Project Vora

Introduction

The core concept of human resource management is working with people

in an organisation in a conducive and cordial environment. Turning

workers into assets, getting the best of productivity from them, emphasis

on inter-personal communication, assertiveness with a dignity and overall

looking at the gains of an organisation as an entity. In generic terms,

human resources can be defined as the total knowledge, skills, creative

abilities, talents and aptitudes of an organisation’s workforce, as well as

the values, attitudes, approaches and beliefs of the individuals involved in

the affairs of the organisation.

Human resources are very valuable to an organisation. It is their intrinsic

inherit qualities, which determine the growth and sustainability of an

organisation. The ability to deliver results, the keenness to fulfill assigned

responsibilities, the camaraderie between co-workers, the pledge towards

their integrity for the organisation, etc. defines the worthiness of human

resources. Even in an age where the robotic science has revolutionized the

mechanism of production management, the need for human resources still

exists. It is an indispensable resource for an organisation. Technology may

be a convenience but it still does require human inputs to a large extend.

The human resource management has become essential for progressive

environment for an organisation. In an organisation human resources are

structured at different levels and a continuous two-way communication is

constantly established. One needs to understand the potential of human

resources for any organisation and by and large organisations dedicate a

separate division, which caters to the needs of human resource

management.

Humans are an organisation's greatest assets; without them, everyday

business functions such as managing cash flow, making business

transactions, communicating through all forms of media, and dealing with

customers can not be completed. Humans and the potential they possess,

drives an organisation. Today's organisations are continuously changing.

Organisational change impacts not only the business but also its

employees. In order to maximize organisational effectiveness, human

potentials, individuals' capabilities, time, and talents must be managed.

Project on “the Study of Training Program” at PETL by Kosha Vora 1

Human resource management works to ensure that employees are able to

meet the organisation's goals.

"Human resource management is responsible for how people are treated in

organisations. It is responsible for bringing people into the organisation,

helping them perform their work, compensating them for their labours, and

solving problems that arise". There are seven management functions of a

human resources (HR) department that will be specifically addressed:

staffing, performance appraisals, compensation and benefits, training and

development, employee and labour relations, safety and health and human

resource research. From the different functions mentioned here, we are

going to study the Training and Development function of Human Resource

Department in detail.

Training consists of an organisation’s planned efforts to help employees

acquire job-related knowledge, skills, abilities and behaviours, with the

goal of applying these on the job. In simple words, training and

development refers to the imparting of specific skills, abilities, and

knowledge to an employee. A formal definition of training and

development is determined as follows:

“It is any attempt to improve current or future employee performance by

increasing an employee’s ability to perform through learning, usually by

changing the employee’s attitude or increasing his or her skills and

knowledge.”

A training program may range from formal classes to one-on-one

mentoring, and it may take place on the job or at remote locations. No

matter what its form, training can benefit the organisation when it is linked

to oraganisational needs and when it motivates employees.


Company Profile

Premium Energy Transmission Limited is part of a large conglomerate -

The B M Thapar Group. Major group of companies includes Grompton

Greaves, Greaves Cotton Ltd., Bellapur Industries, etc. The Premium

Energy Transmission Limited (PETL) pioneered in manufacturing

gearboxes for sugar industries, marine industry, lift machines, windmills,

mining industries and fluid couplings.

The first manufacturing unit under the name of David Brown Greaves

(India), a pioneering venture in the field of gearboxes in India was

established in 1960 at Pune, Maharashtra. Premium Energy Transmission

Limited took over the power transmission business from Greaves Cotton

Limited with effect from July 1, 2004.

The second unit started its operation in the year 1993 at Falta - near

Kolkata. This unit manufactures worm/helical and application specific

gear units. The third unit located at Aurangabad, Maharashtra

manufactures Pembril Fluid Couplings and geared motors and fourth unit

also in Aurangabad, manufactures auto components.

All the Units manufacturing gearboxes and fluid couplings are ISO 9001

certified for many years, supplying quality power transmission products to

various developed countries like UK, Australia, China, Germany,

Indonesia, SAARC Countries, Zambia, Malaysia, Singapore, South Africa,

Gulf countries.

PETL has sales and service offices all over India and caters to the overseas

requirements through their dealer network. Qualified and experienced

application engineers are deployed all over India to provide Total Power

Transmission Solutions.

Guiding PETL’s quest for excellence, global expansion and directs the

day-to-day operations is the eminent Board of Directors Headed by


The Chairman -Mr. B. M. Thapar

Chief Operating Officer and Vice President -Mr. M. S. Chugh

The Company Secretary & Chief Financial Officer -MR.R.T.Goel

Manufacturing Units

PETL Unit-I

Old Bombay-Pune Highway,

Chinchwad, Pune-411 019

PETL Unit-II

Falta Industrial Estate,

Sector III, Falta, 24 Parganas (South)

West Bengal- 743564

PETL Unit-III

C-56/57 MIDC Industrial Area,

Chikhalthana, P.B.No. 779

Aurangabad-431210

PETL Unit-IV

31-P, MIDC Industiral Area,

Chikhalthana, P.B.No. 779

Aurangabad-431210

Product Line

The company manufactures a wide range of custom Built Industrial

Gearboxes. The Gearboxes are famous for their quality. At present

following types of gear boxes are manufactured by the company

Products

1. Worm Gear Boxes - Cast Iron Series

Aluminum Range

2. Helical Gear Boxes - STD, Helical and

Bevel Gerabox


SPL. APL. Helical

and Bevel Gearbox

3. Geared Motors - Duro Drivers

Premium Intelli

Power

4. Fluid Coupling and other Couplings - Fluid Coupling

Gear Coupling

Cone Ring Flexible

Coupling

5. Planetary Gearbox - Standard Planetary

Gearbox

Special Application

Planetary Gearbox

6. Eddy Current Drive

7. Transmission Gears

Application of Products

The above-mentioned products are used in:

