mba project 02

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of my work. I hope that my project report will be

beneficial for the organization.

CONTENTS

Introduction OF NTPC Company Profile

NTPC plant wise capacity

NTPCs Achievement & Awards

NTPCs mission

Strength

perfoumence

name of the department in the NTPC skill gap mapping of NTPC

some of the benefits employee tranning

statement objective

scop of the projectreserach of the INTRODUCTION

objective

methodology

perpose of the study

INTRODUCTION

nature of the training and development need of the training and development

TRAINNING POLICYEVALUSION OF THE TRAINNING AND DEVELOPMENTTRAINNING OF THE NTPC WORKSTRAINNING METHOD AND TECHNIQUESORGANIZATIONAL CHART OF HR DEPARTMENTWALFARE MEASUREWORKERS PARTICIPATION IN MANAGEMENTMETHOD OF SECURITY WORKERS PARTICIPATION

FINDINGSUGGESTIONCONCLUSIONBIBLIOGRAPHY

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Statement of Objectives

Scope of the project

Research objectives

Research Methodology

Introduction to Topic

Introduction of training and development

Nature of training and development

Need of training and development

Training policy

Training need assessment

Training Calendar

Identifying training and development needs

Evaluation of training and development

Training at Bargarh Cement Works

Training methods or techniques

Organisation Chart of HR

Welfare measures

Workers participation in Management

Data analysis

Findings

Suggestions

Conclusions

Questionnaire Format

Bibliography

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performance to see whether the employee has done the work entrusted to

him in the way it was expected. Whether there is

any wastage in tears of time, money, energy, skill etc. whether the same

work could have been done in a better way. In the process, whether the

employee has equipped himself responsibilities. Normally it is measured by

a third party or the immediate higher officer. This method of measuring

the work is called appraisal. Unless the work is carried out in the proper

way, the employer will lose; their employee will not learn anything by

carrying out his work. It is a formal exercise in a documented form in

which organization makes anevaluation

Require differential treatments among the members of a group as

distinguished form actions affecting all members equally. Others regard it

as a process of estimating or judging the value, excellence, qualities or

status of some object, person or thing.

of its employees in terms of his contributions made towards achieving

organizational objectives. It also evaluates further personal strengths or

weakness in terms of attributes and behaviors demonstrated for meeting

whatever objectives the organization may consider relevant.

According to Heyel, Performance Appraisal is the process of evaluating

the performance and qualification of the employees in terms of the

requirements of the job for which he is employed for the purpose of

administration including placement,selection,promotion providing

financial rewards and other actions which

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Thus, performance appraisal is the step where the management finds out

how effective it has been at hiring and placing employees. If any problems

are identified steps are taken to communicate with the employee for their

remedy.

Performance appraisal is a systematic and objective way of judging the

relative worth or ability of an employee in performing his job. The

appraisal is systematic when it evaluates all performances in the same

manner, utilizing the same approaches so that appraisal of different

persons is comparable. Appraisal has objective also. Its essential features

are that it attempts at accurate measurement by trying to eliminate human

biases and prejudices.

.

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NTPC Plant-wise Capacity:

Sr.

No.City State Inst.Capacity

1 Singrauli Uttar Pradesh 2,000

2 Korba Chhattisgarh 2,600

3 RamagundamAndhra

Pradesh2,600

4 Farakka West Bengal 2,100

5 VindhyachalMadhya

Pradesh3,260

6 Rihand Uttar Pradesh 2,000

7 Kahalgaon Bihar 2,340

8 Dadri Uttar Pradesh 2,310

9 Talcher Orissa 3,000

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http://en.wikipedia.org/wiki/Singraulihttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Korbahttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Ramagundamhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Farakkahttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Vindhyachalhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Rihandhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Kahalgaonhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Dadrihttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Talcherhttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Korbahttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Ramagundamhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Farakkahttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Vindhyachalhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Madhya_Pradeshhttp://en.wikipedia.org/wiki/Rihandhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Kahalgaonhttp://en.wikipedia.org/wiki/Biharhttp://en.wikipedia.org/wiki/Dadrihttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Talcherhttp://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Singrauli


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10 Unchahar Uttar Pradesh 1,050

11 Talcher Thermal Orissa 460

12 SimhadriAndhra

Pradesh1,500

13 Tanda Uttar Pradesh 440

14 Badarpur Delhi 705

15 Sipat Chhattisgarh 1660

16 Sipat (erection phase) Chhattisgarh 1980

17Bongaigaon (erection

phase)Assam 750

18 Mouda (erection phase) Maharashtra1000 (2x500

MW)Total 25,815

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http://en.wikipedia.org/wiki/Unchaharhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/w/index.php?title=Talcher_Thermal&action=edit&redlink=1http://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Simhadrihttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Tandahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Badarpurhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Sipathttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Sipathttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Bongaigaonhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Moudahttp://en.wikipedia.org/wiki/Maharashtrahttp://en.wikipedia.org/wiki/Unchaharhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/w/index.php?title=Talcher_Thermal&action=edit&redlink=1http://en.wikipedia.org/wiki/Orissahttp://en.wikipedia.org/wiki/Simhadrihttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Andhra_Pradeshhttp://en.wikipedia.org/wiki/Tandahttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Badarpurhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Sipathttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Sipathttp://en.wikipedia.org/wiki/Chhattisgarhhttp://en.wikipedia.org/wiki/Bongaigaonhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Moudahttp://en.wikipedia.org/wiki/Maharashtra


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NTPC Achievements

Year Achievement1972 . 80-mile wood pole (69 kV) transmission line constructed from

Inuvik to Tuktoyaktuk, the only line of its type in the world,

north of the Arctic Circle.

