Project Book Submission 454

ABSTRACT
Training and development is a necessary factor in the

attainment of organizational objectives of any organization.
In every organization exists some form training and
development programme. The manpower has to be trained
and developed in terms of quality and quantity so that they
can effectively and efficiently control the commanding
height of our profit. The business organization has risen to
this by providing the national Council for management
education and training and the centre for management
development schemes. It is important because it directs
training and development towards organization need and
aspiration.
In SAGAR CEMENT LIMITED there is already a

formalized system of staff training and development in the
organization to help it attain it objectives. This project paper
is set for highlight the problems of staff training and
development in the company and also to offer solutions to
these problems.
CONTENTS
CHAPTER NO CONTENT PAGE NO
1 1.1 INTRODUCTION 1-2
1.2 INDUSTRY PROFLIE 3-7
1.3 COMPANY PROFLIE 8-12
1.4 PRODUCT PROFILE 13-17
2 REVIEW OF LITERATURE 18
2.1 MEANING OF TRAINING AND 19
DEVELOPMENT
2.2 NEED AND IMPORTANCE OF 20-26
TRAINING AND DEVELOPMENT
2.3 TRAINING METHODS 27-30
3 3.1 NEED FOR THE STUDY 31
3.2 OBJECTIVES OF THE STUDY 32
3.3 SCOPE OF THE STUDY 33
3.4 METHODOLOGY OF THE STUDY 34-36
3.5 LIMITATIONS OF THE STUDY 37

4 DATA ANALYSIS AND INTERPRETATION 38-57
5 5.1 FINDINGS 58
5.2 SUGGESTIONS 59
5.3 CONCLUSION 60
6 6.1 ANNEXURE 61-63
7 7.1 BIBILOGRAPHY 64
LIST OF TABLES
TABLE TABLE NAME PAGE
NO NO
4.1 A Table showing employee training needs 38
4.2 A Table showing employees participation in training program 39
4.3 A table showing career Opportunites provided by the Sagar cement 40
limited
4.4 A Table showing employees attended to training programs 41

4.5 A Table showing where employees received the training program 42
4.6 A Table showing from whom the training is received 43
4.7 A table showing methods of training programs received 44
4.8 A Table showing frequency of training program 45
4.9 A Table showing employee development after training 46
4.10 A Table showing training program helps to employees work career 47
4.11 A Table showing training programs in Sagar cement limited 48
4.12 A Table showing professional experience for attending training 49
program
4.13 A Table showing type of trainer preferred by employees 50
4.14 A Table showing time limit for training program 51
4.15 A Table showing area of training helped 52
4.16 A Table showing intimation of training program to employees 53
4.17 A Table showing management force towards training program 54
4.18 A Table showing benefits from the training program 55
4.19 A Table showing employees attended the training program 56
regularly
4.20 A table showing training and development programs are 57
effective in Sagar cement limited
LIST OF CHARTS
CHART NO CHART NAME PAGE NO
4.1 Identifying the training needs 38

4.2 Participation in training program 39
4.3 Career opportunities providing by Sagar cement limited 40
4.4 Employees attended to training programs 41

4.5 where employees received the training program 42
4.6 From whom the training is received 43
4.7 Methods of training programs received 44
4.8 Frequency of training program 45
4.9 Employee development after training 46
4.10 Training program helps to employees work career 47
4.11 Training programs in Sagar cement limited 48
4.12 Professional experience for attending training program 49
4.13 Type of trainer preferred by employees 50
4.14 Time limit for training program 51
4.15 Area of training helped 52
4.16 Intimation of training program to employees 53
4.17 Showing management force towards training program 54

4.18 Benefits from the training program 55
4.19 Employees attended the training program regularly 56
4.20 Training and development programs are effective in Sagar 57
cement limited
CHAPTER-1
INTRODUCTION
INDUSTRY PROFILE
COMPANY PROFILE
PRODUCT PROFILE
CHAPTER-I
1.1 INTRODUCTION
An organization is nothing without human resources management. It is the

process of efficienctly getting activities done with and through other people. The
management process includes planning, organizing, leading, control activities that takes
place to accomplish objectives, human resource management is concern with people
dimension with management. Since every organization is made of people acquiring their
services, developing their skills and ensuring that they continue to maintain their
commitment in the organization are essential for achieving organization objectives.
Those organizations that are able to acquire, develop, stimulate and keep out
standing workers would the both effective expanding of least amount of resources
necessary survival of an organization requires competent managers and workers
coordinating their efforts towards an ultimate goal. Human resource management is a
process consisting of four functions. Acquisition, development, motivation and
maintenance of human resource. In less academic terms we might describe these four
functions as getting people preparing them and keeping them.
Acquisition function begins with planning relating to human resource
requirements . we need to know where we are going and how we are going to get there.
Development function includes training with emphasis on skill development and
change of attitude among workers management development which concerns itself
primilarly with knowledge acquisition and the enhancement of executive conceptual
abilities. Career development which is the continuous effort to match long term
individual and organizational needs.
The training and development function plays a further enhanced role and holds
more importance,as it details with knowledge workers intelligent customers in the service
industry. In the banking sector, training and development function holds keys
responsibilities the helping employers to upgrade their performance on a continuous
basis.
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The function of training is to close the gap between the desired and the actual job
performance. The need for quality training programs is the increase due to the fact the
highly competitive business environment is going up new and complex jobs, literally
every day.
The sophistication in jobs demands high skills and ingenuity on the part of trainer.
Training need analysis is an important plank in the gamut of training . new jobs and
complex jobs are coming in to existence there by pushing up the need for high quality
training program.
Training and development plays an important role in improving organizational
effectiveness. In order to make the training more effective in improving organizational as
well as individual performance it is an important that the perception regarding
effectiveness of training be made positive .
This can be done by employees involvement in training and development
activities by creating good learning environment by providing and encouragement in
terms of promotion or increment and above all by linking training more closely to work
practice.
Maintenance function is concerned with providing those working conditions that
employees believe are necessary in order to maintain their commitment to the
organization with in the confines of the four functions acquisition, development,
motivation, maintenance, many changes have occurred over the years.
Training is I.S.T.D
I : increasing specific job performance.
S: simplification of the system.
T: trump card of the take-off stage in the process of development
D :drilling in quicker performance.
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1.2 INDUSTRY PROFILE

In India the manufacture of cement was started in tamilnadu as in 1904. The
output of the major and mini plants has been increased from 57.96 million tonnes in 1993
-94. It has been raised to 68 million tonnes in 1995-96. In 1996-97 the output has
increased to 73.98 million tonnes.
India is the fifth largest producer after china, Russia, Japan and U.S.A with turn
over of more than 57 companies with 115 plants. The cement industries in India is poised
to state new height thanks to the liberalization policy of the government adoption of state
of the art technology and the massive investment of Rs 100 billions by the year 2000A.D.
Capacity of this industry is likely to reach the impressive level of 100 million tonnes.
India is presently producing several varieties of cement.