Mixers

Crushers

Cranes

Elevators

Drives Thickeners

Fin Cooler

Cooling Towers

Conveyors

Applications in Major Industries

Sugar Industry

Cement Industry

Steel Industry

Paper Industry

Mines and Minerals Industry


Plastic Industry

Food and Tobacco Industry

Power Plants

Windmills

Chemical Industry

Textile Industry

Rubber Industry

Thermal Power Plants

Waste Water Treatment Plants

Financial Overview

PETL has a financial turn over of approximately 300 crores. PETL

specializes in handling the critical issues of sourcing and managing of

funds and acts as the window to the outside world by addressing statutorily

requirements, preparing and publishing the performance statements of the

company which are true indication of the Company’s image building

exercise.

Research and Development

Research and Development forms an integral part of corporate strategy to

provide in-house support to operation and development of new product

with focus or technology absorption, cost reduction in various plants,

improvement of yield, quality of the end products, reduction of waste and


changing market needs. A strong team of highly qualified experienced

personnel in Research and Development are grouped with PETL.


Vision

“ We will be the Leader

In Providing Mechanical Transmission Solutions and

Become a Global Player by 2010”

The Leader

In Sales

In Market Share

Enhancing Stakeholders Value

Quality, Cost, Delivery, Service

Range and Innovative Products

Global Player

Globally dispersed manufacturing

At least one factory outside India by 2010

Globally dispersed Souring

At least from five countries by 2010

Globally dispersed Marketing

At least in 10 countries with minimum sales

Of USD 2 million per country by 2010

Quality Policy

“ The Quality Policy of PETL shall be to

Design, manufacture and market products and services

At competitive costs of such quality which results in

Customer’s total satisfaction and product leadership.

We shall continuously strive for the

Implementation of this Quality Policy

Through a process of innovation and improvement

Of out products and systems.”


Human Resources Management at PETL

The PETL is a large industry which has multiple industrial products. It

looks forward to complete customer satisfaction through providing best

quality products. It has grown in its policies to keep up with changing

times and has implemented newer management policies as and when

required.

PETL does not only strive for better product and consumer satisfaction, it

takes equal responsibility to improve the working conditions of its

employees as well as the work environment.

To assist its employees in growth and productivity all possible tools and

technologies are implemented from time to time. PETL practices lateral

thinking and core competency to achieve better results. It empowers its

workers through training inputs and motivation to do so. It has a very well

defined management and human relations policy. It takes very good care

of its employees through its well planned and structured financial

compensation for work done. It has perks and requisites relevant to the

scale in which an employee falls in.

Mission

PETL is driven by desire to become the best employer, firmly believes in

building careers and not merely in providing a job, so company’s Human

resource objective is

“To strive to establish PETL as a preferred employer.”


HR Policies and Practices at PETL

The primary function of the HRD is recruitment, maximizing output and

retaining. Appraisals are done on annual basis. Based on the appraisal

results incentives are decided. An appraisal result ranging between 75% to

85% is considered excellent. Awards and rewards are rendered to

deserving employees based on their performance and output. The company

also has a policy of taking action against the misconduct of employees

which is deterrent to the company’s growth as well as the working

atmosphere. Informal counseling is provided wherever necessary to the

employees. Very strong methods and approaches are practiced to

consciously drill reform paths within employees who are under the

purview of misconduct.

Workers facing or causing problems are observed by the company to know

the actual cause. Reasons for performance dissatisfaction of an employee

can be - monetary, family problems, no work satisfaction or dispute with

colleagues.

For any of the above reasons the company tries its level best to find

solutions. The company gives a thought towards problems if they are

monetary and tires to solve by way of salaries and perks within the

permissible limits. This is only done if productivity loss is noticed because

of an employee. If an employee is in dire-straits than as a special case soft

loans or advances are put in consideration. For this the organisation is

running the employees credit society on a non-profit basis. Every year

company also provides all study material for employee’s children’s.

Although the company’s policy on paper are one which are governed by

all the statutory Laws and Acts laid down by the Government of India, the

actual relationship on the floor is very humane and a considerate one. The

workers are united under the umbrella of their union- Greaves Cotton and

Allied Companies Employees Union. The union is a registered entity. A

sense of co-operation prevails right from the unskilled labor to the very

high management level. Issues do come up from the management side as

well as from the workers side. A very conscious effort is made by the

management to thrash issues amicably and through dialogue. Most oftnely


a consensus is reached between the union and management. Strikes and

protest have never been reported. Even when issues are raised it is seen

that man hours are not lost and production does not suffer.

Staff Strength

The employee strength of the company is approximately 701. The

structure of the employees is as follows:

Permanent workers and Staff 219

Senior Management Cadre and Middle Management Cadre 28

Junior Management Cadre 107

Temporary Staff and Apprentices 206

Trainees (On-the –Job) 141

PETL is capital-intensive unit. As such it employs around 700 employees;

considering and comparing number of executives and workers, the

employee pyramid appears to be top heavy. The company employs:

Project Engineering Section 23

Industrial Engineering Section 14

Finance Section 12

Manufacturing Section 571

Quality Control Section 49

Procurement Section 14

The reason for this is the company requires a higher level of employee’s

strength in concept and production designing. The intrinsic nature of the

company to develop high performance products through in-house know-

how and indigenously developed scientific methods justifies the need for

the upper level strength.