1973. Head office moved from Ottawa to Edmonton..1978. Forty-nine communities across the North now served by the

Northern Canada Power Commission.1986. Pine Point Mine closes

1988. Government of the Northwest Territories acquires NCPC.Inuvik plant destroyed by fire. Inuvik supplied with power

from Tuktoyaktuk while plant was rebuilt..1989. Head office moves to Hay River. The Commission is renamed

the Northwest Territories Power Corporation. NWT Public

Utilities Board commences partial regulation of the

Corporation.1990. New 150 km (115 kV) transmission line installed between Snare

and Yellowknife..1992. Agreement with Dogrib Power Corporation to construct, own

and lease back for 65 years a 4.3 MW hydro electric facility on

the Snare River. Full regulation of the Corporation by the

NWT Public Utilities Board.1996. Environmental site assessments commenced. Snare Cascades

hydro, a 4.3 MW plant, is commissioned1997. Community-based rates established. Fuel and water

stabilization funds established.1999. .. Creation of Nunavut, April 1, 1999. The Corporation

continues to supply both the NWT and Nunavut under a two-

year transition plan. Inuvik plant begins multi-year transitionfrom diesel to natural gas

2001. .. On April 1 the assets of Northwest Territories Power

Corporation are divided into two corporations: the Northwest

Territories Power Corporation, which is wholly owned by the

Government of NWT, and the Nunavut Power Corporation,

which is wholly owned by the Government of Nunavut.

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2002. . NTPC receives the national Leadership Award for electric

utilities for reduction in greenhouse gas emissions.2003. . NTPC purchases the Bluefish (7 MW) hydro plant from

Miramar Con Mine, near Yellowknife

2004.. A new subsidiary, Sahdae Energy Limited, is created to

pursue the hydro potential of the Bear River, working with the

Deline Land Corporation and the Tulita Yamoria Community

Secretariat. In January, Fort McPhersons power plant burned

to the ground. NTPC restored power to the community within10 hours.

2005. New Fort McPherson power plant is commissioned in FortMcPherson..

2007. The Government of the Northwest Territories passes the NWTHydro Corporation Act, creating the Northwest Territories

Hydro Corporation (NT Hydro). The new corporate structure

includes NTPC as one of three NT Hydro subsidiaries. Former

subsidiaries of NTPC are now "sister companies" of the

Corporation.2008. .. NTPCs 20th anniversary as a wholly-owned crown

corporation of the Government of the Northwest Territories

Awards

We derive immense satisfaction from the awards wereceive and the resulting recognition they bestow. Theawards are key indicators and milestones on our HR

journey, and reinforce our

HR philosophy and practices. NTPC has been awardedNo.1, Best Workplace in India among large organisationsfor the year 2008, by the Great Places to Work Institute,India Chapter in collaboration with The Economic Times.

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NTPCS MISSION

MISSION-

.

Develop and providereliable power, relatedproducts and services at

competitive prices,integrating multiple energysources with innovative andeco-friendly technologiesand contribute to society.

STRENGTH-

A solid partner.

Integrity & strength of character of our people.

A strong organization behind them with global leadership andcompetence.

PERFORMANCE-

Delivering on our promises to each other and to ourstakeholders.

Best solutions for our customers.

Demanding excellence

Open 7 always searching for new and better ways

Best results from working together.

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PASSION- Dedication and commitment We care about everything we

do.

We take pride in performing well and recognize and celebratesuccess.

NAME OF THE DIFFERENT DEPARTMENTS OF NTPC

HR, Administration, & Legal

Finance

Material Management

Project

Mechanical Production & Quality Control

Electrical & Instrumentation

Safety

Transport

Security

Water Supply

Health Services.

SKILL GAP MAPPING OF NTPC

Training and development offer competitive advantage to afirm by removing performance deficiencies; makingemployees stay long; minimizing accidents scrap anddamage; and meeting future employee needs. This is possible

only through skill mapping. The study gap existing inknowledge, skills and attitude aspects of the existing trainingprogrammes across top, senior, middle and juniormanagement levels is the motive of the skill mapping.

The objective of the skill is to find out

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The deficiencies which ids caused by a lack of abilityrather than a lack of motivation to perform.

The individual(s) involved have the aptitude andmotivation to learn to do the job better, and

Supervisors and peers are supportive of the desiredbehaviors.

The present scenario is changing; it requires multi-variousskilled workers at top management, middlemanagement and wage boards. The aim of the skill mapping isknowledge test, one to one interaction and to assess theperformance.

For one to one interaction company calls third party for

assessment. After the assessment of skill company used todesign the training course for those employee who are notmeeting the requirement of the organization. There is greaterstability, flexibility and capacity for growth in an organization.Employees become efficient after undergoing training.Efficient employees contribute to the growth of the firm.Growth renders stability to the work force. Training makes theemployees

versatile in operations. In this way the growth of employeesresults in the growth of the company, state, and finally of thenation

Some of the benefits of employee training

Improves the job knowledge and skills at all levels of theorganization.

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Helps create a better corporate image.

Improves relationship between boss and subordinate.

Aids in organizational development.

Organization gets more effective decision- making and problem-solving skills.

