A Project Report Ganesh HR

BVDU’s AKIMSS, Solapur
PROJECT REPORT
ON
“A Study of Training and Development Programmes”
With Special Reference to Balaji Amines Ltd., Tamalwadi,
Tal: Tuljapur, Dist.: Osmanabad
SUBMITTED TO
BHARATI VIDYAPEETH DEEMED UNIVERSITY, PUNE
In partial fulfillment of the Requirement for the degree of
Master of Business Administration
(Human Resource Management)
Submitted by
Miss. Mallampati Vijaya
B.C.A
Under Guidance of
Prof.Vilas.J.Pathrudkar
[M.A (TISS, Mumbai)]
ABHIJIT KADAM INSTITUTE OF MANAGEMENT AND SOCIALSCIENCES
SOLAPUR
2009-2011
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BHARATI VIDYAPEETH DEEMED UNIVERSITY, PUNE
ABHIJIT KADAM INSTITUTE OF MANAGEMENT AND SOCIAL
SCIENCES, SOLAPUR
CERTIFICATE
This is to certify that the project entitled “A Study of Training and Development
Programmes” is the work carried out by Miss. Mallampati Vijaya student of M.B.A
(HR) first year of Bharati Vidyapeeth Deemed University Abhijit Kadam Institute of
Management and Social Sciences, Solapur during the year 2009-2011, in partial
fulfillment of the requirement of Master of Business Administration and that the
project has not formed the basis for the award previously of any degree.
Date: Prof. Dr. Sorab Sadri
Place: Director
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DECLARATION
To,
The Director,
Bharati Vidyapeeth Deemed University,
Abhijit Kadam Institute of Management and Social Sciences,
Solapur.
Respected Sir,
I the undersigned hereby declare that, the project report on “A Study of Training and
Development Programmes” written and submitted at Bharati Vidyapeeth’s Abhijit
Kadam Institute of Management and Social Sciences, Solapur under the guidance of
Prof. Vilas.J.Patrudkar is my original work.
The empirical findings in this project are based on the data collected by me.
While preparing this project I have not copied anything from any other report. I
understood that any such copy is liable to be punished in a way the university
authority may deem fit.
Mallampati Vijaya
(B.C.A)
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ACKNOWLEDGEMENT
It gives me a great pleasure in presenting the project “A Study of Training and

Development Programmes”. I would like to thank to those who helped and guided me
to complete this project.
I sincerely thank Honorable Director Dr.Sorab Sadri, and for the help and guidance
given by Prof. Vilas.J.Patrudkar, which enabled me to complete this project.
I take this opportunity to thank the Director of Balaji Amines Ltd. Mr.D.Ram Reddy
sir for giving me this opportunity.
And I thank Bharati Vidyapeeth, Solapur for introducing this and helping me to learn
more about the course.
Finally I thank all those who have directly or indirectly helped me in completing my
project.
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INDEX
CHAPTER TITLE PAGE NO.
I Introduction of the study

1.1 Introduction to study
1.2 Objective of study
1.3 Scope of study
1.4 Importance of study
1.5 Limitations
1.6 Research methodology
II Company Profile
2.1 Introduction of the Organization
2.2 History of the Organization
2.3 Organization Chart
2.4 Organization Departments
2.5 Products of the Organization
2.6 Future plans
III Theoretical Background

3.1 Concept and Definition
3.2 Types
3.3 Techniques
IV Data Analysis and Interpretation
V Observation and Finding
VI Conclusion and Suggestions
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CHAPTER-I
Introduction of the study
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1.1 TRAINING AND DEVELOPMENT
The game of economic competition has new rules. Firms should be fast and
responsive. This requires responding to customers' needs for quality, variety,
customization, convenience and timeliness. Meeting these new standards requires a
workforce that is technically trained in all respects. It requires people who are capable
of analyzing and solving job related problems, working cooperatively in teams and
'changing hats' and shifting from job to job as well. Training has increased in
importance in today's environment where jobs are complex and change. Rapidly,
Companies that pay lip-service to the need for training, by lazily setting aside a few
hours a year, will soon find themselves at the receiving end when talented employees
leave in frustration and other employees find it difficult to beat rivals with new
products, sophisticated designs and improved ways of selling. To survive and flourish
in the present day corporate-jungle, companies should invest time and money in
upgrading the knowledge and skills of their employees constantly. For, any company
that stops injecting itself with intelligence is going to die. The purpose of this chapter
is making the student understand the basic principles, areas, and methods of training
currently in use in the corporate circles.
After employees have been selected for various positions in an organization, training
them for the specific tasks to which they have been assigned assumes great importance. It is
true in many organizations that before an employee is fitted into a harmonious working
relationship with other employees, he is given adequate training. Training is the act of
increasing the knowledge and skills of an employee for performing a particular job. The
major outcome of training is learning. A trainee learns new habits, refined skills and useful
knowledge during the training that helps him improve performance. Training enables an
employee to do his present job more efficiently and prepare himself for a higher-level job.
The essential features of training may be stated thus:
• Increases knowledge and skills for doing a particular job; it bridges the gap
between job needs and employee skills, knowledge and behaviors
• Focuses attention on the current job; it is job specific and addresses particular
performance deficits or problems
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• Concentrates on individual employees; changing what employees know, how they

work, their attitudes toward their work or their interactions with their co-workers
or supervisors
• Tends to be more narrowly focused and oriented toward short-term performance

concerns.
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1.2 Objective of the Study:

1. To study about operations of Balaji Amines Ltd.
2. To study functions of various departments.
3. To study the role of HR department in the organization.
4. To study present training methods in the organization.
5. To study effectiveness of those training methods in BAL’s growth.
6. To study development programs in BAL.
7. To suggest other additional training methods if required
1.3 Scope of the study:

1. The scope of this project is only for Balaji Amines Ltd. Unit-I in Solapur.
2. The scope of this project is for all employees working at all levels in BAL.
1.4 Importance of study:
Training offers innumerable benefits to both employees and employers. It

makes the employee more productive and more useful to an organization. The
importance of training can be studied under the following heads:
Benefits to the business:
Trained workers can work more efficiently. They use machines, tools, and materials
in a proper way. Wastage is thus eliminated to a large extent.
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There will be fewer accidents. Training improves the knowledge of employees
regarding the use of machines and equipment. Hence, trained workers need not be put
under close supervision, as they know how to handle operations properly.
Trained workers can show superior performance. They can turn out better
performance. They can turn out better quality goods by putting the materials, tools
and equipment to good use.
Training makes employees more loyal to an organization. They will be less inclined to
leave the unit where there are growth opportunities
Benefits to the employees:
Training makes an employee more useful to a firm. Hence, he will find employment
more easily.
Training makes employees more efficient and effective. By combining materials,

tools and equipment in a right way, they can produce more with minimum effort.
Training enables employees to secure promotions easily. They can realize their career
goals comfortably.
Training helps an employee to move from one organization to another easily. He can
be more mobile and pursue career goals actively.
Employees can avoid mistakes, accidents on the job. They can handle jobs with
confidence. They will be more satisfied on their jobs. Their morale would be high.
Thus, training can contribute to higher production, fewer mistakes, greater job
satisfaction and lower labor turnover. Also, it can enable employees to cope with
organizational, social and technological change. Effective training is an invaluable
investment in the human resources of an organization.
1.5 Limitation of the study:
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1. This project is limited to Unit-I of Balaji Amines Ltd.
2. Time limit for this project is only 50 days.
1.6 Research Methodology:
Meaning: Research is a systematic search for information on a specific topic. It is the

pursuit of truth with the help of study, observation and comparison.
Science aims at describing and understanding of various objects or phenomenon

in nature whereas research is a special endeavor which involves systematic and
critical investigation. Thus towards increasing the stream of knowledge now it is
easier to define scientific research. We may define scientific research as a systematic
and critical investigation about relations natural phenomenon to explain and finally to
understand the relations among them.
Every society today is facing with serious social, economic and political
problems, which need systematic, intelligent and practical solution.Since these
problems deal with human beings who are both unpredictable and undependable in
behaviors. Therefore different methods become unavoidable in finding the truth.
Methodology in social research has thus come to say as an integral part of social
research. Today, it is accepted that identification as well as solution of all social
problems lies in extensive and proper use of research methods.
There are various definitions which have been given for the term research as
1. P.V.Young” Research is the systematic method of discovering the new facts or

verifying old facts, their sequences, inter relationship, casual explanations the
natural laws which govern them.”
2. According to Block and Champion “Scientific research consists of obtaining

information through empirical observation that can be used for the systematic
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development of logically related propositions attempt to establish casual
reactions among variables”
Objectives of Research:
1. To find out the hidden truth.
2. To achieve new insights about a particular topic.
Research Methodology:
It is a way to systematically solve the research problem. It may be understood as a

