives of the company have taken their own initiative to implement the same process in their residence. Tried and tested tools for improving efficiency and discover new ways of thinking that will improve one’s effectiveness is taught. . • • • • Rediscover how clever you really are.

5  Personal productivityEmployees surveyed . Following is the list of employees who were surveyed regarding the training effectiveness programme. A questionnaire was prepared which consisted of 10 questions to be filled by the employees.Method of Data Collection  The data was collected by the questionnaire method.10 .  Interpersonal skillsEmployees surveyed – 10  Meditation techniquesEmployees surveyed – 5  Environment managementEmployees surveyed .

4 DATA ANALYSIS .CHAPTER.

Did the training programme facilitates your work in an effective manner? • • 80% said YES 20% said NO . INTERPERSONAL SKILLSThe analysis on INTERPERSONAL SKILLS is based on a survey of 10 employees of DSCL. 1. Has the basic objective of the training programme been achieved? • • 84% said YES 16% said NO 2.Analysis & Interpretation A. Kota.

view & problems during the entire training programme? • • • 22% said V.GOOD 67% said GOOD 11% said AVERAGE 4. How was the extent of opportunity provided to air your frank opinions.3. What was the level of satisfaction derived? • • 35% said HIGH 47% said MODERATE .

What were the principles of learning? • • • • 30% 40% 15% 15% said said said said Employee Motivation Practice Opportunities Transfer of Learning Feedback 6.• 18% said LOW 5. Level of positive behavioral change observed? • 12% said Absolute Change .

at work place? . Are you able to fully practice the concepts learnt .• • 83% said Moderate Change 5% said No Change 7. Level of personal productivity increased? • • 17% said To Great Extent 83% said To Some Extent 8.

Extent of satisfaction? • 28% said Fully Satisfied .• • • 72% said YES 17% said NO 11% said CAN’T SAY 9. Any improvements in your professional knowledge? • • • 66% said YES 7% said CAN’T SAY 27% said NO 10.

• • • 44% said Satisfied 18% said Moderately Satisfied 10% said Unsatisfied  The last 3 questions were open ended which were asked about the things they liked & disliked about the training program and also to give suggestions for the training program so as to make it better and improved.  The things they liked were Interactive and beneficial as far as work environment of DSCL is concerned and quit well organized. .  The trainer had good communication skills and his attitude towards trainees was excellent.  Trainer had a comprehensive knowledge and a considerable experience.  Personal problems of employees were taken into account. EMPLOYEES FEEDBACK • The employees who attend the training program on Interpersonal Skills praised it and gave the opinion about their likings and disliking.

 The things they did not like were The program was of very short duration and should be at least 3 days.  The program should be held outside the office premises.  Active participation by so many employees was commendable.  Recording of individual presentations to analyze the strengths and weaknesses was an impressive way to conduct. EMPLOYEES SUGGESTIONS . Self confidence of employees was improved.  An in-depth knowledge wasn’t given on certain topics due to time constraint.  Concept of regular communication of superior and subordinate taught here helped in achieving better performance objective and in eliminating problem areas.  An exposure of content with practice along with substantial examples was there. It was just an introduction to the topic.  Enough literature related to the topic was not provided.  The development of the individual and this finally leading to the overall organizational image was explained very nicely.

 Frequency of the program should be increased.  Video coverage skills and such arrangements should be there. Regular participation of employees must be there in such programs. Has the basic objective of the training program been achieved? • • 92% said YES 8% said NO . MEDITATION TECHNIQUESThe analysis on MEDITATION TECHNIQUE was based on a survey of 5 employees of DSCL. 1.  Sufficient time should be provided to carry out this program. B. Kota.

How was the extent of opportunity provided to air your frank opinions. view & problems during the entire training program? • • • 8% said V. Did the training program facilitates your work in an effective manner? • • 72% said YES 28% said NO 3.GOOD 77% said GOOD 15% said AVERAGE .2.

What were the principles of learning? • • • • 50% 8% 22% 20% said said said said Employee Motivation Practice Opportunities Transfer of Learning Feedback .4. What was the level of satisfaction derived? • • • 54% said HIGH 38% said MODERATE 8% said LOW 5.

Level of positive behavioral change observed? • • • 38% said Absolute Change 54% said Moderate Change 8% said No Change 7. Level of personal productivity increased? • 31% said To Great extent .6.

at your work place? • • • 77% said YES 8% said NO 15% said CAN’T SAY 9. Any improvements in your professional knowledge? • 85% said YES .• 69% said To Some Extent 8. Are you able to fully practice the concepts learnt .