Improves labor-management relations.

Helps the individual in making better decisions and effectiveproblem solving.

Helps a person handle stress, tensions, frustration and conflict. Helps eliminate fear in attempting new tasks.

Improves communication between groups and individuals.

Improves interpersonal skills

Makes organizational policies, rules and regulations viable

Provides a good climate for learning, growth, and co-ordination.

STATEMENTOF OBJECTIVES

The objective of the project is to study the effectiveness of

training and development program in company. As we know that

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training is an important factor for growing because growth is

lifeline for the company.

The main motto of this project was to know, how company

conducts training program. What are the basic requirements during

this process? How does the company come to know that some

body needs training? After providing them training analysis is

required. Analysis makes the management aware of the workers of

staffs whosoever had gone through the training. Development is

the main objective of any training. If there is no any development,

the objective of training is not achieved. So for achieving the

objective, development is very much required.

The way of analyzing of the training should be carefully

developed. Because a good analysis reflects the true figure of the

development of trainees. How the company analyses the training is

a subject to be learnt.

So the ultimate goal of this project is to study the way ofproviding training as well as the way of measure the development

of trainees in ntpc.

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SCOPE OF THE PROJECT

1. For individuals (employers & employees), it gives a better

understanding of what is expected of them; where priorities

lie; where their contribution fits into the organization and

how they are progressing.

2. For managers (middle & top level), it provides a basis for

allocating responsibility to individuals for achieving certain

results; monitoring the achievement of results and

providing solid evidence, which is less subjective, for

assessing an individuals performance.

3. For the organization, it identify the best method of training

& development program which can help the organization to

achieve corporate plants & gives a greater likelihood of

strategic planning.

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RESEARCH OBJECTIVE

Research is a multipurpose tool which is used to help solve avariety of organizational problem. The main aim of research is tofind out the truth which is hidden and which has not beendiscovered yet. The concept of research can be applied to all

organizational studies, be they large or small, descriptive oranalytical, major or minor, human or non human, broad or narrowin perspective, dimension and scope. In fact it is useful foreveryone who is concerned with personnel problems-labor,management, the general public, governmental agencies andconsumers.

Though each research has its own purpose or objectives which arediscussed below:-

1. To measure and evaluate present conditions.2. To predict future conditions, event and behavioral pattern.3. To evaluate the effects and results of current policies,

programmes and practices.4. To provide an objective basis for a revision of current

policies, programmes and practices.5. To appraise proposed policies, programmes and activities.6. To keep the management abreast of its competitors by

replacing old products by new products, old techniques by

new techniques old organizational practices by neworganizational practices.

7. To discover ways and means of strengthening the abilitiesand attitudes of employees at good or a high level and oncontinuing basis.

8. To gain familiarity with a phenomenon or to achieve newinsights into it (studies with this in view are termed asexploratory or formulate research studies).

9. To Portray accurately the characteristics of a particular

individual, situation or a group (studies with this object inview are known as descriptive research studies).10. To determine the frequency with which something occurs

or with which it is associated with something else (studieswith this object in view are known as diagnostic researchstudies).

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11. To test hypothesis of a casual relationship betweenvariables (such studies are known as hypothesis testingresearch studies).

Research is the means of bringing about the end-stage ofimproved performances. It fundamental purpose is to improve

the philosophy and practice of personnel administration andmanpower management.

METHODOLOGY

Research methodology is a way to systematically solve the

research problem. It may be understood as a science of studying

how research is done scientifically. In the present scenario of

industrialization, large number of industries in every sector is

being promoted in our country. This is bound to give a boost to

our national prosperity. In order to reap the optimum out put of

training and development, we should be equally concerned to

the possible programmes of training and development. Proper

training development of skills, attitude and knowledge. The

company spent huge amount for training programmes to get

trained employees for the organization which will ultimately

results in the growth of the corporate image. The organization

needs right people, at right place, and at right time for which

there should be proper training programmes, training need

assessments, & skill mapping.

PURPOSE OF THE STUDYThe purpose of the study is to acquaint with the actual work

situation and enable to learn the practical skills relating to

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organizational climate. And to acquire the knowledge about the

training programmes and its implementation.

METHOD OF STUDY

In order to conduct the research, the researcher has followed the

questionnaire method. Relevant information was collected

through interviews with managers, officers, workers, supervisors

& workers. The

Questionnaire survey method was used mainly to understand as

to how the employees and workers perceive the trainingprogramme of the organization and how they are implementing

in their work.

DATA COLLECTION

The data for the study were collected both from primary andsecondary sources. The primary sources include the executives,

non-executives. The secondary sources include the relevant

records and books. This study involves the technique of both

observation and survey to have an over all idea about the

training and its implementation.

TOOLS AND TECHNIQUES

For the purpose of the study the following tools were used.

A structured interview schedule for the management.

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A questionnaire prepared for the sample respondents,

management trainees, officers, supervisors and workers.

Opinion survey for executives / non-executives.

LIMITATION OF THE STUDY

Various limitations which came across during the project workare:-

Limitation of time factor.

The employees of the organization having heavy workload

due to which they have less time for interaction.

Non availability of resources at time hampers the study.