science of studying how research is done scientifically. In it study is carried on by
various steps that are generally adopted by a researcher to study with logic behind it.
Data Collection: Here required data is collected through various sources. Data is
of two types as :
1) Primary Data: This data is collected directly from the sources in the
company.
Sources of primary data: 1.Questionnaire 2. Observation
2) Secondary Data: Secondary data means data that are available
i.e., refer to data which have already been collected.
Sources of secondary data: 1.Internet
2. Books
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3. Records
Sampling Method:
This is an improved type of random or probability sampling. In this method

the population is sub-divided into homogenous groups and from group,
random sample is drawn. For example, university students may be divided on
the basis of discipline and each discipline may again divided into juniors and
seniors and the employees of a business may be divided into management and
non-management staff and each of these two groups may be subdivided into
salary grade wise strata.
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CHAPTER – II
COMPANY PROFILE
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2.1 Introduction of the Organization:
Balaji Amines Ltd., INDIA, an ISO 9001: 2008 certified company,

specialized in manufacturing Methylamines, Ethylamine’s, Derivatives of
Specialty Chemicals and Natural Products. These have been the main
products; we also have facilities for the manufacture of derivatives, which
are downstream products for various Pharma /Pesticide industries apart
from user specific requirements.
Balaji Amines Limited (BAL), one of the leading manufacturers of

Aliphatic Amines in India was set up in the year 1988 to cater to the
growing requirements of value based Specialty Chemicals. BAL
commenced manufacture of Methyl Amines in the year 1989 and
subsequently added facilities for manufacture of Ethyl Amines and other
derivatives of Methyl Amines and Ethyl Amines
BAL’s state of the art manufacturing facility is located at Tamalwadi

village near the town Solapur. The factory is completely furnished with
latest technology like digital computerized controlled system which
facilitates the control operations from the control room. In addition Bal
possess an excellent laboratory which helps them in conducting basic
research and also tune the process.
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2.2 History of Organization:

Balaji Amines Ltd (BAL) was setup in the year 1988 to cater to
requirement of values based specialty chemicals.BAL commenced
manufacturing of methylamines in the year 1989 and subsequently added
facilities for manufacture of ethylamine’s and other derivatives of
methylamines.BAL has been consistently adding capacities and fine tuning
process to provide a quality producer at least cost to the customers world
over. Amines technology is a closely guarded process with only few
handful companies having access to such technology.BAL for the first
time in India, tested on a international developed if further over a period of
time. Today Bal’s products are accepted in international markets and have
gained the distinct export quality status which makes it one of the few
companies in India having the potential to match the stringent international
quality standards.BAL has awarded the most prestigious status Export
House by Ministry of Commerce of govt. of India.
BAL’s state of the art manufacturing facility is located at Tamalwadi

village near the town Solapur. The factory is completely furnished with
latest technology like digital computerized controlled system which
facilitates the control operations from the control room. In addition BAL
possesses an excellent laboratory which helps them in conducting basic
research and also tunes the process.
BAL has been consistently adding capacities and fine tuning process to
provide quality products at lowest cost to the customers. World over,
Amine technology is a closely guarded process with only a few handful
companies having access to such technology. BAL for the first time in
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India tested on an indigenously developed technology and developed it
further over a period of time. Today, BAL‘s products are accepted in
international markets and have gained the distinct export quality status,
which makes it one of the few companies in India having the potential to
match the stringent international quality standards for which we have been
awarded ISO-9001: 2000 Certification apart from appreciation and
continuous orders from global majors for our product range.
BAL`s state-of-the-art manufacturing facility is located at Tamalwadi

Village, near Solapur (Maharashtra State, India) The facility is fully
equipped with latest technology like digital computerized controlled
systems, which facilitates the control of operations from the control room
in addition, BAL possesses an excellent R&D facilities and laboratory,
which helps in conducting basic research and also to fine tune the process.
THE VISION:-
1. To attain leadership position in Nutraceutical.
2. To create raw material and hold the command of market.
3. To involve research and development of new products on customer

requirement basis.
4. To undertake custom research for leading chemicals.
THE MISSION:-
1. To innovate research and develop cosmereticals.
2. To identify disease syndrome and provide a safe and non-toxic alternate

medicine route based on the Indian traditional medicine system.
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3. To develop a comprehensive database covering the entire herbal
medicine system.
4. To undertake custom research for leading.
QUALITY POLICIES:-
1. We will satisfy our customers by supplying products as per their

requirement with timely delivery.
2. We will maintain continual improvements in all spheres of our activities.
3. We will achieve this by implementing effective methods to improve

quality and by including quality culture in our company.
QUALITY OBECTIVES:-
1. To update technology and operating methods to maintain leadership in

national and international markets.
2. To remain as a leader in the market by manufacturing new hi-hitch

products.
3. To motivate the employees and improve their skills by regular training

programs.
4. To implement appropriate environmental and safety measures.
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2.4 Departments of the Organization:-
PURCHASE DEPARTMENT
Purchase department deals with production planning and raw material supply for
production. Purchase department also works according to the forecasting done by
marketing department.
Functions:
1. Work according to the production planning.
2. Fulfilling requirements of production department.
3. Providing guidance for purchase of material required.
4. Concerning with payment for purchases done.
Purchase Categories:
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1. Raw materials.
2. Capital goods
3. Laboratory equipments
4. Mechanical instrumentation and electric items.
5. Miscellaneous material.
The sources of purchases are existing suppliers, through internet searching for
new suppliers etc.
PRODUCTION DEPARTMENT
Production department is a responsible for handling the production activity; functions

of production department are explained as below-:
Functions:
1. To execute planned range of production
2. To implement and follow the rules essential for purpose of safety.
3. To control the production activity.
4. To implement safety equipments as per need.
5. To control the performance of department.
6. To take correct action on customers complaints, if any.
7. To maintain the interlink between production department and store

department.
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HUMAN RESOURCE DEPARTMENT
1. To conduct and arrange training for employees as per training needs.
2. To evaluate training programs.
3. To appraise the performance of employees.
4. To provide safety requirement as per need.
5. It is responsible for all welfare activities.
MARKETING DEPARTMENT
Marketing department is responsible for establishing and maintaining the procedure

for contract reviews and co-ordinates the activity.
Functions:
1. To understand the needs of the customers and communicate it to the concerned

department.
2. To carry out the contract reviews and get it approved by the commercial
director.
3. To receive and record the customers complaints and communicate them to all
concern departments.
4. To organize the dispatch activity as per dispatch schedule.
5. Department is concerned or responsible for overall communication with

customers.
Services:
1. Credit pay facility depends upon customers requirements may be for 90 days,
60 days, 30 days etc.
2. Transportation expenses added in the bills to the same extend.
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3. 365 days continuous service.
4. Arranging exhibitions for marketing.
5. Benefits sales tax due to industry situated in D area.
FINANCE DEPARTMENT
This department keeps the record of the following things:
1. Sales volume of production.
2. Raw material costs.
3. Total cost of production.
4. Gross profit.
5. Interest
Functions:
1. To make payments to vendors.
2. To verify the outstanding due of customers and to send out standing reminders
through marketing department.
3. To manage finance of the company as per the guide line from the commercial
director /executive director.
4. To make monthly reports.
5. To update accounts.
6. To make cost analysis.
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EXPORT DEPARTMENT
1. Find out the potential customers through various sources.
2. Contact and negotiate with selected customers.
3. Preparation of various documents which are necessary for the export of the
products.
4. Find the various government schemes for getting the incentives.
QUALITY ASSURANCE DEPARTMENT
1. To perform inspection and testing of raw material intermediates in process

materials and finished products in accordance with the quality plans and
documented procedures.
2. To maintain inspection and test records up to date.
3. To ensure that calibration of inspection, measuring and testing equipments in

Q.A.D (Quality Assurance Department) is done as per the plan.
4. To process the customers complaint to take necessary actions.
5. To report production department on the non conformity in intermediate, in

process and finished products
STORES AND MATERIAL HANDLING DEPARTMENT
1. To receive, store and issue spare parts and other materials to the respective
department.
2. To take careful precautions for leak safety and spoilage for raw materials
finished products and storage tank.
3. Manages the loading and unloading operation of raw material, finished

products.
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4. Carries out high calibration weighing machine.
MAINTANANCE AND INSTRUMENT DEPARTMENT
1. To carry out breakdown maintenance and to put out the equipment back in
operation without affecting the product.
2. To prepare preventive maintenance plan and to make appropriate changes

whenever necessary.
3. To prepare preventive maintenance plan and to maintain records for the same.
4. To coordinate with purchase department for the material required for the same
calibration and control of inspection, measuring and test equipments.
5. Electric department activities covered under instrument department.
2.5 Products of the Organization:

The products of Balaji Amines Ltd. are divided into four categories as Amines,
Specialty chemicals, Derivatives and Natural products.
The products of Amines category are:
1. Mono methyl amine (MMA)
2. Di-methylamine (DMA)
3. Tri methylamine (TMA)
4. Mono ethyl amine (MEA)
5. Di ethyl amine (DEA)
6. Tri ethyl amine (TEA)
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7. Di methyl amino ethanol (DMAE)
8. Di ethyl amino ethanol (DEAE)
9. Mono methyl amino ethanol (MMAE)
The products of Derivatives category are:
1. Di-Methyl Acetamide (DMAC)
2. Di-Methyl Amine Hydrochloride (DMA HCL)
3. Tri-Methyl Amine Hydrochloride (TMA HCL)
4. Di-Ethyl Amine Hydrochloride (DEA HCL)
5. Tri-Ethyl Amine Hydrochloride (TEA HCL)
6. Benzyl Tri Ethyl Ammonium Chloride (TEBAC)
7. Di-Methyl Urea (DMU)
8. Choline Chloride
The products of specialty chemicals category are:
1. N-Methyl Pyrrolidone (NMP)
2. Morpholine
3. 2-Pyrrolidone (2-P)
4. N-ethyl-2-pyrrolidone
5. Gamma-Butyrolactone
6. Polyvinyl Pyrrolidone K30
The products of natural products category are:
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1. Camptothecin
2. 10 Dab III (Deacetyl-baccatin)
3. Coleus Forskohlii
4. Calcium semnosoid
5. Solanesol
2.6 Future Plans:

The organization has many plans which it wants to implement in future to compete
with its competitors. The main ones are diversification i.e. manufacturing of different
amines and expansion of products to other categories and expansion of plants in new
areas.
CHAPTER-III
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Theoretical Background
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NATURE OF TRAINING AND DEVELOPMENT:
In simple terms, training and development refers to the imparting of specific skills,
abilities and knowledge to an employee. A formal definition of training &
development is it is any attempt to improve current or future employee performance
by increasing an employee’s ability to perform through learning, usually by changing
the employee’s attitude or increasing his or her skills and knowledge. The need for
training & development is determined by the employee’s performance deficiency,
computed as follows:
Training & Development need = Standard performance – Actual performance.
We can make a distinction among training, education and development. Such
distinction enables us to acquire a better perspective about the meaning of the terms.
Training, as was stated earlier, refers to the process of imparting specific skills.
Education, on the other hand, is confined to theoretical learning in classrooms.
Though training and education differ in nature and orientation, they are
complementary. An employee, for example, who undergoes training, is presumed to
have had some formal education. Furthermore, no training programme is complete
without an element of education. In fact, the distinction between training and
education is getting increasingly blurred nowadays. As more and more employees are
called upon to exercise judgments and to choose alternative solutions to the job
problems, training programmes seek to broaden and develop the individual through
education. For instance, employees in well-paid jobs and/or employees in the service
industry may be required to make independent decision regarding their work and their
relationship with clients. Hence, organization must consider elements of both
education and training while planning their training programmes.
Development refers to those learning opportunities designed to help employees grow.
Development is not primarily skill-oriented. Instead, it provides general knowledge
and attitudes which will be helpful to employees in higher positions. Efforts towards
development often depend on personal drive and ambition. Development activities,
such as those supplied by management developmental programmes, are generally
voluntary.
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AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT:
The fundamental aim of training is to help the organization achieve its purpose by
adding value to its key resource – the people it employs. Training means investing in
the people to enable them to perform better and to empower them to make the best use
of their natural abilities. The particular objectives of training are to:
• Develop the competences of employees and improve their performance;
• Help people to grow within the organization in order that, as far as possible, its
future needs for human resource can be met from within;
• Reduce the learning time for employees starting in new jobs on appointment,
transfers or promotion, and ensure that they become fully competent as quickly and
economically as possible.
The Benefits of Employee Training
How Training Benefits the Organization:
• Leads to improved profitability and/or more positive attitudes towards profit

orientation. Improves the job knowledge and skills at all levels of the organization.
•Improves the morale of the workforce
•Helps people identify with organizational goals
•Helps create a better corporate image
•Fosters authenticity, openness and trust
•Improves relationship between boss and subordinate
•Aids in organizational development
•Helps prepare guidelines for work
•Aids in understanding and carrying out organizational policies.
•Provides information for future needs in all areas of the organization
•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 other
aspects that successful workers and managers usually display.
•Aids in increasing productivity and/or quality of work.
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•Helps keep costs down in many areas, e.g. production, personnel, administration etc.
•Develops a sense of responsibility to the organization for being competent and
knowledgeable.
•Improves Labour-management relations.
•Reduces outside consulting costs by utilizing competent internal consultation.
•Stimulates preventive management as opposed to putting out fires.
•Eliminates suboptimal behavior (such as hiding tools).
•Creates an appropriate climate for growth, communication.
•Aids in improving organizational communication.
Benefits to the Individual:
•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
•Helps a person handle stress, tension, frustration and conflict
•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
•Satisfies personal needs of the trainer (and trainee)
•Provides the trainee an avenue for growth and a say in his/her own future
•Develops a 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 task.
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Training Process:
Organization
Organization vision
vision and and perspective
perspective plans
plans
Assessment of training
needs
Setting objectives & developing

training policy & plan
Designing training
programmes
Implementing of training
programme
Evaluation of results & feedback for

action
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Organization vision & perspective plans:
At first vision & perspective plans of organization should be known. On that basis any
training programme will be designed in any organization. This is important because
training programs should be conducted on the basis of organization requirements.
Assessment of training needs:
Needs assessment diagnoses present problems and future challenges to be met through
training and development. Organizations spend vast sums of money (usually as a
percentage on turnover) on training and development. Before committing such huge
resources, organizations would do well to the training needs of their employees.
Organizations that implement training programmes without conducting needs
assessment may be making errors. For example, a needs assessment exercise reveal
that less costly interventions (e.g. selection, compensation package, job redesign)
could be used in lieu of training.
Assessment of training needs must also focus on anticipated skills of an employee.

Technology changes fast and new technology demands new skills. It is necessary that
the employee be acquire new skills. This will help him/her to progress in his or her
career path. Training and development is essential to prepare the employee to handle
more challenging tasks. Deputation to a part-time MBA programme is ideal to train
and develop such employees.
Individuals may also require new skills because of possible job transfers. Although job
transfer common as organizational personnel demands vary, they do not necessarily
require training efforts. Employees commonly require only an orientation to new
facilities and jobs. Recently however, economic forces have necessitated significant
retraining efforts in order to assure continued employment for many individuals. Jobs
have disappeared as technology, foreign competition, and the forces of supply and
demand are changing the face of our industry
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Setting objectives and developing training policy & plan:
The next phase in the training process is to identify instructional objectives. Needs
assessment helps prepare a blueprint that describes the objectives to be achieved by
the trainee upon -completion of the training programme. Instructional objectives
provide the input for designing the training programme as well as for the measures of
success (criteria) that would help assess effectiveness of the training programme.
Below are some sample instructional objectives for a training programme with sales
people.
•After training, the employee will be able to smile at all customers even when
exhausted or ill unless the customer is irate.
•After training, the employee will be able to accurately calculate mark down
on all sales merchandise
Designing of training programmes:
Every training and development programme must address certain vital issues (1) who
participate in the programme? (2) Who are the trainers? (3) What methods and
techniques are to be used for training? (4) What should be the level of training? (5)
What learning principles are needed? (6) Where is the programme conducted
According to the requirements of the organization the training programme should be
designed.
Implementing of training programmes:
Once the training programme has been designed, it needs to be implemented.

