A STUDY ON TRAINING & DEVELOPMENT

With reference to ZUARI CEMENT LIMITED, Yerraguntla.

Submitted by S.JAGADEESWARA REDDY (Reg: 1225109132)

Under the guidance of Dr U.V. Adinarayana Rao, BE, MBA, Ph.D Associate Professor

GITAM INSTITUTE OF MANAGEMENT GITAM UNIVERSITY RUSHIKONDA, VISAKHAPATNAM-530045 2009-2011

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DECLARATION

I S.JAGADEESWARA REDDY hereby declare that this project report entitled “A STUDY ON TRAINING & DEVELOPMENT With reference to ZUARI CEMENT LIMITED, Yerraguntla” submitted by me under the guidance of Dr U.V. Adinarayana Rao, Associate Professor, GITAM INSTITUTE OF MANAGEMENT, Visakhapatnam, is my own and has not been submitted to any other University or Institute or published earlier.

Visakhapatnam Date: S.JAGADEESWRARREDDY

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CERTIFICATE

This is to certify that this report entitled “A STUDY ON TRAINING & DEVELOPMENT With reference to ZUARI CEMENT LIMITED, Yerraguntla” by S.JAGADEESWARA REDDY in partial fulfillment of the requirement for the award of the Degree of Master of Business Administration, guidance. GITAM INSTITUTE OF MANAGEMENT, Visakhapatnam is a bona-fide work carried out by him under my

Date: Visakhapatnam

Dr .U.V. Adinarayana Rao Associate Professor GITAM Institute of Management

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ACKNOWLEDGEMENTS
I owe this once in a lifetime experience to many people whom I could not name here due to space constraints. However, it is my greatest pleasure to thank Prof. K.SIVA RAM KRISHNA, Dean & Principal, GITAM INSTITUTE OF MANAGEMENT, Visakhapatnam, for giving me the opportunity to do this project work. It is my great privilege to thank Prof. P.Sheela, Vice Principal, GITAM INSTITUTE OF MANAGEMENT for permitting me to do the project. I would like to express my heart full thanks to Prof. M.V.RAM PRASAD, Academic Chairperson, GITAM INSTITUTE OF MANAGEMENT for permitting me to do the project. I would like to thank Ms. K.V. UMA DEVI, Programme Coordinator, GITAM INSTITUTE OF MANAGEMENT for permitting me to do the project. I express my gratitude towards Dr U.V. Adinarayana Rao, BE, MBA, Ph.D Associate Professor, Internal Guide, GITAM INSTITUTE OF MANAGEMENT, for giving me this opportunity to explore. I express my sincere thanks to all the faculty members of GITAM Institute of Management, GITAM University, Visakhapatnam. I convey my deepest sense of reverence to Sri M.NAGAPAVAN, Manager ( Personnel) ,Zuari cement Ltd Yerraguntla, for providing me such a platform to stage my dreams even during an odd
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time. I am grateful to them for their constant guidance and moral support without which this work would not have seen the light of the day. S.JAGADEESWRA REDDY 1225109132

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SCOPE OF THE STUDY. 12 12 12 13 14 15 CHAPTER-3: • INDUSTRY PROFILE 18 • 161826 PROFILE OF ZUARI CEMENTS 25 • ORGANIZATIONAL CHART OF ZUARI CEMENT LTD CHAPTER-4: • OPINIONS OF EMPLOYEES ON TRAINING AND DEVELOPMENT IN ZUARI CEMENT 38 27- CHAPTER-5: • • • FINDINGS. LIMITATIONS OF THE STUDY. CONCLUSION. RESEARCH METHODOLOGY. SUGGESTIONS.CONTENTSS no: • EXECUTIVE SUMMARY CHAPTER-1: • INTRODUCTION TO HUMAN RESOURSE MANAGEMENT • pg 1 2 3- TRAINING & DEVELOPMENT 11 CHAPTER-2: • • • • • • NEED OF THE STUDY. STATEMENT OF THE PROBLEM OBJECTIVES OF THE STUDY. 6 39 40 41 .

-QUESTIONNAIRE 7 . ANNEXURE.BIBLIOGRAPHY.

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13 . The main objective of the project is to find out and analyse whether the training provided to the employees have been effective if they are able to implement the learning process in work environment.EXECUTIVE SUMMARY This project was under taken in order to study the training process and functions that Zuari cement Ltd at Yerraguntla plant for the improvement in the efficiency of the associates and also to evaluate and analyze the effectiveness of the training process. The data required to study the training process was collected from employees from Zuari Cement Ltd and trainees details collected from Human Resource department.

developing their capacities. Together they are supposed to achieve the above mentioned goal.the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human resources management involves several processes. utilizing.CHAPTER 1 INTRODUCTION MANAGEMNT TO HUMAN RESOURSE/PERSONNEL Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets . Orientation and On boarding Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM) Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal Labor relations 14 . In simple words. • • • • • • • • • • • • • • Workforce planning Recruitment (sometimes separated into attraction and selection) Induction. maintaining and compensating their services in tune with the job and organizational requirement. These processes can be performed in an HR department. When effectively integrated they provide significant economic benefit to the company. but some tasks can also be outsourced or performed by line-managers or other departments. HRM means employing people.

