A PROJECT ENTITLED

“HUMAN RESOURCE MANAGEMENT”

SUBMITTED IN PARTIAL FULFILMENT OF

REQUIREMENT FOR THE AWARD OF M.COM DEGREE
OF MARWARI COLLEGE, RANCHI

Submitted by: Under the guidance of:

Name- VISHAL KUMAR Dr. B.B.LAL, (DEAN
COMMERCE, MCR)
Class- M.COM
&
SESSION-2018-2020 Dr. KUMAR A.N.
CLASS ROLL NO.-09 SHAH DEO, (H.O.D.,
EXAM ROLL NO.- COMMERCE,
18MCRMC910298 MARWARI
REG.NO.-MCR18910298 COLLEGE, R.U.,
RANCHI)

1
 CERTIFICATE

This is to certify that this project report has been submitted

by VISHAL KUMAR a student of M.com (Honours), (HUMAN
RESOURCE MANAGEMENT), semester IV, session 2018-2020,
bearing exam Roll No. 18MCRMC910298, MARWARI
COLLEGE Ranchi, on a given topic HUMAN RESOURCE
MANAGEMENT-TRAINING-CONCEPT, METHODS AND ITS IMPACT ON
PERFORMANCE under my Guidance. This is for partial
fulfillment of award of M.Com degree under MARWARI
COLLEGE, Ranchi. The work done by her is appreciable/of an
outstanding level. I wish her for every success in her life.

Project guide

Place: Ranchi

Date:

2
 DECLARATION

I, VISHAL KUMAR hereby declare that the project titled

“HUMAN RESOURCE MANAGEMENT-TRAINING CONCEPT,
METHODS AND ITS IMPACT ON PERFORMANCE” has been
prepared by me and is submitted under M.com curriculum.
All the information, facts and figures are collected are
collected by me and are first hand in nature.

Any resemblance from existing work is purely

coincidental in nature.

Name of Candidate: VISHAL KUMAR

Class Roll no. : 09

Exam Roll No.: 18MCRMC910298

Session: 2018-2020

(Signature of the Candidate)

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 ACKNOWLEDGEMENT

I would like to acknowledge the following as being idealistic

and fresh dimensions in the completion of this project.
I take this opportunity to thank University Department of
Commerce & Business Management for giving me the chance to
do this project; I would also like to extend my sincere gratitude
towards Dr. KUMAR A.N. SHAH DEO (H.O.D) & Dr. B.B.
LAL, (DEAN COMMERCE) for their valuable help in making
this assignment. Without their support this assignment would
remain a dream. I am grateful to all the faculties of Commerce
Dept. for their help and support.

I would like to thank my college department library for

providing with various reference books that helped me shape
this valuable project.

Finally I would like to thanks all those who have contributed

directly or indirectly towards the successful completion of
this project

NAME: VISHAL KUMAR

SIGNATURE:

4
Table of Contents
CERTIFICATE.............................................................................................................................................3
DECLARATION ..........................................................................................................................................4
ACKNOWLEDGEMENT........................................................................................................................5
EXECUTIVE SUMMARY ......................................................................................................................7
1. INTRODUCTION................................................................................................................................... 10

TATA GROUP- AN OVERVIEW............................................................................................ 12

COMPANY PROFILE ............................................................................................................ 12
STATEMENT OF THE PROBLEM ........................................................................................................... 13
OBJECTIVES OF THE STUDY ................................................................................................................. 14
SCOPE OF THE STUDY ......................................................................................................................... 14
METHODOLOGY ................................................................................................................................. 15
SAMPLE SIZE ...................................................................................................................................... 15
2. REVIEW OF LITERATURE ............................................................................................................. 16
EFFECTIVE TRAINING PROCESS ........................................................................................................... 20
OBJECTIVES OF TRAINING:.................................................................................................................. 22
IMPORTANCE OF TRAINING:............................................................................................................... 22
NEED FOR TRAINING .......................................................................................................................... 24
BENEFITS OF TRAINING ...................................................................................................................... 26
DESIGNING A TRAINING PROGRAM .................................................................................................... 27
PRINCIPLES OF LEARNING................................................................................................................... 28
PRINCIPLES OF TRAINING ................................................................................................................... 29
TYPES OF TRAINING ........................................................................................................................... 30
TRAINING FOR DIFFERENT CADRES..................................................................................................... 32
DEVELOPMENT OF EMPLOYEES ............................................................................................. 42
CAREER DEVELOPMENT .............................................................................................................. 45
TRAINING AND DEVELOPMENT AT TATA STEEL .................................................................... 47
3. DATA ANALYSIS ............................................................................................................................ 51
4. FINDINGS OF THE STUDY .................................................................................................................. 55
5. SUGGESTIONS ................................................................................................................................. 57
6. CONCLUSION ..................................................................................................................................... 59
BIBLIOGRAPHY ....................................................................................................................................... 63

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EXECUTIVE SUMMARY

To cope up with the fast changing technology and needs of the society,
training and development of employees is very essential. Training is a
process of learning, in which emphasis is given for job instruction, job
relation, and job knowledge programs in addition to managerial skills.

Training is a short term process and is imparted for a definite purpose,

while development is a long term educational process, utilizing a
systematic and organized procedure for learning conceptual and
theoretical knowledge for general purpose.

Training may be defined as the “steps for increasing the knowledge and
skill of the workers for a definite purpose”. The workers are provided
facilities to learn new skills, technical knowledge and new attitude
towards the work. The basic purpose of training is to bring about a
change in the behavior of the workers.

Training is not the same thing as education. Training is limited in scope.