Implementation is beset with certain problems. In the first place, most managers are
action-oriented and frequently say they are too busy to engage in training efforts.
Secondly, availability of trainers is a problem. In addition to possessing
communication skills, the trainers must know the company's philosophy, its
objectives, its formal and informal organizations, and the goals of the training
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programme. Training and development requires a higher degree of creativity than,
perhaps, any other personnel specialty.
Scheduling training around the present work is another problem. How to schedule
training without disrupting the regular work? There is also the problem of record
keeping about the performance of a trainee during his or her training period. This
information may be useful to evaluate the progress of the trainee in the company
Evaluation of results and feedback action:
The last stage in the training and development process is the evaluation of results
1).Since huge sums of money are spent on training and development, how far the
programme has been useful must be judged/ determined. Evaluation helps determine
the results of the training and development programme. In practice, however,
organizations either overlook or lack facilities for evaluation.
Methods and techniques of training:
A multitude of methods of training are used to train employees. The various training
methods and presents a summary of the most frequent uses to which these methods
are put. Training methods are categorized into two groups- (i) on-the-job and (ii) off-
the-job methods. On-the-job methods refer to methods that are applied in the
workplace, while the employee is actually working. Off-the-job methods are used
away from workplaces.
Training techniques represent the medium of imparting skills and knowledge to

employees. Obviously, training techniques are the means employed in the training
methods. Among the most commonly used techniques are lectures, films, audio
cassettes, case studies, role playing, video-tapes and simulations.
Lectures: Lecture is a verbal presentation of information by an instructor to a large
audience. The lecturer is presumed to possess a considerable depth of knowledge of
the subject at hand. A virtue of this method is that is can be used for very large
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groups, and hence the cost per trainee is low. This method is mainly used in colleges
and universities, though its application is restricted in training factory employees.
Limitations of the lecture method account for its low popularity. The method violates
the principle of learning by practice. It constitutes a one-way communication. There is
no feedback from the audience. Continued lecturing is likely to bore the audience. To
break the boredom, the lecturer often resorts to anecdotes, jokes and other attention-
getters. This activity may eventually overshadow the real purpose of instruction.
However, the lecture method can be made effective if it is combined other methods of
training.
Audio-visual: Visuals Audio-visuals include television slides, overheads, video-types

and films. These can be used to provide a wide range of realistic examples of job
conditions and situations in the condensed period of time. Further, the quality of the
presentation can be controlled and will remain equal for all training group. But, audio-
visuals constitute a one-way system of communication with no scope for the audience
to raise doubts for clarification. Further, there is no flexibility of presentation from
audience to audience.
On the job Training (OJT): Majority of industrial training is of the on-the-job-

training type. OJT is conducted at the work site and in the context of the job. Often, it
is informal, as when an experienced worker shows a trainee how to perform the job
tasks.OJT has advantages. It is the most effective method as the trainee learns by
experience, making him or her highly competent. Further, the method is least
expensive since no formal training is organized. The trainee is highly motivated to
learn he or she is aware of the fact that his or her success on the job depends on the
training received. Finally, the training is free from an artificial situation of a
classroom. This contributes to the effectiveness of the programme.
Case Study: Is a written description of an actual situation in business which
provokes, in the reader, the need to decide what is going on, what the situation really
is or what the problems are, and what can and should be done. Taken from the actual
experiences of organizations, these cases represent to describe, as accurately as
possible, real problems that managers have faced. Trainee studies the cases to
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determine problems, analyses causes, develop alternative solutions, select the best
one, and implement it. Case study can provide stimulating discussions among
participants as well as excellent opportunities for individuals to defend their analytical
and judgment abilities. It appears to be an ideal method to promote decision-making
abilities within the constraints of limited data.
Role playing: generally focuses on emotional (mainly human relations) issues rather
than actual ones. The essence of role playing is to create a realistic situation, as in
case study, and then have the trainee assume the parts of specific personalities in the
situation. For example, a male worker may assume the role of a female supervisor,
and the supervisor may assume the role of a male worker. Then, both may be given a
typical work situation and asked to respond as they expect others to do. The
consequences are a better understanding among individuals. Role playing helps
promote interpersonal relation. Attitude change is another result of role playing.
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CHAPTER – IV
Data Analysis and Interpretation
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Table No.1
A table showing the age group of the respondents.
Sr. no. Age Group Respondents Percentage

1. 20 to 25 10 20%
2. 26 to 30 20 40%
3. 31 to 35 5 10%
4. Above 35 15 30%
Total 50 100%
From the above table it is observed that 20% of respondents belong to 20-25 age
groups, 40% of the respondents belong to 26 to 30 age group, 10% of respondents
belong to 31 to 35 age group and 30% people belong to above 35 age group.
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From the table it is found that majority of the respondents belong to 26 to30 age
group.
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Table No.2
A table showing education group of respondents
Sr.No Education Respondents Percentage

1. Chemical engineers 5 10%
2. Graduates 10 20%
3. Diploma 5 10%
4. Other 30 60%
Total 50 100%
From the above table respondents who are chemical engineers are 10%, Graduates are
20%, Diploma holders are 10% and remaining people belong to others.
Educationqualification
Chemical
chemical engineers
Graduates Graduates
Diploma
Others
Diploma Other
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Table No.3
A table showing marital status of employees
Sr.no. Marital status Respondents Percentage

1. Married 40 80%
2. Unmarried 10 20%
Total 50 100%
From the above table it is known that married persons are 80% and remaining 20%
are unmarried people.
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Table no.4
A table showing working conditions:
Sr.no. Condition Respondents Percentage

1. Good 30 60%
2. Sufficient 15 30%
3. Bad 5 10%
Total 50 100%
From the above table it is known that about 60% employees are satisfied with
working conditions, 30% employees are having sufficient conditions and 10% said
they are bad.
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Table No.5
A table showing satisfaction about training methods:
Sr.no. Training method Respondents Percentage

1. Lectures 15 30%
2. Videos 35 70%
Total 50 100%
From the above it is known that 30% of employees like lectures and 70% employees
are satisfied with videos training method out of 100%.
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Table No.6
A table showing rate of training programmes overall:
Sr.no. Rate of training programmes Respondents Percentage

1. Very useful 30 60%
2. Less useful 20 40%
Total 50 100%
From above table employees have given rating about training programmes. About
60% employees have rated those are very useful and 40% rated less useful.
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Table No.7
A table showing safety of employees after training programmes:
Sr.no. Safety of employees training Respondents Percentage

programmes
1. Highly safety 45 90%
2. Safety is low 5 10%
Total 50 100%
From above table employees have rated safety after training programmes. About 90%
employees have rated those are highly safety and 10% rated safety is low.
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Table No.8
A table showing rating of place of training:
Sr.no. Rating of place of training Respondents Percentage

1. Satisfied 40 80%
2. Not satisfied 10 20%
Total 50 100%
From above table employees have rated place of training. About 80% employees have
rated satisfies with it and 20% rated not satisfied with place of training.
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Questionnaire:
Name: Designation:
Age: Experience:
Address:
Number of years working with BAL:
Education qualification:
1. Are you aware of training programmes conducted for employees in BAL?
Yes No
2. Did you attend those training programmes?
Yes No
3. Are you satisfied with those programmes?
Yes No
4. Which method is most interesting?
Lecture Videos
5. How you will rate these training programmes?
Very useful Less useful
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6. How will rate about your safety after these programmes?
Highly safety Low safety
7. How will you rate place of training?
Satisfied Not satisfied
8. Are you satisfied with working conditions?
Yes No
9. How will rate length of training programmes?
Sufficient Not sufficient
10. Are these programmes making you efficient in your work?
Yes No
11. How will rate schedules of training programmes?
Satisfied Not satisfied
12. Do you need any additional training programmes?
Yes No
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Observation and Findings:

1. The working conditions of workers are satisfactory.
2. The factory is surrounded with plantations to avoid pollution.
3. The surroundings of the factory are clean.
4. The facilities provided for workers are canteen, rest room.
5. About safety of workers is considered first aid box, fire
extinguishers are there to use at the time of emergency.
6. Ambulance service is available for immediate treatment.
7. The management is very much concern about safety of
workers in the sense of training i.e. they are allowing only
trained workers.
8. Newly joined employees will be thoroughly trained.
9. Daily work is done in four shifts.
10. Workers are given gate passes to enter in to premises.
11. Uniform for workers as well as for employees.
12. Benefits like bonus, provident fund, bank loans, and
medical aid are given for all employees.
13. Trade union is there in which 150 employees are
members.
14. Attendance of employees is maintained in registers.
15. Standing orders are implemented.
16. Wages are paid according to minimum wages act.
17. Time keeping of employees is done by their superiors.
18. Recreational activities are conducted for employees and
for their families for refreshment purpose.
19. Payment is done on monthly basis.
20. Labor turnover is only 5%.
21. Training programmes are conducted according to
requirement of the company.
22. Out of 400, 350 employees are permanent and
remaining is temporary.
23. Performance appraisal is done for a certain period of
time.
24. Efficient employees will be promoted based on their
performance.
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Conclusions and Suggestions:

1. Training programmes have been conducted based on
company’s requirement.
2. Newly appointed employees are trained thoroughly in order to
do their regular work.
3. After appraising employees another schedule of training
programme will be conducted if required.
4. In respect of safety of employees these training programmes
are sufficient.
5. Technical and safety wise training is sufficient but for skills
like communication they need relative training.
6. At the time of job rotation they need relative training.
7. They need to have disaster management training to handle
typical situations at the time of disasters as the company is a
chemical factory.
8. They need to be given training in management of people in
order to promote them to higher levels when their
performance is efficient.
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Bibliography:
Books: 1. Human resource management by VSP Rao
2. HRM by Subba Rao
Internet: www.Google.com
www.Balajiamines.com
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PART - I
Project Report
On
A Study Of Training and development
At Rashtriya Chemicals and Fertilizers Limited, Thal

