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

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control of the Government of Karnataka (then Mysore) till year 1957. In

the year 1957, MSEB was formed and the private distribution companies
were amalgamated with Karnataka Electricity Board.

Till the year 1986, KEB was a profit-making organisation. However, in the
subsequent years, like other State Electricity Boards in the country, KEB
also started incurring losses, mainly due to the increase in agricultural
consumption and due to the implementation of the socio-economic
policies of the government.

To improve the performance of the power sector and in tune with the
reforms initiated by Government of India, the Government of Karnataka
came out with a general policy proposing fundamental and radical
reforms in the power sector. Accordingly an Act, namely the Karnataka
Electricity Reforms Act was passed by the Karnataka Legislature. The
Reform has mandated major restructuring of the Karnataka Electricity
Board and its Corporatisation. As part of corporatisation, Karnataka
Electricity Board ceased to exit and Karnataka Power Transmission
Corporation Limited was constituted from 1st August 1999.

As a part of the reforms, the distribution sector was further divided into
4 companies viz. Bangalore Electricity Supply Company Limited –
BESCOM; Hubli Electricity Supply Company Limited - HESCOM;
Mangalore Electricity Supply Company Limited – MESCOM; Gulbarga
Electricity Supply Company Limited - GESCOM. These companies came
into existence from 1st June.

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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.

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Karnataka Power Transmission Corporation Limited is mainly vested with

the functions of Transmission and Distribution of power in the entire
State of Karnataka. It operates under a license issued by Karnataka
Electricity Regulatory Commission. KPTCL purchases power from
Karnataka Power Corporation Limited, which generates and operates
major power generating projects in the state consisting of Hydel,
Thermal and other sources. KPTCL purchases power from KPC at the rate
fixed by the State Govt. from time to time.
KPTCL also purchases power from Central Government owned
generating stations like National Thermal Power Corporation, Neyvelli
Lignite Corporation and the Atomic Power Stations at Kalpakkam and
Kaiga. The approximate share of power from these generating stations is
around 16%.

KPTCL serves nearly 109 lakh consumers of different categories spread

all over the State covering an area of 1.92 lakh square kilometres. To
transmit and distribute power in the State, it operates nearly 684 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.

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KPTCL Unbundled:
Government vide order No. 69 BSR 2001 Bangalore, dated 15/02/2002
has unbundled KPTCL and formed four distribution companies.
Consequent to this the function of distribution of power has been totally
separated from KPTCL. KPTCL is now vested with the responsibility of
transmitting power all over the State and construction and maintenance
of Stations and lines of 66KV and above. KPTCL will purchase power from
various power producers and sell it to the distribution companies.
The four newly formed independent distribution companies, which were
registered on 30/04/2002, are Bangalore Electricity Supply Company,
Mangalore Electricity Supply Company, Hubli Electricity Supply Company
and Gulbarga Electricity Supply Company. They have started functioning
w.e.f.. 01/06/2002. These companies are incharge of distribution of
power within their jurisdiction.

BESCOM :
Districts, which are serviced by BESCOM:
Bangalore Urban
Bangalore Rural
Kolar
Tumkur
Chitradurga
Davangere

BESCOM covers an area of 41,092 Sq. Kms. with a population of over

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 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 .
HIGH ORDER MAINTENANCE OF ITS TECHNICAL FACILITIES.
OPTIMUM USAGE OF TECHNICAL & HUMAN RESOURCES.

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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 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

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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.
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

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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.</T
Area
D< TR>
Districts 6
Zones 3
Circles 6
Divisions 24
Sub Divisions 103
Section Offices 416
Distribution
92024
Transformers
Length of HT
57439 Km.
lines
Length of LT
134971 Km.
lines
Population (as
per census 168 lacs
2001)

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Consumer
base
Domestic &
3982318
AEH
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)
5 DTC’s 61429 Nos 92024 Nos. 50%
6 HT Lines 45543 ckt 57439 ckt 26%
KM KM
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%

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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,
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.

