Hrproject Bescom Proj 151207110705 Lva1 App6891

Training and Development Programmes at
BESCOM
INDUSTRY PROFILE
Electricity is one of the most important forms of energy. We cannot see, hear or
smell electricity, but we know about it by what it does. Electricity produces light
and heat and it provides power for household appliances and industrial
machinery. Electric power also enables us to have telephones, computers, films,
television, and radio etc,.
Most of the electricity that we use daily consists of a flow of tiny particles called
electrons. Electrons are the smallest unit of electricity. They are much too tiny to
be seen, even with a microscope. Everything around us, including our bodies,
contains electrons. Therefore, everything can be thought of as partly electrical.
Some of the effects of electricity can be thought of as partly electrical. Some of
the effects of electricitymay be seen in nature. For example, lightening is a huge
flash of light caused by electricity.
Almost all the world’s electricity is produced at power plants by large machines
called generators. Most of these plants burn coal or oil to make steam, which
provides the energy to run the generators. Thick wires carry electricity from the
plant to all the places such as houses, schools, colleges, farms, factories and other
places where people need it.
Electricity is a handy source of energy, but it must be used with great care.
Faulty wiring or an overloaded socket can cause a fire. An electricity supply
even with one voltage can kill a person if he/she touches a bare wire with wet
hands or while standing on a wet floor.
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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 power-generating 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.
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,
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MSEB was formed and the private distribution companies were amalgamated
with Karnataka Electricity Board.
Till the year 1986, KEB was a profit-making organisation. However, in the
subsequent years, like other State Electricity Boards in the country, KEB also
started incurring losses, mainly due to the increase in agricultural consumption
and due to the implementation of the socio-economic policies of the
government.
To improve the performance of the power sector and in tune with the reforms
initiated by Government of India, the Government of Karnataka came out with a
general policy proposing fundamental and radical reforms in the power sector.
Accordingly an Act, namely the Karnataka Electricity Reforms Act was passed
by the Karnataka Legislature. The Reform has mandated major restructuring of
the Karnataka Electricity Board and its Corporatisation. As part of
corporatisation, Karnataka Electricity Board ceased to exit and Karnataka Power
Transmission Corporation Limited was constituted from 1st August 1999.
As a part of the reforms, the distribution sector was further divided into 4
companies viz. Bangalore Electricity Supply Company Limited – BESCOM;
Hubli Electricity Supply Company Limited - HESCOM; Mangalore Electricity
Supply Company Limited – MESCOM; Gulbarga Electricity Supply Company
Limited - GESCOM. These companies came into existence from 1st June.
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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 28-7-1999 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.
Karnataka Power Transmission Corporation Limited is mainly vested with the

functions of Transmission and Distribution of power in the entire State of
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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 sub-stations, 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 Co-operative 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 turnover of the organisation was nearly Rs.4000 crores during the
year 2000-01.
KPTCL Unbundled:
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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 139 lacs.
The company has three operating zones – Bangalore Metropolitan Area Zone,
Bangalore Rural Area Zone and Chitradurga Zone.
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BESCOM Corporate Structure :
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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.
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 .
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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 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
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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

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 customer’s complaints. They have been sensitized to the need
for courtesy, politeness and responsiveness while dealing with customers. HRD
training is being given to them.
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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 :
BESCOM Statistical Details as of 31-

Mar-2006
Geographical
</TD< TR>
Information
41092 Sq.Km.</TD<
Area
TR>
Districts 6
Zones 3
Circles 6
Divisions 24
Sub Divisions 103
Section Offices 416
Distribution 92024
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Transformers
Length of HT
57439 Km.
lines
Length of LT
134971 Km.
lines
Population (as
168 lacs
per census 2001)
Consumer base
Domestic & AEH 3982318
Commercial 499146
LT Industrial 114372
HT Industrial 4516
IP Sets 502352
Others 83032
Total : 5546043
Performance of BESCOM in last 4 years:
Sl.No Particulars 2001 - 02 2005 - 06 Percentage

1 Customers 46.57 lakhs 55.44 lakhs 19%
2 Revenue Demand 2276 crores 4212 crores 88%
3 Revenue Collection 2089 crores 3708 crores 78%
4 Collection Efficiency 88% 97% 9%
(Excluding IP Sets and
Bhagyajyothi
Installations)
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5 DTC’s 61429 Nos 92024 Nos. 50%

6 HT Lines 45543 ckt KM 57439 ckt KM 26%
7 LT Lines 127658 ckt 134971 ckt 6%
KM KM
8 T & D Losses 28% 23.88% -4.15%
9 Transformer Failures 15% 12.5% -2.5%
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 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 Smith’s concept of factory was
that it consists of three resources, land, labour and capital. This factory manager
is expected to “procure,
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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.
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
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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.