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INTRODUCTION OF THE TRAINNING ANDDEVELOPMENT

Every organization needs to have well trained and experience people to

perform the activities that have to be done. If the current or potential job

occupant can meet this requirement, training is not important. But when

this is not the case, it is necessary to raise the skill levels and increase

the versatility and adaptability of employees. Inadequate job

performance or a decline in productivity or changes resulting out of job

redesigning or a technological break through require some type of

training & development efforts. As the jobs become more complex, the

importance of employee development also

increases. In a rapidly changing society, employee training &

development are not only an activity that desirable.

Like the Fed Ex-Corporation is yet another company which takes

training & development seriously. It spends $155 million on training each

year. The company allocates nearly 1523 man-hours every year on

training & development. Each employee spends 4 to 6 weeks a year n

compulsory training. In addition the company has a tie up with skill of an

e-mail learning portal which offers nearly 800 short term online courses

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to the employees. Fed Ex has a clean strategy with respect to training &

development. If believes that training in house personnel is much more

effective & economical than lateral hiring.

Indian trainers are everywhere. It importing communication

training for local BPOs in the Philippines or imparting soft skills to hotel

staff in south East Asia or people development for Genpacts china

centre.

LG Electronics has made if mandatory for its staff to do two

modules a month and each module has a test that has to be cleared.

Every three months a summary of all the tests is made and prizes are

doled out to encourage people to learn.

Cisco uses web based training as an integral tool to make

employees more productive because it is available anytime, anywhere.

NATURE OF TRAINING AND DEVELOPMENT

In simple terms, training and development refer to the imparting of

specific skills, abilities and knowledge to an employee. More clearly

training and development may be understood as any attempt to improve

current or future employee performance by increasing an employees

ability to perform through learning, usually by changing the employees

attitude or increasing his or her skills and knowledge. The need for

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training and development is determined is determined by the employees

performance deficiency, computed as follows:- Training and

development need = Standard performance Actual performance.

Training refers to the process of imparting specific skils. Development

refers to those learning opportunities designed to help employees grow.

Development is not primarily skills-oriented. Instead, it provides general

knowledge and attitudes which will be helpful to employees in higher

positions. Development activities, such as those supplied by

management development programmes, are generally voluntary.

NEED OF TRAINING AND DEVELOPMENT

1. To increase performance and productivity-

Instruction can help employees increase their level of performance on

their present assignment. Increased human performance often directly

leads to increased operational productivity and increased company

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profit. Again increased performance and productivity, because of

training, are most evident on the part of new employees who are most

efficient and effective ways of performing their jobs.

2. To improve Quality:-

Better informed workers are less likely to make operational mistakes.

Quality increases may be in relationship to a company product or

service, or in reference to the intangible organizational employment

atmosphere.

3. To improve organizational climate:-

Productions and product quality may improve, financial incentives may

then be increased, but one of the most important of these is the current

state of an organizations educational Endeavour.

4. To improve health and safety:- Proper training can help prevent

industrial accidents. A safer work environment leads to more stable

mental attitudes on the part of employees.

5. To help a company fulfill its future personal needs:-

Organizations that have a good interval educational programme will have

to make less drastic manpower changes and adjustments in the event ofsudden personal alternations.

6. Obsolescence prevention:-Training and development programmes

foster the initiative and creativity of employees and help to prevent

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manpower obsolescence, which may be due to age, temperament or

inability of a person to adapt himself to technological changes.

TRAINING POLICY

Every company or organization should have wee-established training

policy. Such a policy represents the top managements commitment to

the training of its employees, and comprises rules and procedures

governing the standards of scope of training. A training policy is

considered necessary for the following reasons:

To indicate a companys intention to develop its personnel; to

provide guidance in the framing and implementation of

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programmes and to provide information concerning them to all

concerned;

To discover critical areas where training is to be given on a

priority basis; and

To provide suitable opportunities to the employee for his own

betterment.

This policy will ensure that we have the adaptability and flexibility to

thrive and succeed as a business. To do this, all line managers,

through the Performance Review process, will

Ensure that staff has a level of knowledge and skill to fully

perform their role.

Encourage staff to develop within their current role.

Look for potential, and find ways for staff to demonstrate

potential.

Recognize and rewards staff development (utilizing it wherever

possible)

Create a learning culture by providing opportunities for

learning.

All staffs are entitled to and can expect to receive training they need to

carry out their current role. This includes seconded, fixed-term contract

or short-term contract staff.

Permanent employees can expect to benefit from further commitment for

each individual to devote at least 5 days a year towards training and

development. First priority will be towards job-related training, but we

will also encourage individuals to undertake personal development

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training. This may entail taking professional qualifications; undertaking

research into a particular field of interest or experiencing a particular

aspect of another job in ordr to gain an insight into the role and fuller

understanding of the work.

Training should not be viewed purely as attending a training course

There are a variety of different methods that can be used to help train

and develop individuals and Personnel Services will be happy to help

individuals and managers select the most appropriate method.

It is recognizes the need for everyone to learn and develop their skills on

a continuous basis and will support individuals to help them achieve

this. Equally, the company expects individuals to take on some

responsibility for their own self- development. For example, identifying

suitable training activities (with the help of line managers and Personnel

Services) and adopting a flexible and positive approach to any training

and development that is identified with them.

TRAINING NEED ASSESSMENT

The right employee training, development & education at the right time

provides big payoffs for the employer in increased productivity,

knowledge, loyalty, and contribution.

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In every company, HR training in many employees related and legally-

related topics is mandatory, especially for managers & supervisors. We

need to equip our employees to handle their employee relations

responsibilities competently. But, for maximum positive impact &

learning, we need to make the HR training motivational & engaging.