Organisational Structure


The factory is situated at Old Bombay-Pune Highway, Chinchwad,

Industrial Area which is 25 kms. from Pune city and is part of Pune

District.

The organisational structure is best explained in the following manner.


Organisational Sturcture

Project on “the Study of Training Program” at PETL by Kosha Vora

Chairman

ChiefOperating

Officer

GeneralManager

Head ofthe

Department

SeniorManager

Manager

DeputyManager

13

Objective of the Study

The objective of the study is to get the field level experience

about particular company’s Training and Development Policies

Understanding the company’s perspective related to the

training needs of the employees for the development and the

organisational growth

To get essence of how much the company respects the

employee as a human potential to achieve productivity targets

and at the same time the methodology the company has on

paper, to achieve the same through training the employees

To know the opinion of the employees regarding orgainsation’s

approach towards system, cultural and behavioural aspects.


AssistantManager

Superintendent

Officer /Engineer

14

Introduction

The nature of the modern business environment makes training more

important today than it ever has been. Rapid change, especially in the area

of technology, requires that employees continually learn new skills, from

the use of robots to collaboration on the Internet. The new psychological

contract has created the expectation that employees invest in their own

career development. Employees with this expectation will value

employment at an organisation that provides learning opportunities.

Growing reliance on teamwork creates a demand for the ability to solve

problems in teams, an ability that often requires formal training. The

diversity of the population, coupled with the globalisation of business,

requires their employees be able to work well with people who are

different from them. Successful organisations often take the lead in

developing this ability.

Training and Development

With training so essential in modern organisations, it is important to

provide training that is effective. An effective training program actually

teaches what it is designed to teach, and it teaches skills and behaviours

that will help the organisation achieve its goals. Training programs may

prepare employees for future positions in the organisation, enable the

organisation to respond to change, enhances worker safety, improve

customer service and product design, and meet many other goals. To

achieve those goals, HR professionals approach training through

instructional design - a process of systematically developing training to

meet specified needs.

“Training focuses on learning the skills, knowledge, and attitudes required

to initially perform a job or task or to improve upon the performance of a

current job or task, while development activities are not job related, but

concentrate on broadening the employee's horizons. Education, which

focuses on learning new skills, knowledge, and attitudes to be used in

future work, also deserves mention.”

The need for training and development is determined by the employee’s

performance deficiency, computed as follows:


Training and development needs = Standard performance – Actual

performance

We can make a distinction among training, education and development.

Such distinction enables us to acquire a better perspective about the

meaning of the term training, which refers to the process of imparting

specific skills. Education, on the other hand is confined theoretically

learning in classroom.

To distinct more, the training is offered in case of operatives whereas

development programs are conducted for employees at higher levels.

Education however is common to all the employees. Performance

appraisals not only assist in determining compensation and benefits, but

they are also instrumental in identifying ways to help individuals improve

their current positions and prepare for future opportunities. As the

structure of organisations continues to changes through downsizing or

expansion, the need for training and development programs continues to

grow. Improving or obtaining new skills is part of another area of HRM,

known as training and development.


Inputs in Training and Development

Any training and development program must contain inputs, which enable

the participants to gain skills, learn theoretical concepts and help acquire

vision to look into the distant future. The inputs of training and

development are as follows:

Skills

Education

Development

Ethics

Attitudinal Changes

Decision making and problem solving skills

Skills

Training is imparting skills to the employees. A worker needs skills to

operate machines, and use other equipments with least damage and scrap.

This is basic skill without which the operator will not function.

There is also a need of motor skills or psychomotor skills as they are refer

to performance of specific physical activities. These skills involve learning

to move various parts of their body in response to certain external and

internal stimuli. Employees particularly like supervisors and executives,

need interpersonal skills mostly know as people skills. These skills help a

person understand one-self and others better and act accordingly.

Examples of interpersonal skills include listening, persuading and showing

an understanding of others feelings

Education

The purpose of education is to teach theoretical concepts and develop a

sense of reasoning and judgment. Any training and development program

must contain an element of education is well understood by the HR

specialist.


In fact, sometimes, organisations depute or encourage employees to do

courses on a part time basis. Chief executive officers (CEO’s) are known

to attend refresher course conducted in many Business Schools. Education

is more important for managers and executives than for lower-cadre

workers.

Development

Another component of a training and development program is

development which is less skill oriented but stress on knowledge.

Knowledge about business environment, management principles and

techniques, human relations, specific industry analysis and the like is

useful for better management of a company.

Development program should help an employee to be a self-starter, build

sense of commitment, motivation, which should again helps him being

self-generating. It should make their performance result oriented and help

them in being more efficient and effective. It should also help in making

the employee sensitive towards the environment that is his work place and

outside. This program should keep the employee aware of him i.e. his

potentials and his limitations. Help him see himself as others see him and

accept his self-image as a prelude to change. It helps teach an individual to

communicate without filters, to see and feel points of view different from

their own. Also helps them understand the powers in their hands and

thereby develop leadership styles which inspire and motivate others. And

finally helps install a zest for excellence, a divine discontent and a nagging

dissatisfaction with the status quo.

Ethics

There is a need for imparting greater ethical orientation to a training and

development program. There is no denial of the fact that ethics are largely

ignored in businesses. They are less seen and talked about in the personnel

function. This does not mean that the HR manager is absolved if the

responsibility. If the production, finance or marketing personnel indulge in

an unethical practices the fault rest on the HR manager. It is his/her duty to


enlighten all the employees in the organisation about the need for ethical

behavior.

Attitudinal Changes

Attitudinal represents feelings and beliefs of an individual towards others.