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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 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,

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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
• Wages and Salary Administration
• Training and Development
• Labour Relations

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Nature of Human
Resource
Prospects Management Employee hiring
of HRM

Employee and
Human Resource executive
Industrial
Management Remuneration
Relations

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 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: -

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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.

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

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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 organizations cannot ignore. With soft skills
training gaining so much momentum, it.s imperative to understand if it

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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 procedures to guide their behaviors. It attempts to improve their
performance on the current job and prepares them for an intended job.

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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.
 Technological Advance: Every organization to survive and to
be effective should adopt the latest technology i.e.
mechanization, computerization and automation. So, the

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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 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.

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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.

Training objectives :
The personnel manager formulates the following training objectives in
keeping with the company’s goals and objectives:

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 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

 Classification of Training :
There are a number of training methods available. Use of particular
methods depends on the trainees’ viz., worker, supervisor, and

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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 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

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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.

 Conferences, Seminars and Workshops:

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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.

 Simulation/Computer Modelling:

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 Training and Development Programmes at
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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 fear by many workers in various fields
like railways, posts and telegraphs, LIC, Banking etc..

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 Training and Development Programmes at
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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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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
 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.

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 Training and Development Programmes at
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 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.
 Helps eliminate fear in attempting new tasks.

Benefits in personnel and Human Relations, Intragroup and

intergroup relations and policy implementations:

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 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.
 Aggregate spending on training is inadequate: companies spend
misuscule of their revenues on training. Worse still, budget

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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

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bonus, wages, settlement 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.

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 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.

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 .

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Objectives of the study

 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.

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Sampling unit/Target group

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.

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Tools used for testing of hypothesis

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)

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Hypothesis is false & test rejects it.

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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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 :

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 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.

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Training in BESCOM :

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

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KEY ASPECTS OF HRD TRAINING IN BESCOM:

• Learning and Development
• Leadership, Management Training
• Setting training and learning at the right level
• Training Needs Analysis (TNA)
• Train the Trainer

Training categories :
Training is being imparted to the following categories of employees
regularly.
• 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:

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

where
information a matter of opinion. Helps change attitudes and provide
feedback to
the instructor on application. Some trainees may become entrenched
about there
behaviour rather than change it.

Role-play:
Trainees asked to enact role they would be called upon to play in the
job. Suitable for subjects where near-to-life practices in the training
situation is helpful. Very useful in building confidence to handle real
problem.
Case study:
A history of some event or set of circumstances with the relevant details
examined by the trainees. It provides opportunities for exchange of
ideas and consideration of possible solutions.
Exercise:
Trainees asked to undertake a particular task leading to a required
result following the laid down steps. May be used to discover 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

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• Leadership and decision making.

• Effects of bad habits.
• Attitude and Motivation
• Communication skills
• Leadership training
• Decision making and multi tasking
• Presentation skills
• Communication Skills
• Man Management skills

Technical Training :
• Energy Audit, AT & C Losses
• ES & D Code and Electrification of Layouts
• Works unit and Field works, Preventive Maintenance
• Safety Devices and Proper usage at working places.
• Rural Management System
• Fire fighting training for the cadre of linemen and Gangemen.
Job training – Key factors :
• Company accounts
• IE ACT – 2003 and ERC Filing
• Budget and Budgetary control
• Revenue
• Reforms
• Meter & Meter Testing
• Safety aspects and procedures
• ES & D Code
• RLMS, Distribution losses, Energy audit, Field works
• IT initiatives in BESCOM.

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Apprentice Training – Key factors :

• The HRD Training centre have also providing training to the
apprentice as per the policy of Government of Karnataka since 1st
October 2005 and have trained 75 nos. of apprentices.
• About 200 nos. of Graduates and Diploma holders have been
allotted under apprentice act by GOI Regional centre, Chennai
have been deputed to various Circles, Divisions and Subdivisions.

Training to other utility:

The HRD Training centre have also provided training to 260 nos. of PWD
Engineers as per the request of Public Work Department of Karnataka.