So. In fact. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. “Training is the act of increasing the knowledge and skills of an employee for doing a particular job”. Dale S Beach defines the training as “The organized procedure by which people learn knowledge and/or skill for a definite purpose. T – Talent and Tenacity R – Reinforcement A – Awareness I – Interest N – Novelties I – Intensity N – Nurturing G – Grip 15 . The word “training” consists of eight letters. placed and introduced in an organization he/she must be provided with training facilities in order to adjust him to the job. Training is a specialized function and is an one of the fundamental operative functions for human resources management. to each of which could be attribute some significant meanings in the following manner. Training involves the development of skills that usually necessary for newly employees to make them productive also to old employees whenever new machines and equipment are introduced. 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.Flippo.” According to Edwin B. every modern management has to develop the organization through human resources development.TRAINING & DEVELOPMENT Organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. training is a continuous process. Meaning: After an employee is selected.

or to retain for changing job assignments. while others are limited. Therefore the organization should review the advantages of each type in relation to your objective or goal.Goal of Training: Training has certain goal. to provide for upgrading employees. the goal should be spelled our before developing the plan for the training program.  Do you want to improve the performance of your employees?  Will you improve your employees by training them to perform their present tasks better?  Is training needed to prepare employees for promotion?  Is the goal to reduce accidents and increase safety practices?  Should the goal be to improve employee attitude especially about waste and spoilage practices?  Do you need to improve the handling of materials in order to break production bottlenecks?  Is the goal to orient new employees to their jobs?  Will you need to teach new employees about overall operations?  Do you need to rain employees so they can help teach new workers in an expansion program? Types of Training: The type of training to be offered has an important bearing on the balance of the program. Whether the objective is to conduct initial training.  Can you train on-the-job so that employees can produce while they learn? 16 . The questions in this section are designed to help the owner-manager define the objective or goal to be achieved by a training program. Some types lend themselves to achieving all of the objectives or goals. where the main aim is to train the employees with the best of the knowledge available so that performance is achieved to the maximum and as well it leads to higher job satisfaction.

they are changed from time to time in view of technological advancement and change in the awareness of the Total Quality and productivity Management (TQPM). Trained employees would be a valuable asset to an organization. progress and development to a greater extent depend on training. Training works towards value addition to the company through HRD. Organizational objectives like 17 . 4. The objectives of the TQPM can be achieved only through training. productivity. 1. it leads to performance failure to the employees. which develops human skills and efficiency. Organizational efficiency. Job and organizational requirements are not static. Area Content Training Technical skills and knowledge Specific Job-related Short-term Mostly technical and non-managerial personnel Development Managerial and behavioral skills and knowledge Conceptual and general knowledge Long-term Mostly for managerial personnel 2. 3. If the required training is not provided. Should you have classroom training conducted by a paid instructor?  Will a combination of scheduled on-the-job training and vocational classroom instruction work best for you?  Can your goal be achieved with a combination of on-the-job training and correspondence courses? Differences between Training and Development S. No organization can get a candidate who exactly matches with the job and the organization requirements. Purpose Duration For whom Importance of Training The importance of human resources management to a large extent depends on human resources development and training is its most important technique. training is important to develop the employee and make him suitable to the job. Hence. No.

better attitudes and other aspects that successful workers and managers usually display.  Improves the relationship between boss and subordinate  Aids in organizational development. as it constitutes a significant part of management control.  Aids in understanding and carrying out organizational policies. production. Training is important.viability.  Develops a sense of responsibility to the organization for being competent and knowledgeable.  Helps prepare guidelines for work.  Helps people identify with organizational goals. personnel. Training enhances 4Cs for the organization viz.  Learns from the trainee.  Improves the job knowledge and skills at all levels of the organization.  Fosters authenticity. openness and trust.  Aids in development for promotion from within.  Improves labour-management relations.  Helps create a better corporate image.  Improves the morale of the workforce. motivation.g.  Competence  Commitment  Creative and  Contribution Benefits of Training How Training Benefits the Organization:  Leads to improved profitability and/or more positive attitudes towards profits organization.  Helps keep costs down in many areas. loyalty. stability and growth can also be achieved through training. administration etc. 18 .  Aids in developing leadership skill.  Aids in increasing productivity and/or quality of work. e.  Provides information for future needs in all areas of the organization.  Organization gets more effective in decision-making and problem solving.