By
Ganesh N Chavan
Under the Guidance of
Prof. V .Patharudhar
Submitted To,
Rashtriya Chemicals and Fertilizers Limited
In Partial Fulfillment of the Requirements of
Master in Business Admininstration (HR)
Bharati Vidyapeeth University,
Abhijit Kadam Institute Of Management and Social Sciences,

Solapur
2009-2010
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CERTIFICATE
This is to certify that the project report entitled “A Study Of

Training and Development at Rashtriya Chemicals and
Fertilizers Limited,Thal ” submitted by Mr.Ganesh N
.Chavan in requirement of partial fulfillment of submission
of this work for course MBA(HR) has been carried out
under my supervision and guidance.
To the best of my knowledge, the matter presented in this
report has not been submitted earlier and this report is
satisfactory.
Place:Thal
Date: _____________
Project Guide
____________
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CERTIFICATE
This is to certify that the project report entitled “A Study Of

Absenteeism at Walchandnagar Industries Limited,
Walchandnagar” submitted by Mr. Abhishek Y Dikshit in
requirement of partial fulfillment of submission of this work
for course MBA(HR) has been carried out under my
supervision and guidance.
To the best of my knowledge, the matter presented in this
report has not been submitted earlier and this report is
satisfactory.
Place:Walchandnagar
Date: _____________
Project Guide
____________
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RASHTRIYA CHAEMICALS AND FERTILIZERS LTD.
CERTIFICATE
Date
:_____
__
We feel pleasure to certify that Mr. Ganesh N. Chavan

student of MBA(HR)I from Abhijit Kadam Institute Of
Management and Social Science, Solapur has completely
studied the project report titiled “A Study Of Training and
Development” in our esteemed organization. He has
studied in this particular organization during his 50days in-
plant summer training project May To ___________ 2010.
During his study he has been exposed to different aspects

of organization and we appreciate his initiative, interest
and keen desire to learn the subject.
We wish him a bright future.
R.C.F
THAL
DECLARATION
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I undersigned student hereby declare that the project

report entitled “A Study Of Rashtriya Chemicals and
Fertilizers Limited,Thal .” submitted by me under the
guidance of __________is my original work.
The impartial findings in this report are based on material

collected by me while preparation of this report. I have
fully contributed my efforts possible to make this report is
the step towards my success. Hence, I am very loyal
regarding this report.
I have not copied the report from any other report. I

understand that any such copying is liable to be
punishable in any way the university authoring may deem
fit.
Place: Thal
Date:
Signature,
Mr.G.N Chavan
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ACKNOWLEDGEMENT
I am in deep sense of gratitude to our Director Prof.

Sohrab Sadri sir for giving me a chance to extend our
knowledge in the field of Management.
I express my extreme thanks to my research guide

____________for his valuable guidance and suggestions
for my efficient and successful completion of this report.
I would like to thank _________Rashtriya Chemicals and

Fertilizers who spared their valuable time and extended
their cooperation to me during the project work.
I further thank all officers and staff in R.C. F for their help
rendered and all the support given by them from time to
time.
At last but not the least I would like to thank my

classmates who have helped me directly or indirectly and
much needed moral support and family encouragement.
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PART- II
THEORETICAL FRAME WORK FOR TRAINING AND DEVELOPMENT PROJECT

WORK
INTRODUCTION
Hypothesis is a set of theoretical representation of a proposed research work.

A trainee has to prepare a hypothesis of his project work which shows the
basic theory and concept on which he works. In the hypothesis of training and
development various aspects of the topic are presented and ideal conditions
are presented. Then a trainee works for his summer in plant training and at the
end evaluation of project work is done. Here a comparison is drawn between
hypothesis and on field evaluation reports. After comparison it judged whether
the hypothesis presented by the trainee was positive, negative or null
hypothesis. The quality of employees and their development through training
and education are major factors in determining long-term profitability of a
small business. If you hire and keep good employees, it is good policy to
invest in the development of their skills, so they can increase their
productivity. Training often is considered for new employees only. This is a
mistake because ongoing training for current employees helps them adjust to
rapidly changing job requirements.
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PURPOSE OF TRAINING AND DEVELOPMENT
Reasons for emphasizing the growth and development of personnel include
• Creating a pool of readily available and adequate replacements for

personnel who may leave or move up in the organization.
• Enhancing the company's ability to adopt and use advances in
technology because of a sufficiently knowledgeable staff.
• Building a more efficient, effective and highly motivated team, which
enhances the company's competitive position and improves employee
morale.
• Ensuring adequate human resources for expansion into new programs.
Research has shown specific benefits that a small business receives from
training and developing its workers, including:
• Increased productivity.
• Reduced employee turnover.
• Increased efficiency resulting in financial gains.
• Decreased need for supervision.
Employees frequently develop a greater sense of self-worth, dignity and well-

being as they become more valuable to the firm and to society. Generally they
will receive a greater share of the material gains that result from their
increased productivity. These factors give them a sense of satisfaction through
the achievement of personal and company goals.
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THE TRAINING PROCESS
The model below traces the steps necessary in the training process:
•
• Organizational Objectives
• Needs Assessment
• Is There a Gap?
• Training Objectives
• Select the Trainees
• Select the Training Methods and Mode
• Choose a Means of Evaluating
• Administer Training
• Evaluate the Training
Your business should have a clearly defined strategy and set of objectives that
direct and drive all the decisions made especially for training decisions. Firms
that plan their training process are more successful than those that do not.
Most business owners want to succeed, but do not engage in training design
that promise to improve their chances of success. Why? The five reasons most
often identified are:
Time - Small businesses managers find that time demands do not allow them
to train employees.
Getting started - Most small business managers have not practiced training
employees. The training process is unfamiliar.
Broad expertise - Managers tend to have broad expertise rather than the
specialized skills needed for training and development activities.
Lack of trust and openness - Many managers prefer to keep information to

themselves. By doing so they keep information from subordinates and others
who could be useful in the training and development process.
Skepticism as to the value of the training - Some small business owners

believe the future cannot be predicted or controlled and their efforts, therefore,
are best centered on current activities i.e., making money today.
A well-conceived training program can help your firm succeed. A program

structured with the company's strategy and objectives in mind has a high
probability of improving productivity and other goals that are set in the training
mission.
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For any business, formulating a training strategy requires addressing a series

of questions.
•
•
• Who are your customers? Why do they buy from you?
•
• Who are your competitors? How do they serve the market? What
competitive advantages do they enjoy? What parts of the market have
• they ignored?
•
• What strengths does the company have? What weaknesses?
•
• What social trends are emerging that will affect the firm?
The purpose of formulating a training strategy is to answer two relatively

simple but vitally important questions: (1) What is our business? and (2) What
should our business be? Armed with the answers to these questions and a
clear vision of its mission, strategy and objectives, a company can identify its
training needs.
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IDENTIFYING TRAINING NEEDS
Training needs can be assessed by analyzing three major human resource

areas: the organization as a whole, the job characteristics and the needs of the
individuals. This analysis will provide answers to the following questions:
• Where is training needed?

• What specifically must an employee learn in order to be more
productive?
• Who needs to be trained?
Begin by assessing the current status of the company how it does what it does
best and the abilities of your employees to do these tasks. This analysis will
provide some benchmarks against which the effectiveness of a training
program can be evaluated. Your firm should know where it wants to be in five
years from its long-range strategic plan. What you need is a training program
to take your firm from here to there.
Second, consider whether the organization is financially committed to

supporting the training efforts. If not, any attempt to develop a solid training
program will fail.
Next, determine exactly where training is needed. It is foolish to implement a

companywide training effort without concentrating resources where they are
needed most. An internal audit will help point out areas that may benefit from
training. Also, a skills inventory can help determine the skills possessed by the
employees in general. This inventory will help the organization determine what
skills are available now and what skills are needed for future development.
Also, in today's market-driven economy, you would be remiss not to ask your
customers what they like about your business and what areas they think
should be improved. In summary, the analysis should focus on the total
organization and should tell you (1) where training is needed and (2) where it
will work within the organization.
Once you have determined where training is needed, concentrate on the

content of the program. Analyze the characteristics of the job based on its
description, the written narrative of what the employee actually does. Training
based on job descriptions should go into detail about how the job is performed
on a task-by-task basis. Actually doing the job will enable you to get a better
feel for what is done.
Individual employees can be evaluated by comparing their current skill levels

or performance to the organization's performance standards or anticipated
needs. Any discrepancies between actual and anticipated skill levels identifies
a training need.
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SELECTION OF TRAINEES
Once you have decided what training is necessary and where it is needed, the
next decision is who should be trained? For a small business, this question is
crucial. Training an employee is expensive, especially when he or she leaves
your firm for a better job. Therefore, it is important to carefully select who will
be trained.
Training programs should be designed to consider the ability of the employee