These include the ordinary Portland cement (OPC), Poland pozzolana cement, oil
well cemented white cement. India also producing high strength cement like grade 43 and
grade 53.
When coming to the consumption of cement is only 25 Kgs.,has against 380 Kgs
in Swede. 703 Kgs in Japan and 366 Kgs in Britain. It is however hoped that with
increase in the construction activity in the country, the percapita consumption of cement
will increase in future.
HISTORY OF CEMENT INDUSTRY:

The cement industry occupies a position of predominance not only as on the basic
infrastructure for development but also it is eighty largest in the world which directly
employees about one million persons.
The first cement factory was established around in the year 1890 in both Canada,
Portland and Australia . while it was found in 1884 in new Zealand . However in India it
came to be established during the beginning of the twentieth century. Today port land
cement is an essential commodity on which our modern standards of living is greatly
dependent, building, seaports, airports, irrigation schemes etc., all demand cement.
Cement is manufactured either by wet process or by dry process or semi dry
process .Wet process remained popular for many years with the modern development of
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the techniques of dry mixing of powered materials using compressed air, the dry
processed gained momentum. Now-a-days in the most of the plants,cement is being
manufactured by dry process.
The basic raw material for manufacturing cement is limestone, which is available
in plenty,in the form of limestone deposits in nature. Limestone is excavated from mines
by mechanical equipments with the help stacker and reclaimed the correct blending of
lime stone is ensured. The same is processed through crushers to bring it to the required
size.
The raw material consisting of limestone, iron ore, and bauxite or literate in the
correct proportions are fed into grinding mill where they are reduced to a very fine
powder . It further blended and corrected for the right composition and mixed by means
of compressed air. The powder from the storage sides is fed into rotary kiln, the material
is subjected to a temperature of about 1500c chemical reaction takes place between
various materials resulting in the formation of cement compounds.
MAJOR PLAYERS IN INDIAN CEMENT INDUSTRY

There are a number of players prevailing in the cement industry in
india.however,there are around 20 big names that account for morethan 70 percent of the
total cement production in india.the total installed capacity is distributed over around
129plants,owned by 54 major companies across the nation.
Following are some of the major names in the indian cement industry:
Company Production Installed Capacity
ACC 17,902 18,640
Gujarat Abuja 15,094 14,860
Ultratech 13,707 17,000
Grasim 14,649 14,115
Indian Cements 8,434 8,810
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JK Group 6,174 6,680
Jaypee Group 6,316 6,531
TECHNOLOGY UP-GRADATION
Cement industry in india is currently going through a technological change as a
lot of up-gradation and assimilation is taking place.Currently,almost 93percent of the
total capacity is based entirely on the modern dry process,which is considered as more
environment-friendly.Only the rest 7percent uses old wet and semi-dry process
technology.There is also a huge scope of waste heat recovery in the cement plants,which
lead to reduction in the emission level and hence improves the environment.
GOVERNMENT INITIATIVES
The cement industry is pushing for increased use of cement in highway and road
construction.The ministry of road transport and highways has planned to invest US$ 354
billion in road infrastructure by 2012.
Housing,infrastructure projects and the nascent trend of concrete roads would
continue to accelerate the consumption of cement.
Increased infrastructure spending has been a key focus area.finance minister
Pranab Mukherjee has proposed to earmark US$ 47 billion for infrastructure
development during 2011-12.
ISSUES CONCERNING CEMENT INDUSTRY:
1. High Transportation cost is affecting the competitiveness of the cement Industry, Freight
accounts for 17 % of the production cost. Road is the preferred mode for transportation
for distances less than 250 km. However, industry is heavily dependent on roads for
longer distances too as the railway infrastructure is not adequate.
2.Cement industry is highly capital intensive and nearly 55-60% of the inputs are
controlled by the government.
3.There is regional imbalance in the distribution of cement industry. Limestone
availability in pockets has led to uneven capacity additions.
4. Coal availability and quality is also affecting the production.
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OUTLOOK:
Outlook for the cement industry looks quite bright. Given the sustained growth in
there all estate sector, the government’s emphasis on infrastructures and increased global
demand, it looks as if the juggernaut of cement Industry would continue to roll on the
path of growth.
MILESTONES:
Year Mile stones
1996 The company obtained kitemark licence from British Standard Institute (BSI) for
its DI pipes as per ISO 2531, BSEN 545, BSEN 598.
The company received the ISO-9002 accreditation from BSI for DI pipes and
fitting.
1999 The company received the ISO-9002 accreditation from BSI for DI pipes and
fittings.
2000 The company increased its capacity to 120,000 tpa for DI pipes.
The company obtained kitemark license from BSI, UK for DI fittings made at its
facilities in Elavur, Chennai as per ISO 2531, BSEN 545, & BSEN 598.
2001 The company scaled its DI pipes capacity from 120,000 tpa to 150,000.
Mini Blast Furnace capacity increased from 1,09,000 tpa to 2,00,000 tpa.
2002 The company acquired 46% stake in lanco Industries limited in March2002, which
is involved in manufacturing of DI pipes, pig Iron, cement and casting.
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2003 The company received the ISO-14001 and ISO 9001-2000 certification as
atestimony to its sound environment management practices.
The company also received BSI kitemark license for DI fittings at khardah works,
west Bengal.
The company increased its DI pipes manufacturing capacity from 1,50,000 tpa to
200,000 tpa.
2005 The company raised USD 40 million through the issue of Global Depository
Receipts(GDRs) in October 2005 & become the first Indian company to be listed
on Professional Securities Market (PSM) of the London Stock Exchange in addition
to being the first company to issue GDRs on the PSM.
The company was accorded Three Star Export House by the JDGFT, ministry of
commerce & Industry of the government of India.
2006 The company increased its DI pipe manufacturing capacity from 2,00,000 tpa to
2,50,000 tpa & commissioned coke oven plant at Haldia.
The company commissioned 12MW power plant & 30,000 tpa second kiln sponge
Iron plant at Haldia.
Mini Blast Furnace capacity increased from 2,00,000 tpa to 2,35,000 tpa.
We have been allotted an Iron Ore mine at Kodolibad, Jharkhand & a non coking
mine in joint venture at North Dhadhu.
2007 Implementedd SAPERP system hosted in state of the art 1000 square feet data
centre connecting all manufacturing plants & sales across Indian Geography
Supporting 350 user base to enable supply chain of the company.
2008 Tied US$ 77.50 Mn through ECB, commissioned 360,000 tpa sinter plan at
Khardah & commissioned a 75,000 tpa coke oven battery at Haldia.
2009 Commissioned fourth coke oven battery resulting in additional capacity of 70,000
tpa of coke, taking the total capacity enhanced to 280,000 tpa & 250,000 tpa
respectively.
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1.3 COMPANY PROFILE
Sagar group a reputed industrial house in Andhra Pradesh is a 25 years old

enterprise which has interest in cement and power generation and group turnover of
Rs.1300 millions.
Shri S.Veera reedy, a well known industrialist hailing from Nalgonda district in
A.P and with his friends and associates promoted the sagar cements limited the flag ship
company of the group in 1981. This company established a mini cement plant at
mattampally in nalgonda dist, as an assistant unit under the auspices of A.P industrial
development corporation. SCL as a chequred history of growth and but for the brief
interval of a few years as paid dividend consistently at reasonable levels.
In the year 1994, sagar power limited (SPL) was promoted by SCL along with
S.veera reddy and his relatives as co promoters. SPL having successfully implemented to
hydel projects in A.P. is now looking for similar opportunities at national level too as
part of this plan, it is presently implementing to hydel projects in the Karnataka state.
Product profile: The main brands of cement manufacturing are opc 53 grade, opc
43grade,opc 33 grade cement. All the brands are known its best quality standards.
Human resources: The plant has well qualified,highly motivated manpower of 500
employees on its role. Out of 500 employees,100 are executives and the remaining are
staff and workman cadre. The SCL manpower is known for their team spirit and
commitment.
Pollution Control: The Plant is commissioned for pollution free environment and
installed all the required pollution control equipment as per statutory requirement. A
separate team will regularly monitor and maintain the said equipment.
Safety: The plant maintains high standards of safety and good house keeping methods in
line with 5’s techniques. [Sorting out, systematic arrangement, spic and span,
standardizing and self-discipline]
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Township: SCL, MATTAMPALLYas a well-planned township of 372 quarters having

facilities like school, hospital, temple, guesthouse, co-operative at ores, recreation, club,
playground etc.
Rural Development: SCL, MATTAMPALLY as a part of rural and social

development program adopted surrounding villages. The company extends facilities like
housing, water, school, old age pension, roads etc, by allocating a budget amount of
about Rs.22 lakhs per annum.
Industrial Relations: SCL, MPI is known for its best industrial relation practices in
this region and won many awards from government of Andhra Pradesh and chamber of
industries.
In sagar cements total employees are 500 which includes the 20 members are
managers, 70 members are officers and the remaining are worker.
HISTORY OF SAGAR CEMENTS LIMITED:

Sagar cements is engaged in the manufacture of cement at its plant in mattampally
in nalgonda dist. This plant commenced its commercial production on 26th Jan 1985.
With annual capacity of 560000 tonnes and 66000 tonnes of clinker and cement
respectively. The cement capacity has been increased to 198000 tonnes per annual.
The company chairman and also board of director is Shri O. Swaminatha reddy,
C.A, Ex-chairman of Andhra bank limited. And APSFC limited and well known
management from Hyderabad.
The board includes Shri K.Thanupillai, Ex-managing director of S.B.H. and Shri
S.Ramana a nominee director of APIDC.
Shri S.Veera reddy and his sons, DR.S Anand reddy ,medical graduate and Sri S.
sreekanth reddy, a cement technologist and industrial production engineer and both are
board of directors.
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SCL’s VISION:
”To provide foundations for society’s future.”
The new millennium will bring it new challenges and greater opportunities. The
21st century will most certainly see the unfolding of a period of extraordinary possibilities
and incredible developments bringing about more fundamental changes in global
economy than the last 200 years. The successful corporates will be those who equip
themselves to meet the challenges and convert opportunities into winning strategies. If
we are to keep pace, it is imperative that we learn to successfully tread the global
pathway.
In this journey, clarity of vision, a readiness to cultivate a global mindset,
effectiveness, harnessing of human resources to enhance job and knowledge skills of
employees, a strong accent on R & D and innovation and a move away from selling, to
innovative marketing in recognition of that the Customer is truly king, are some of the
strategies that will help corporate to survive and succeed.
However it must be remembered that it is not enough to adopt asset of values and
just leave them in place. In order to move with the changing times, values and ideas must
be ceaselessly re-examined so as to ensure that they are in tune with the organization’s
goals.
The sagar cements limited is committed to contribute its might in making the 21st
century an “Indian Century”.
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SCL’S MISSION
“To be the India’s most respected and attractive company in our industry creating
value for all our stakeholders.”
We work in an environment when the cement industry is giving through a period
of sealing up and consolidation. We should be one of the largest cement companies in the
country. Our growth in size will be through cement assured review of potentials of the
existing manufacturing resources, strategic organizes and expansions.
Cement will be our main stay, however we shall venture into related fields, which
offered purposeful synergy.
We recognize that we exist for the customer; product quality, consultancy and
customer service will be perceived as an act of faith throughout the organization.
We recognize that size by itself is not guide enough, in an environment which is
intensively competitive. We should be futuristic in outlook and effective in management.
Human resources:
We consider people as our valuable assets. Our HRD systems will be totally
proactive and tuned to provide excellent working environment and transparent
organizational culture for creativity, innovation and participation.
Company Highlights:
 The company is one of the largest producer of cement in south India.
 The company’s plants are well spread with three in Tamilnadu and four in Andhra
Pradesh, which gather to all major markets in south India and Maharashtra.
 The company is the market leader with a market share of 28percentage in
the south. It aims to achieve a 35percentage market share in the near future. The company
has access to huge limestone resources and plants as well as by acquisitions.
 The company has well-established brands – sagar priya cements, OPL cements,
SPL cements 42.5 grade.
 Regional offices in all southern states and Maharashtra offices and also
representatives in every district.
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ORGANIZATIONAL STRUCTURE OF SAGAR CEMENTS LIMITED
Board of directors
Managing director
Executive director
Marketing Financial HR Production

Manager manager Manager Manager
Personnel ADM HRD I/R

Manager manager manager manager
Appraisal Training
&development
Canteen Medical Welfare Transport Legal
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1.4 PRODUCT PROFILE
CEMENT MANUFACTURING PROCESS:

Cement is the basic and the most widely used building material. Twice as much
cement /concrete is used worldwide than all other building materials. Ordinary Portland
cement is produced by grinding cement clinker in association with Gypsum (3-5%) to
specified fineness depending on the requirements of the cement consumers. Cement
clinker is produced on large scale by heating finely pulverized Calcareous and
Argillaceous materials obtained from the earth are properly proportioned to get a suitable
ratio of lime (CaO), Silica (SiO2), Alumina (Al2O3) and iron (Fe2O3) present in the
mixture. As the raw materials are obtained directly from limestone and clay mines, minor
constituents like Magnesia (MgO), Sodium, Potassium, Sulphur, Chlorine compounds
etc., may also be present in the raw materials up to limited extent which do not adversely
affect either the manufacturing process or the quality of cement produced.
Limestone is the major raw material used for manufacture of cement and about
35% of raw materials are lost in the atmosphere in the form of gaseous compounds of
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which carbon dioxide is the major one. Therefore cement units are necessarily located
near the cement grade limestone deposit. The major steps or unit operations involved near
the cement in cement manufacturing process include.
 Mining crushing, Pre-homogenous, Grinding and Final Blending of raw materials
for preparation of kiln feed.
 Preprocessing of kiln feed in presence of combustion gas/ flame generated from
combustion of pulverized coal, mineral oil or natural gas.
 Grinding of cement clinker along with
 Gypsum for production of OPC
 Gypsum and other additive / blending components for production of cement
other than OPC.
 Packing and dispatch of cement.
Varieties of cement produced by sagar cements:
The Varieties of cement produced by sagar cements Limited are:
 Ordinary Portland cement (OPC-53, OPC-43, OPC-33)
 Portland Pozzolana cement (PPC)
 Sulphate Resisting Portland cement (SRC)
53 Grade OPC:
53 Grade OPC is a higher strength cement to meet the needs of consumer for
high strength concrete. As per BIS requirements the minimum 28days compressive
strength of 53 grade OPC should not be less than 53 MPa. For certain specialized works,
such as prestressed concrete and certain items of precast concrete requiring consistently
high strength concrete,53 Grade OPC is found very useful. 53 grade OPC produces
higher-grade concrete at very economical cement content. In concrete mix design, for
concrete M-20 and above grades a saving of 8-10 percent of cement may be achieved
with the use of 53 grade OPC.
53 Grade OPC can be used for the following applications:
a. RCC works (preferably where grade of concrete is M-25 and above)
b. Precast concrete items such as paving blocks tiles building blocks etc.
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c. Pre-stressed concrete components.

d. Runways,concrete Roads,Bridges etc.
43 Grade OPC:
The 43-grade OPC is the most popular general-purpose cement in the country
today. The production of 43-grade OPC is nearly 50% of the total production of the
cement in the country.
43 grade OPC can be used for the following applications:
o General civil Engineering constructing work.
o RCC work (preferably where grade of concrete is up to M-30).
o Precast items such as blocks, tiles, pipes etc.
o Asbestos products such as sheets and pipes.
o Non-structural works such as plastering,flooring etc.
The comprehensive strength of cement at 28 days when tested as per I.S code
shall be minimum 43mpa.
33 Grade OPC:
This cement is used for general civil construction work under normal environmental
conditions. The compressive strength of cement after 28 days test as per BIS specification
is 33 MPa due to low compressive strength, this cement is normally not used where high
grade of concrete viz, M-20 and above is required. The availability of higher grades of
OPC in the market impacts the usage of 33 grade OPC as these days 43 grade OPC is
normally used for general construction work. This grade of cement is more useful for
mass concreting and plain cement concreting and can also be used for plastering and
single storied individual houses.
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Portland Pozzolana Cement (PPC)