It is concerned with increasing skill in doing a specific job. Education
aims at the general development of the workers. Education generally
means formal instruction in an educational institution.

Today training is an absolute necessity. Even today in many concerns no

systematic training is imparted to their workers, which results in
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Absenteeism, accident, labour turnover, bad workmanship and spoilage
of tools and plants etc. All these drawbacks ultimately increase the cost
of product.

In the beginning, if systematic training is imparted to workers, the above

mentioned drawbacks can be minimized considerably and the cost will
thus reduce to a large extent. Therefore, initial cost of training will be
repaid in this form. The owner will receive large profits. The workers
can get higher wages and they will feel mental satisfaction.

Therefore, to attain a very high standard on the average, it is essential to

impart training right from unskilled worker to the specialized executive
in every concern. Today due to modern advancement and mass
production, a very high skill is required, which can only be developed by
proper training.

Whenever a new machine arrives or a new method is required to be

introduced the man concerned must be given necessary training for
fitting them to the jobs. This system of training is now very common in
all large government and private concerns. Almost all major
manufacturing concerns impart necessary training to their new employ-
ees. These firms have their own apprenticeship schools to fit the
employees in special jobs.

There they will not learn wrong practices. Wastage will be minimized
and employers are sure about the trained personnel. This result is the
increase of industrial proficiency and productivity.

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1. INTRODUCTION

Human resource development is the process of increasing the knowledge,

skills and capacities of people. This is important for individual and
enterprise as well as for a nation to develop its human resources.
Knowledge and skills development is vital to the health of organizations.
We live in an information age today, and organizations are routinely
valued not just on their physical but on their intellectual capital. Training
is one of the chief methods of maintaining and improving intellectual
capital, so the quality of an organization’s training affects its value.
Untrained or poorly trained employees cost significantly more to support
than well- trained employees do. Training affects employee retention
and is a valuable commodity that, if viewed as an investment rather than
as an expense, can produce high returns.

Training is an organizational effort aimed at helping employees to

acquire the basic skills required for the efficient execution of the
functions for which they are hired. Development, on the other hand,
deals with activities undertaken to expose employees to perform
additional duties and assume positions of importance in the
organizational hierarchy. Training is the act of increasing the
knowledge and skill of an employee for doing particular job.
Training is a short-term educational process and utilizing a systematic
and organized procedure by which employees learn technical

8
knowledge and skill for a definite purpose.

Training improves changes and moulds the employee’s knowledge,

skills, behavior and aptitude and attitude towards the requirement of the
job and the organization. Training refers to the teaching and learning
activities carried on for the primary purpose of helping members of
an organization, to acquire and apply the knowledge , skills, abilities
and attitudes needed by a particular job and organization.

Employee development is the important sub- system of human resource

development. Employee development is the specialized function and is
one of the fundamental operative functions for human resources
management. Management development is a systematic process of
growth and development by which the managers develop their abilities
to manage. So it is the result of not only participation in the formal
courses of instruction but also of actual job experience. It is concerned
with improving the performance of the mangers by giving them
opportunities for growth and development.

TATA GROUP- AN OVERVIEW

“In a free enterprise, the community is not just another stake holder in
the business but in fact the very purpose of its existence”

Mr. Jamshedji Tata (1839-1904)

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COMPANY PROFILE

Tata Steel Limited (formerly Tata Iron and Steel Company Limited
(TISCO)) is an Indian multinational steel-making company
headquartered in Mumbai, Maharashtra, India, and a subsidiary of
the Tata Group.

It is the 11th largest steel producing company in the world. Tata Steel
has operations in 26 countries and commercial presence in over 50
countries. Its largest plant is located in Jamshedpur, Jharkhand and
employs over 80,000 employees.

Over the years Tata Steel has enriched the glorious legacy handed over
by its Founder J.N. Tata, by placing equal emphasis on stakeholder
value creation and corporate citizenship. Underpinning this vision is a
performance culture committed to aspiration targets, safety and social
responsibility, continuous improvement, openness and transparency.

What binds together every member of the global Tata Steel family
today is a shared corporate culture, shaped by value-based guiding
principles and the lineage of some of the world’s most pioneering and
respected entities - the Tata group itself, British Steel,
KoninklijkeHoogovens and NatSteel.

10
STATEMENT OF THE PROBLEM
The success or failure of any organization depends on employees and
their skills. The skills of any employees depend on the training and
development programmes which are adopted by company. It is
important to mention that a skill of employees improves the efficiency,
productivity and effectiveness of the organization. This study is selected
to know the training and development programmes adopted in Tata Steel
to improve the skill of an employees in order to accomplish the
objectives of the organization.

OBJECTIVES OF THE STUDY

 To understand the concept of training and development at the
company.
 To study the purpose and need for attending training and
development by the employees.
 To study the impact of training and d eve lop m en t on overall
productivity of the organization.
 To know the satisfaction level of employees regarding training.
 To know the effectiveness of training and development programs
at Tata Steel
 To offer suggestions based on findings of the study.

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SCOPE OF THE STUDY
The present study is confined to Training and development programs
adopted by Tata Steel, Jamshedpur. The study aimed to find out
effectiveness of training and development programs on the employees at
Tata Steel, Jamshedpur.

METHODOLOGY
Researcher has adopted Random Sampling method for the study.
Primary data and secondary data are used to collect facts and figures.
Primary data is collected through questionnaire meant for the
employees which is available through the intranet of the company.
Secondary data collected through company published Magazines,
Handouts, company Website Annual reports.

SAMPLE SIZE
The total sample size used for the study is 50 respondents, who are
OPRs at various departments of the company and employed at different
impact levels at the plant.