Attitudes affect motivation, satisfaction and job commitment. Negative

attitudes needs to be converted into positive attitudes. Changing negative

attitudes is difficult because of

Employees refuse to change

They have prior commitments and

Information needed to change attitudes may not be sufficient.

Attitude must be changed so that the employee feels committed to the

organisation and give better performance.

Decision-making and problem solving skills

Decision-making and problem solving skill focus on methods and

techniques for making organisational decision and solve work related

problems. Learning related to decision making and problem solving skills

seeks to improve trainee’s abilities to define and structure problems,

collection and analysis of information, generate alternatives. Training of

this type is typically provided to potential managers, supervisors and

professionals.


Importance of Training and Development

Companies derive competitive advantage from training and development.

Training and development offer competitive advantage to a firm by

removing performance deficiencies; making employees stay long;

minimizing accidents, scraps and damage; and meeting future employee

needs. Through training there is greater stability, flexibility and capacity

for growth in an organisation. The organisation, which devotes itself to

traning and development, enhances HR capabilities and strengthens its

competitive edge. At the same time, the employee’s personal and career

goals are furthered, generally adding to his or her abilities and value to the

employer. We can classify the benefits of training in the following three

categories.

A. Benefits for the organisation

B. Benefits for the individual

C. Benefits for personnel and human relation, intra group

and internal group relation and policy implementation

A. Benefits for the Organisation

Leads to improved profitability and more positive

attitudes towards profit orientation

Improves the job knowledge and skills at all levels

of the organisation

Improves the morale of the workforce

Helps people identify with organisational goals

Helps create a better corporate image

Fosters authenticity; openness and trust

Improves relationship between boss and

subordinates

Aids in organisational development

Aids in understanding and carrying out

organisational policies

Provides information for future needs in all areas of

the organisation


Aids in handling conflict, thereby helping to prevent

stress and tension

Helps keep costs down in many areas

Develops a sense of responsibility to the

organisation for being competent and

knowledgeable

Organisation gets more effective decision-making

and problem-solving skills

Aids in developing leadership skills, motivation,

loyalty, better attitudes and other aspects that

successful workers and managers usually display

B. Benefits for the Individual

Helps the individual in making better decisions and

effective problem solving

Through training and development, motivational

variables of recognition, achievement, growth,

responsibility and advancement are internalized and

operationalised

Aids in encouraging and achieving self-

development and self-confidence

Helps a person handle stress, tension, frustration and

conflict

Provides information for improving leadership,

knowledge, communication skills and attitudes

Increases job satisfaction and recognition

Moves a person towards personal goals while

improving interactive skills

Satisfies personal needs of the trainer and trainee

Provides the trainee an avenue for growth and a say

in his own future

Develops a sense of growth in learning

Helps a person develop speaking and listening

skills; also writing skills when exercises are

required

Helps eliminate fear in attempting new tasks


C. Benefits for Personnel and Human Relation, Intra Group and

Internal Group Relation and Policy Implementation

Improves communication between groups and

individuals

Aids in orientation for new employee and those

taking new jobs through transfer or promotion

Provides information on equal opportunity and

affirmative action

Provides information on other government laws and

administrative policies

Improves interpersonal skills

Makes organisational policies, rules and regulations

viable

Improves morale

Builds cohesiveness in groups

Provides a good climate for learning, growth and

co-ordination

Makes the organisation a better place to work and

live


Training Process

Organisational Objectives and Strategies

The first step in the training process is the assessment of organisation’s

objectives and strategies. This is a process for determining the

appropriateness of training by evaluating the characteristics of the

organisation. The orgainsation analysis looks at training needs in light of

the oraganisation’s strategy, resources available for training and

management’s support for the training activities. The organisation must

assess the strength and weakness of its human resources.

Assessment of Training Needs


Organisational Objectives

and Strategies

Assessment of Training

Needs

Establishment of Training

Goals

Devising Training

Program

Implementation of

Training Program

Evaluation of Results

23

Needs assessment diagnoses present problems and future challenges to be

met through the training and development. Instructional design logically

should begin with a needs assessment, the process of evaluating the

organisation, individual employees, and employees’ tasks to determine

what kinds of training, if any, are necessary. A variety of conditions may

prompt an organisation to conduct a needs assessment. Management may

observe that some employees lack basic skills or are performing poorly.

Decisions to produce new products, apply new technology or design new

jobs should prompt a needs assessment because these changes tend to

require new skills. The decision to conduct a needs assessment also may

be prompted by outside forces, such as customer request or legal

requirements.

Needs assessment occurs at two levels i.e. group level and individual

level, an individual obviously needs training when his or her performance

falls short or standards that is when there is performance deficiency.

Inadequate in performance may be due to lack of skills or knowledge or

any other problem.

Training and Development Goals

Once training needs are assessed, training and development goals must be

established. Formally established objectives/goals for the training program

has several benefits. Planning begins with establishing objectives for the

training. Based on those objectives, the planer decides who will provide

the training, what topics the training will cover, what training methods to

use and how to evaluate the training. Without clearly set goals, it is not

possible to design a training and development program and after it has

been implemented, there will be no way of measuring its effectiveness.

Goals must be tangible, verifying and measurable. This is easy where

skilled training is involved.

Designing Training Program

An organisation can provide an effective training program, even if it lacks

expertise in training. Many companies and consultants provide training

services to organisations. Community colleges often work with employers


to train employees in a variety of skills. While designing the training

programs one should keep in mind that who the trainees are? Who is the

trainer? What are the training techniques? Whether the organisation

prepares its own training programs or buys training from other

organisation, it is important to verify that the content of the training relates

directly to the training objectives.