to learn the material and to use it effectively, and to make the most efficient
use of resources possible. It is also important that employees be motivated by
the training experience. Employee failure in the program is not only damaging
to the employee but a waste of money as well. Selecting the right trainees is
important to the success of the program.
TRAINING GOALS
The goals of the training program should relate directly to the needs
determined by the assessment process outlined above. Course objectives
should clearly state what behavior or skill will be changed as a result of the
training and should relate to the mission and strategic plan of the company.
Goals should include milestones to help take the employee from where he or
she is today to where the firm wants him or her in the future. Setting goals
helps to evaluate the training program and also to motivate employees.
Allowing employees to participate in setting goals increases the probability of
success.
TRAINING METHODS
There are two broad types of training available to small businesses: on-the-job
and off-the-job techniques. Individual circumstances and the "who," "what"
and "why" of your training program determine which method to use.
On-the-job training is delivered to employees while they perform their regular

jobs. In this way, they do not lose time while they are learning. After a plan is
developed for what should be taught, employees should be informed of the
details. A timetable should be established with periodic evaluations to inform
employees about their progress. On-the-job techniques include orientations,
job instruction training, apprenticeships, internships and assistantships, job
rotation and coaching.
Off-the-job techniques include lectures, special study, films, television

conferences or discussions, case studies, role playing, simulation,
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programmed instruction and laboratory training. Most of these techniques can
be used by small businesses although, some may be too costly.
Orientations are for new employees. The first several days on the job are
crucial in the success of new employees. This point is illustrated by the fact
that 60 percent of all employees who quit do so in the first ten days.
Orientation training should emphasize the following topics:
•
•
•
• The company's history and mission.
• The key members in the organization.
• The key members in the department, and how the department helps
fulfill the mission of the company.
• Personnel rules and regulations.
Some companies use verbal presentations while others have written

presentations. Many small businesses convey these topics in one-on-one
orientations. No matter what method is used, it is important that the newcomer
understand his or her new place of employment.
Lectures present training material verbally and are used when the goal is to
present a great deal of material to many people. It is more cost effective to
lecture to a group than to train people individually. Lecturing is one-way
communication and as such may not be the most effective way to train. Also, it
is hard to ensure that the entire audience understands a topic on the same
level; by targeting the average attendee you may under train some and lose
others. Despite these drawbacks, lecturing is the most cost-effective way of
reaching large audiences.
Role playing and simulation are training techniques that attempt to bring
realistic decision making situations to the trainee. Likely problems and
alternative solutions are presented for discussion. The adage there is no better
trainer than experience is exemplified with this type of training. Experienced
employees can describe real world experiences, and can help in and learn from
developing the solutions to these simulations. This method is cost effective
and is used in marketing and management training.
Audiovisual methods such as television, videotapes and films are the most
effective means of providing real world conditions and situations in a short
time. One advantage is that the presentation is the same no matter how many
times it's played. This is not true with lectures, which can change as the
speaker is changed or can be influenced by outside constraints. The major
flaw with the audiovisual method is that it does not allow for questions and
interactions with the speaker, nor does it allow for changes in the presentation
for different audiences.
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Job rotation involves moving an employee through a series of jobs so he or
she can get a good feel for the tasks that are associated with different jobs. It
is usually used in training for supervisory positions. The employee learns a
little about everything. This is a good strategy for small businesses because of
the many jobs an employee may be asked to do.
Apprenticeships develop employees who can do many different tasks. They

usually involve several related groups of skills that allow the apprentice to
practice a particular trade, and they take place over a long period of time in
which the apprentice works for, and with, the senior skilled worker.
Apprenticeships are especially appropriate for jobs requiring production skills.
Internships and assistantships are usually a combination of classroom and on-

the-job training. They are often used to train prospective managers or
marketing personnel.
Programmed learning, computer-aided instruction and interactive video all

have one thing in common: they allow the trainee to learn at his or her own
pace. Also, they allow material already learned to be bypassed in favor of
material with which a trainee is having difficulty. After the introductory period,
the instructor need not be present, and the trainee can learn as his or her time
allows. These methods sound good, but may be beyond the resources of some
small businesses.
Laboratory training is conducted for groups by skilled trainers. It usually is

conducted at a neutral site and is used by upper- and middle management
trainees to develop a spirit of teamwork and an increased ability to deal with
management and peers. It can be costly and usually is offered by larger small
businesses.
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TRAINERS
Who actually conducts the training depends on the type of training needed and
who will be receiving it. On-the-job training is conducted mostly by
supervisors; off-the-job training, by either in-house personnel or outside
instructors.
In-house training is the daily responsibility of supervisors and employees.

Supervisors are ultimately responsible for the productivity and, therefore, the
training of their subordinates. These supervisors should be taught the
techniques of good training. They must be aware of the knowledge and skills
necessary to make a productive employee. Trainers should be taught to
establish goals and objectives for their training and to determine how these
objectives can be used to influence the productivity of their departments. They
also must be aware of how adults learn and how best to communicate with
adults. Small businesses need to develop their supervisors' training
capabilities by sending them to courses on training methods. The investment
will pay off in increased productivity.
There are several ways to select training personnel for off-the-job training
programs. Many small businesses use in-house personnel to develop formal
training programs to be delivered to employees off line from their normal work
activities, during company meetings or individually at prearranged training
sessions.
There are many outside training sources, including consultants, technical and
vocational schools, continuing education programs, chambers of commerce
and economic development groups. Selecting an outside source for training
has advantages and disadvantages. The biggest advantage is that these
organizations are well versed in training techniques, which is often not the
case with in-house personnel.
The disadvantage of using outside training specialists is their limited

knowledge of the company's product or service and customer needs. These
trainers have a more general knowledge of customer satisfaction and needs. In
many cases, the outside trainer can develop this knowledge quickly by
immersing himself or herself in the company prior to training the employees.
Another disadvantage of using outside trainers is the relatively high cost
compared to in-house training, although the higher cost may be offset by the
increased effectiveness of the training.
Whoever is selected to conduct the training, either outside or in-house trainers,

it is important that the company's goals and values be carefully explained.
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Training Administration
Having planned the training program properly, you must now administer the
training to the selected employees. It is important to follow through to make
sure the goals are being met. Questions to consider before training begins
include:
•
•
• Location.
• Facilities.
• Accessibility.
• Comfort.
• Equipment.
• Timing.
Careful attention to these operational details will contribute to the success of

the training program.
An effective training program administrator should follow these steps:
•
•
• Define the organizational objectives.
• Determine the needs of the training program.
• Define training goals.
• Develop training methods.
• Decide whom to train.
• Decide who should do the training.
• Administer the training.
• Evaluate the training program.
Following these steps will help an administrator develop an effective training

program to ensure that the firm keeps qualified employees who are productive,
happy workers. This will contribute positively to the bottom line.
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EVALUATION OF TRAINING
Training should be evaluated several times during the process. Determine

these milestones when you develop the training. Employees should be
evaluated by comparing their newly acquired skills with the skills defined by
the goals of the training program. Any discrepancies should be noted and
adjustments made to the training program to enable it to meet specified goals.
Many training programs fall short of their expectations simply because the
administrator failed to evaluate its progress until it was too late. Timely
evaluation will prevent the training from straying from its goals.
EMPLOYEE EDUCATION, TRAINING AND DEVELOPMENT
In general, education is 'mind preparation' and is carried out remote from the
actual work area, training is the systematic development of the attitude,
knowledge, skill pattern required by a person to perform a given task or job
adequately and development is 'the growth of the individual in terms of ability,
understanding and awareness'.
Within an organization all three are necessary in order to:
• Develop workers to undertake higher-grade tasks;

• Provide the conventional training of new and young workers (e.g. as
apprentices, clerks, etc.);
• Raise efficiency and standards of performance;
• Meet legislative requirements (e.g. health and safety);
• Inform people (induction training, pre-retirement courses, etc.);
From time to time meet special needs arising from technical, legislative, and
knowledge need changes. Meeting these needs is achieved via the 'training
loop'.
The diagnosis of other than conventional needs is complex and often depends
upon the intuition or personal experience of managers and needs revealed by
deficiencies. Sources of inspiration include:
• Common sense - it is often obvious that new machines, work systems,

task requirements and changes in job content will require workers to be
prepared;
• Shortcomings revealed by statistics of output per head, performance
indices, unit costs, etc. and behavioral failures revealed by absentee
figures, lateness, sickness etc. records;
• Recommendations of government and industry training organizations;
• Inspiration and innovations of individual managers and supervisors;
• Forecasts and predictions about staffing needs;
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• Inspirations prompted by the technical press, training journals, reports
of the experience of others;
• The suggestions made by specialist (e.g. education and training
officers, safety engineers, work-study staff and management services
personnel).
Designing training is far more than devising courses; it can include

activities such as:
•
• Learning from observation of trained workers;
• Receiving coaching from seniors;
• Discovery as the result of working party, project team membership or
attendance at meetings;
• Job swaps within and without the organization;
• Undertaking planned reading, or follow from the use of self–teaching
texts and video tapes;
• Learning via involvement in research, report writing and visiting other
works or organizations.
So far as group training is concerned in addition to formal courses there are:
• Lectures and talks by senior or specialist managers;