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2)
REVIEW OF
LITERATURE

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Human resource management refers to the policies, practices, and
systems that influence employees’ behavior, attitudes, and performance.
Human resource practices play a key role in attracting, motivating,
rewarding, and retaining employees. Other human resource management
practices include recruiting employees, selecting employees, designing
work, compensating employees, and developing good labor and
employee relations. It is one of several important functions in most
companies. Other functions include accounting and finance, production
and operations, research and development, and marketing. Keep in mind
that although human resource management practices (such as training)
can help companies gain a competitive advantage, the company needs to
produce a product or provide a service that customer’s value. Without
the financial resources and physical resources (e.g., equipment) needed
to produce products or provide services, the company will not survive.

“The overall goal of training and development is learning.”

Learning refers to employees acquiring knowledge, skills,

competencies, attitudes, or behaviors. But the focus of training and
development is not just on employees learning for its own sake. Today,
merely offering training programs is not enough to get support and
funding from executives and to establish the credibility of the training
and development function to managers and employees.

Learning needs to demonstrate how it contributes to the company’s

competitive advantage through improving employee performance,
supporting the business strategy (such as growing the business), and
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Contributing positively to business outcomes such as quality,
productivity, development of new products, and retaining key
Employees. From a company’s perspective, what employees learn
contributes to the development of intangible assets such as human
capital. Human capital refers to knowledge (know what), advanced
skills (know how), system understanding and creativity (know why), and
motivation to deliver high-quality products and services (care
why).Human capital may be more valuable than physical capital
(equipment or technology) or financial capital (monetary assets, cash)
for providing a company with an advantage over its competitors, because
it is difficult to imitate or purchase and it is unique to the company.

Formal training and development refers to training and development

programs, courses, and events that are developed and organized by the
company. Typically, employees are required to attend or complete these
programs, which can include face-to-face training programs (such as
instructor-led courses) as well as online programs.

Informal learning refers to learning that is learner initiated, involves

action and doing, is motivated by an intent to develop, and does not
occur in a formal learning setting. Informal learning occurs without a
trainer or instructor, and its breadth, depth, and timing is controlled by the
employee. It occurs on an as-needed basis and may involve an employee
learning either alone or through face-to-face or technology-aided social
interactions. Informal learning can occur through many different ways,
including casual unplanned interactions with peers, e-mail, informal

15
Mentoring, or company-developed or publically available
social networking websites such as Twitter or Facebook.

One reason why informal learning may be especially important is that it

may lead to the effective development of tacit knowledge, which can be
contrasted with explicit knowledge. Explicit knowledge refers to
knowledge that is well documented, easily articulated, and easily
transferred from person to person. Examples of explicit knowledge
include processes, checklists, flowcharts, formulas, and definitions.
Explicit knowledge tends to be the primary focus of formal training and
employee development. Tacit knowledge refers to personal knowledge
based on individual experiences that is difficult to codify. The
characteristics of formal training and development programs, such as the
relatively short duration of classroom or online training and limited
opportunities for practice, may limit the extent to which tacit knowledge
can be acquired

Knowledge management refers to the process of enhancing company

performance by designing and implementing tools, processes, systems,
structures, and cultures to improve the creation, sharing, and use of
knowledge. Knowledge management contributes to informal learning

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EFFECTIVE TRAINING PROCESS

The effective training process refers to a systematic approach for

developing training programs. There are seven steps in this process
which are explained below:-

17
Step 1 is a needs assessment, which is necessary to identify whether
training is needed.
Step 2 is to ensure that employees have the motivation and basic skills
necessary to master the training content.

Step 3 is to create a learning environment that has the features necessary

for learning to occur.

Step 4 is to ensure that trainees apply the training content to their jobs.
This step involves having the trainee understand how to manage skill
improvement, as well as get- ting co-worker and manager support.

Step 5 is to develop an evaluation plan. Developing an evaluation plan

includes identifying what types of outcomes training is expected to
influence (for example, learning, behavior, or skills), choosing an
evaluation design that allows you to determine the influence of training
on these outcomes, and planning how to demonstrate how training
affects the “bottom line” (that is, using a cost-benefit analysis to
determine the monetary benefits resulting from training).

Step 6 is to choose the training method based on the learning objectives

and learning environment. This step may include a traditional training
method of face-to-face interaction with a trainer or e-learning using
web-based training or mobile learning.

Step 7 is to evaluate the program and make changes in it or revisit any

of the earlier steps in the process to improve the program so that
learning, behavior, change, and other learning objectives are obtained.

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OBJECTIVES OF TRAINING:
To provide job related knowledge to the workers.

(ii) To impart skills among the workers systematically so that they may
learn quickly.

(iii) To bring about change in the attitudes of the workers towards fellow
workers, supervisor and the organization.

(iv) To improve the productivity of the workers and the organization.

(v) To reduce the number of accidents by providing safety training to the

workers,

(vi) To make the workers handle materials, machines and equipment

efficiently and thus to check wastage of time and resources.

(vii) To prepare workers for promotion to higher jobs by imparting them

advanced skills.

IMPORTANCE OF TRAINING:
Training plays an important role in human resource department. It is
necessary, useful and productive for all categories of workers and
supervisory staff. The importance of training and development in an
enterprise are:

 Optimum utilization of resources-Training and development helps

in optimizing the utilization of human resources that further helps the
employees to achieve the organizational as well as their individual

19
 goals.
 Development of skills-Training and development helps in increasing
the job knowledge and skills of employees at each level. It helps to
expand the horizons of human intellect and an overall personality of
the employees.
 productivity-Training and development helps in increasing
productivity of the employees that helps organization to achieve its
long-term goals.
 Training collaborations- Training and development helps in
inculcating the sense of team-work, team spirit, and inter- team.
 Quality-Training and development helps in improving upon quality
of work and work-life

 Improvement in Adaptability:-Continuous training stimulates

mental development of the employees and they adapt themselves
quickly to the new technologies. Besides the become keen to learn
new things.