Implementation of the Training Program

Learning permanently changes behaviour. For employees to acquire

knowledge and skills in the training program and apply what they have

learned in their jobs, the training program must be implemented in a way

that applies what we know about how people learn. Employees are most

likely to learn when training is linked to their current job experiences and

tasks. To fully understand and remember the content of the training,

employees need a chance to demonstrate and practice what they have

learned. The more trainee practices these activities, the more comfortable

he or she will be in applying the skills on the job. In general, effective

training communicates learning objectives clearly, presents information in

distinctive and memorable ways and helps trainees link the subject matter

to their jobs.

Evaluation of the Training Program

The last stage in the training and development process is the evaluation of

the results. Since huge sums of money are spent on training and

development, how far the program has been useful must be

judge/determined. Evaluation helps determine the results of the training

and development program. In the practice, however organisations either

overlook or lack facilities for evaluation. Thus assessment meet can look at

whether employees have an opportunity to perform the skills related to the

training. The most accurate but the most costly way to evaluate the

training program is to measure performance, knowledge or attitudes

among all employees before the training, then to train only part of the

employees. After the training is complete, the performance, knowledge or

attitudes are again measured and the trained group is compared with the

untrained group. Thus, the evaluation of the training is very important part

of the training program.


Methods of Training

A multitude of techniques are used to train employees. Training techniques

represent the medium of imparting skills and knowledge to employees.

Training techniques are means employed in the training methods. The

most commonly used techniques are:

Lectures

Audio Visuals

On-the-Job Training

Programmed Instructions

Computer Based Training

E-Learning

Simulation

Case Study

Role Playing and Behaviour Modeling

Vestibule Training

Sensitivity Training

Lectures

Lecture is the verbal presentation of information by an instructor to a large

audience. The lecturer is presumed to possess knowledge about the

subject. A virtue in this method is that it can be used for large groups and

hence the cost of training per employee is very low. However, this method

violates the principle of learning by practice. Also this type of

communication is a one-way communication and there is no feedback

from the audience because in case of very large groups it is difficult to

have interactive sessions. Long lectures can also cause boredom.

Audio Visuals

This is an extension of the lecture method. This method includes slides,

OHPs, videotapes and films. They can be used to provide a range of

realistic examples of job conditions and situations in the condensed period

of time. It also improves the quality of presentation to a great extent.

On- the-Job-Training


It is used primarily to teach workers how to do their present jobs. Majority

of the industrial training is on the job training. It is conducted at the work

site and in the context of the job. Often, it is informal, as when

experienced worker shows a trainee how to perform tasks. In this method,

the focus of trainer is on making a good product and not on good training

technique. It has several steps; the trainee first receives an overview of the

job, its purpose and the desired outcomes. The trainer then demonstrates

how the job is to be performed and to give trainee a model to copy. And

since a model is given to the trainee, the transferability to the job is very

high. Then the employee is allowed to mimic the trainer’s example. The

trainee repeats these jobs until the job is mastered.

Programmed Instruction (PI)

In this method, training is offered without the intervention of the trainer.

Information is provided to the employee in blocks, in form of books or

through teaching machine. After going through each block of material, the

trainee goes through a test/ answers a question. Feedback in the form of

correct answers is provided after each response. Thus PI involves:

Presenting questions, facts or problems to the learner.

Allowing the person to respond

Providing feedback on the accuracy of the answers

If the answers are correct, he proceeds to the next block

or else, repeats the same.

However, it is an impersonal method and the scope of learning is less as

compared to other methods of training. Also the cost of preparing books,

manuals and machinery is very high.

Computer Based Training

This is an extension of the PI method. In this method, the learner’s

response determines the frequency and difficulty level of the next frame.

This is a possible thanks to the speed, memory and the data manipulation

capabilities of the computer.

E-Learning


Receiving training via the Internet or the organisation’s intranet is called e-

learning or online learning. E-learning may bring together Web-based

training, distance learning, virtual classrooms, and the use of CD-ROMs.

With e-learning, trainees have a great deal of control. They determine what

they learn, how fast they progress through the program, how much time

they practice and when they learn. E-learners also may choose to

collaborate or interact with other trainees and experts. E-learning can

reduce training costs and time.

Simulation

It is any equipment or technique that duplicates as nearly as the possible

the actual conditions encountered at the job. It is an attempt to create a

realistic for decision-making. This method is most widely used in

Aeronautical Industry.

Case study

Case Study is a written description of an actual situation in the business,

which provokes the reader to think and make decisions/ suggestions. The

trainees read the case, analyze it and develop alternative solutions, select

the best one and implement it. It is an ideal method to promote decision-

making skills. They also provide transference to an extent. They allow

participation through discussion. This is the most effective method of

developing problem solving skills.

The method /approach to analysis may not be given importance. Many a

times only the result at the end of the case may be considered and not the

line of thinking to approach it. This is a major disadvantage since case

studies must primarily be used to influence or mend the attitude or

thinking of an individual.

Role-Playing and Behaviour Modeling

This method mainly focuses on emotional (human relation) issues than

other ones. The essence of role-playing is to create a real life situation and

have trainees assumed parts of specific personalities in the situation

(mostly interchanged roles of boss and subordinate to create empathy for


one another). The consequence is better understanding of issues from the

other’s point of view.

Concept of Behaviour Modeling:

Fundamental psychological process by which new

patterns of behavior can be acquired and existing ones

can be altered.

“Vicarious process” learning takes place not by own

experience but by observation or imagination of others’

action.

It is referred to as “copying”, “observational learning”

or “imitation” implying that it a behavior is learned or

modified through observation of other’s experiences.

This change may be videotaped and showed to the

trainee and he can review and critique it.

It also helps him see the negative consequences that

result from not using the behavior as recommended.