Extent of satisfaction? • • • • 23% 60% 8% 9% said said said said Fully Satisfied Satisfied Moderately Satisfied Unsatisfied .• • 10% said NO 5% said CAN’T SAY 10.

 The things they liked were The program was well presented and way of expression was also good. EMPLOYEES FEEDBACK • The employees who attend the training program on Meditation Techniques praised it and gave the opinion about their likings and disliking.  New ways of decreasing the level of pollution through the plants were taught. The last 3 questions were open ended which were asked about the things they liked & disliked about the training program and also to give suggestions for the training program so as to make it better and improved.  It was good media to transfer knowledge.  Program was interactive & was presented along with case studies.  Individual attention was given to each. .

 Pranayam and yoga can be added.  Long hours for a single day.  Very little time was given to the question & answer session. EMPLOYEES SUGGESTIONS  Faculty should give examples keeping in view the type of participants & the industrial sector.  Advanced techniques of meditation should also be ta  A personal interview should be conducted after the program. The things they did not like were Case studies presented were mostly of foreign companies. . not of Indian companies.

ENVIRONMENT MANAGEMENTThe analysis on ENVIRONMENT MANAGEMENT was based on a survey of 5 employees of DSCL.C. Has the basic objective of the training program been achieved? • • 82% said YES 18% said NO 2. 1. Kota. Did the training program facilitates your work in an effective manner? • • 80% said YES 20% said NO .

3.GOOD 77% said GOOD 15% said AVERAGE 4. How was the extent of opportunity provided to air your frank opinions. view & problems during the entire training program? • • • 8% said V. What was the level of satisfaction derived? • • • 80% said HIGH 10% said MODERATE 10% said LOW .

5. What were the principles of learning? • • • • 40% 20% 20% 20% said said said said Employee Motivation Practice Opportunities Transfer of Learning Feedback 6. Level of positive behavioral change observed? • • • 20% said Absolute Change 70% said Moderate Change 10% said No Change .

Are you able to fully practice the concepts learnt .7. at your work place? • • • 70% said YES 10% said NO 20% said CAN’T SAY . Level of personal productivity increased? • • 30% said To Great extent 70% said To Some Extent 8.

9. Any improvements in your professional knowledge? • • • 70% said YES 20% said NO 10% said CAN’T SAY 10. Extent of satisfaction? .

 Easy approach & positive thinking was encouraged.  The things they liked were It was well explained programme.• • • • 20% 65% 10% 5% said said said said Fully Satisfied Satisfied Moderately Satisfied Unsatisfied  The last 3 questions were open ended which were asked about the things they liked & disliked about the training program and also to give suggestions for the training program so as to make it better and improved.  Programme conducted in peaceful & pleasant manner.  Caused a change in thinking about employees overall working & his self awareness. . EMPLOYEES FEEDBACK • The employees who attended the program on ENVIRONMENT MANAGEMENT praised it and gave the opinion about their likings and disliking.

PERSONAL PRODUCTIVITYThe analysis on PERSONAL PRODUCTIVITY was based on a survey of 10 employees of DSCL. Has the basic objective of the training program been achieved? • • 70% said YES 30% said NO . EMPLOYEES SUGGESTIONS  Frequency of program should be increased. The things they did not like were Timing of program was after lunch. 1.  This program should be conducted every month. Kota. D.  Uncomfortable chair and same posture.  It was little monotonous and boring.

Did the training program facilitates your work in an effective manner? • • 70% said YES 30% said NO 3.2. How was the extent of opportunity provided to air your frank opinions. view & problems during the entire training program? • • • 13% said V.GOOD 65% said GOOD 22% said AVERAGE .

What was the level of satisfaction derived? • • • 30% said HIGH 10% said MODERATE 60% said LOW 5.4. What were the principles of learning? • • • • 60% 20% 10% 10% said said said said Employee Motivation Practice Opportunities Transfer of Learning Feedback .

Level of personal productivity increased? • • 10% said To Great extent 90% said To Some Extent . Level of positive behavioral change observed? • • • 10% said Absolute Change 80% said Moderate Change 10% said No Change 7.6.

8. Any improvements in your professional knowledge? • 20% said YES . at your work place? • • • 70% said YES 20% said NO 10% said CAN’T SAY 9. Are you able to fully practice the concepts learnt.