 Less Requirement of Supervision:-Trained employees are skilled in

their jobs, so their work does not require much supervision. They can
utilise the time thus saved in some other creative works.

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NEED FOR TRAINING

1. For Top Management:

(a) Conceptual skill, Decision making;

(b) Organisation and communication; and

(c) Industrial relations.

2. For Middle Management:

Specialized courses in various management and productivity techniques.

3. For Lower Management:

(a) Social and administrative aspects;

(b) Productive technique;

(c) Production Engineering and Industrial Engineering; and

(d) Company information.

21
Training is required on account of the following reasons:

1. Job requirements:
New employees need to be provided orientation training to make them
familiar with the job and the organisaiton.

2. Technological changes:
Increasing use of fast changing techniques require training into new
technology.

3. Organisational Viability:
In order to survive and grow, an organisation is required to continually
adopt itself to the changing environment. In the age of globalisation,
firms must upgrade their capabilities so as to face international
competition. Existing employees need refresher training to keep them
abreast of new knowledge. Training programmes foster the initiative and
creativity to employees and help to prevent obsolescence of skills.

4. Internal Mobility:
Training becomes necessary when an employee moves from one job to
another job due to promotion or transfer. Training is necessary to
prepare employees for higher level jobs.

Identifying Training Needs:

All training activities must be related to the specific needs of the
organisation and individual employees. In order to identify training
needs, the gap between the existing and required levels of knowledge,
22
skills, performance and aptitudes should be specified, and the problem
areas need to resolve through training should also be identified.

Following types of analysis are generally carried out to identify the

training needs:
1. Organisational analysis.

(a) Analysis of objectives.

(b) Resource utilisation analysis.

(c) Organisation climate analysis.

2. Task or Role Analysis.

3. Manpower Analysis.

BENEFITS OF TRAINING

1. To Organisation:
(a) Improvement in performance.

(b) Improvement in working methods.

(c) Reduction in wastage and spoilage.

(d) Reduction in learning time.

(e) Reduction in supervisory burden.

26
(f) Improvement in moral and reduction in grievances.

(g) Reduction in accident rates.

(h) Reduction in machine breakdown and maintenance cost.

(i) Improvement in quality of work.

2. To Employees:
(a) Improvement in knowledge and skills.

(b) Increased productivity which results in enhanced earnings.

(c) Lesser chances of accidents.

(d) More opportunity for growth/promotions,

(e) High morale.

(f) Increase in self-confidence.

DESIGNING A TRAINING PROGRAM

Following steps are followed while designing a training programme:

1. Decide training objectives.

2. Deciding the responsibility for organising the training programme.

The in charge of the training programme is required to do detailed
planning for organizing the programme.

27
3. Selecting and motivating the target group.

4. Preparing the trainers.

5. Presentation.

6. Practice by the trainee.

7. Follow-up. It is necessary to assess the effectiveness of the training

programme.

PRINCIPLES OF LEARNING

For developing an effective training programme, following

principles are followed:
1. Every human being is capable of learning.

2. People learn faster by doing than by hearing alone.

3. Learning is active, and not passive.

4. People learn faster when they are informed of their achievements.

5. Learning is a cumulative process.

6. Learning is closely related to attention and concentration.

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PRINCIPLES OF TRAINING

Following principles help to make training more effective:

1. Clear objectives.

2. Clearly defined training policy.

3. Motivated employees.

4. Training is more effective when there is reinforcement in the forms of

rewards.

5. Organized training materials.

6. Several short sessions spread over a long period are more effective.

7. Good trainers should be developed both from inside and outside the
organization.

8. Self-graded tests and programmed learning can be used to provide

feedback.

9. Trainees should be allowed to practice himself.

10. Training should be conducted as far as possible in the actual job

environment by adopting appropriate techniques.

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TYPES OF TRAINING
In any organization, there are several types of training programmes that
are offered to its employees. The important types of training
programmes are as follows:
1) INDUCTION TRAINING-
Induction is concerned with introducing a new employee to the
organization and its procedures, rules and regulations. When a new
employee reports for work, he must be helped to get acquainted with the
work environment and fellow employees. It is better to give him a
friendly welcome when he joins the organization, get him introduced to
the organization and help him to get a general idea about rules and
regulations, working conditions, etc of the organization.
2) JOB TRAINING-
Job training relates to specific job which workers have to handle. It gives
information about machines, process of production, instructions to be
followed, and methods to be used and so on. It develops skills and
confidence among the workers and enables them to perform the job
efficiently. It is the most common of formal in- plant training
programmes. It helps in creating interest of the employees in their jobs.

3) APPRENTICESHIP TRAINING-
Apprenticeship training programmes tend more towards education than
merely on vocational training. Under this, both skills and knowledge in
doing a job or a series of related jobs are involved. The governments of
various countries have passed laws which make it obligatory on certain
classes of employers to provide apprenticeship training to young
30
people. The usual apprenticeship programmes combine on the job
training and experience with class room instructions in particular
subjects. This training is desirable in an industry which requires a
constant flow of new employees expected to become all round
craftsmen. It is very much prevalent in printing trades, building and
construction and crafts like mechanics, electricians, welders, etc.