Vestibule Training

This method utilizes equipment, which closely resembles the actual ones

used in the job. It is performed in a special area set aside for the purpose

and not at the workplace. The emphasis is placed on learning skills than on

production. It is however difficult to duplicate pressures and realities of

actual situations. Even though the kind of tension or pressure may be the

same but the employee knows it is just a technique and not a real situation.

Also the employees behave differently in real situations than in

simulations. Also additional investment is required for the equipment.

Sensitivity Training

It uses small number of trainees usually less than 12 in a group. They meet

with a passive trainer and get an insight into their own behaviour and that

of others. These meetings have no agenda and take place away from the


workplace. The discussions focus on why participants behave the way they

do and how others perceive them. The objective is to provide the

participants with increased awareness of their own behaviour, the

perception of others about them and increased understanding of group

process. Examples: Laboratory training, encounter groups. Laboratory

training is a form of group training primarily used to enhance interpersonal

skills. It can be used to develop desired behaviors for future job

responsibilities. A trained professional serves as a facilitator. However

once the training is over employees get back to being the way they are.

Apprenticeships and Coaching

It is involved learning from more experienced employee/s. This method

may be supplemented with other off-the-job methods for effectiveness. It

is applied in cases of most craft workers, carpenters, plumbers and

mechanics. This approach uses high levels of participation and facilitates

transferability. Coaching is similar to apprenticeships. But it is always

handled by a supervisor and not by the HR department. The person being

trained is called understudy. It is very similar to on-the-job training

method. But in that case, more stress is laid on productivity, whereas here,

the focus is on learning.

In this method skilled workforce is maintained – since the participation,

feedback and job transference is very high. Immediate returns can be

expected from training – almost as soon as the training is over the desired

outcomes can be seen in the trainee.

Conclusion

Training and development activities are designed, considerable costs

notwithstanding, to impart specific skills, abilities and knowledge to

employees. Training refers to imparting specific skills. Education is the

process of theoretical learning in classrooms. Development refers to

learning opportunities designed to help employees grow and evolve a

vision a bout the future. All the three form a part of training and

development – only target groups of employees differ. Training is

confined to shop-floor workers and development is meant for executives.


Education, of course, is needed for all employees, irrespective of their

hierarchy.

Skills, education, development, ethics, attitudinal changes and decision-

making skills must go into any program of training and development. A

program of training and development is important as it lends stability and

flexibility to an organisation, besides contributing to its capacity to grow.

Accident, scrap and damage to machinery and equipment can be avoided

or minimized through proper training. Future needs of employees will be

taken care by training and development.


Training Process at PETL

Employees are encouraged to upgrade their skills. The regular on going

training is provided to the staff and on-going learning through work is

encouraged. Potential employees are sent for skill training to various

specialized institutes within India and sometimes abroad too. The company

promotes growth through experience and learning. This factor also takes

care that attrition rate is low, since growth opportunities are provided to

the employees.

Every year the company spends two man-days for the training process.

Generally, the in-door training is conducted. Company also provides on-

the-job training to its shop level employees. Department-wise the

management identifies Common Training Needs. All the departments also

identify their respective training needs. The company has different kinds

of trainings viz. stress management training, training for negotiations

skills, training for problem solving, leadership training, time management

training, supervisory skills development, training for the managerial

effectiveness, team building, etc.

To meet the training requirements, oftenly the company hires trainers from

outside. They come to the company and gives training to the employees

according to the requirements. Sometimes the superiors also provide

training to the workers. Often the training by the superiors is related to the

improvement of supervisory and managerial skills, team building and

safety. Trainers gives the training on the topics related to time

management, developing leadership skills, problem solving techniques,

personal effectiveness, operating a particular machine of new technology,

communication, etc.

Lectures and discussion techniques are used as the training means.

Technical trainings are practically given directly on the machines. Lectures

on the stress management, motivation, etc are organized in the company

premises. Before organizing the training program the consent of the

employees are taken. They are informed in well in advance before such

training schedules.


Once the training is provided, the company takes the feedback from the

employees. The company makes sure that whatever training given is

practically implemented at work and lacunas found are worked upon. It is

an ongoing process at PETL giving growth and development to both – the

employees and the organisation.


Meaning of Research

Research in common parlance refers to a search for knowledge. Research

can also be defined as a scientific and systematic search for pertinent

information on a specific topic. In fact, research is an art of scientific

investigation. Some people consider research as a movement, a movement

from the known to the unknown. It is actually a voyage of discovery.

Research is an academic activity and as such the term should be used in a

technical sense.

According to Clifford Woody research “comprises defining and redefining

problems, formulating hypothesis or suggested solutions; collecting,

organizing and evaluating data; making deductions and reaching

conclusions; and at last carefully testing the conclusions to determine

whether they fit the formulating hypothesis.”

Research Methodology

Research methods or techniques refer to the methods the researchers use in

performing research operations. In other words, all those methods, which

are used by the researcher during the course of studying his research

problem, are termed as research methods.

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 it we study the various steps generally adopted by a

researcher in studying his research problem also with the logic behind

them. It is important for the researcher to know not only the research

methods/techniques but also the methodology. The scope of the research

methodology is wider than that of the research methods.

When we talk of the research methodology we not only talk of the research

methods but also consider the logic behind the methods we use in the

context of our research study and explain whey we are suing a particular

method or technique and why we are not using other so that research

results are capable of being evaluated either by the researcher himself or

by others.


Research Process

Research process consists of series of actions or steps necessary to

effectively carry out research and the desired sequencing of steps. The

research process consists of a number of closely related activities. One

should remember that the various steps involved in a research process are

not mutually exclusive; nor they are separate and distinct. The following

chart concerning various steps provides a useful procedural guideline

regarding the research process.