Portland Pozzolana Cement is a kind of blended cement which is produced by
either inter grinding of OPC clinker along with gypsum and pozzolanic materials
separately and thoroughly blending them in certain proportions.
Pozzolana is a natural or artificial material containing silica in reactive form. It may be
further discussed as siliceous and aluminous material which in itself possesses little or no
cementitious properties but will in finely divided form and in the presence of moisture,
chemically react with calcium hydroxide at ordinary temperature to form compounds
possessing cement properties. It is essential that pozzolana be in a finely divided state as
it is only then that silica can combine with calcium hydroxide in the presence of water to
form stable calcium silicates which have cement properties. The pozzolanic materials
commonly used for :
o Volcanic ash
o Calcined clay
o Fly ash
o Silica fumes
Portland Pozzolana Cement is ideally suited for the following
construction :
o Hydraulic structures
o Mass concreting works
o Marine structures
o Masonry mortars and plastering
o Under aggressive conditions
o All other applications where OPC is used
The compressive strength of PPC as per BIS code at present is equivalent to that of 33
grade OPC.
Sulphate Resisting Portland Cement (SRC)
Sulphate Resisting Portland Cement is a type of Portland cement in which the
amount of tricalsium aluminate (C3A) is restricted to more than 5% and lower than 25%.
SRC can be used for structural concrete whereever OPC or PPC or Slag cemenet is
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usable under normal conditions. The use of SRC is particularly beneficial in such
conditions where the concrete is exposed to the risk of deterioration due to sulphate
attack. The use of SRC is recommended for following applications :
o Foundations, piles
o Basements and underground structures
o Sewage and water treatment plants
o Chemical, fertilizers and sugar factories
o Food processing industries and petrochemical projects
o Coastal works
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CHAPTER-2
REVIEW OF LITERATURE
MEANING OF TRAINING
AND DEVELOPMENT
NEED AND IMPORTANCE OF

TRAINING AND
DEVELOPMENT
TRAINING METHODS
CHAPTER-II
REVIEW OF LITERATURE
2.1 MEANING OF TRAINING & DEVELOPMENT

TRAINING:
According to Edwin Flippo,”Training is tha act of increasing the knowledge and
skills of an employee for doing a particular job”.
Dale’s.Beach define the training as “The organized procedure by which people
learn knowledge or skill for a define purpose.”
After an employee is selected, placed and introduced he or she must be provided
with training facilities.Training is a short term educational process and utilizing a
systematic and organized procedure by which employees learn technical knowledge and
skills for a definite purpose. In the words training improves changes moulds the
employees knowledge, skill,behavior, aptitude and attitude towards the requirements of
the job and 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.
Thus training bridges the differences between job requirements and employees
present specification.
T – Talent & Tenacity
R – Reinforcement
A – Awareness
I – Interest
N – Novelties
I – Intensity
N – Nurturing
G – Grip.
DEVELOPMENT:
Development is an effort to provide employees with the abilities that organization
will need in the future.
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PROCESS
Classroom Instruction
Each net speed leadership module begins with face to face group instruction
facilitated by a certified trainer.you may choose to have one of the certified
trainers.employees to stylish and powerfully designed electronic presentation work book
and detailed facilitator,insightful small group discussion,skills practice sessions and
practical application.participants return to their jobs with relevant tools and an action plan
to apply them in right way.
Electronic reinforcement
One week after each module presented participants are e-mailed magazine with a
case study,role model interview,to do list and other features crafted to reinforce the face
to face training in a fresh,readable magazine formats.
Web based Tools:

Participants complete a brief web based certification test,called net speed coach to
demonstrate their knowledge of the material and the ability to apply that knowledge to
real life management situation.net speed on the job is an action planning tool that
participants use to construct detailed action plans for specific work challenges,following
a template based directly on learning principles covered in their classroom experience.
BENEFITS
For Participants
Program participants gain valuable approach managing others, building their teams
and achieving productive results through collaboration with others. Training presented in
focused modules scheduled over several weeks, combined with a systematic series of e-
learning reinforcement tools, maximize knowledge retention and application of skills.
For Trainers and Training Directors

Net speed leaderships blended learning approach to leadership development is
powerful and easy to implement. It allows training directors to quickly launch and
support a training initiative certifies program participants and reward participation and
achievement.
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Net speed leadership supports the training director in providing the best face to
face instruction combined with state of the art online learning reinforcement tools.
2.2 NEED AND IMPORTANCE OF TRAINING & DEVELOPMENT

IMPORTANCE OF TRAINING:
Training is the most important technique of human resoureces development.As
stated earlier,no organization can get a candidate who exactly matches with the job and
the organizational requirements.hence training is important to develop the employee and
make him suitable to the job.And organizational requirements are not static they are
changed from time to time in view of technological advancement and change in the
awareness of the total quality and productivity management(TQPM).
The objectives of the TQPM can be achieved only through training as training develops
human skills and efficiency.
NEED FOR TRAINING:

Training is not something that is done once to new employees; it is used
continuously in every well-run establishment.Further, technological changes, automation,
require updating the skills and knowledge.Assessing the training needs of current
employee can be more complex,since we have the added task of deciding whether
training is the solution or not.
Specifically, the need for training arises due to the following reasons:
1. To match the employee specification with the job requirements and organizational
needs.
2. Organizational viability and the transformation process.
3. Technological advances
4. Organizational complexity
5. Human relational
6. Change in the job assignment
7. Improve organizational growth
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TRAINING OBJECTIVES
Generally, the managers ask the Personnel manager to formulate the training
polices.The personnel manager formulates the following training objectives in keeping
with the company’s goals and objectives:
1) To prepare the employee both new and old to meet the present as well as the changing
requirements of the job and the organization.
2) To prevent obsolescence.
3) To impart the new entrance the basic knowledge and skill they need for an intelligent
performance of definite job
4) To prepare employees for higher task. To assist employees to function more
effectively in their present positions by exposing them to the latest concepts, information
and techniques and developing the skills they will need in their particular fields
5) To build up a second line of competent officers and prepare them to occupy more
responsible positions
TRAINING NEED:
Training need can identify as the gap between the actual performance and the
desired performance. It can also be described as the gap between current abilities and
requirements that can be closed by training. Need for training in part depends on
company’s selection and promoting polices.
DETERMINIG TRAINING NEEDS:

In order to determine the training needs of an organization the personnel manager
should seek on the following points:
A. whether training is needed
B. where training needed
C. which training needed
(A)whether training is needed
Early hints that training is necessary probably results from problems such as:
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Standards of work performance not being met
Excessive scrap
Accidents
Frequent need for equipment repair
Too many low ratings on employee evaluation reports
Various sources from which evidence of training needs may be gathered are:
1. Performance Appraisals
2. Suggestion system
3. Group Discussion
4. Questionnaire to trainees/supervisors
5. Morale surveys
6. Interviews
7. Employee counseling
(B)Where training is needed
Areas where training needs are generally as below
1 .Knowledge:- For the person who does not know.
2. Skill:- For the person who knows but cannot do.
3. Attitude:-For the person who does not care (Ex: Attitude towards safety, authority,
etc)
4. Habits:-For the person, who knows, can do, cares but just has not made the desired
behavior. Part of his daily routine.
5. Understanding:-For the person who is not properly, motivated to accept what he is
told.
The 3 major skills which employees of any organization need to successfully

discharge their duties:
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2. Conceptual Skill: The ability to take a broad and farsighted view of

organization, his ability to do abstract thinking, creative and innovative ability
3. Technical Skill: Employees understanding of the nature of job he has
to perform and Knowledge and proficiency.
4. Human Relations Skill: The ability to interact effectively with
people and to build team work at all levels.
(C) Which training is needed
Selection of training depends on the need of the organization and the
employee. The need for training depends on training methods.
No. Of persons to be trained=No. Required at some future date-No. to be recruited

from outside-No. Available internally.
WHAT IS TRAINING NEED?