4) INTERNSHIP TRAINING-
Under this method, the educational and vocational institute enters into
arrangement with an industrial enterprise for providing practical
knowledge to its students. This training is usually meant for such
vocations where advanced theoretical knowledge is to be backed up by
practical experience on the job. For instance, engineering students are
sent to big industrial enterprises for gaining practical work experience
and medical students are sent to hospitals to get practical knowledge.
The period of such training varies from six months to two years.

6) REFRESHER TRAINING-
As the name implies, the refresher training is meant for the old
employees of the enterprise. The basic purpose of this training is to
acquaint the existing work-force with the latest methods of performing
their jobs and improve their efficiency further. In the words of Dale
Yoder, “Retraining programmes are designed to avoid personnel
obsolescence.” The skills with the existing employees become obsolete
because of technological changes and of the human tendency to forget.
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7) TRAINING FOR PROMOTION-
The talented employees may be given adequate training to make them
eligible for promotion to higher jobs in the organization. Promotion
means a significant change in the Responsibilities and duties. Therefore,
it is essential that employees are provided sufficient training to learn
new skills to perform their jobs more efficiently. The purpose of
training for promotion is to develop the existing employees to make
them fit for undertaking higher job responsibilities. This serves as a
motivating force to the employees and commerce colleges receive this
type of training for a small stipend.

TRAINING FOR DIFFERENT CADRES

In an industry, the training of the following cadre of employees is

essential:
(A) Craftsmen.

(B) Supervisors and Foremen.

(C) Executive.

Training procedure for each cadre of employee is as under:

(A) Craftsmen Training:
Craftsmen, i.e., technician’s or artisan’s or operator’s training is now-a-
day very important. This is also called skilled worker’s training.

32
This is the actual manpower, who works on the machines for production.
Hence apprentices will be given instructions about the jobs, operations,
quality, and output and about activities of other departments.

A person under training is called Apprentice.

To train apprentices, the following methods are in use:

1. By Experienced Workers:
In this method, new worker is put to work with the experienced worker.
New worker learns from experienced worker by watching and then
copying him. Whenever necessary, experienced worker gives him
necessary instructions. This method is useful where experienced or
skilled worker requires a helper.

Limitation:
1. Skilled worker may not have skill of imparting instructions.

2. Skilled worker’s own work is likely to suffer and hence quality and
output may reduce.

3. Skilled worker may not be interested to train the new worker, because
he has no incentive for that job.

2. on the Job Training:

Under this method, supervisor gives instructions to the new worker
about the job to which that worker is attached. He explains the use of
machines and tools and the procedure for the performance of the job.
The new worker is then put on the job on a separate machine nearer to
33
Some skilled worker’s machine. While working, whenever new worker
feels any difficulty, he can take the help and guidance of skilled worker

Advantage:
This is inexpensive method.

Disadvantages:
1. New worker is likely to pick up some of defective methods of the
fellow workers.

2. Every skilled worker may not have skill in imparting instructions.

3. If his earnings are on piece wage system, he will not be interested to

devote his own time.

3. Training by Supervisor:
In this method, it is the duty of supervisor to train the new workers as
and when they are sent to his department.

Advantages:
1. Supervisor can explain clearly and in a better way to the workers.

2. As the new work is allotted for his department, therefore, he will take
interest in his training, so that in future his department products should
be of good quality and quantity.

3. In this system, no additional equipment for training is required.

34
Disadvantages:
Because supervisor has to do the work of training, therefore, his normal
work is likely to suffer.

4. By Apprenticeship Method:
This system is applicable in medium size factory, where mass
production carried on with the help of large number of operations.
Generally for this type of training, persons having Metrics or
Industrial Training Institute certificate in the required trade are placed
for 1 to 2 Years’ training. For this training, special Instructors are
employed to give training.

These trainees first learn about the theory and practical’s, and then they
gradually start working on the production machines. While working, the
training is given by the special Instructors.

Thus, the trainees become skilled in a particular trade together with a

general idea about the other works.

5. By Special Schools:
This system is applicable in large industries, where mass production is
carried with the help of most modern automatic machines. Generally for
this type of training, persons having Matriculation or Industrial Training
Institute certificate in the required trade are placed for 2 or 3 years’
training.

35
These schools are preliminary training industries, organized by the
employer through which new employees are taken before being allowed
to work in actual production shops. In these schools, machines are
similar to those of actual plant but of smaller capacities. In these
schools, they are taught about different operations, tools, safety and
small exercise jobs. Theoretical and practical training is imparted
simultaneously.

The cost of such schools is high, because expensive equipment’s are

required. Therefore, this is used only by big concerns. In this type of
training, theoretical as well as practical knowledge is imparted through
lecture classes, model demonstrations and actual working on the
machines.

At the supervisor’s main duty is to get the things done in a proper way
from the workers, therefore, they are supposed to be expert in the trade
because generally workers respect their foreman, only when he is master
of his trade.

(B) Supervisor or Foreman Training:

A foreman or supervisor has to perform a large number of duties.

A foreman of today has to do more difficult jobs due to the following

reasons:
(a) As there is increase in the size of industrial units;

(b) As there is more precise factory production;

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(c) As there is increase in skill and representation of workers; and

(d) As there are large number of complex government rules and

regulations.

For supervisors and foreman training, basically qualified persons such as

mostly diploma holders or engineering graduates in the desired trades
are taken. Mostly the duration of training may be kept 3 months to 2
years. The trainees are required to execute bond with the management
that they will serve the company for a specified period (usually 3 to 5
years) after the completion of training.

The qualitative requirement for the position of foreman or

supervisor is as follows:
1. Technical Qualifications:
He must have required qualifications and experience to understand the
plant and equipment, the materials to be handled, and the process
worked in this department.