Research Process in Flow Chart


Define Research Problem

36

Primary Data

This is the data which is collected by an investigator or an agency for the

first time. This is original in character and is gathered through surveys.

Secondary Data

When an investigator uses the data which has already been collected by

others, it is called as the secondary data.

Population

A population or universe is the totality of items or things under

consideration. It is the collection of all values of the variable under study.

A complete enumeration of all the items in the population is known as

census inquiry. It can be presumed that in such an inquiry when all the

items are covered no element of chance is left and highest accuracy is

obtained.

Sample

Sample is a portion of the population or universe under consideration and

sampling is the process of selecting the sample.

Sample Method

Using the census or sample method of survey the primary data is collected.

Under the census method data is collected for each and every unit of the

population or universe. This produces more accurate and reliable results.

Many times it is advisable to take a representative sample from the

population and study it to draw inferences about the similar characteristics

of the entire population. This is the Sample Method of survey.


Review Concepts and theories

Define Research Problem

Formulate Hypothesis

Design Research and sample design

Collect Data

Analyse Data

Interpretation of Data and Reporting

37

Research Methodology for the Present Study


Formulating the ResearchProblem

Review of Literature

Defining the Objectives

Preparing the Report

Data Interpretation

Analysis of Data

Collecting the Data

38

Population under the Study

PETL’s overall employee strength is more than 700. The study of the

training program is done for the senior management cadre, middle

management cadre and the junior management cadre employees. Their

overall strength is 135 in the organisation. Therefore, the population under

study is 135.

Sample Size

From the population of 135, random sample of 32 is taken. Thus the size

of the sample for the current study is 32.

Data Collection

Primary Data

Through Questionnaire Method the Primary data is collected, for which

the questionnaire was prepared and circulated among the 32 employees.

Secondary Data

It is collected from the official web site of the company and the estimated

training needs which was accomplished by company officials.


Data Interpretation and Analysis

A survey was conducted for 32 employees. For conducting the survey,

questionnaire was prepared and given to all the 32 employees. The

questions related to different aspects of training program were asked. Total

number of questions was 21.


1. On what type of training does the management stress?

Data Interpretation

Answer Options No. Of Employees

a) Soft Skills 9

b) Technical Skills 13

c) Managerial Skills 10

Soft Skills Technical Skills Managerial Skills

0

2

4

6

8

10

12

14

9

13

10

Analysis

It is seen that the management insists more on the technical skills training

and then on the managerial skills. As the company is in the production of

gearboxes and most of the employees work mainly on the machines, the

company persists the technical trainings along with the soft skills and

managerial skills.


2. Have you gone through a proper induction program?

Data Interpretation


a) Yes 12

b) No 10

Yes No9

9.5

10

10.5

11

11.5

12

12.5

12

10

Analysis

The company does not give induction training to all employees. As it is

seen from the above graph, that the employees almost half of the sample

size have received induction training. While others have not received any

induction training.


3. What was the most useful part of the induction program?

Data Interpretation


a) Introduction of the Company 15

b) Introduction to Colleagues, peers &

Superiors

1

c) Information on the company

premises

0

d) Company philosophy, Mission 5

e) All of the above 11

Introduction of the Company

Introduction to Col-leagues, peers &

Superiors

Information on the company premises

Company philosophy, Mission

All of the above

0

2

4

6

8

10

12

14

1615

1

0

5

11


Analysis

Most of the employees believe that in the induction program the

introduction of the company plays an important component, where as the

introduction to colleagues, peers, company premises, company’s

philosophy or mission does not have more usefulness. 11 out of 32

employees believe that all the information related to the company are most

useful.


4. Is the employee’s opinion taken before the training program?

Data Interpretation


a) Always 19

b) Sometimes 12

c) Never 1

Always Sometimes Never

0

2

4

6

8

10

12

14

16

18

20 19

12

1

Analysis

The company takes the opinion of its employees before organizing any

kind of training. 19 out of 32 employee agrees that their consent is

taken before planning any training programs. 12 employees think that

only sometimes their consent is taken. Whereas, only 1 person is of the

opinion that consent of the employees is not taken before such

programs.


5. Is the proper action taken to fulfill the training needs?

Data Interpretation


a) Yes 26

b) No 6

Yes No0

5

10

15

20

25

30

26

6

Analysis

From sample of 32 employees 26 believes that the proper action is always

taken to accomplish the training requirements of the employees. Wherein,

6 employees do not think that their training needs are properly taken care

of.


6. Are the training needs properly identified?

Data Interpretation


a) To a high extent 16

b) To some extent 11

c) Not to a satisfactory extent 5

d) Not at all 0

To a high extent To some extent Not to a satisfactory extent Not at all

0

2

4

6

8

10

12

14

16

18

16

11

5

0

Analysis

16 employees think that the company appropriately recognizes their

training needs. Wherein, 11 think that up to some extent they are

recognized. But there are some employees who feel that the training

requirements are not identified to a satisfactory degree.


7. Who to the employees report for their training needs?

Data Interpretation


a) Department Trainers 4

b) Training Manager 5

c) Department Heads 23

Department Trainers Training Manager Department Heads

0

5

10

15

20

25

45

23

Analysis

At PETL it is the practice that the training needs of employees are

informed to the respective department heads. Employees have to approach

to their department heads with their training needs. Sometimes they also

approach to the training manager or the department trainers with their

needs.


8. Is the duration of training program...

Data Interpretation


a) Adequate 25

b) Inadequate 4

c) Very Lengthy 3

Adequate Inadequate Very Lengthy

0

5

10

15

20

25

30

25

43

Analysis

Out of 32 employees 25 believes that the training timings are adequate.