 Job specifications and employee specifications.  Identifying specific problems. Training programme.  Test or examinations. Assessment of Training Needs Training needs are identified on the basis of organizational analysis. Training Needs = Job and Organizational requirements – Employees Specifications Assessment Methods The following methods are used to assess training needs:  Requirements/weakness.  Antic organization repeating future problems. training methods and course content are to be planned on the basis of training needs. knowledge and skill.  Check lists.  Group conferences.  Questionnaire surveys.  Performance appraisal.  Observations. 19 .  Stimulates preventive management as opposed to putting out fires. Training needs are those aspects necessary to perform the job in an organization in which employee is lacking attitude/aptitude.  Eliminates sub-optimal behaviour (such as hiding tools)  Creates an appropriate climate for growth and communication. job analysis and man power analysis.  Helps employees adjust to change.  Aids in improving organizational communication.  Departmental requirements/weaknesses. Reduces outside consulting costs by utilizing competent internal consulting.  Management’s requests.  Interviews.

Training Methods On-the-Job Methods  Job Rotation  Coaching  Job Instruction  Training through step-by-step  Committee Assignments On-the-Job Training Methods This type of training also known as job instruction training is the most commonly used method. Job Rotation: This type of training involves the movement of trainee from one job to another. While the trainee learns how to perform a job. i. The trainee receives job knowledge and gains experience from his supervisor of trainer in each of the different job assignments. Under this method. On-the-Job training methods include job rotation. coaching. The emphasis is placed on rendering services in the most effective manner rather than learning how to perform the job. job instruction or training step-by-step and committee assignments. he is also a regular worker rendering the services for which he is paid. On-the-Job training has the advantage of giving first hand knowledge and experience under the actual working conditions.Training Methods The training programs commonly used to train operative and supervisory personnel in the organization. The problem of transfer of trainee is also minimized as the person learns On-the-Job. the individual is placed on the regular job and taught the skills necessary to perform that job. These training programs are classified into On-the-Job Programs. The trainee learns under the supervision and guidance of qualified worker or instructor. 20 Off-the-Job Methods  Vestibule Training  Role Playing  Lecture Methods  Conference or discussions  Programmed Instruction .

he can place his entire concentration on learning the job rather than spending his time in performing it. iv. The trainer appraises the performance of the trainee. job knowledge and skills and allows him to do the job. the trainer explains to the trainee the way of doing the jobs. Job Instruction: This method is also known as training through step by step. ii. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them. iii.Through this method of training is common in training managers for general management positions. There is an opportunity for freedom of expression for the trainees. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas. Companies have started using 21 . Often the trainee hare some of the duties and responsibilities of the coach and relives him of his burden. a group of trainees are given and asked to solve an actual organizational problem. It develops teamwork. Since the trainee is not distracted by job requirements. trainees can also be rotated from job to job in workshop jobs. provides feedback information and corrects the trainee. jobs. Under this method. Off-the-Job Methods Under this method of training. Committee Assignments: Under the committee assignment. The trainees solve the problem jointly. Coaching: The trainee is placed under a particular supervisor who functions as a coach in training the individual. the trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance.

This method is mostly used for developing inter-personal interactions and relations. Vestibule Training: In this method actual work conditions are simulated in a class room. foremen. professional and supervisor personnel. workers and the like. costs and time involved are reduced. iv. The instructor organizes the material and gives it to a group of trainees in the form of a talk. quality control inspectors. This method involves a group of people who pose ideas. Material. The major limitation of the lecture method is that it does not provide for transfer or training effectively. mechanical engineer. 22 . An advantage of the lecture method is that it is direct and can be used for a large group of trainees. To be effective. ii. Thus. Role Playing: It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. maintenance engineers. superintendents. Lecture Method: The lecture is traditional and direct of instruction. the lecture must motivate and create interest amoung the trainees. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. The duration of this training ranges from days to a few weeks. Theory can be related to practice in this method. The participants play the role of certain characters such as the production mangers.multimedia technology and information technology in training Off-theJob training methods are i. This method of training involves action. iii. doing and practice. Conference or Discussion: It is a method in training the clerical. Files and equipment which are used in actual job performance are also used in training.

in that the discussion involves two-way communication and hence feedback is provided. ideas and data. These units are arranged from simple to more complex levels of instruction. this method has become popular. v. Discussion has the distinct advantage over the lecture method. all of which contribute to the improvement of job performance. test assumptions and draw conclusions. The trainee goes through these units by answering questions or filling the blanks. This method is expensive and time consuming. The success of this method depends on the leadership qualities of the person who leads the group. The participants feel free to speak in small groups. The subject matter to be learned is presented in a series of carefully planned sequential units. 23 . Programmed Instruction: In recent years.examine and share facts.