2. Knowledge of Responsibility:
He must have an understanding of the responsibilities of supervision.

3. An aptitude of leadership:
4. Skill in imparting instructions.
5. Controlling Power:
He must be able to solve various problems which arise due to the
relationship of workers.

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6. Supervision and Control of Workers:
He must be able to supervise and control the worker s under him.

He should give due considerations to the following:

(a) Supervision relating to money;

(b) Supervision relating to time; and

(c) Supervision relating to quality.

Today’s supervisor must consult his subordinates for their opinions,

respect their rights and obtain their co-operation.

In addition:
(i) He has to inform workers about company’s policies,

(ii) He has to give a face to face leadership to his workers,

(iii) He has to judge the quality and quantity of work done by workers,
and

(iv) He influences worker’s attitude and affect their morale.

Therefore, the training programme of supervisors or foreman should be

organized in such a way that after due training, they can perform their
task quite satisfactorily as mentioned above.

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T.W.I. Scheme for Training Supervisors:
The term supervisor is used to apply to any person who is responsible
for directing the work of others from the senior executive to the
operative employees.

During World War II, a large number of civilian workers who had been
working for years in civilian factories required to be employed in war
factories. They required special training of precision jobs. To supervise
the trainees, the whole scheme needed a large number of supervisors.

Therefore, in Britain, a scheme was introduced under the name of T.W.I.

Three ‘J’ programmes were developed to train supervisor and then
multiply this effort in training workers as rapidly as possible.

These were:
(i) Job Instruction Training (J.I.T.).

(ii) Job Relation Training (J.R.T.)

(iii) Job Method Training (J.M.T.).

Features of T.W.I. Scheme:

The main features of this programme are as under:
Under the scheme, it is stated that good supervisor must have the
following five essential qualities:
i. Knowledge of technical work;

ii. Knowledge of responsibilities, organization, policies and

regulations etc.;
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iii. Skill in imparting instructions;

iv. Skill in handling the workers;

v. Skill in improving the methods of production.

About quality:
(a) Trainee already gets sufficient knowledge in technical institutions,
where he has studied.

(b) Trainee can be supplied printed literature of the firm, since it varies
from one factory to another factory.

About rest of the three qualities, he is trained in the factory under

T.W.I, scheme, which has devised the following three programmes:
i. The Job Instruction Programme.

ii. The Job Relation Programme.

iii. The Job Method Programme.

1. The Job Instruction Programme:

(a) It shows how the supervisor prepares himself to give instructions and
to give them in such a manner that these can be easily understood by
learners.

(b) It shows how to breakdown a job into convenient stages for teaching
purpose and how to identify key points which are essential for quick and
easy learning.

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(c) It demonstrates how the directions can be clearly given to ensure
understanding and observe the necessity of repeating them.

2. The Job Relation Programme:

It deals with technique of handling men and removal of grievances etc. It
is a sort of code to be followed by supervisors, if serious human
problems are not allowed to crop up. It is difficult and most essential
problem.

3. The Job Method Programme:

It includes a plan to improve the methods of production by dealing with
improvements in material, time or labour established practices and how
these should be studied, watched and implemented.

(C) Executive Training:

For this training, graduates with high intelligence are selected and
generally trained for one year. During this training for first few weeks,
they are taught about organization, leaner- ship, factory rules and
regulations and other official routine works.

In the rest of duration of training they are posted in different

departments to get full knowledge about working of the factory.

After completion of training, they are posted as Engineers or on similar

posts.
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During their working as engineers, a full record about their capabilities,
attitude, temperament, intelligence and leadership is maintained. This
record would be helpful for future promotions.

Executives are trained by inviting them to listen regular conference of

various senior executives. These conferences are helpful to broaden the
outlook of the trainee by listening discussions on various planned
lectures of senior executives. In these conferences more stress is given
on quality, stability of equipment, design of product, investigation into
complaints, sales, labor welfare, budgetary control procedure etc.

The executive trainee should be made to understand the economic

objectives of the company and his role in that. He must also have the
ideal of planning and control in relation to manufacturing, marketing
distribution etc.

DEVELOPMENT OF EMPLOYEES
Management development or executive development is a systematic
process of training and growth by which managerial personnel gain
knowledge, skills, attitudes and insights to manage the work effectively
and efficiently. Management development is an educational process
through which executives learn conceptual and theoretical knowledge
and managerial skills.

It consists of means by which executives learn to improve their

behavior and performance. Through this the effectiveness of the

42
manager in their present jobs is improved and they are prepared for
higher jobs in future.

Process of Management (or Executive) Development:

Main ingredients of an executive development programme are:
1. Analysis of development needs.

2. Appraisal of present managerial talent.

3. Planning individual development programmes.

4. Establishing training and development programmes.

5. Evaluating development programmes.

Methods and Techniques of Executive Development:

Various techniques of executive development may be classified into
two broad categories as shown below:

Objectives of Executive Development:

1. To improve the performance of executives (managers) at all levels in
their present jobs.

2. To sustain good performance of executives throughout their careers.

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3. To ensure availability of required number of executives so as to meet
the present and future needs.

4. To expose executives to the total concepts and techniques in their

respective areas of specialization.

5. To provide opportunities to the executives to fulfill their career

aspirations.

6. To optimally utilize the managerial resources of the organisation.

Techniques of Management Development:

1. Planned promotions.

2. Job rotation.

3. Creation of ‘Assistant to’ position.

4. Training.

5. Coaching counseling.

6. Case discussions.

7. Committee assignments.

8. Simulation exercises.

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CAREER DEVELOPMENT
Career is a sequence of positions occupied by a person during the course
of a life time. Career development involves tracking career paths.
Individuals, career development focus on assisting individuals to
identify their major career goals and to determine what they need to do
to achieve these goals. The career development looks at the long-term
career effectiveness and success of organizational personnel.