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.
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Scope of Human Resource Management

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
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• Wages and Salary Administration

• Training and Development
• Labour Relations
Nature of Human
Resource
Prospects Management Employee hiring
of HRM
Employee and
Industrial Human Resource executive
Relations Management Remuneration
Employee Maintenance Employee Motivation
Scope of HRM
Human Resource Management in 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
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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, today’s industries
are “knowledge based” and “skill intensive”.
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.
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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.
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
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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:
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
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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 :

 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 employee’s 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.
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 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 employee’s 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 complex: This creates the complex problems of co-
ordination 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
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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.
• Effect personal growth.
• Minimize the resistance to change and
• To act as mentor.
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Training objectives :
The personnel manager formulates the following training objectives in keeping
with the company’s 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 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
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 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.
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
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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 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.
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 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.
 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 1880’s. 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.
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 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. 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
28
BESCOM
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
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.
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BESCOM
Benefits of training
How Training Benefits the Organization :
 Leads to improved profitability and/or more positive attitudes toward
profits orientation
 Improve the job knowledge and skills at all levels of the organization
 Improve the morale of the workforce
 Helps people identify with organizational goals
 Helps create a better corporate image
 Fosters authenticity, 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
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BESCOM
 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.
 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 self-confidence.
 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.
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BESCOM
 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 :
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.
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BESCOM
 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.
 Large scale poaching of trained workers: Trained workforce is in great
demand. Unlike Germany, where local business groups pressure
companies not to poach company’s 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
33
BESCOM
of disputes and the like. They have little time in imparting training to
their members.
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.
34
BESCOM
 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.
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
35
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
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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
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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.
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BESCOM
Level of significance
It is nothing but the probability of rejecting a true hypothesis and denoted by α.
1-α 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. β represents the risk of accepting a
false hypothesis 1-β 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 Ψ distribution.
4. Calculate the necessary values from the given data for the test.
5. Make conclusion from testing. If calculated value is less than the tabulated
value, else Ha is accepted and Ho is rejected.
Limitations of the study
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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 :
40
BESCOM
 Power theft has been reduced to a greater extent. Curbing the menace of
power theft, power loss during transmission is minimized by adopting
latest techniques These measures has resulted in the acceptable power
tariff which will lead to total customer satisfaction.
 Reduction in power cuts.
 Extending their service to each and every corner.
 By replacing installation from 4 poles to 1 pole which would minimize the
space.
 By installing meter near to each transformer, they are able to know the
power produced and the power provided.
 Highly computerized
 Payment of bills – 24 hours through All Time Money (ATM) Counters
which has helped the customers a lot.
 They have also provided more outlets for the payment of bills.
 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 :
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BESCOM
Training is the most important activity and plays an important role in the
development of human resources. To put the right man at the right task with
the
trained personnel has now become essential in today’s Globalized Market. No
organization has a choice on whether or not to develop employees. Therefore
training has nowadays become an important and required factor for maintaining
and improving interpersonal and inter group collaboration. Our approach to
training must be to increase productivity and profitability and secondly to
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:

• Learning and Development
• Leadership, Management Training
• Setting training and learning at the right level
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BESCOM
• 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:
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.
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BESCOM
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 trainee’s 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
• Role play
• Leadership and decision making.
• Effects of bad habits.
• Attitude and Motivation
• Communication skills
• Leadership training
• Decision making and multi tasking
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BESCOM
• 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
• 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.
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BESCOM
• 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.
• 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 :
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BESCOM
• 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.
Proposed training schedules :

• As existing—3 days: as proposed—5 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 half–day.
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BESCOM
New training programmes :

 One day training programme on distribution losses and energy audit at
HRD BESCOM for all AEES/AES/JES in batches of 20 each
 This programme will commence during the month of August every year.
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

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 accounting–latest 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.
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BESCOM
 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)