To suggest measure for the improvement of training and development. OBJECTIVE OF THE STUDY: The main objective of this study is to understand the knowledge. STATEMENT OF THE PROBLEM It is necessary to investigate and evaluate the employee’s perception to know the degree of understanding towards training and Development and to what extent this programmes helped them in achieving their objective. 24 . attitude and behaviour of the employees. a study on knowledge and perception of the employees about the different training programmes and the effectiveness of the training in their opinion is proposed. 1.CHAPTER 2 NEED OF THE STUDY Rapid development in technology and changing goals of organization has made training and development of employees inevitable. it depends up on the employee’s opinion. It has now been well accepted by all that training is needed by everyone in organization from top to bottom. However. perception and awareness of employees on various aspects of training. 3. this study is mainly concentrated on aspects like need assessment of training. methods of training effectiveness of training in their opinion appear to be somewhat sparse. Therefore. To find the effectiveness of training and development on employees performance. The following are the other objective. If the management wants to bring changes in present Training and Development methods. To know the opinion of employees on training and development programmes at “Zuari Cement Industry Limited” 2.

It can help employees to increase their level of performance on their present job assignment. LIMITATION OF THE STUDY • Following are the some of the limitation while conducting the research on training procedure in Anantha PVC Pvt. • As all the departments are considered the study became somewhat risky. Over and under emphasis on training and development arises from failure to recognize adequately the training and development needs and objectives. Increase in productivity is possible only when there is an increase in quantity of output. 25 . • The period of study having been very short hindered the duration of the project work. As employees acquire new knowledge and job skills and increase their market value and earning power. Hence the work was not undertaken up to the expected level. only a limited sample size was selected. dissatisfaction. Training and Development is widely accepted human resource problem solving device. Training reduces supervision. complaints and absenteeism in the organization. Training plays a vital role in determine the effectiveness and efficiency of the establishment. H1: Attending numbers of Training have impact on employee Satisfaction. It applies not only to new employees but experienced people as well.HYPOTHESIS OF THE STUDY Ho: Attending numbers of Training have no impact on employee Satisfaction. • Busy schedule of the executives also affected to some extent. SCOPE OF THE STUDY One of the main functionaries are personnel management in industrial Organizations is to impact training program to its employees. • There is a chance for bias in the information given by the respondents. Ltd. • Due to the time constraint.

DATA COLLECTION METHODS Interviews conducted to collect the data on this study. ii.DATA SOURCES Keeping in mind the objectives of the present study. i. Interviewing the supervisory staff at the higher cadre also collects the primary data. DATA COLLECTION TOOLS Structured questionnaire is used. STASTICAL TOOLS The tools used for analysis are:  Percentage analysis 26 . permission from the authorities of the ZUARI industry has been obtained to carry out the questionnaire. Secondary data has been collected from company previous records. SAMPLING a) Population: The total population in Zuari Cement limited is more than 560 employees. After the questionnaire is finalized. Sample Method: Convenience Sampling Method is used. Sample Size: A sample of 150 employees was taken to collect the data. a questionnaire has been designed to elicit the needed information. textbooks and journals.

of respondents Percentage = ----------------------.Percentage Analysis: Percentage Analysis is used to the percentage value of all the different questions used percentage are used un making comparison between two or more series of data. No.X 100 Total respondents 27 .

hydroelectric power projects. roads. The industry is subject to equality order issued on 17. Cement is required by firms. buildings. dams. The committee on infrastructure also reviews its performance.CHAPTER 3 INDUSTRY PROFILE Introduction Cement industry had been controlled from price and distribution on 1 March. 28 . st Cement industry is one of the major and oldest established manufacturing industries in the modern sector of Indian economy. water supply projects. bridges. airports and irrigation schemes. It is thus a vitas industry which assumes a crucial part in the economic development of the country. the performance of the industry the constraints faced by the industry are interviewed in the infrastructure co-ordination committee meeting held in the cabinet secretariat under the chairman ship of secretary. The same is passed through crushers to bring it the required size. However.2003 to ensure quality standards. 1989 and de-licensed on 25th July 1991. thus it regards as major nation building industry wise importance in a developing economy never be over emphasized. This is available in plenty in the form of limestone deposits in nature. Raw Materials: The basic raw material for manufacturing cement is limestone. seaports. skilled manpower and equipment & machinery technology. It is an indigenous industry in which the company is well endowed with the necessary raw materials. Limestone is excavated for mines by mechanical equipment with the help of stocker & reclaimed the correct blending of limestone is ensured.02.