Training need can be defined as the gap between actual performance and the
desired performance.
Broadly, there are two categories of training:
 Training needs of the organization
 Training needs of the individual employees
 Training needs of organization:

There are two types:
Recognized training needs
Requested training needs
Recognized training needs are identified as needed by all the employees of an

organization. They are knows as “planned training needs” since the organization knows
that all employees have them and plans can be made in advance to fulfill the needs.
Employees need to know the organization, its structure, and policies.
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Requested training needs are not planned. They result from activities such as
department performance, operating job changes and organization morale.
 Training needs of individual employees:

In such a case, a trainer is dealing with an individual and not a job. A job’s
requirement is the same for everyone who fills it, but the qualification of the job holders
may differ.Those are needs that are not known beforehand,those are initiated through
activities such as performance reviews, selection process and succession planning.
PRINCIPLES OF TRAINING:
Providing training in the knowledge of different skills is a complex process. A
number of principles have been evolved which can be followed as guidelines by the
trainees. Some of them are as follows.
1. MOTIVATION:
As the effectiveness of an employee depends on how well he is
motivated by management, the effectiveness of learning depends on how well he is
motivated by management the effectiveness of learning also depends on motivation.
In other words the trainee will acquire a new skill or knowledge thoroughly and
quickly if he or she highly motivated. Thus, the training must be related to the trainee
such as more wages or better job, recognition, status, promotion etc. the traineer should
find out the proper ways to motivate experienced employees who are already enjoying
better facilities in case of re training.
2. PROGRESS INFORMATION:
It has been found by various research studies that there is a relation
between learning rapidly and effectively and providing right information specifically, and
as such the trainer should not give excessive information that can be misinterpreted. The
trainee also wants to learn a new skill with out much difficulty and with out handing too
much or receiving excessive information. So the trainer has to provide only the required
amount of progressive information specifically to the trainee
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3. REINFORCEMENT:
The effectiveness of the trainee in learning new skills or acquiring new
nowledge should be reinforced by means of rewards and punishments. Management
should take care to award the successful trainees. The management can punish the
trainees whose behavior is undesirable. But the consequences of such punishments have
their long-run ill effect on the trainer as well as on the management..
4. PRACTICE:
A trainee should actively participate in the training programs in order to
make the learning programmed an effective one. Continuous and long practice is highly
essential for effective learning. Jobs are broken down into elements from which the
fundamental physical sensory and mental skills re extracted. Training exercises should be
provided for each skill.
5. INDIVIDUAL DIFFERENCES:
Individual training is costly, and group training is economically viable and
advantages to the organization. But individuals vary in intelligence and aptitude from
person to person. So the trainer has to adjust the training programme to the individual
abilities and aptitude. In addition, individual teaching machines and adjustments of
differences should be provided.
AREAS OF TRAINING:
Organization provides training to their employees in the following areas:

1. Company policies and procedures;
2. Specific skills.
3. Human relations.
4. Problem solving
5. Managerial and supervisory skills
6. Apprentice training
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1. Company policies and procedures: This area of training is to be

provided with a view to acquainting the new employee with the company rules, practices,
procedures, tradition, management, organization structure, environment product/ services
offered by the company etc.
The company also provides first hand information to the employee about
the skills needed by the company, its development programs, quality of products/services
and the like growth of organization and development.
2. Training in specific skills:

This area of training is to be enable the employee more effective on the
job. The trainer trains the employee regarding various skills necessary to do the actual job
. for example, the clerk in the bank should be trained in the skills of making entries
correctly in the edge. Skills and arithmetical calculations, quick comparison of figures,
entries and the like. Similarly, the technical officers are to be trained in the skills of
project appraisal, supervision, follow-up and the like.
3. Human Relations Training:
Human relations training assume greater significance in organizations, as
employees have to maintain human relations not only with other employees but also with
their customers. Employees are to be trained in the areas of self-learning, inter personnel
competent, group dynamics, perception, leadership styles and the like.
4. Problem Solving Training:

Most of the organizational problems are common to the employees dealing the
same activity at different levels of the organization. Further some of the problems of
different managers may have the same root cause. Hence, management may call together
all managerial personnel to discuss common problems so as to arrive at effective
solutions across the table. Trainer encourages the trainees to participate actively in such
meetings.
5. Managerial and supervisory training:
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The apprentice act, 1961 require industrial units of specified industries to provide
training in basic skills and knowledge in specified trades to educated un
employees/apprentices with a view to improving their employment opportunities or to
enable them to start their own industry. This type training generally ranges between one
to four years. This training is generally used for providing technical knowledge in the
areas like trades, crafts, etc,.
2.3 TRAINING METHODS

As a result of research in the field of training, a number of programs are available.
Some of these are new methods, while others are improvements over the tradition
methods. The training programs commonly used to train operative and supervisory
personnel are discussed below. These programs are classified into on-the-job training and
off-the-job training programs.
TRAINING METHODS
ON JOB OFF JOB

METHOD METHOD
JOB ROTATION
VESTIBULE
COACHING TRAINING
JOB INSTRUCTION ROLE PLAYING
COMMITTEE LECTURE METHOD

ASSIGNMENTS
CONFERENCE
Page 27
ON-THE-JOB TRAINING METHODS
This type of training, also known as job instruction training . is the most
commonly used methods. Under this method the individual is placed on a regular job and
taught the skills necessary to perform the job. The trainee learns under the supervision
and guidance of a qualified worker or instructor . On-the-job training has the advantage
of giving first hand knowledge and experience under the actual working conditions.
While the trainee learns how to perform a job.
JOB ROTATION:
This type of training involves the moment of the trainee from one job to another
job. The trainee receives the job knowledge and gains experience from his supervisor in
each of the different job assignment. Though this method of training is common training
managers for the general positions, trainees can also be rotated from job to job in
workshop jobs.
COACHING:
In this method trainee is placed under a particular supervisor who functions as
coach in training they individual the supervisor provides to the trainee on his
performance and offers his suggestions for improvement .Often shares some of the duties
and responsibilities of the coach and relieves him of his burden
JOB INSTRUCTION:
This method is also known as training through step by step. Under this method,
trainer explains the trainee the way of doing the jobs. Job knowledge and skills and
allows him to do the job. The trainer appraises the performance of the trainee, provides
feedback information and corrects the trainee.
COMMITTEE ASSIGNMENTS:
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Under the committee assignment, group of trainees are given and asked to solve
an actual organizational problem. The trainees solve the problem jointly. It develops team
work.
OFF-THE-JOB METHODS
Under this method of training, trainee is separated from the job situation and
his attention is focused upon learning the material to his future job performance. Since
the trainee is not distracted by job requirements, he can place his entire concentration on
learning the job rather than spending his time in performing.
VESTIBULE TRAINING:
In this method, actual work conditions are simulated in a class room
material, files and equipment those are used in actual job performance are also used in
training. This type of training is commonly used for training personnel for clerical and
semi skilled jobs. The duration of this training ranges from days to a few weeks.
ROLEPLAYING:
It is defined asa method of human interaction that involves realistic behavior in
imaginary situations this method of training involves action, doing and practice .
LECTURE METHOD:
The lecture is a traditional and direct method of instruction. The instructor
organizes the material and gives it to a group of trainees in the form of a talk. To be
effective, the lecture must motivate and create interest among the trainees.
CONFERENCE OR DISCUSSION:
It is method in training to the clerical, professional and supervisory
personnel. This method involves a group of people whose pose ideas, examine and share
facts, ideas, and data test assumptions, and conclusions all of which contribute to the
improvement of job performance.
PROGRAM INSTRUCTION:
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In recent years this method has become popular. The subject matter to be
learned is presented in a series of carefully planned sequential units. These units are
arranged from simple to more complex levels of instruction. This method is expensive
and time consuming.
PROCESS OF TRAINING AND DEVELOPMENT
Job and Evaluate the Identify the Design the

organizational trainees training needs training needs
analysis
Prepare cost budget Design training Prepare the Prepare the

and foresee benefits content, teaching instructor training
have cost benefit methods
analysis
Implement the Present the Gain the