DEFINITION-

Training need assessment can be simple as asking an employee what

theyd like to be able to do better to as complex as development an

individualized training plan for every employee. Training needs

assessment is a tool that helps you create a superior workforce. This

training needs assessment works best in small to mid sized

organizations. It will give you a quick assessment of the training needs

of an employee group. This training need assessment helps find

common training programs for a group of employees.

WHAT IS TRAINING NEEDS ASSESSMENT?

A tool utilized to identify what educational courses or activities should

be provided to employees to improve their work productivity. Focus

should be placed on needs as opposed to desires.

WHY CONDUCT A TRAINING NEED ASSESSMENT ?-To pinpoint if training will make a difference in productivity & the

bottom line.

-To decide what specific training each employee needs & what will

improve their job performance.

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-To differentiate between the need for training & organizational issues.

HOW IT IS PERFORMED ?

There are several techniques that can be utilized individually or in

combination with each other. More than one tool should be considered

to get a better view of the big picture, however, which tools are used

should be left up to company.

1. MEET WITH MANAGEMENT- Since most superiors are involved

with the planning of project & the future of the company, they

know what will be needed. They should be able to communicate

where their employees current abilities lie & what is needed to

get them to the next level for new projects on the horizon.

2. MEET WITH EMPLOYEES- Discuss what struggles they may be

facing from day to day & what would make their job easier &

more efficient. Remember to keep them focused on what they

need rather than what they want.

3. CONDUCT SURVEYS- Survey is beneficial because many

people of time. Additionally, surveys provide employees with

the opportunity to confess a need on paper that they may be too

embarrassed to admit needing in a face to face meeting.

Surveys should take the form of a questionnaire. It includes

close ended or open ended questions or a series of both.

Close ended questions require the respondents stay within

certain perimeters set by the person who created the survey.

Being that the answers are limited, tabulating the data is

simple. Open-ended questions allow an employee to provide

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more feedback & introduce new ideas that maynt have been

considered initially, although tallying the results may be

more difficult.

4. CONDUCT FOCUS GROUPS-

Focus groups allow for small group interaction, allowing the

assessor to uncover details about their target audience.

Brainstorming is encouraged allowing for an exchange of new

ideas and a revelation of what training may be needs.

Depending on time limits focus groups can be held once or

repeatedly.

5. REVIEW COMPANY GOALS & MISSION STATEMENT-

A brief review of the companys past & where they are headed

for the future may reveal valuable information for training. A

comparison should be made of what employees are currently

doing & what will be expected of them as the company

continuous to grow & change. In case of focus group &

consideration should be given to either audio taping or video

taping the session allowing it to be reviewed later for any

details.

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Identifying training and development needs, and helping individuals to

improve their performance, are key responsibilities for line managers, so

they are expected to be achievely involved in their teams training and

development. Line managers are also responsible for measuring the

effectiveness of any training and development undertaken by team

members, with assistance from personnel services.

The skills and knowledge that will be needed for the future success of

the company will become apparent as each years business (corporate)

plan is drafted and communicated to teams within the company and

individual performance objectives agreed. Where individual skills,

knowledge or the development of competencies are needed to achieve

our business objectives, these should be recorded on the Development

needs Assessment Plan, which forms part of our performance review

process

The training process is divided into three phases:

(1) Needs identification

(2) Training systems(courses, modules, training aids,

presentation, instructors, records)

(3) Evaluation

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Needs identification

The first phase is the identification and analysis of an

organizations training needs. As a minimum, the organization should be

able to accomplish the following four things:

1. Systematic review of each trade, occupation or process by a

team of knowledgeable individuals.

2. Conduct verbal and/or written surveys of managers,

supervisors, leaders, technicians and workers.

3. Conduct a complete review of legislated training requirements.

4. Review the results of Hazard Analyses, occupational health

surveys and other survey or process analysis.

Identification of training needs(ITN)

Identification of training needs (ITN), if done properly, provides the

basis on which all other training activities can be considered. Also

requiring careful thought and analysis, it is a process that needs to be

carried out with sensitivity: peoples learning important to them, and the

success or the organization may by to stake.

It is important to know exactly what you are doing, and why, when

undertaking ITN. This is the reason we have included material to help

you make considered decision and take thoughtful action. You will find,

however, that the return on the investment you make in fully

understanding what ITN is all about will make it well worth while.

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Evaluation of training and development

Evaluation means the assessment of value or worth. Evaluation of

training is the act of judging whether or not it is worthwhile in terms of

set criteria. Evaluation of training and development programmes

provides assessment of various methods and techniques, sells training

to management, identifies the weaknesses of training programmes and

helps to accomplish the closest possible correlation between the

training and the job. A comprehensive and effective evaluation plan is a

critical component of any successful training programmes. It should be

structured to generate information of the impact of training on the

reactions; on the amount of learning that has taken place; on the

trainees behavior and its contribution to the job. Therefore, evaluation is

a measure of how well training has met the needs of its human

resources.

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Training at NTPC Works

Scope & Target:

All employees and workmen including contract laborers are

imparted different training for augmenting their skill and knowledge.

various of training:

1 .services covered under tranning:

. Desigin of comprehensive organization

Recruitment services

Induction and management devlopement tranning

HRD policies and procedures

Simulator training

Customized training programmes.

2 The power management (pmi) of ntpc

Provide management and technical training.