There are 10 large cement plants owned by various state Government. which is a central public sector undertaking.30 million tones.34 tones. Major exports were Gujarat Ambuja Cement Limited and UltraTech.38 million tones. Cement plants with an installed capacity of 148. The total installed capacity in the country as a whole is 159. iron ore & bauxite. The industry has achieved a growth rate of 4.86 percent during this period. The correct proportions are fed into a grinding mill where they are reduced to a very fine of compressed air. Exports: The industry is also exporting cement and clinker. The power from the storage ribs is fed into rotator kiln. Capacity & Production: The cement industry compresses of 125 large.The raw materials consist of limestone.38 million tones as against a production of 106.28 million tones & more than 300 mini cement plants with an estimated capacity of 11. 29 .84%. a production was 31. has 10 units. The cement corporation of India.92 million tones respectively.14 million tones and 6. a production target of 126 million tones has been fixed for the year 2003-04. The export of cement during 2001-02 & 2003-04 was 5.10 million tones per annum. Export during April-May 2003 was 1. Keeping in view the trend of growth of the industry kin previous years. the material is subjected to a temperature of about 15000 C chemical reaction takes place between the various materials resulting in the formation of cement compound like Tri Calcium silicate (about 24%) die-calcium silicate (about 20%) Tri Calcium alumina (about 7 to 10%) and albumin ferrite (about 10 to 12%).90 million tones in 2001-02. registering a growth rate of 8. Actual cement production in 2002-03 was 116. During the period April-June 2003.

India is also producing different varieties of cement take Ordinary Portland Cement (OPC). PROFILE OF ZUARI CEMENT LTD Zuari Cement is part of the Italcementi Group. know-how and culture of a number of companies from more than 22 countries in 4 continents.5 million tonne today. At present 93% of the total capacity in the industry is based on modern and environment friendly dry process technology and only 7% of the capacity is based on old wet & semi-dry process technology. In India. 15 grinding centers. production of these varieties of cement confor to the BIS specification. Portland Blast Furrace slag cement (PBFS). Italcementi Group's Zuari Cement is committed to give the building industry a cement that is truly international. A captive power plant with a capacity of 43 MW has already been set up at the Company's cement manufacturing facility at Sitapuram. 134 aggregates quarries and 613 concrete batching units. Italcementi Group combines the expertise. This includes an industrial network of 63 cement plants. 30 . Portland Pozzolana Cement (PPC). Zuari Cement is in the process of increasing this capacity to 6 million tonne by 2009 through setting up of a new 5500 tonne per day clinker line at Yerraguntla and a grinding center at Chennai. A commitment to customer satisfaction has seen Zuari Cement grow from a modest 0.Technological Change: Cement industry has made tremendous strides in technological up gradation and assimilation of latest technology. 5 terminals. It is worth mentioning that some cement plants have set up dedicated jetties for promoting bulk transportation and export. with its inherent strengths.5 million tonne capacity in 1995 to 3.. oil will cement etc. the fifth largest cement producer in the world and the biggest in the Mediterranean region With net sales over 6 billion Euros in 2008 and a capacity of 70 million tonnes.

This includes strengthening its presence in the Maharashtra. the capabilities of our employees and the logical standards by which we operate. Approach: Cement aggregates and ready-mixed concrete mixture and distribution are local business. Ital Cementi Group: Mission “Shared ambition: Effective and Efficient” To become the most effective and most efficient cement manufacturer and distributor in the world. products and services. While technology is just one of its strengths. Orissa and West Bengal markets. Way of working: Technical leadership is our goal. companies. These include a high-level organization and decentralised quality assurance teams to guarantee the full compliance with the customers' expectations. Spirit: One team worldwide They are proud of our cultural diversity and their distinction character. Zuari Cement has chalked out ambitious plans for the future. ambition we are committed to increasing the value of group. there are many other factors that contribute equally to Zuari's success.With a 6% market share in the south Indian cement market and sales of about Euro 188 million in 2008. Around the world we serve local customers in local markets with local needs. 31 .

Zuari Cement Limited. Recent Developments: Zuari cement has signed on agreement with the cement corporation of India (CCI) to market CCI’s cement products from their facility at tinder in Andhra Pradesh. 4. The Zuari cement business will get transferred to the joint venture company viz. The increment tonnage for Zuari Cement as a result of this arrangement is around 3. labor. Kadapa District location of the plant at this place is having following advantages. 5. Location in industrial belt of Rayalaseema with sophisticated facilities like water. Andhra Pradesh and Pondicherry. Zuari cement shall market this in the state of Tamilnadu. Present of the best limestone proved scientifically for Cement. Objectives of the Company:  To provide employment to the local employees. electricity. 3.. Low free line to ensure reduced surface cracks. Specially designed setting time to suit Indian working conditions.JOINT VENTURE WITH ITAL CEMENT Zuari and Ital Cement groups have agreed to form a joint venture with 50-50 equity sharing. 7. 2. 6.  To supply best cement at economical prices. Kerala.5 lakhs tones.  To get the optimum utilization of the raw materials available of there own mines  Manufacturing quality cement and to stand as a market lead in sound India. Low heat of hydration for better soundness. LOCATION OF THE PLANT: Zuari Cement limited is located at Krishna Nagar in Yerraguntla. 32 . transport etc. Low magnesia content to ensure reduced tensile cracks.