Objectives of Career Development:

An effective organization career development must have following
objectives:
(а) Ensures that needed talent is available.

(b) Improves the organization’s ability to attract and retain personnel

of high talent.

(c) Reduces the frustration amongst the employees.

Career Stages:
Most people begin to form their careers during elementary and
secondary school years.

The careers begin to wind down as they reach retirement age:

Most people go through following five career stages during these
years:

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1. Exploration:
Exploration period is the period when one passes from school to work
and occurs prior to employment. It is a time when a number of
Expectations about one’s career are developed.

This is the result of career of our parents, their aspirations for the
children and what one sees around them. In most cases, these may be
unrealistic. These expectations may be dormant for years and then pop
up later to frustrate both the employee and employer.

2. Establishment:
This period begins with the search for work and includes getting first
job, and learning the job.

3. Mid-Career:
This stage is beyond learning or apprenticeship stage. These who make
successful transition got greater responsibilities and rewards. Others
think for reassessment and proceed for job changes, adjustment of
priorities.

4. Late Career:
Those who grow through mid-career stage, late career usually a pleasant
time when one feels luxury to relax a bit and enjoy playing the part of
the elder statesman. It is a time when individuals recognize that they
have decreased work mobility and may be locked into their current job.

46
5. Decline:
In this stage, individuals are forced to step out of the limelight. This is
the time when one prepares himself for retirement.

TRAINING AND DEVELOPMENT AT TATA

STEEL

Grooming the managers of today into the leaders of tomorrow-that’s the

broad objective of the Tata group’s leadership development programs
and training processes.

The group’s high values, superior quality training interventions are

targeted at maximizing the potential of its pool of managers. This is
done by encouraging their cross functional exposure and by making
cross company mobility an integral aspect of all leadership development
efforts.

The Tata group’s commitment to enhance the knowledge and leadership

quotient of its people has resulted in the establishment of various
development and training programs such as TAS and TMTC.

47
TMTC (Tata Management Training Centre)

Set up by JRD Tata in 1959 with the mission of creating and grooming
leaders for the future.
It aims to provide training to high performers within the group and act
as a catalyst of change for Tata executives.

TMTC objectives include:

Improvement of organizational performance through dissemination of

the latest knowledge and skills among practicing managers.

Facilitation of attitudinal and behavioral changes.

Facilitation of solutions for organizational issues.

Development of learning organizations.

Tata Steel offers around 250 programs a year, conducted by in house

senior faculty from academic and

Business, supported by experts from the best of Indian and international

B schools.

IT uses over 120 external faculty, from the world’s premier institutions
and universities including IIMs, Harvard, Michigan, Wharton,
Kellogg, NUS and Centre for Creative Leadership.

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TMTC started its e learning programs in 2009.Every year, more than
4000 Tata Managers and Leaders go through the training programs.

TAS (Tata Administrative Service)

This managerial development program was conceived by JRD Tata, the

late chairman of the Tata group, in the 1950’s. The idea was to select
and groom young managers, provide them opportunities for professional
growth, and make them part of a talent pool that could be tapped by
companies across the Tata organization.

TAS, essentially a training program, is perhaps the only employment

brand in Indian business that consciously recruits for lifelong mobility
across companies and industries.

To grow and renew the Tata talent pool continuously, TAS recruits
young postgraduates from leading business schools each year and puts
them through an intensive 12 month program.

The TAS manager has India’s largest business house, with the widest
range of industries and functions around which to plan and build a
lifetime career of professional and personal growth.

TAS has been recast in recent years, with an increased focus on

facilitating mobility across group companies. Over the past three years,
concentrated communication, consistent engagement and competitive
compensation packages have helped TAS regain the position as an
attractive destination for top talent.

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Training Module at Tata Steel

The training module consists of four cross- functional, cross-business

and cross-located assignments. These include-

Three business shifts of 15 weeks duration in sales and marketing,

manufacturing and operations, corporate strategy, finance and human
resources.

A seven week rural assignment exposes the trainees to community work

and rural India, helping instill in them a true picture of the life of
ordinary Indians.

Another facet of the module is the mentorship program for TAS mangers
placed within the group companies. This was initiated to create a
platform for the personal as well as professional development.

The program’s one year training module, renamed “group orientation

and learning “(GOAL), emphasizes on structured orientation through
classroom inputs and field visits.

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3. DATA
ANALYSIS

51
QUES1- Your organization considers training as a part of
organizational strategy. Do you agree with the
statement?

strongly agree agree

disagree strongly disagree
4% 0%

20%
76%

Interpretation- Out of 50 employees surveyed, majority of people

considered training as an integral part of Organization strategy.

QUES2-To whom/which cadre gets more number of trainings?

new staff senior staff junior staff on requirement

24%

16% 56%

4%

Interpretation- According to the respondants,

56% are of the opinion that new staff gets the most number of trainings,

24% as and when required and 4% and 16% to junior and senior staff
respectively.
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QUES3-What are the barriers to training and development at Tata group?

time lack of interest money unskilled trainer

0% 0%

14%

86%

Interpretation- 86%trainees at Tata group, feel that due to lack of interest in the
training module, they do not wish to attend the training programs which in turn
cause a barrier, whilst 14% trainees felt time to be the barrier to the training
initiatives.

QUES4-what mode of training method you like in your firm?

job relation conference

external training programmed instruction
3%

23% 27%

47%

Interpration-47% trainees favored conference to be their ideal training choice

23% trainees gave weight age to external training

27% also voted for job relation.