Complemented by full scope simulators training facilities for power

. station

3 EDC (EMPLOYEE DEVELOPEMENT CENTERS)

Located at all the plants of ntpc providing training specific to the

need of

The plant both in technical and managerial areas.

Ntpc has two simulator training institutes atkorba and kawas

providing . experience on running a plant to graduate

engineer trainees,

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4 CLASS (CENTER FOR LEARNING AND SELF STRIVE)

Add value to the org. in achieving desire level of the productivity,

performance and profitability (3ps) through people. Class is to enhance

efficiency and effectivieness in worn in order to achieve business targets

and goals. Class worns for building 48 employe competence to maintain

the compectitive ratio between skill salary.

TRAINING METHODS AND TECHNIQUES

Training method is mainly of two types that is on the job method

and of the job method. So, the following the methods are as

follows:-

ON THE JOB TRAINING:

On the fob techniques are conducted in the real job settings. On the

job methods usually involve training in the total job. These

methods are typically conducted by individuals, workers,

supervisors. The main advantage is that the trainees learn while

actually performing their work, which may minimize the training

cost. They also learn in the same physical and social environment

in which they will be working once the formal training period is

completed.

Types of on the job techniques:

Job instruction training

Job rotation

Apprenticeship

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Coaching

Vestibule training

Job instruction training:

Job instruction training (JIT) is received directly on the job and

so it is called on the job training it is used primarily to teachworkers how to do their current jobs. The worker learns to

master the operation involved on the actual job situation under

the supervision of his immediate boss who has to carry the

primary burden of conducting the training. Usually no special

equipment or space is needed, since now employees are trained

at the actual job location.

JOB ROTATION:

Some trainers move a trainee from job to job. Each worker move

normally is preceded by job instruction training. This is a

method of training wherein worker rotate through a variety of

jobs. Thereby providing them a wide exposure. Trainees are

placed in different jobs in different parts of the organization for

a specified period of time. They may spend several days or even

years in different company locations. In this way they get an

overall perspective of the organization. It is used with both blue-

collar production workers and white collar managers and it has

many organizational benefits. Job rotation creates flexibility,during manpower shortages, workers have the skills to step in

and fill open slots. The method also provides new and different

work on a systematic basis, giving employees a variety of

experiences and challenges. Employees also increase their

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flexibility and marketability because they can perform a wide

array of tasks.

Apprenticeship:

An apprentice is a worker who is learning a trade but who has

not reached the state where he is competent to work without

supervision. It is particularly common in the organization a new

worker is tutored by an established worker for askilled trades.

Inlong period of time. An apprenticeship lasts from two to five

years. Each apprentice is usually given a workbook consisting

of reading materials. Tests to be taken and practice problem to

be solved. This training is used in such trades, crafts and

technical fileds in which proficiency can be acquired after a

relatively long period of time in direct association with the work

and under the direct supervision of experts. Training is intense,lengthy and usually on a one to one basis.

Coaching:

At management levels Coaching of immediate subordinates by

their managers is common. A coach attempts to provide a

model for the trainee to copy it tends to be less formal than an

apprenticeship program. Coaching is almost always handled by

the supervisor or manager. It is likely not being as directive

approaches such as nondirective counseling or sensitivity

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training if the trainees shortcomings are emotional or personal.

Coaching will be ineffective if relations between trainee and

coach are ambiguous in that the trainee cannot trust the coach.

Vestibule Training:

Vestibule training is a type of instruction often found in

production work. A vestibule consists of training equipment that

is set up a short distance from the actual production line.

Trainees can practice in thevestibule without getting in the way

or slowing down the production line. These special training

areas areas are usually used for skilled and semiskilled jobs,

particularly those involving technical equipment.

Vestibule is small, so relatively few people can be trained at the

same time. The method is good for promoting practice a

learning principle involving the repetition of behaviour.

OFF-THE JOB TRAINING-

Off the job method are those training and development

programs that take place away from the daily pressures of the

job and conducted by highly competent outside resource people

who often serve as trainers, which is one of the main

advantages of this method. The major drawback of this is the

transfer problem.

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Types of off the job method-

Audio-visual method

Case studies method

Role playing method

pnference or discussion method.

.

Audio-Visual Techniques:

Audio-visual techniques covers an array of tainting techniques,

such as films, slides and videotapes. It allows seeing while

listening and is usually quite good at capturing their interests.

These methods allow a trainers message to be uniformly given to

numerous organizational locations at one time and to be reused as

often a required.

Case Study

By studying a case situation, trainees learn about real of

hypothetical circumstances and the actions others take under

those circumstances. Besides learning from the content of the

case, a person can develop decision making skills. Case method is

an excellent medium for developing analytical skills. When cases

are meaningful a similar to work related situations, there is some

transference. There also is the advantage of participation through

discussion of the case. It improves participants skills in problem

analysis, communication and particularly brings home to the

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participant that nothing is absolutely right or wrong in the filed of

human behavior. Survey results indicate that the case method is

considered by training directors to be the best methods of

developing problem solving skills.

Role playing

Active participation rather than passive reception facilitate

learnings. Role-playing believes in active participation. This is a

training method often aimed at enhancing either human relations

skills or sales techniques. Role-playing can be defined as an

educational or therapeutic technique in which some problems

involving human interaction, real or imaginary is presented and

then spontaneously acted out. Participants suggest how the

problem should be handled more effectively in the future. This

acting out is followed by discussion and analysis to determine

what happened and why and, if necessary, how the problem could

be better handled in future.