Working Conditions: The working conditions arises of the unit.ORGANIZATIONAL STRUCTURE The organizational structure of Zuari is simple and that. The employees are assigned grades based on their pay packages. 33 . Mazdoors etc. These grades are not based on the job responsibilities may have different grades for reasons like duration of association with the company. Measures without happen onto wards things like accidents. Clerical People in Zuari among them on is recognized. Grades for employees (Designations) M1 M2 M3 M4 General Manager Deputy General Manager Senior Manager Manager Top Level Top Level Top Level Top Level M5 M6 M7 Deputy Manager Assistant Manger Senior Officer Middle Level Middle Level Middle Level M8 M9 Officer Assistant Engineer Low Level Low Level Grades for workers: E to A 1 to 7 Helpers. the production other recreations facilities provided by Zuari Cement will be the workers to feel moves and more comfort enhancing the production targets besides the management of Zuari Cement will also take enormous preventive and security. explosive and other polluted problems.

34 .Facilities provided by the Company are • Recreational Facilities • Sports and Games • Cultural activities • Gratuity • Leave travel concession • Leaves facilities • Rest Room • First-Aid and Ambulance facility • Measures to pollution control • Drinking water • Education facilities • Reading room/clubs • Medical facility • Housing facilities • Uniform • Free Electricity Allowances provided by the company • Housing Allowance • Conveyance Allowance • Washing Allowance Loans Provided by the Company • Housing Loan • Furniture Loan • Vehicle Loan Welfare Measures: The company is provided both statutory & non-statutory measures for the welfare of the workers.

Statutory: The statutory measures are Uniform. PF. • • • • • • Non-Statutory: The non-statutory measures are Quarters are provided to both executives & non-executives Recreational facilities are provided to the employees. Vehicle allowance is provided Housing loan. water tanks. vehicle loan furniture loan is provided.B. There is school for children in the quarters. There is hospital in the quarters in which two M. houses & road dividers. water sheds. It has one primary school & also it had constructed bus shelters. traffic signals. Sanitary facilities are provided separately for men & women employees. Bonus facilities to the employees. Drinking water is provided inside the premises. There is an ambulance for emergency purpose. GF. doctors & one medical officer are here. • • • • • • • Man-Power: • Executive cadre employees • Wage board employees • Contract labour Social Responsibility: As part of social responsibility the company is maintenance one dispensary where the near by villages are treated free of cost. shoes for the workers. A fair canteen with subsidized rates is provided. 190 243 400 to 500 35 .S. hospitals. Cultural programs are provided to the employees.B.

• Ram co Industries visaka industries. • Nagarjuna Construction • JMC Projects (I) Limited. major users of Zuari Cement are as follows. The career development is possible through proper motivational factors. • Hyderabad Everest Limited. is done by encouraging the employees by awarding them rewarding them and identifying their talents and promoting them to higher positions. • APSEB-SRISAILAM power project. • Grind well Norton limited.Motivation: Motivation in Zuari Cement Limited. • Gammon India Limited. • Mormugao post trust. • Airport Authority of India. • Tamil Nadu housing board. • Asia pacific hotels limited. The Zuari sales officers and representatives are based in almost all cities. • Tamilnadu real estate limited. And towns in south India. Corporate Marketing Office: Zuari Cements Limited corporate marketing office is a Chennai (Tamilnadu) and branches are at: 36 . • East coast construction and industries limited. • Madras refineries Limited. Major Users: Zuari Cement is marketed through out south India by a wide network of stockiest.

• • • • • Hyderabad Bangalore Cochin Hajji Chennai • Bhubaneswar Competitors: • PENNA • ULTRATECH • DALMIA - Andhra Pradesh Karnataka Kerala Goa Tamilnadu Orissa Department wise list of Permanent Employee: Personal & Administration Department Finance Department Stores Department Quality Control Department Operation Department Packing Plant Cement Mill Department Electronically Department Instrumentation Department Civil department Mechanical department Mines 37 .

SURESH Vice President HR & IR Ramesh Surya Narayana Director Technical 38 .ORGANIZATIONAL CHART Maurizio Caneppele Managing Director Krishna Srivastava Director Marketing Emiliyan Andreev Chief Financial Officer S.

1: Training Frequency for Employees S.CHAPTER 4: OPINIONS OF EMPLOYEES ON TRAINING AND DEVELOPMENT IN ZUARI CEMENT Table – 4. of Employees 30 110 10 150 % of Employees 20 73 7 100 From above table it’s revealed that majority of the employees undergone for training yearly. No Options 1 2 3 Less than a year Yearly More than an year Total Interpretation: No. Training Frequency For Employees 7% 20% Less than year Yearly More than an year 73% 39 .