EXTERNAL FACULTY
They have engaged following external faculty :
 M/S. Cartman
 M/S. Quality circle forum of india
 M/S. Shine.
 M/S. Expert solutions.
 M/S. Chinmaya institute of management
 M/S. Parimala consultants (for training drivers & attenders)
 M/S. Central board for workmen education (for linemen)

Training sessions
• Training sessions are being continuously held at the hrd
centre right from 03.03.2004.
• HRD training commences at 9.30 am everyday and ends at
6.00 pm.

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• Basic aim of the HRD centre is to make the employees more

effective in their day to day works.
Training schedules:
Training is conducted in different batches :
• AOS/AAOS/AEES/AES/JES/SR.Assts
• Assts/JR.Assts/Meter Readers/Daftary/Overseers: Total 3 days
• Job Training : 2 days (Internal Trainers)
• Attitude and Behavioural Training : 1 day (External Trainers)
• Lineman Cadre –
(i) Attitudinal and Behavioural Training : 2 days (External Trainers)
(ii) Job Training : 1 day (Internal Trainers)
• Attenders and Drivers –
(i) The Training is only for one day devoted to Attitudinal and
Behavioural
aspects.
(ii) A special one day workshop was conducted for all women
employees
in batches, on stress management, arising out of dual
responsibilities.
(iii) M/S. NTPC have conducted two batches of training for all officials
of
BESCOM on technical aspects.
(iv) A special training for one day is being conducted in batches for all
the
employees due for retirement during the current finanical year on
financial and emotional aspects.

Proposed training schedules :

• As existing—3 days: as proposed—5 days

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• 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.

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 :

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 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.
 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

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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
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

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3. Customer satisfaction level has increased from 47% (in 1999) to 94%
(in the year 2004)
4. Staff behavior has improved considerable, as can be seen from the
customer feedback survey, which has increased from 54% (in 1999) to
84% (in 2004) as per this report.
Feedback
Feedback forms are being given to all the trainees on the last day of
training.
• The Attitudinal and Behavioural programme is the highlight of the
3 days training - to increase the duration for a further period of 3
days.
• M/S. Parimala Consultants – the faculty conducting the Attitudinal
and Behavioural programmes regularly for the linemen cadre -
very well prepared and their involvement is total.
• SWOT analysis - motivation to work on strengths and weaknesses
to become better human beings.
• Some of the participants had tears in their eyes at the end of the
session and requested for more such sessions.
DATA ANAYLSIS
In the study as said overly 40 respondents were interviewed and
analysis were drawn on the basis of their opinions.

TABLE 1: EMPLOYEES INTEREST IN TYPE OF TRAINING

NO. OF
PARTICULARS RESPONDENTS PERCENTAGE

ON THE JOB 34 85%

OFF THE JOB 6 15%

TOTAL 40 100%

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15%

ON THE
JOB
OFF THE
JOB
85%

From the Table1 and graph, it reveals that 85% of employees are
interested in on-the-job and only 15% of the employees are interested in
off-the-job.

TABLE 2: METHODS OF TRAINING ADOPTED IN THE ORGANISATION

NO. OF
PARTICULARS RESPONDENTS PERCENTAGE

REFRESHER 4 10%

SENSITIVITY 1 2.5%

CONVERGENT 4 10%
LATEST TECHNOLOGY 8 20%

CEP 23 57.5%

TOTAL 40 100%

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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
PARTICULARS RESPONDENTS PERCENTAGE

INTRAPERSONAL 1 5%

INTERPERSONAL 12 30%

TECHNICAL 26 65%

TOTAL 40 100%

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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
PARTICULARS RESPONDENTS PERCENTAGE

YES 38 95%

NO 12 5%

TOTAL 40 100%

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5%

YES
NO

95%

From the above Table4 and graph, it can be viewed that 95% of the
employees are comfortable during the training programme, and only 5%
are not comfortable during the training period.
Thus most of the employees are comfortable during the training
programme.