Get ready to training operation acceptance of
teach program the program
Try out the Update the

Evaluate the
trainees program
results
performance
Page 30
CHAPTER-3
NEED FOR THE STUDY
OBJECTIVES OF THE STUDY
SCOPE OF THE STUDY
METHODOLOGY OF
THE STUDY
LIMITATIONS OF THE STUDY

CHAPTER-III
RESEARCH METHODOLOGY & OBJECTIVES
3.1 NEED FOR THE STUDY:
Now-a-days it is clear that every organization is giving very much importance to

either crew and also educating them by giving proper training then and there whenever
required if the company is also able to satisfy the growth factors in the organization
(employees) it will be a tough task for the market to measure the success rate.
This study is going to help and analyze the growth factors (employees) and can
take necessary steps for the improvement of services from the company.
Because employees are the pillars for an organization, the company should
identify the areas where genuinely training will be required and also should maintain a
relationship with them.
This study is to know how the department adopts training and development
activities in the organization .The need for training and development is determined by the
employee performance deficiency computed
Training and development = Standard performance –Actual performance
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3.2 OBJECTIVES OF THE STUDY
 To find out the impact on the employees before and after the training and
development programs.
 To study the adequacy and effectiveness of training programs.
 To identify how this training & development program affects the working
environment.
 Trained employees would be a valuable asset to an organization.
 To study on training methods.
 To develop the employee potentialities for the next level job.
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3.3 SCOPE OF THE STUDY

The importance of HRM to a large extent depends on HRD. Training is the most
important technique of HRD. At stated earlier no organization can get a candidate who
exactly matches with the job and the organizational requirements. Hence training is
important to develop the employee and make him suitable to the job.
Job and organizational requirements are not static; they are changed from time to
time in view of technological advancement and change in the awareness of the total
quantity and productivity management . the objective of the TQPM can be achieved only
through as training develops human skills and efficiency.
Trained employees would be a valuable asset to an organization. Organizational
efficiency, productivity, progress, and development to a greater extent depends on
training. Organizational objectives like viability, stability and growth can also be
achieved through training . Training is important, as it constitutes significant part of
management control.
The increasing competition among things increases the significance of training.
Training matches the employee with the job from time to time.
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4. METHODOLOGY OF THE STUDY
1. Research methodology:
To achieve the objective of research, a planned and strategic descriptive

investigation is carried out. Descriptive study is helpful to know the proportion of people
in the given population who have behaved in a particular manner making projection of a
certain things or determining the relationship between two or more variables. Descriptive
study tends to be rigid and its approach cannot be changed now care should be taken
only in the initial stages of planning and research otherwise data collected with the study
a training programs conducted for the employees in the organization .
2. Research Design:
A research is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevant to research purpose with economy in
procedure.The central part of the research activity to develop an effective research
strategy or design.
3. Data sources:
Data is collected from primary and secondary sources. Collection of the data is
primary aspect in the research process. Data which is collected for the purpose of
research helps in proper analysis to develop findings which are help full to conduct
research effectively. The data source which is very important in the collection of data is
both primary and secondary.
Primary data:
The data which is collected through administrating the questionnaire by
direct contact and also involved in personal discussions to obtained in sides of the
information.
Secondary data:
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This data collected from records, manuals and brouchers, maintained

by the personal department.
4. Sampling Size:
The sampling size consists consists of 118 respondents.
Sampling Unit:
Sampling unit for the study is Staff, supervisors, Asst Officers, and workers in
Sagar Cements Limited.
Sample Technique:
Sampling can be broadly classified into probability sampling and non-
probability sampling.But the study is conducted by non-random convenient sampling
techniques for the purpose of assuring the sample size.
Convience Sampling:
This type of sampling depends upon the convenience of the researcher.
Random Sampling:
This type of sampling can be choosing on the basis of random.
5. Data Collection Tools:

Personal Interview:
An interview may be regarded as a systematic method in which a
conversation occurred between two persons interviewer and interviewee.
Personal Observation:
Data was collected through personally observing the manual records
and through internet.
The information was analysed and tabulated using simple
percentage,various charts,diagrams and tables.tabulated data was presented graphically.
Quantitative Analysis:
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The data is collected through questionnaire regarding the purpose of

approval and positive and negative aspects of existing system were analysed qualitatively
and quantitatively and inferences were summarized.
3.4.6 Statistical Tools:

The design tool used to analyze the data is percentage method.
Percentage Method:
This method is very simple to analyze the data.The sample size may be
large.To analyze such large size of data,we can change into percentages.To change
that,the formula is:
PERCENTAGE= NO:OF RESPONDENTS

× 100
Total No: RESPONDENTS
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3.5 LIMITATIONS OF THE STUDY

 The study tries to understand the process of the training, training need
identification, methods of training, but it was not possible to cover all the issues,
several aspects are ignored which may be important franc other point of view.
 The major sources of information for this study is the training reports of
corporate learning center where focus is more on the training programs
conducted through outside agencies.
 The study cannot generalized for all the companied because different companies
follow different approaches, procedures and systems.
 Employees were not ready to reveal exact information,because of the fear of job
security.
 The employees were busy in the production of cement due to the peak season.
Page 37
CHAPTER-4
 DATA ANALYSIS AND

INTERPRETATION
CHAPTER-IV
DATA ANALYSIS & INTERPRETA TION
4.1How employee Training needs are identified?
Table No: 4.1
Opinion No. of respondents Percentage
Based on employee performance 60 51
Based on organizational profits 18 15
Based on the new technology requirements 40 34
Total 118 100
Chart No:4.1
Interpretation:
From the above Table and Chart No:4.1 indicated the Sagar Cements Limited
Company. Identified the Training Program in that company based on the Employee
performance, Other than this Based on the New technology requirement.
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4.2. Did you participate in any Training program?
Table No: 4.2
Opinion No. of Percentage

Respondents
Yes 98 83
No 20 17
Total 118 100
Chart No:4.2
Interpretation:
From the above Table & ChartNo:4.2 represented the Employees in SCL
most of the employees can participated Positively in Training program .
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4.3. Sagar Cements Limited provides career opportunities?
Table No: 4.3
Career opportunities No. of respondents Percentage
Highly satisfied 20 17
Satisfied 54 46
Natural 13 11
Dissatisfied 20 17
Highly satisfied 11 9
Total 118 100
Chart No:4.3
Interpretation:
From the above table & chart No:4.3 shows the SCL provides the career
opportunities , 17percent of the respondents Highly satisfied, 46percent of the
respondents opined they are satisfied and 17percent of respondents dissatisfied and the
11percent are neutral and the 9percent of the respondents are the dissatisfied.
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4.4. How many Training programs were attended by you?