• Discussion group (conference and meeting) activities;
• Briefing by senior staffs;
• Role-playing exercises and simulation of actual conditions;
• Video and computer teaching activities;
• Case studies (and discussion) tests, quizzes, panel 'games', group
forums, observation exercises and inspection and reporting techniques.
Evaluation of the effectiveness of training is done to ensure that it is cost

effective, to identify needs to modify or extend what is being provided, to
reveal new needs and redefine priorities and most of all to ensure that the
objectives of the training are being met.
The latter may not be easy to ascertain where results cannot be measured
mathematically. In the case of attitude and behavioral changes sought,
leadership abilities, drive and ambition fostered, etc., achievement is a matter
of the judgment of senior staffs. Exact validation might be impossible but
unless on the whole the judgments are favorable the cooperation of managers
in identifying needs, releasing personnel and assisting in training ventures will
cease.
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In making their judgments senior managers will question whether the efforts
expended have produced:
•
•
•
•
• More effective, efficient, flexible employees;
• Faster results in making newcomers knowledgeable and effective than
would follow from experience;
• More effective or efficient use of machinery, equipment and work
procedures;
• Fewer requirements to implement redundancy (by retraining);
• Fewer accidents both personal and to property;
• Improvements in the qualifications of staff and their ability to take on
tougher roles;
• Better employee loyalty to the organization with more willingness to
innovate and accept :change.
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EVALUATION OF HYPOTHESIS
On all the above points a hypothesis is made. Then practical application of this
hypothesis is done. It is evaluated through methods of research methodology
viz. Questionnaires, observations and tabulations, etc. Results are analyzed
after completion of training. Comparison is made between hypothetical results
and practical results. It is then stated whether the hypothesis is positive or
negative or null.
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PART-III
COMPANY PROFILE
Rashtriya Chemicals and Fertilisers Limited
CO
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Rashtriya Chemicals & Fertilizers Ltd. (RCF) is one of the largest fertilizer and
chemical company in Asia, with 20 operating plants at Trombay and 5 large
plants at it's Thal Fertilizer unit. RCF commenced operations in 1978, after the
reorganization of the erstwhile Fertilizer Corporation of India. Today, it is the
largest producer of fertilizers and chemicals in the public as well as the private
sectors in India.
With the setting up of the gas based mega fertilizer unit at Thal in Raigad
district, RCF became the first company to import the latest generation fertilizer
technology into India.
Major breakthroughs in Research & Development, advanced systems of

Environmental Management, Computerised Operations, excellence in
Manpower Management and a planned development strategy for expansion
and diversification make RCF a successful, high-profile organisation.
Rashtriya Chemicals and Fertilizers Limited (RCF) is a corporate body and

Government of India undertaking is responsible to the people of India, the
Government as owner, Government as Government, Consumers, Employees,
the Society at large and Posterity. The company is simultaneously accountable
to all these agencies who have a stake in it's successful operation, growth and
welfare.
Both the Units of RCF are accredited with ISO-14001 Certification for the
environmental systems while Thal Industrial Products are accredited with ISO
9002 certification for quality control. Thal and Trombay Units have also
received OSHAS-18001 Certification.
RCF has constantly striven to maintain the environment in its vicinity. Several
projects, notable among them being the Chembur Green project at Trombay
and the afforestation of Thal have been highly successful. RCF has invested
substantially in pollution abatement schemes at Trombay and Thal through
technology upgradation. RCF has won several awards for pollution control and
clean technology. Notable awards being the Indira Gandhi Memorial award for
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Pollution Control and the Rajiv Gandhi Award for Clean Technology awarded to
Thal.
RCF has been an MOU signing Company since 1988-89. The Company was
rated EXCELLENT for the years 1989-90, 1997-98, 1998-99, 1999-2000, 2000-01,
2002-03 and 2003-04 and VERY GOOD for the remaining years. The Company
also received MERIT CERTIFICATE for excellence in the Achievement of MOU
targets for the year 1998-99, 1999-2000, 2000-01 and 2002-03.
Rashtriya Chemicals and Fertilizers Limited is a Company incorporated under

Companies Act 1956. The Company was formed after the reorganisation of FCI
into 5 Companies. Till 1992 , the Company was a wholly owned PSU. During
1992 and 1993, 7.5% of the equity has been disinvested to Financial
Institutions, Public etc.
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VISION OF THE COMPANY:

To be the number one leader in the Fertilizer Industry by the year 2010 and a
major player in global market.
MISSION
RCF as a corporate body and Government of India undertaking is

responsible to the people of India, the Government as owner,
Government as Government, Consumers, Employees, the Society at
large and Posterity. The company is simultaneously accountable to all
these agencies who have a stake in its successful operation, growth and
welfare.
• Keeping these aspects in view, RCF has set for itself the following
corporate goals -
• To help increase the national agricultural productivity by
providing agricultural inputs and services.
• To provide the above inputs and services with least consumption
of real resources and at least cost.
• To obtain for it's employees as decent a standard of living and as
good a quality of life as possible, consistent with the general
socio-economic conditions in the country.
• To secure as high a return on the rate of investment as possible,
keeping in view the requirements of other competing objectives.
• To promote self-reliance in all activities in relation to company's
operations including process know-how, design and engineering,
erection, commissioning, operations, maintenance of plants and
marketing of products.
• To manufacture and market industrial chemicals related to
agricultural inputs and also others based on similar technology
and intermediates, by-products, co-products and waste from the
main operations.
• To promote, organize, and perform research and development in
products, technology, engineering, soil science and agronomy in
furtherance of various corporate objectives.
•
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•
•
•
•
•
•
•
•
•
•
•
• To improve the environment and minimize to the maximum extent
technologically possible, the harmful emissions, atmospheric
discharges and effluents.
• To continuously upgrade the quality of human resources and
promote organizational and management development.
• To co-operate nationally and internationally in exchange of
information and services of personnel.
• To have corporate growth at a pace consistent with availability of
resources and developmental needs of the economy.
• To promote specific social objectives such as development of
entrepreneurs, ancillary industries, special assistance to SC / ST
and other backward classes.
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ACHIEVEMENTS
Both the Units of RCF are accredited with ISO-14001 Certification for the
environmental systems while Thal Industrial Products are accredited
with ISO 9002 certification for quality control. Thal and Trombay Units
have also received OSHAS-18001 Certification.
RCF has constantly striven to maintain the environment in its vicinity.

Several projects, notable among them being the Chembur Green project
at Trombay and the afforestation of Thal have been highly successful.
RCF has invested substantially in pollution abatement schemes at
Trombay and Thal through technology upgradation. RCF has won
several awards for pollution control and clean technology. Notable
awards being the Indira Gandhi Memorial award for Pollution Control
and the Rajiv Gandhi Award for Clean Technology awarded to Thal.
RCF has been an MOU signing Company since 1988-89. The Company
was rated EXCELLENT for the years 1989-90, 1997-98, 1998-99, 1999-
2000, 2000-01, 2002-03 and 2003-04 and VERY GOOD for the remaining
years. The Company also received MERIT CERTIFICATE for excellence
in the Achievement of MOU targets for the year 1998-99, 1999-2000,
2000-01 and 2002-03.
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National Awards:
‘NATIONAL AWARD FOR PRVENTION OF POLLUTION – 1992’, presented by

President of India, Dr.Shankar Dayal Sharma’, on 6th August, 1994.
‘RAJIV GANDHI ENVIRONMENT AWARD FOR CLEAN TECHNOLOGY-1993’

presented by Smt.Sonia Gandhi on 19th August, 1994.
‘THE NATIONAL ENERGY CONSERVATION AWARD’96, presented by Prime

Minister of India, Mr.H.D.Deve Gowda on 14th December, 1996.
Other Awards:
‘JAWAHARLAL NEHRU MEMORIAL NATIONAL AWARD 1993-94’, for

excellence in Indian Industries by effective implementation of energy
conservation methods from the International Greenland Society.
‘INDIAN NATIONAL SUGGESTION SCHEMES ASSOCIATION AWARD’ for

excellence in Suggestion Scheme in the year, 1991.
Grade- ‘A’ (Excellent) award from Department of Public Enterprises in the year
1989-90.
‘BEST ORGANISATION’ award from Indira Gandhi Memorial, sponsored by AP