Total for the year 2005-06 Cumulative
Sl.No. Category of Employees
(Upto Jan 2006) Total
1 Contract AEs/JEs 95 253
2 Linemen 1434 2793
3 AOs/AAOs 15 167
4 Senior Officers 65
5 AEs/JEs 268 774
6 Sr. Asst. /Asst. 259 779
7 Training for Trainers 23
8 Jr. Asst. /Typists 222 898
9 AEEs 31 225
10 PWD Engineers 264
11 Training for Lady Officers 113 439
12 Training for MT Engineers 58
13 Overseers/Meter readers 560 802
14 Training on System Audit 70
15 Attenders /Watchmen 182 202
16 Drivers 57 72
17 B&C Software Training 56 71
18 P/S, SPA, JPA 19 19
19 KAVIKA Personnel 62 62
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BESCOM
20 NTPC Training 53 53
21 Retiring employees 18 18
Total 3444 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 Bangalore’s public service announced by the
Public Affairs Center in December 2003/January 2004 has in fact ranked
BESCOM among the top performers
3. 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.
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BESCOM
• 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 6 15%
TOTAL 40 100%
15%
ON THE
JOB
OFF THE
JOB
85%
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BESCOM
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
REFRESHER 4 10%
SENSITIVITY 1 2.5%
CONVERGENT 4 10%
LATEST
TECHNOLOGY 8 20%
CEP 23 57.5%
TOTAL 40 100%
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BESCOM
REFRESHER
10%
3% SENSITIVITY
10%
CONVERGENT
LATEST
20% TECHNOLOGY
57%
CEP
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
INTRAPERSONAL 1 5%
INTERPERSONAL 12 30%
TECHNICAL 26 65%
TOTAL 40 100%
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BESCOM
5%
30% 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
YES 38 95%
NO 12 5%
TOTAL 40 100%
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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
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BESCOM
YES 36 90%
NO 4 10%
TOTAL 40 100%
10%
YES
NO
90%
From the above Table5 and graph, it is analysed that 90% of the employees are
satisfied with the training programme they had and only 10% are not satisfied
with the training programme.
Thus it can be concluded that most of the employees are fully satisfied with the
training programme conducted by the organization.
TABLE 6: PLACE OF THE EMPLOYEES GETTING TRAINED
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BESCOM
NO. OF
WORK SHOP 2 5%
CLASS ROOMS 16 39%
CONFERENCE HALL 9 23%

OUTSIDE THE
ESTABLISHMENT 13 33%
TOTAL 40 100%
WORK SHOP
33% 5%
CLASS ROOMS
CONFERENCE
HALL 39%
23%
OUTSIDE THE
ESTABLISHMENT
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BESCOM
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.
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
1. QUALIFIED &
EXPERIENCED 20 50%
2. SKILLFUL &
KNOWLEDGEABLE 5 11%
3. ENCOURAGED
CLASS PARTICIPATION 1 3%
ALL(1+2+3) 14 36%
TOTAL 40 100%
QUALIFIED &
EXPERIENCED
36% 50%
SKILLFUL &
KNOWLEDGEABLE
ENCOURAGED
CLASS
PARTICIPATION
3%
11% ALL
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BESCOM
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 36% said trainers are qualified &
experienced, skillful & knowledgeable, and also encouraged class participation.
TABLE 8: BEHAVIOURAL ASPECTS OF THE TRAINERS

NO. OF
IMPARTIAL 4 10%
RUDE 0 0%
FRIENDLY 28 28%
EASY GOING 8 20%
TOTAL 40 100%
59
BESCOM
IMPARTIAL
34% 17%
RUDE
0%
FRIENDLY
EASY
49% GOING
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
FORTNIGHTLY 0 0%
MONTHLY 16 40%
60
BESCOM
QUARTERLY 4 10%
HALF YEARLY 1 3%
ANNUALLY 19 47%
TOTAL 40 100%
MONTHLY
40%
47%
QUARTERLY
HALF
YEARLY
ANNUALLY
3% 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.
61
BESCOM
TABLE 10: DURATION OF THE TRAINING PROGRAMME

NO. OF
ONE DAY 1 3%
2-3 DAYS 4 10%
ONE WEEK 22 55%
FORTNIGHT 13 33%
TOTAL 40 100%
3% 10%
ONE DAY
33%
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.
62
BESCOM
TABLE 11: EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING
NO. OF
WORK SCHEDULE 6 15%

PERFORMANCE
APPRAISAL 2 5%
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.
63
BESCOM
TABLE 12: IS ORGANIZATION CONDUCTING PRE-TEST & POST-TEST

NO. OF
YES 4 10%
NO 36 90%
TOTAL 40 100%
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.
64
BESCOM
TABLE 13: FEEDBACK OF THE TRAINING
NO. OF
YES 38 92%
NO 2 8%
TOTAL 40 100%
8%
YES
NO
92%
From the above Table13 it is analysed that 92% of the employees expressed that
their performance are evaluated and the feed back is given, 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.
65
BESCOM
TABLE 14: SELF EFFICACY INCREASED BY THE TRAINING PROGRAMME
NO. OF
YES 35 87%
NO 5 13%
TOTAL 40 100
13%
YES
NO
87%
From the above table 87% of the employees opine is that there is an increase in
their self improvement and the remaining 13% have not noticed any
improvement.
66
BESCOM
TABLE 15: EMPLOYEES CONCERN TOWARDS TRAINING ENCHANCMENT