TableNo: 4.4
Respondents No. of Percentage

respondents
One 12 10
Two 26 22
Three 32 27
More 48 41
Total 118 100
Chart No:4.4
Interpretation:
I found from the above table and chart No:4.4, show that the 48 respondents said
that41 percent of the employees more than the 3 training program were attend. Most
of the employees attending the training program regularly.
Page 41
4.5. Where you have received the Training program?
TableNo: 4.5
Dimensions Employee Percentage

respondents
Inside the company 50 42
Outside the company 46 39
Both sides 22 19
Total 118 100
Chart No:4.5
Interpretation:
From the above table and chart No:4.5 most of the employees prefer the Inside
Training program because the 50percent of the Employees recommended the inside
training program, 46percent of the employees prefer the outside Training program.
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4.6. From whom the Training is received?
Table No: 4.6
Dimensions Respondents Percentage
Superior 70 59
Institutions 5 4
Consultant 29 25
Others 14 12
Total 118 100
Chart No:4.6
Interpretation:
From the above table and chart No:4.6,indicated that 70 percent of the
respondents prefer superior trainer and next preference is consultant’s trainers.
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4.7. What methods of Training have you received?
Table No: 4.7
Opinion Employee Percentage

respondents
On-the-job 30 25
Off-the-job 74 63
Both 14 12
Total 118 100
Chart No:4.7
Interpretation:
From the above Table and Chart No:4.7 shows that the 74 respondents (63
percent) Much interest to take the Training in the method of Off-the-job.30 respondents
(25 percent) prefer to take the training in the method of On-the –Job.
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4.8. How frequently are you sending for Training?
Table No: 4.8
Response No. of Percentage

respondents
Annually 20 17
Half-yearly 20 17
Quarterly 50 42
During launch of new 28 24

technology
Total 118 100
Chart No:4.8
Interpretation:
I found that From the above table and chart No:4.8 42percent of the
respondents said that they have trained quarterly, 24 percent of the respondents said that
they have trained launching new technology , 17 percent of the respondents said that they
have trained half yearly, 17percent of the respondents Annually trained.
Page 45
4.9. After the Training in which are you developed?
Table No: 4.9
Area of developed Respondents Percentage
Skills & Knowledge 60 51
Social behavior 18 15
To face new 20 17
technology
Motivated 20 17
Total 118 100
Chart No:4.9
Interpretation:
From the above table and chart No:4.9 represented that After taking Training
Employees developed their Skills & Knowledge (51percent), 15percent of the employees
improve their Social behavior, 17percent of the respondents learn that to face new
technology and 17percent of the respondents through the training they motivated.
Page 46
4.10. In what extent the Training program helps to your carrier?
Table No: 4.10.

respondents
Great extent 34 29
Little extent 16 14
Some extent 51 43
None 17 14
Total 118 100
Chart No:4.10
Interpretation:
From the above table and Chart No:4.10, it is inferred that 43percent of the
employees opined that there is a some extent of improvement in carrier, 29percent of
them opined that there is great extent of improvement in carrier and 14percent of
respondents feel there is a little extent of improvement carrier
Page 47
4.11. When did you get Training in the Sagar Cements Limited?
TableNo: 4.11
Response No. of Percentage

respondents
At the time of 75 64
joining
Before getting the 10 8

promotion
After getting the 25 21

promotion
Skill deficiency 8 7
identified through
performance
Total 118 100
Chart No:4.11
Interpretation:
From the above table and chart No:4.11 show that the 64percent of the
respondents said that they have getting training at the time of joining, 21percent of the
respondents said that they trained After promotion , 8percent of the respondents gettining
training before promotion.
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4.12. How many Training Programs have you attended in the your Work
Experience or Professional Experience?
Table No: 4.12
Experience Respondents Percentage
0-2 61 52
3-5 39 33
6-8 8 7
More than 8 10 8
Total 118 100
Chart No:4.12
Interpretation:
From the above table and chart No:4.12 I found that 52percent of the
respondents have attended 0-2 training programs, 33percent respondents have attended 3
-6 training programs, 6-8 respondents said that 7percent have attended training
program. And the more than 8percent of respondents have attended the training program.
Page 49
4.13. What type of Trainers do you prefer?
Table No: 4.13
Preference No. of Percentage

respondents
External Trainer 28 24
Internal Trainer 74 63
Training Institute Trainer 16 13
Total 118 100
Chart No:4.13
Interpretation:
From the above table and chartNo:4.13 indicated that the 63 percentof the
respondents prefer Internal trainer, and 24percent of the respondents prefer External
trainer, 13percent of the respondents prefer Training institute trainers.
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4.14. The time limit of the Training program was Sufficient for you?
Table No: 4.14
Opinion Respondents Percentage
Sufficient 42 35
To be Extended 19 16
To be Shortened 48 41
Manageable 9 8
Total 118 100
Chart No:4.14
Interpretation:
From the above table indicated that the 41percent of the respondents said that
the time limit of the training program was to be short tended, 35percent of respondents
was sufficient, 165 of the respondents to be Extended, and the 8percent of the
respondents the time limit was manageable.
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4.15. In which area the training is helped?
Table No: 4.15
Job rotation 54 46
Quality in promoted position 20 17
Help for acquiring knowledge 24 20
On Human Resource 20 17
Total 118 100
Chart No:4.15
Interpretation:
From the above table and chart No:15,shows that the 46percent of the respondents
opined that training is help to at the time of job rotation, 20percent of respondents said
that training is help to acquiring knowledge, 17percent opined training help to on human
resource and 17percent of respondents opined that the quality in promoted position.
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4.16. How many days before they intimated to you, about the Training program?
Table: 4.16
Days/ weeks/ months No, of respondents Percentage
Week before 59 50
15 days before 20 17
1 month before 30 25
2 months before 9 8
Total 118 100
Chart No:4.16
Interpretation:
From above table and chart No:4.16,50 percentof the respondents opined that
the intimation of the training program is week before, 25percent of the respondents said
that the intimated the training program was 1 month before and 17percent of respondents
opined that 15 days before , 8percent of the respondents said that 2 months before they
intimated.
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4.17. The Sagar Cements Management forced you, to take Training?
Table No: 4.17
Yes 15 13
No 103 87
Total 118 100
Chart No:4.17
Interpretation:
From the above Table & ChartNo:4.17 indicated that the 87percent of the
respondents opined management do not force the taking the training program necessary,
and 13 percent of the respondents said that management has to force them to take the
training program.
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4.18. Did you benefit from the Training program?
Table No: 4.18

respondents
Yes 100 85
No 18 15
Total 118 100
Chart No:4.18
Interpretation:
From the above table & chart No: 4.18 referred that the 85percent of the (
100 respondents) Employees benefit from the taking the training program & 15 percent
of respondents (18 respondents) opined there is no use to taking the training program.
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4.19. Are you attended Training Program?
Table No: 4.19

respondents
YES 110 93
NO 8 7
Total 118 100
Chart No:4.19
Interpretation:
From the above table and chart No:4.19 shows that the 93percent of the
respondents opined that Employee attending the training program regularly, and 7percent
of the respondents said that they are not attended the training program regularly.
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4.20. Do you agree that the Training & Development program are effective in Sagar
Cements Limited?
TableNo: 4.20
Dimensions No. of respondents Percentage
Strongly agree 84 71
Agree 14 12
Un decided 14 12
Disagree 6 5
Strongly disagree 0 0
Total 118 100
Chart No:4.20
Interpretation:
From the above table and chart No:4.20 shows that the 71percent of the
respondents strongly agree that the Training & Development program is effective in the
SCL,12percent of the respondents Agree that effective in T&D is SCL, 15percent of the
respondents was Undecided, 5percent of the respondents Dis agree the T&D is effective
in SCL.
Page 57
CHAPTER-5
 FINDINGS
SUGGESTIONS

CONCLUSION

CHAPTER-V
FINDINGS SUGGESTIONS & CONCLUSION
5.1 FINDINGS
 96 percent of employees have stated that training is important and 4%
employees stated that training is not important in our organization.
 12 percent of employees have stated that conducting the Training &
development programs 1-2 times. 16% employees have stated that 3-5
times.72% have stated that above 5 times T& D programs
 84 percent of the employees stated that under gone the training programs. 16%
of the employees stated that does not under go the training programs..
76 percent of the employees stated that meaningful and relevant to job, 20% of
the employees stated that interesting but did not help, 4% of the employees
stated that boring.
 All the employees stated that the training is needed to meet the operational goals
of your organization.
18 percent of the employees stated that only to develop the knowledge through
training programs, 30% say that only development of skills and 52% of
employees says both.
The most common method of training is lectures as it involves direct interaction

between trainer and trainee therefore 84% say aspect of training offered here is
by giving lecturers.
76 percent of the employees stated that training can be improved by group
discussions, 24% of the employees training can be improved by more
interactive.
 84 percent of employees say learning is the expectations from training and 16%
say knowledge is the expectations from training.
 64 percent of the employees stated that training department is responsible for

helping the employees and 36% say that doesn’t helping the employees.
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 84percent of the employees say they can immediately put my efforts, 16% say
they need some time to analyze according to topic.
 84 percent of the employees highly satisfied, 16% of the employees satisfied.
5.2:SUGGESTION
 Training programme will be more significant and motivated if certification given

at the end of the programme.
 The HRD department has to maintain the same procedure to develop its training
programs.
The feedback which is taken after the completion of training programme should
be effective which helps the company to improve the training programs. So they
should have to give the feed-back after training programs.
 The training programs commonly used to train operative and supervisory

personnel.
 The present frequency of training programme may be increased.