Conference or discussion method:

This method encourages the participation of all members of the

group in an exchange of opinions, ideas and criticisms. It is a small

group discussion in which the leader plays a neutral role providing

guidance and feedback. In spite of the intention to encourage

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general participation the conferences are frequently dominated by a

few, with the majority no more active than they would be at a

lecture. It is more effective than the lecture in changing adult

behavior and also modifying attitudes. The conference method can

draw on the learning principles of motivation and feedback. It is

used to enhance knowledge or attitudinal development.

Programmed instruction method

It is one of the newest developments in instructional methodology.

It is a logical programmed instruction and shares many of itsbenefits. C.A.I. Has the advantage of individual pace instruction and

a considerably wider range of application. It requires less time to

teach the same amount of information than any conventional

method. Trainees also react favorably to this method. The computer

is capable of assessing the progress of the trainee and can also

adapt to his/her need by virtue of its storage and memory

capacities. This method offers advantages of standard presentation

of materials to all trainees standard, structured practices, and

instant, specific feed back.

The major drawback to C.A.I. For most organizations probably is

the initial expense.

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ORGANISATIONAL CHART OF HR DEPT.

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43

HR

MANAGER

DY.MANAGER

HR & EW,

INDUSTRIAL

DY.MGR HR & EW

LAND & LEGAL

JR.MGR HEALTH

SCIENCE

JR. OFFICER

(ADMN.)

DY.MGR

HR MATTER

INCLUDINGESTABLISHMENT

ASST. MGR

SECURITY

ASST. MGR

HR & EW

SAP, PMS

ASST.

MGRSECURITY

JR. OFFICE

SECURIT

OFFICER

HR & EWDLS

JR.OFFICER (ADMN)

JR. OFFICER

HR & EW

(ESSENTIAL)

ASST. OFFICER

(TRAINING, COLONY

UPKEEPMENT JOB)


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WELFARE MEASURES

Welfare means faring or doing well. It refers to the physical, mental,

moral and emotional well-being of an individual.

Welfare measures can be divided into two broad groups, namely

1. Welfare measures inside the work place; and

2. Welfare measures outside the work place.

1. Welfare measures inside the work place

(i) Conditions of the Work Environment

(a) Neighborhood safety and cleanliness; attention to

approaches

(b) Housekeeping; upkeeping of premises compound wall,

lawns, gardens, and so forth, egress and ingress, passages and

doors; white _washing of walls and floor maintenance.

(c) Workshop sanitation and cleanliness; temperature,

humidity, ventilation, lighting, elimination of dust, smokes, fumes,

gases.

(d) Control of effluents.

(e) Distribution of work hours and provisions for rest hours,

meal times and breaks.

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(f) Maintenance of machines and tools, fencing of

machines, providing guards, helmets, aprons, goggles and first-aid

equipment.

(ii) Conveniences

(a) Rest rooms, wash basins, bathrooms, provision for

spittoons; waste disposal

(b) Provision of drinking water; water coolers.

(c) Canteen services; full meal, mobile canteen.

(d) Management of workers cloak rooms, rest rooms,

reading room and library.

(iii) Workers Health Services

Factory,health centre; dispensary, ambulance, emergency aid,

medical examination for workers; health education, health

research; family planning services.

(iv) Women and Child WelfareAntenatal & postnatal care, maternity aid, crche and child

care; womens general education ; separate services for women

workers, that is lunch rooms, toilets, rest rooms, womens

recreation (indoor); family planning services.

(v) Workers Recreation

Indoor games; strenuous games to be avoided during

intervals of work.

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(vi) Employment Follow-up

Progress of the operative in his/her work; his/her adjustment

Problems with regard to machines and workload, supervisors and

colleagues; industrial counseling.

(vii) Economic Services

Co-operatives, loans, financial grants; thrift and saving

schemes; budget knowledge, unemployment insurance, health

insurance, employment bureau, profit-sharing and bonus schemes;

transport services; provident fund, gratuity and pension; rewards

and incentives; workmens compensation for injury; family

assistance in times of need.

(viii) Labour- Management Participation

(a) Formation and working of various committees, that is,

works committee, safety committee, canteen committee;

consultation in welfare area, in production area, in the

area of administration, in the area of public relations.

(b) Workmens arbitration council

(c) Research bureau.

(ix) Workers Education

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(xii) Community leadership development: council of elders;

committee of representatives; administration of

community services and problems; child, youth and

womens clubs.

WORKERS PARTICIPATION IN MANAGEMENT

For improving the industrial relations and also for boosting the

morale of the workers, it is necessary to allow the workers to

participate in the management of the business concern.

Participation is a mental and emotional involvement of a person in

a group situation which encourages him to contribute to group

goals and share responsibility in them. Participation helps in

improving productivity and provides a sense of satisfaction to theworkers. It makes workers more responsible and make them realize

that they have to contribute a lot to solve the problems of the

concern. Workers participation also helps in eliminating tension

between the management and the workers, in reducing labour

absenteeism and turnover and in minimizing waste. It restores a

measure of human dignity motivation and mutual interest and

encourages better decisions. The workers should participate

actively in the discussions relating to the affairs of the

management. They should not function merely as silent observers

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at the meeting and give their consent whenever they were asked to

do so.

PRESEQUISITES OF EFFECTIVE PARTICIPATION

The workers participation in mgmt is confronted with many

problems due to which it is not successful. Sometimes, the

employers may create such conditions and atmosphere in theorganization which may not be conducive for the effective

participation of workers in the mgmt.