IN THE FOLLOWING AREA
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
1. OPERATIONAL
SKILLS 5 13%
2. EFFICIENCY 10 25%
3. BEHAVIOUR 2 5%
4. COMMUNICATION
SKILLS 2 5%
5. TEAM BUILDING 4 10%
ALL(1+2+3+4+5) 17 42%
TOTAL 40 100%
OPERATIONAL
SKILLS
13% EFFICIENCY
42% BEHAVIOUR
25% COMMUNICATI
ON SKILLS
TEAM BUILDING
10% 5% 5%
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.
67
BESCOM
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:
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 reached
the employees effectively.
Test statistic Zcal = │p-P│

√ PQ∕ n
when n = sample size
p = Population proportion
P = sample proportion
Q = Significance
68
BESCOM
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
= √0.95×0.05/40
= 0.03
Zcal = │0.92-0.95│
0.03
Ztab = 1.96
Conclusion
Zcal < Ztab
Therefore , we can infer that training and development activities has reached the
employees effectively.
69
BESCOM
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.
 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.
70
BESCOM
BIBLIOGRAPHY
 HUMAN RESOURCE AND PERSONNEL MANAGEMENT
BY K. ASWATHAPPA
 PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS
BY N. G. NAIR & LATHA NAIR
 HUMAN RESOURCE MANAGEMENT.
BY JOHAR IVANCEVICH, TATA Mc GRAW HILL, 2003.
 TRAINING AND DEVELOPMENT" EDITED BY V V RAMANI,
ICFAI PUBLICATIONS, 2005.
71
BESCOM
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.
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
72
BESCOM
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?
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?
73
BESCOM
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 on-
the-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?
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. d. Transfer to the convenient place
b. Hike in the salary. e. Recognition
c. Increase in incentives.
22. How has training programme benefited the organization?
74
BESCOM
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
76

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Training and Development Programmes at

Karnataka Power Transmission Corporation

KPTCL is headed by a Chairman and Managing Director at the Corporate

Karnataka Power Transmission Corporation Limited is mainly vested with the

Karnataka. It operates under a license issued by Karnataka Electricity

BESCOM Corporate Structure :

BESCOM is headed by a Chairman and Managing Director at the Corporate

THE MISSION OF BANGALORE ELECTRICITY SUPPLY COMPANY

BESCOM is set to achieve this mission through:

BEST PRACTICES IN THE CONSTRUCTION AND MAINTENANCE OF ITS

HIGH ORDER MAINTENANCE OF ITS TECHNICAL FACILITIES.

 Soujanya Counters and Service Stations

3. Uniforms/Identity Cards for meter readers:

BESCOM Statistical Details as of 31-

Performance of BESCOM in last 4 years:

Sl.No Particulars 2001 - 02 2005 - 06 Percentage

5 DTC’s 61429 Nos 92024 Nos. 50%

Need for the Study :

production lines, introduction of modern method of supervision and

 Coercive training by government.

Scope of Human Resource Management

• Wages and Salary Administration

Employee Maintenance Employee Motivation

Human Resource Management in BESCOM :

procuring, developing and maintaining competent workforce to achieve the

Objectives of the HRM are to secure the following: -

Training and development has been considered an integral part of any

Organization and individual should develop and progress simultaneously

The market is unofficially estimated to be anywhere between Rs 3000 crores

According to Ms Pallavi Jha, Managing Director, Walchand Capital and Dale

organizations cannot ignore. With soft skills training gaining so much

Training is the act of increasing the knowledge of an employee for doing a

Training is process of learning a sequence of programmed behavior. It is the

procedures to guide their behaviors. It attempts to improve their performance

Development is a related process. It covers not only those activities which

Need for training :

 Technological Advance: Every organization to survive and to be

 Change in the job assignment: Training is also necessary when the

transfer. Training is also necessary to equip employees with

On the job training

Off the job training

On The Job Training:

 Job Instruction Training(JIT):

Off The Job Training:

 Class Room Lectures:

 Conferences, Seminars and Workshops:

 Audio/Visual and film shows:

 Group Discussions and Case study analysis:

 Aids in development for promotion from within

Benefits to the individual which in turn ultimately should benefit the

 Helps eliminate fear in attempting new tasks.

Benefits in personnel and Human Relations, Intragroup and intergroup

IMPEDIMENTS TO EFFECTIVE TRAINING :

There are impediments which can make a training programme ineffective :

 Aggregate spending on training is inadequate: companies spend

How to make training effective?

 Ensure that a comprehensive and systematic approach too exists, training

Objectives of the study

 To analyze the training methods followed in BESCOM its merits pitfalls.

Primary data – Data is made available through interview and questionnaires.

Secondary data – Data were collected from documents, records, Journals,

Sampling unit/Target group

The respondents were Linemen, Assistant Executives /Junior Executives, Senior