Basis for Trainees Selection 0% 7% 27% 7% Self Motivation Boss Recommendation Skill Inventory Organizational Requirement 59% Training Evalution 40 . No 1 2 3 4 5 Options Self Motivation Boss Recommendation Skill Inventory Organizational Requirement Training Evaluation Total Interpretation: From the above table it is revealed that majority of employees (60 percent) are selected on the basis of skill inventory and secondly.2: Basis for Trainees Selection No.Table – 4. of Employees 10 10 90 40 0 150 % of Employees 7 7 60 26 0 100 S. Hence skills of employees are preferred more than organizational requirements. employees are selected on the basis of organizational requirement.

rest of them said that training is arranged on external basis and overseas basis. No 1 2 3 Options Internal External Overseas Total Interpretation: From the above table majority employees said that training is arranged on internal basis.Table – 4. No. of Employees 120 20 10 150 % of Employees 80 13 7 100 Type of Training Programme Arranged for the Employees by the Management 7% 13% Internal External Overseas 80% 41 .3: Training Programme arranged for the Employees by the Management S.

4: Method of Training S. No 1 2 Options On-the-Job Off-the-Job Total Interpretation: From the above table majority of employees trained on On-the-Job method and rest of the Employees trained on Off-the-Job method. of Employees 120 30 150 % of Employees 80% 20% 100 M th d o T in e o f rain g 20 % O e b n-th -Jo O e b ff-th -Jo 8% 0 Table – 4.5: Number of Employees undergone On-the-Job training method 42 .Table – 4. No.

Number of Employees Undergone On-the-Job training method Job Rotation 33% Under Study Coaching 67% 0% 0% 0% Committee Assignment Job Instruction Table – 4. of Employees 40 0 0 0 80 120 % of Employees 33 0 0 0 67 100 Interpretation: From the above table most of the employees undergone for job instruction training and followed by Job Rotation. of Employees Undergone Off-the-Job Training Method 43 . No 1 2 3 4 5 Options Job Rotation Under Study Coaching Committee Assignment Job Instruction Total No.S.6: No.

S.No 1 2 3 4 5 Options Role Playing Lecture Method Conference Method Incident Method Case Study Total No. of Employees 0 10 20 0 0 30 % of Employees 0 33 67 0 0 100 Interpretation: From the above table it is revealed that majority of the employees undergone by conference method of training and rest of them trained by Lecturer method. No. of Employees Undergone Off-the-Job Training 0% Method 0% 0% 33% Role Playing Lecture Method Conference Method Incident Method 67% Case Study Table – 4.7: Employees Are Trained by 44 .

of Employees 30 100 20 150 % of Employees 20 66 14 100 Interpretation: From the table most of the employees are trained by outside executive and minimum of the employees are trained by the superior and Com-Employee. No 1 2 3 Options Superior Outside Executive Co-Employee Total No.S. Employees are trained by 13% 20% Superior Outside Executive Co-Employee 67% Table – 4.8: Opinion of Employees by whom they want to be trained 45 .

O pinion of Employees by w hom they w ant to be trained 33% 54% Supe rio r O utsid e Exe cutive C o -Emplo ye e 13% Table – 4.S. No 1 2 3 Options Superior Outside Executive Co-Employee Total No.9: Providing incentive after training 46 . of Employees 80 20 50 150 % of Employees 53 13 34 100 Interpretation: From the above table it is revealed that half of the employees wanted that training to be given by the superior rest of them wanted that training to be given by the outside executive and Co-Employee.

Providing incentive after training 40% Yes No 60% Table – 4.S.10: Employees satisfaction of training 47 . of Employees 60 90 150 % of Employees 40 60 100 Interpretation: From the analysis majority of employees told that management is not providing incentives after training. No 1 3 Options Yes No Total No.

of Employees 20 130 0 150 % of Employees 13 87 0 100 Interpretation: From the above table it is revealed that most of employees are satisfied by the training given by the management.11: Improvement of relationship between workers & Management 48 .S. Employees satisfaction of Training 0% 13% High Satisfied Satisfied Dissatisfied 87% Table – 4. No 1 2 3 Options High Satisfied Satisfied Dissatisfied Total No.

S. of Employees 120 30 0 150 % of Employees 80 20 0 100 Interpretation: From the above analysis it is revealed that most of employees are satisfied with the relationship between worker and management. Frustration and Conflict 49 . No 1 2 3 Options Strongly Agree Agree Disagree Total No. tension. Improvement of relationship between workers & Management 20% 0% Strongly Agree Agree Disagree 80% Table – 4.12: Decreasing stress.

tension. of Employees % of Employees 70 80 0 150 47 53 0 100 Interpretation: From the above analysis it can be noticed that almost all employees are agreed that that training decreases stress. tension.S. No 1 2 3 Options Strongly Agree Agree Disagree Total No. Decreasing stress. frustration and conflict. Frustration and Conflict 0% 53% 47% Strongly Agree Agree Disagree CHAPTER 5 Findings 50 .