Extent of satisfaction? • • • • 10% 60% 20% 10% said said said said Fully Satisfied Satisfied Moderately Satisfied Unsatisfied  The last 3 questions were open ended which were asked about the things they liked & disliked about the training .• • 30% said NO 50% said CAN’T SAY 10.

 Program had well explained examples.  Helped in increasing the workers personal productivity at work as well as at home.program and also to give suggestions for the training program so as to make it better and improved. EMPLOYEES SUGGESTIONS  More examples related to work should be given.  The things they liked were It was a well explained program.  The things they did not like were Not much feedback was taken from the workers.  The program should be conducted on regular intervals.  More simplified language should be used.  It was for a very short span of time.  It was little monotonous. EMPLOYEES FEEDBACK • The employees who attend the training program on Personal Productivity praised it and gave the opinion about their likings and disliking.  Easy approach and positive thinking was encouraged. .

behavioral and general topics and are well organized.  The programmes are conducted on technical.  Therefore most employees do not feel any need of change in the existing procedure. .  The results and interpretation show that employees are well aware of training programmes and attend them from time to time to gain insight and more knowledge in their field.  The responses from the selected sample indicate that the employees have been benefited by these programmes as a result of which they have been able to perform their work in an effective manner. These employees have also noticed a positive behavioral change in them which has been observed by their colleagues and other people surrounding them. which proves that the training programme has really been effective. according to the given responses we can conclude that there is proper and broader coverage of training programmes and meets their expected need.  Thus. on a careful scrutiny show that there is a general awareness about the training programmes amongst the employees of DSCL.  The organization understands the need and importance of training programmes and conducts them on regular intervals to cater to the needs of officers and workers.Findings  The result thus obtained.

5 CONCLUSION .CHAPTER.

but there were certain constraints that came in the way during the training period.  The organization’s main strong point is the programmes carried out in the training center to improve the efficiency of employees working in various departments by implementing various activities and training sessions to update in order to complete with today’s scenario. . therefore it was not able to do a indepth study of the topic. The major hurdles that came across were – 1) The organization was very big.Conclusion  Though employees had a very cordial relation at DSCL. 2) A major constraint was the time duration as it was just 8 weeks. KOTA.  Finally it conclude that the training programme had an extremely interactive session with all the employees surveyed and was able to know their valuable suggestions on the training programmes conducted by DSCL. so every part was not covered of it.

CHAPTER- 6 SUGGESTIONS

Suggestions
 Some literature should always be provided to the trainees to refer to it from time to time.  Evaluation of these training programmes should be done after their completion to know that what employees gained after attending it.  Training related to Personality Development is recommended.  More use of simple language and easy well-explained examples should be given.  Faculty should give examples keeping in view the type of participants and the industrial sector.  2 or 3 trainers should conduct the programme.  A personal interview may be conducted after the programme.  The participants should be asked to give the feedback.  A detailed discussion and a visit to the site are recommended.

CHAPTER- 7 ANNEXURES

Bombay.F. Manual. C. Human Resource and Personnel Management. S. Memoria.C.google.Ashwathapa.C Graw Hill Publishing Company Ltd.com .B. • •  WEBSITES CONSULTED :- • • www. New Delhi. Tata M. Himalaya Publishing House.dscl. Personnel Management.com www.Bibliography  BOOKS CONSULTED :- • K.

DESIGNATION…………………………………… 1) Has the basic objective of the training programme been achieved? a) Yes b) No 2) Did the training programme facilitates your work in an effective manner? a) Yes b) No 3) How was the extent of opportunity provided to air your frank opinions. NAME………………………………………………… 2. This information will be shared among the employees whether they satisfied with the facility provided by the company. view and problems during the entire training programme? a) Good b) Average c) V.Good 4) What was the level of satisfaction derived? a) High b) Moderate c) Low . AGE………… 3. 1.Questionnaire  Dear sir/madam This questionnaire is prepared to gather valuable information about the employees of DSCL COMPANY. SEX MALE…… FEMALE…… 4.

at your work place? a) Yes b) No c) Can’t say 9) Any improvements in your professional knowledge? a) Yes 10)Extent of satisfaction? a) Fully satisfied b) Satisfied c) Moderately satisfied d) Unsatisfied. b) No c) Can’t say .5) What were the principles of learning? a) Employee Motivation c) Transfer of Learning b) Practice Opportunities d) Feedback 6) Level of positive behavioral change observed? a) Absolute Change b) Moderate Change c) No change 7) Level of personal productivity increased? a) To Great Extent b) To Some Extent 8) Are you able to fully practice the concepts learnt.

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