Public Sector Employees’ Federation, during the year 1987-88
‘BEST WORKAR AWARD - 1999-2000 ’- Mr. R.L.Thalkar. Sr.Tech.(Mech.Maint.)

of SGTG Plant- From Maharashtra government
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OBJECTIVES OF THE COMPANY
The main objectives of the Company are as under:

• To produce and market fertilizers and chemicals efficiently and
economically in an environmentally sound manner.
• To maintain optimum levels of efficiency and productivity in the use of
resources and to secure optimal return on investment
• To take up and implement the schemes for saving energy
• To promote self-reliance in Company’s operations including process
know-how, design,Engineering,Erection,Commissioning,Operationand
Maintenance of plants and marketing of products with special emphasis
on Research and Development.
• To aim at International standards of excellence in production and quality
of products and services
• To continuously upgrade the quality of human resources and promote
organisational and management development
• To enhance Safety standards.
• To care for and protect the Environment and minimize the harmful
effects of the emissions, atmospheric discharges and effluents by
confirming and also improving on the standards laid done by Pollution
Control Authorities.
• To ensure corporate growth by expansion as well as diversification
• To care for the community around especially SC/ST and other Backward
classes
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PRODUCT AND SERVICES
Suphala 20:20:0
The new ANP Suphala 20:20:0 which has been very well received by farmers, is
the only prilled complex fertilizer produced in the country. Due to it's superior
appearance and other characteristics, it has already registered positive
preference. The major plant nutrients i.e. Nitrogen and Phosphorus, are in
equal proportion. It is gray in colour. This grade is most suitable to crops
grown in soils where the available Potash is high.
Suphala 15:15:15
Suphala 15:15:15 is a complex granulated fertilizer containing Nitrogen,
Phosphorus and Potash nutrients in a balanced proportion. Pink in colour, it is
more suitable to crops which are grown in soils where Potash status is
medium or low.
Ujjwala Urea
Urea, the concentrated, solid, nitrogenous fertilizer is produced at Trombay
and Thal. It contains 46.3 % N. It contains both Nitrogen and Carbon unlike
other fertilizers. Nitrogen is in an amide form which is water soluble. It is
chemically neutral and has no effect on the soil reaction. As such, it can be
applied on any kind of soil. Also, it can be mixed with any fertilizer but should
be used immediately.
Urea can be applied in solid form directly to the soil or in plants. It is produced
in a prilled form, and is easy to apply to the soil and to store. It is applied as
top dressing at the tillering and flowering stages of plant growth. It can also be
applied as basal dressing at sowing or planting time with Sulphala.
N-15 Tagged Fertilizer

The following N-15 labelled compounds are offered for use in research:
Ammonium Chloride Sodium Nitrate
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NH4CI NaNO3
Ammonium Sulphate Potassium Nitrate
(NH4)2SO4 KNO3
Ammonium Nitrate Urea
NH4NO3 CO(NH2)2
RCF is one of the leading producers of Fertilizers in India. Sujala, Suphala

15:15:15, Suphala 20:20:0, Ujjwala, Microla and Biola are its major fertilizers.All
the products can be used with different soil types and in various climatic
conditions.
RCF pioneered the manufacture of basic chemicals such as Methanol, Sodium

Nitrate, Sodium Nitrite, Ammonium bicarbonate, Methylamines, Dimethyl
Formamide, Dimethylacetamide in India. Today R.C.F is the only manufacture
of DMF in India. Product characteristics, consumer needs , economy to the
consumers and safety are the primary considerations in determining the type
of packaging and modes of transportation for each of the products.
HUMAN RESOURCE
Manpower has played an important role in shaping of RCF. Through dedicated

and competent manpower, RCF has achieved the present position of
leadership in Fertilizer Manufacturing. RCF's management has always
considered the Manpower as an asset and has taken care of its employees
through various welfare schemes such as Housing, medical care, sports
facilities and various Social Security schemes. Housing facility is provided to
the employees at colonies in Chembur and Kihim/Kurul, near Alibag, Dist.
Raigad. The colonies have well maintained sports club and also School
facilities for the employee children. To take care of the health of the employees
and their families, RCF has two well equipped hospitals one each in the
housing colonies at Mumbai and Kurul. There are different Social Security
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schemes operating in the Company like Group Saving Linked Insurance
Scheme, Group Personal Accident Insurance Scheme, House Building Loan
Insurance Scheme and RCF Death Benevolent Scheme.
The company takes all efforts to keep the employees motivated and maintain
good Industrial Relations. Excellent growth opportunities are available to the
employees. The Company believes in workers participation in Management for
which various committees are functioning at both its Units. RCF has a strong
and dedicated team of 4224 permanent employees. The breakup as on
01.10.2009 is as follows:
Area Officers Workers Total
Trombay 756 1492 2248
Thal 484 1097 1581
Marketing 296 99 395
Total 1536 2688 4224
Set up of Human Resource Department
The Human Resource Department is headed by an Executive Director (HR) and

two DGM(HR) at Trombay and one DGM(HR) at Thal assist him for the smooth
functioning of Human Resource Department. Human Resource is a key factor,
singularly powerful to create a lasting impact on organization. If this crucial
resource is utilized in a prudent manner, the rest of the things tend to line-up
smoothly. Systematic approach to Human Resource Planning and
Development has been a useful strategy for successful organization. RCF has
always been an organization with a pro-HRD approach.
Functions of human resource department
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• Recruitment
• Promotion
• Training and Development
• Wage & Allowances
• Welfare facilities Medical Attendance & Treatment Rules
• Industrial Relations
• Manpower Planning, Career Planning & Succession Planning
• Contract Labour / Mathadi Labour Administration
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ORGANISATION STRUCTURE OF RCF
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ORGANISATION STRUCTURE OF HR DEPARTMENT OF RCF
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BVDU’s AKIMSS, Solapur

“A Study of Training and Development Programmes”

With Special Reference to Balaji Amines Ltd., Tamalwadi,

Tal: Tuljapur, Dist.: Osmanabad

BHARATI VIDYAPEETH DEEMED UNIVERSITY, PUNE

In partial fulfillment of the Requirement for the degree of

Master of Business Administration

(Human Resource Management)

Miss. Mallampati Vijaya

[M.A (TISS, Mumbai)]

ABHIJIT KADAM INSTITUTE OF MANAGEMENT AND SOCIALSCIENCES

ABHIJIT KADAM INSTITUTE OF MANAGEMENT AND SOCIAL

Date: Prof. Dr. Sorab Sadri

Bharati Vidyapeeth Deemed University,

Abhijit Kadam Institute of Management and Social Sciences,

It gives me a great pleasure in presenting the project “A Study of Training and

CHAPTER TITLE PAGE NO.

I Introduction of the study

III Theoretical Background

V Observation and Finding

VI Conclusion and Suggestions

Introduction of the study

1.1 TRAINING AND DEVELOPMENT

• Concentrates on individual employees; changing what employees know, how they

• Tends to be more narrowly focused and oriented toward short-term performance

1.2 Objective of the Study:

2. To study functions of various departments.

3. To study the role of HR department in the organization.

4. To study present training methods in the organization.

5. To study effectiveness of those training methods in BAL’s growth.

6. To study development programs in BAL.

7. To suggest other additional training methods if required

1.3 Scope of the study:

1.4 Importance of study:

Training offers innumerable benefits to both employees and employers. It

Benefits to the business:

Benefits to the employees:

Training makes employees more efficient and effective. By combining materials,

1.5 Limitation of the study:

2. Time limit for this project is only 50 days.

1.6 Research Methodology:

Meaning: Research is a systematic search for information on a specific topic. It is the

Science aims at describing and understanding of various objects or phenomenon

1. P.V.Young” Research is the systematic method of discovering the new facts or

2. According to Block and Champion “Scientific research consists of obtaining

1. To find out the hidden truth.

2. To achieve new insights about a particular topic.

It is a way to systematically solve the research problem. It may be understood as a

Sources of primary data: 1.Questionnaire 2. Observation

2) Secondary Data: Secondary data means data that are available

i.e., refer to data which have already been collected.

Sources of secondary data: 1.Internet

This is an improved type of random or probability sampling. In this method

2.1 Introduction of the Organization:

Balaji Amines Ltd., INDIA, an ISO 9001: 2008 certified company,

Balaji Amines Limited (BAL), one of the leading manufacturers of

BAL’s state of the art manufacturing facility is located at Tamalwadi

2.2 History of Organization:

BAL’s state of the art manufacturing facility is located at Tamalwadi

BAL`s state-of-the-art manufacturing facility is located at Tamalwadi

1. To attain leadership position in Nutraceutical.

2. To create raw material and hold the command of market.

3. To involve research and development of new products on customer