TABLE 5: SATISFACTION ABOUT YHE TRAINING PROGRAMME

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

YES 36 90%

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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

NO. OF
PARTICULARS RESPONDENTS PERCENTAGE

WORK SHOP 2 5%

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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

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.

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TABLE 7: OPININON OF EMPLOYEES ABOUT TRAINERS

NO. OF
PARTICULARS RESPONDENTS PERCENTAGE
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

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

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NO. OF
PARTICULARS RESPONDENTS PERCENTAGE

IMPARTIAL 4 10%

RUDE 0 0%

FRIENDLY 28 28%

EASY GOING 8 20%

TOTAL 40 100%

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,

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20% feel they were easy going and finally employees feel none of the
trainers were rude that is 0%.

TABLE 9: TRAINING CONDUCTED IN BESCOM

NO. OF
PARTICULARS RESPONDENTS PERCENTAGE
FORTNIGHTLY 0 0%
MONTHLY 16 40%

QUARTERLY 4 10%

HALF YEARLY 1 3%

ANNUALLY 19 47%

TOTAL 40 100%

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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.
TABLE 10: DURATION OF THE TRAINING PROGRAMME
NO. OF
PARTICULARS RESPONDENTS PERCENTAGE

ONE DAY 1 3%

2-3 DAYS 4 10%

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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.

TABLE 11: EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING

NO. OF
PARTICULARS RESPONDENTS PERCENTAGE

WORK SCHEDULE 6 15%

PERFORMANCE 2 5%

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APPRAISAL

CONTINOUS LEARNING 18 45%

ALL 14 35%

TOTAL 40 100%

WORK
SCHEDULE
15%
35% 5% PERFORMANCE
APPRAISAL

CONTINOUS
LEARNING

45% ALL

From the Table11, it is highlighted, 15% of the employees said training

as a part of their work schedule, 5% of them for performance appraisal,
45% of them for continuous learning and 35% of them vote for all.

TABLE 12: IS ORGANIZATION CONDUCTING PRE-TEST & POST-TEST

NO. OF
PARTICULARS RESPONDENTS PERCENTAGE

YES 4 10%

NO 36 90%

TOTAL 40 100%

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10%

YES
NO

90%

From the Table12, it is analysed that the organization is not conducting

regularly the pre-test and the post-test.
It is most surprising fact inspite of its existence in the field for more than
3-4 decades it is not taking interest in the pre-test and pro-test because
out of 40 respondents 36 respondents i.e. 90% of respondents opine
that the pre and pro-test are not conducted.

TABLE 13: FEEDBACK OF THE TRAINING

NO. OF
PARTICULARS RESPONDENTS PERCENTAGE

YES 38 92%

NO 2 8%

TOTAL 40 100%

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8%

YES
NO

92%

From the above Table13 it is analysed that 92% of the employees

expressed that their performance are evaluated and the feed back is
given, the remaining 8% expressed a negative answer. It is one of the
important aspects of HRD is that identification of the type of the training
requirements of the employees and also to evaluate their performance
of the trained workers during their post period .
It can be emphasized that the training component of the organization
gives importance for getting the feedback about the impact of the
training programme on the employees.

TABLE 14: SELF EFFICACY INCREASED BY THE TRAINING PROGRAMME

NO. OF
PARTICULARS RESPONDENTS PERCENTAGE
YES 35 87%

NO 5 13%

TOTAL 40 100

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13%

YES
NO

87%

From the above table 87% of the employees opine is that there is an
increase in their self improvement and the remaining 13% have not
noticed any improvement.

TABLE 15: EMPLOYEES CONCERN TOWARDS TRAINING ENCHANCMENT

IN THE FOLLOWING AREA
PARTICULARS 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%

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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.

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:

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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

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

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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.

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.

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 Ensure that training contributes to competitive strategies of the

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

BIBLIOGRAPHY

 HUMAN RESOURCE AND PERSONNEL MANAGEMENT

BY K. ASWATHAPPA

 PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS

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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.

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.

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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
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.

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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?
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.

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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?
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..

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