 Majority of employees trained by conference method and rest of them by Lecture method . Almost every (93%) employee had undergone training and development programs.  Most employees said that training is arranged on internal basis.  Trainees are selected on the basis of organizational requirements.  80% of the employees trained on On-the-Job method and 20% of the employees trained on the Off-the-Job method. Suggestions 51 . few of them said that training is arranged on external basis and overseas basis.  Most the employees wanted that the training to be given by the superior and rest of them wanted that training to be given by the co-employees.  Majority of employees(73%) say that training is provided once in a year.  Most of the employees said that industrial visits are conducted by the company.

 Training schedules should be increased to meet the requirements of the employees.  Training can be arranged for employees by out side reputed trainers also.  Industrial visits should be organized to improve the technical knowledge and create awareness about working conditions at other plants. Training and development programs should be conducted more frequently and on regular basis to the employees.  Training methods should be designed in such a way that they create interest and enthusiasm amoung employees to attend.  Training and development programmes should be designed and organized in such a say that they help the employees to develop their career and help to get promotions also. Conclusion 52 . for better performance.  Training should be provided to improve communication skills and interpersonal skills amoung employees.

Training and development is a necessity for both the trainer and the trainee. The future cement industry would demand more from the employees as well as the companies in terms of productivity. It would want its employees to know the latest trends and technologies and use them according to the company’s principles and objectives. the knowledge from which is to be applied later. New technology. Training & Development has transformed from an add-on function to a core function of companies. This means training and development is going to be even more important. Training and development is another round of education for them. On this we conclude our report with the following words “Education ends with school but learning ends with life. Industries already foresees this and are already in preparations to make their employee better equipped. etc. will be more emphasized upon. it’s more of a mutual necessity and agreement between the companies and their respective employees when it comes to training and development. view training and development as a stepping stone for enriching their career and fulfilling their personal needs. And that is the way it should be.Gone are the days when training was a 2 hour process on the first day of the job. It has become more of a science with systematic rules and formats guiding the companies on how to go about training and development.” 53 . group culture. So. The trainees (staff) on the other hand. complex and rigorous. multi-tasking. The trainer would want to make its staff more efficient in this highly competitive world.

P. 4.Konark Publication Pvt Ltd. Decenzo and Stephen P.2004 Research Methodology.co.ebsco..netmba. CR Kothari .com www.Subba Rao. 3.Robbins.2004 Human Resource Management. Prentice Hall of India Pvt Ltd. David A.2003 Human Resource Management.P Rao.citehr.managemnetparadise.in www. Prentice Hall of India Pvt Ltd. 2. Biswajeet Patnayak.S.BIBILOGRAPHY Books: 1. WEBSITES www.com www. V. New age International Pvt Ltd.2004 Personnel/Human Resource Management .com/hr/training/ COMPANY SOURSCES: Company record&journals 54 .

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Weather the training execution is as annual training plan or not? [ ] (a) Yes (b) No [ ] 4. In which method you have undergone (a) On-the-Job (b) Off-the-Job 7.ANNEXURE. How frequently are you trained? (a) Less than a year (b) Yearly (c) More than a year 3. How the management is arranging training programme? (a) Internal (b) External (c) Overseas 5.-QUESTIONNAIRE: Name: Designation: 1. Have you undergone training? (a) Yes (b) No [ ] Age: Department: [ ] 2. What kind of training and development programme you had undergone in On-the-Job training? (a) Job rotation (b) Under study (c) Coaching (d) Job instruction 56 [ ] (d) Committee assignments . On what basis trainees are selected? (a) Self motivation (c) Skill inventory (b) Superior recommendation (d) Organizational requirement [ ] 6.

By whom you would like to be trained? (a) Superior (b) Outside executive (c) Co. Any industrial visits conducted to employees to improve their potentially? (a) Yes 10. Up to which extent this training is being useful to improve employee skill and personal development? (a) Really useful (b) Not useful (c) useful for career [ ] 14.employee [ ] (b) No [ ] [ ] 11.employee 12.8. What is level of satisfaction in your training? (a) Highly satisfied (b) Satisfied (c) Dissatisfied 15. Do you feel that training improve relationship between workers and management? (a)Strongly agree (b) Agree 57 [ ] (c) Disagree . By whom you are trained? (a) Superior (b) Outside executive (c) Co. Is management evaluating the effectiveness of training given to them? [ ] (a) Yes (b) No 13. What kind of training and development programme you had undergone in Off-the Job training? (a) Role playing (d) Case study (b) Lecture method (e) Vestibule training (c) Conference method 9.

frustration and conflict? (a) Strongly agree (b) Agree (c) Disagree [ ] 17. tension. Do you feel that training is decreasing stress. Do you find any defaults in training period? (a) Yes (b) No [ ] 19. Are you provided enough material in training by management? [ ] (a) Yes (b) No 20. Are you satisfied with the accommodation provided by the management? (a) Yes (b) No [ ] 58 .16. Any incentive provided for you after training? (a) Yes (b) No 18.