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QUES5-Training and development sessions conducted are useful or not?

strongly agree agree disagree strongly disagree

2% 2%

26%
70%

Interpretation-70% of the trainees find these sessions to be useful for their

job role.

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4. FINDINGS
OF THE
STUDY

56
1. Almost all the employees have positive opinion towards the satisfaction
level on present training methods which is followed by the company.
2. Training and development programs of the company has positive impact
on employees jobs in various ways like, increase in efficiency, lesser
errors, high involvement. It helps to create positive results and good work
environment in the organization.
3. Most of the employees require training in the areas like personality
development, technical training and job oriented training programs. In
order to perform more effectively and efficiently.
4. According to the employees the outcomes of the training programs are
like this, increase efficiency, updated knowledge, improved interpersonal
relation and career development.
5. During the training programs employees are facing various problems like,
communication, subject oriented, and timing problems. In order to ensure
100% effectiveness, company has take measures to overcome from these
factors.
6. Almost all the employees are very clear about the training programs and
its objectives, well before attending training.
7. For most of the employees, training and development program content has
met their needs only to some extent.
8. Most of the employees have attended training and development programs
to upgrade their skills and knowledge levels.

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5. SUGGESTIONS

58
1. The organization has to concentrate more on employees who are not
satisfied with the present training methods; they have to be counseled to
know their reasons for not being satisfied. So that effectiveness can be
achieved.
2. The identification of the training needs should be done in view of fast
changing technology, management practices and infrastructure.
3. A standard measures before and after each training program on level of
knowledge, skills, attitudes and behavior. Will help to measure its
effectiveness more accurately.
4. The company has to ask its employees to suggest types of trainings which
they think is more helpful in achieving the organizational goals.
Train the employees in all areas like personality development, technical
training, standard operating procedures and etc. with that they can handle
multi tasks and balance their pressures
5. Employee’s performance level should be considered for selecting employees
for training programs.
6. Evaluation of training programs should be done regularly to keep a check on
the limitations and drawbacks. And ensure the success of training programs.

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6. CONCLUSION

60
Training new and existing employees can be a company’s biggest challenge,
especially in a rapidly changing business environment. When I was chief
human resources officer at Mirage and Wynn resorts in Las Vegas, training
and developing our teams could not have been more important. But that’s not
the case at many companies, where the struggle to convince leadership to
invest in training and development is ongoing.

1. Benchmark against the competition

Before agreeing to support a new initiative, company leaders always
wants to know what the competition is doing and whether you’re doing
more or less. This certainly holds true for training and development;
that’s why it helps to network with professional colleagues and through
organizations like the Society for Human Resource Management to find
out what others are doing. Start by reviewing social media sites to see
what customers are saying about you and your competition; that will
reveal information about customer satisfaction and preferences that may
also support your request for a new training and development.And then
there are all the online surveys you regularly receive from vendors. Fill
them out to get the report at the end of the process. This is the kind of
information you will need to support your request for a new training and
development initiative.

2. Survey your employees.

The best source of information about organizational performance and
needs are your current employees. They know a lot about what’s going
on and what, if anything should be changed. They’ll appreciate your
61
Interest and provide valuable feedback about what could be better or
eliminated. We held focus groups to see what current employees wanted
and needed: They wanted to know what was expected of them, why it
was needed, and how to do it. they wanted to be trained by someone
who knew what they were talking about. We selected supervisors or
outstanding employees, and then trained them to be trainers so that
they’d know what and how to train, and how to make the training
interesting, relevant and fun.

3. Align training with management’s operating goals.

Management always has operating goals: better performance,
productivity, quality, or customer satisfaction, to name a few. Once you
know the goals, you can design targeted programs. Additionally, look
for others in your companies who have needs that could be satisfied by
training: Legal usually supports compliance training, marketing and
sales might support training that promotes quality and consistency, and
most departments will support supervisory skills training that promote
employee satisfaction. Design on boarding procedures and new-hire
training that ensures employees will be knowledgeable, and focused on
standards and customer satisfaction. Partner with regulatory agencies
like the Occupational Safety and Health Administration (health and
safety), the Department of Labor (wage and hour compliance) and the
Department of Justice (harassment and discrimination training) for
compliance training.

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 3. Measure results
Successful companies measure outcomes to make sure they continue to
get the biggest bang for their buck. The best measures are the simplest
ones; incorporate them into your program so everyone knows what’s
expected.

On the basis of the analysis made, the following

conclusions are drawn:

 Maximum number of the employees finds healthy environment at the

work place.
 Lack of interest in employees act as a barrier in training programmes.
 Maximum employees said that they get help whenever they require.
 Employees are satisfied with the training and
development programmes given to them.
 The training programmes has helped in developing skills of the
employees.
 After attending the training programme most of the workers find their
attitude better towards the job.
 Most of the employees wants to the workplace to be redesigned where
the training sessions are been conducted.
 Employees felt the time wastage during training session. But trainees
were satisfied with activities conducted during training program
because it was related to their job

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BIBLIOGRAPHY

 Employee Training and Development by Raymond A. Noe published by

Mc Graw Hill Educations. 7th edition.
 https://www.businessmanagementideas.com/project-report/employees-
project-report/project-report-on-training-and-development-of-
employees/5949
 https://www.yourarticlelibrary.com/employee-management/training-of-
employees-meaning-objectives-need-and-importance-employee-
management/27909
 https://www.slideshare.net/shresthkapoor/training-and-development-
programmes-by-tata-group
 https://www.monster.com/career-advice/article/companies-with-awesome-
training-development-programs

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