They may be indifferent or submissive or develop an inferior

complex and may not actively participate in the meetings of board

of directors.

Keith Davis has stared prerequisites which area necessary in order

to make the workers participation in mgmt effective.

They are as follows:-

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1. There must be time to participate before action is expected.

2. The financial cost that is involved in participation should not

exceed, economic and otherwise that come from it.

3. Participation should take place only in such subject which is

relevant to the organization, or a subject in which the

participant has an interest.

4. The participants should have the ability to participate. He

should be qualified, trained and experienced.

5. The participants should be in a position to exchange ideas

with each other.

METHODS OF SECURING WORKERS

PARTICIPATION

In recent years, a number of methods of workers participation in

management have been tried. It may be noted that no one plan is

self-sufficient and all inclusive. Some of the more important

methods of workers participation are as follows:

1. Co-partnership Under this method, the workers become partowners of the company and share in the decision making

powers of the company.

2. Suggestion scheme- One of the ways to arouse and maintain

employees interest in the concern is the introduction of

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suggestion scheme. Under this scheme, the workers are

encouraged by their management to give their suggestions to

improve the productive processes, personnel mgmt practices

safety measures etc.

3. Joint consultations- joint consultation is one of the most

important schemes by which the workers are followed to

participate in the activities and purposes of the enterprises.

Under this method, joint committees are set up consisting of

the representatives of the employers and employees.

4. Employees representatives of board of directors- Under this

method of participation, the representatives of workers

participate in the boards meetings of the company. This is the

most common form of satisfaction to the workers because

this method involves full-fledged participation by the workers

in the management.

FINDINGS

From the above survey I came to know that no of training

programmes are held each year for the development of the workers

and employees. Most of the workers of the non-management and

wage boards found difficult to understand the questionnaire. It took

long time to make them clear about the questionnaires. I found that

the workers are very interested towards the training programmes.

They have already attended tree to four programmes but they are

unable to implement what they have learned ands its only reason is

education. They have no basic idea, and the workers form the

different backgrounds also have some sort of lack of knowledge.

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So, to fulfill this gap there is a system called Training needs

assessment. In this, what type of knowledge the workers have and

what more they required is assessed. Below are the findings of the

study undertaken?

Everyone should get equal opportunity to attend the training

for both off & on campus and at all levels. This will

strengthen the overall productivity of the company.

All the training programmes must be specific, clear in its

content & presentation (Audio / Visual). More emphasis must

be laid on practical case studies rather than theory.

Selection of right candidates is the first step for making any

training programme a fruitful one. More & more functional

training should be conducted by hiring eminent faculties.

Training programme should be a part of routine functioning.

Reward system should be linked to the training performance.

Feedback system to be implemented strongly.

Out side training programme for employees to be encourage.

SUGGESTIONS

There is no gainsay regarding the training programme enhance thequality of the performance. No one is perfect in his respective field.A full flazed training program makes trainees complete performer intheir respective areas.

Every company looks for a worker, who can work effectively. Theyare in search of a person who has the maximum skills required forthe job. After selecting the right person, the companys main aim isto make that person a perfect workman. For this they provide themtraining.

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First of all the management should look for that areas whereworkers needs training. For this purpose management should keepeyes on each and every activity of the workers and staffswhosoever may need training. This is a long and time takingprocess. In this way the next step would be to select the trainees.There should develop a mechanism for selecting the trainees.There should be a test for this purpose. This will give the ideaabout the weak and strong points of trainees. It will be very fruitful

in designing the contents of training program.

The printed material is very useful in training. These materialsshould be given before the training. Written material would providethe overall idea about the training and make trainees understandbetter.

Before developing the training contents some points should betaken care of. There should be some practical values in that. Thetraining should include new ideas and should be helpful in thedevelopment of trainees. It must be relevant to the job of workersand staffs. In the training process the efficient use of time shouldbe made as time is the most important factor in any job.

The frequency of training program is according to the requirementand convenience of the trainees as well as the management.Workers require more training so they need one in every six month.Staffs required less training in the compression of workers, so theyrequired at least on training program every year.

The during of any event is the most important, which makes anyprogram successful or fail. It should be according to the needs ofthe trainees of participants.

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CONCLUSIONS

It is very clear that training should be provided but not at the loss

of the company. It is very costly and time taking affair. But it is

most important for the development of the company. So

management cant avoid it at any cost. Here in this company, the

most emphasis is given to the safety training; the aim of the

company is to protect their employees, which are the resources

and assets of the company. With this the training to perform the job

in a better way is another aspect which is also playing a crucial role

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in the company. This is very much required in each level means top

mgmt. middle mgmt and wage boards to develop their skill, so that

there will be growth in corporate image.

BIBLIOGRAPHY

BOOKS :-

1.Human Resource & Personnel Management:-K Aswathapa (the Mc Graw-Hill Companies)

2.Principles & Practice of Management:-Dr. LM. Prasad (Sultan Chand & Sons Publishers)

3.Human Resource Management:-4.Dr. C.B. Gupta (Sultan Chand & Sons Publishers)

INTERNET :-

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1. http://www.google.co.in2. http://www.businessknowhow.com

JOURNALS :-

1. National Human Resource News
http://www.google.co.in/http://www.businessknowhow.com/http://www.google.co.in/http://www.businessknowhow.com/

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