 Most experienced and efficient trainers should be appointed to improve the
effectiveness of training programmes.
 Training programmes should be given in accordance with the change in

technology.
Page 59
5.3 CONCLUSION
After conducting and intense study of training and development in Sagar Cements
Limited.I have arrived to the following conclusions.
Due to training & development programs the working hours and working
environment are good & developed most of the people are satisfied with management.
There is good cooperation from the management during the training & development to
the workers in the crisis situations.Relevant topics are covered in the training
programmee.Training and development programmes helps to eliminate performance
deficiency among employess.
Page 60
CHAPTER-6
ANNEXURE
QUESTIONNAIRE
Questionnaire on identification of training needs at sagar cements limited
The questionnaire is aimed to get insight into the identification of training needs
at sagar cements limited, and the data collected through questionnaire would be used
purely for my academic purpose.
Kindly answer the following questions by ticking against the appropriate choice.
As would help the research in the study.
NAME :
DEPARTMENT:
DESIGNATION :
E-MAIL :
Questionnaire:
1. How your Training needs are identified?
a. Based on employee performance.
b. Based on Organizational profits.
c. Based on new technology requirements.
2. Did you participate in any training program?

a. Yes b. No
3. SCL provides career Opportunities?

a. Highly satisfied b. Satisfied
c. Dissatisfied d. Highly dissatisfied
4. How many programs were attended by you?

a. One b. Two
b. Three d. More
5. Where you have received the Training program?

a. Inside the Company b. Outside the company
c. Both side d. none of these
Page 61
6. From whom the training is received?

a. Superiors c. Institutions
b. Consultants d. Others
7. What method of Training have you received?
a. On-the-job b. Off-the-job
c. Both d.none of these
8. How frequently are you sending for Training?

a. Annually b. Half-yearly
c. Quarterly d. During launch of new technology
9. After the Training in which area you developed?

a. Skills , Knowledge b. Social behavior
c.To face new technology d. Motivated
10. In What extent the Training program helps to your career?

a. Great extent b. Little extent
c.Some extent d. None
11. When did you get Training in the Sagar Cements Limited?
a. At the time of joining b. Before promotion
c.After promotion d. Skill deficiency identified through performance.
12. How many Training programs have you attended in the your professional (work )
experience?
a. 0-2 b. 3-5 c. 6-8 d. More than 8
13. What type of Trainers do you prefer?
a. External Trainer b. Internal Tranier
c.Training Institutes
14. Are you Trained in which method in Sagar CementsLimited?

a. Class room Training
b. Training Institute
c. Job rotation
d. External consultants
Page 62
15. The time limit of the Training program was sufficient for you?
a. Sufficient b. To be extended
c.To be shortended d. Manageable
16. In which area the Training is helped?

a. Job Oriented
b. Quality in promoted position
c. Helpful for acquiring knowledge
d. On Human relations
17. How many days before they Intimated to you, about Training program?
a. Week before b. 15 days before
c. 1 month before d. 2 Months before
18. Did you benefited from the Training?
a. Strongly Agree c.Agree

b. Disagree d.Strongly Disagree
19. Are you attended Training programs regularly?

a. Yes b. No
20. Do you agree that the Training & Development program are effective in Sagar
Cements Limited?
a. Strongly agree b. Agree
c.Disagree d. Strongly disagree
Page 63
CHAPTER-7
BIBILOGRAPHY
BIBLIOGRAPHY
Books Reffered
1. K.Aswathappa, “HUMAN RESOURCE MANAGEMENT”, Tata Mc
Graw Hill Education pvt ltd,New Delhi,2010,6th Edition.
2. R.wayne Mondy, “HUMAN RESOURCE MANAGEMENT”,Dorling
Kindersley pvt ltd,New Delhi,2009,10th Edition.
3. L.M.Prasad, “HUMAN RESOURCE MANAGEMENT”,Sultan chand &
Sons,New Delhi,2005,2nd Edition.
WEBSITES
1. www.google.com
2. www.HR.com
3. www.wikipedia.com
4. www.sagarcements.in
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ABSTRACT

Training and development is a necessary factor in the

In SAGAR CEMENT LIMITED there is already a

3.5 LIMITATIONS OF THE STUDY 37

4.4 A Table showing employees attended to training programs 41

4.1 Identifying the training needs 38

4.4 Employees attended to training programs 41

4.17 Showing management force towards training program 54

An organization is nothing without human resources management. It is the

1.2 INDUSTRY PROFILE

India is presently producing several varieties of cement.

HISTORY OF CEMENT INDUSTRY:

MAJOR PLAYERS IN INDIAN CEMENT INDUSTRY

Company Production Installed Capacity

ACC 17,902 18,640

Gujarat Abuja 15,094 14,860

Ultratech 13,707 17,000

Grasim 14,649 14,115

Indian Cements 8,434 8,810

JK Group 6,174 6,680

Jaypee Group 6,316 6,531

Year Mile stones

1.3 COMPANY PROFILE

Sagar group a reputed industrial house in Andhra Pradesh is a 25 years old

Township: SCL, MATTAMPALLYas a well-planned township of 372 quarters having

Rural Development: SCL, MATTAMPALLY as a part of rural and social

HISTORY OF SAGAR CEMENTS LIMITED:

ORGANIZATIONAL STRUCTURE OF SAGAR CEMENTS LIMITED

Marketing Financial HR Production

Personnel ADM HRD I/R

Canteen Medical Welfare Transport Legal

1.4 PRODUCT PROFILE

CEMENT MANUFACTURING PROCESS:

c. Pre-stressed concrete components.

single storied individual houses.

Portland Pozzolana Cement (PPC)

NEED AND IMPORTANCE OF

2.1 MEANING OF TRAINING & DEVELOPMENT

Web based Tools:

For Trainers and Training Directors

2.2 NEED AND IMPORTANCE OF TRAINING & DEVELOPMENT

NEED FOR TRAINING:

DETERMINIG TRAINING NEEDS:

(A)whether training is needed

Standards of work performance not being met

Frequent need for equipment repair

Too many low ratings on employee evaluation reports

The 3 major skills which employees of any organization need to successfully

2. Conceptual Skill: The ability to take a broad and farsighted view of

No. Of persons to be trained=No. Required at some future date-No. to be recruited

WHAT IS TRAINING NEED?

 Training needs of organization:

Recognized training needs are identified as needed by all the employees of an

 Training needs of individual employees:

Organization provides training to their employees in the following areas:

1. Company policies and procedures: This area of training is to be

2. Training in specific skills:

4. Problem Solving Training:

5. Managerial and supervisory training:

2.3 TRAINING METHODS

ON JOB OFF JOB

JOB INSTRUCTION ROLE PLAYING

COMMITTEE LECTURE METHOD

ON-THE-JOB TRAINING METHODS