But, 4 employees think that it’s not adequate. The timing should be

increased to understand the subject thoroughly. Wherein, 3 believes that

the timing is very lengthy and should be decreased.


9. What kind of training do you prefer?

Data Interpretation


a) Indoor 4

b) Outdoor 2

c) Both 26

Indoor Outdoor Both

0

5

10

15

20

25

30

4

2

26

Analysis

Maximum number of employees prefers both the indoor and outdoor

trainings sessions. Whereas some do think that the training should be

indoor only and there are people who thinks that it should be outdoor only,

but their ratio is very low.


10. How often the training programs are conducted?

Data Interpretation


a) Sometimes 24

b) Often 8

c) Seldom 0

Sometimes Often Seldom

0

5

10

15

20

25

30

24

8

0

Analysis

The training programs are conducted sometimes- 24 employees agrees to

this statement. Rest 8 believes that they are conducted often.


11. How effective are the training programs?

Data Interpretation


a) Very Good 21

b) Good 8

c) Average 3

Very Good Good Average

0

5

10

15

20

25

21

8

3

Analysis

21 employees agree that the effectiveness of the training programs are very

good. But there are 3 who thinks that its average. 8 employees agrees that

the training programs are fairly effective.


12. Are the trainers available for each training program?

Data Interpretation


a) Yes 32

b) No 0

Yes No

0

5

10

15

20

25

30

35

32

0

Analysis

All the employees agrees that the trainers are available for all kinds of

trainings conducted at PETL.


13. Are the trainers skilled and expert in their respective skills?

Data Interpretation


a) Yes 32

b) No 0

Yes No

0

5

10

15

20

25

30

35

32

0

Analysis

All the employees agree that the trainers available for the training are

specialists in their respective fields. They are very talented and carry out

the training programs very efficiently and with full expertise.


14. Is the knowledge given during the training implemented at works?

Data Interpretation


a) Yes 28

b) No 4

Yes No

0

5

10

15

20

25

3028

4

Analysis

From 32 employees under study, 28 agrees that the knowledge, skill, etc.

taught during the training sessions are implemented at the work

practically. 4 employees disagrees to this.


15. What methodologies are adopted for your training?

Data Interpretation


a) Lecture 3

b) Lecture cum Audio 19

c) Discussion 10

d) Field Visits 0

Lecture Lecture cum Audio Discussion Field Visits

0

2

4

6

8

10

12

14

16

18

20

3

19

10

0

Analysis

Most of the employees i.e. 19 are of the same opinion that lectures cum

audio means are used for the training sessions. 10 persons are of the

agreement that the discussion techniques are also used and 3 are saying

that lecture method is used.


16. How suitable are these methods?

Data Interpretation


a) Very Suitable 18

b) Suitable 4

c) There is scope for Improvement 10

Very suitable Suitable Needs Improvement

0

2

4

6

8

10

12

14

16

18

20

18

4

10

Analysis

18 employees are of the opinion that the methods used for the training

programs are very suitable and 4 says that they just suitable. Wherein 10

thinks that there can be the improvement in the means used for trainings.


17. Does training bring about a change in the attitude and thinking?

Data Interpretation


a) To a great extent 22

b) To some extent 10

c) Not at all 0

To a great extent To some extent Not at all

0

5

10

15

20

25

22

10

0

Analysis

22 agrees that training sessions brings change in the attitude and thinking

to a great extent. There are 10 employees, who are of the opinion that the

changes are up to some extent.


18. Is the feedback given to the employees about their progress during and

after the training programs?

Data Interpretation


a) Yes 29

b) No 3

Yes No

0

5

10

15

20

25

30

35

29

3

Analysis

The feedback of the employees about their development during and after

the training sessions are given to them- 29 persons agrees to this statement.

But 3 persons are there who are not agreeing to the above statement.


19. Which of the method is most useful in evaluating the training

program?

Data Interpretation


a) Feedback 7

b) Performance Appraisals 23

c) Post trainee evaluation session 2

Feedback Performance appraisals Post trainee evaluation session

0

5

10

15

20

25

7

23

2

Analysis

Out of the various methods available for the evaluation of the training

programs, according to 23 employees the most effective is the

performance appraisal technique. Others are of the opinion that the

feedback method and the post trainee evaluation sessions are also useful,

the number of employees for the above two methods are 7 and 2

respectively.


20. Do you have any suggestions for the improvement of the training and

development system being used by the Company?

Data Interpretation


a) No 28

b) Yes 4

Yes No

0

5

10

15

20

25

30

4

28

Analysis

From 32 employees, 28 do not want to make any changes in the training

and development programs used by the company. And 4 of 32 wants some

changes in this programs.


21. Amongst the topic which of the topics/subject do you think will

enhance your personality development, effectiveness and efficiency?

Data Interpretation


a) Team work 2

b) Training on new Technologies 12

c) Stress Management 10

d) Time Management 8

Team Work Training on new tech-nologies

Stress Management Time Management

0

2

4

6

8

10

12

14

2

12

10

8

Analysis

From the above graph it is understood that most of the employees prefers

trainings on the new technologies coming up. Then 10 are of the thinking

that the stress management sessions should also be taken. Wherein, some

also wants that the training should include the time management sessions

and the building of teams.


Observations and Findings

As you enter the premises of PETL at Chinchwad, Pune surroundings from

all sides are lush green trees. Regular security levels are placed at the main

gate. Formal permission is required to enter the premises. The company

has a well maintained garden which gives a pleasing look.

The organisation is a good example of industrial peace. It encourages a

cordial relationship between the employees and the management. The

company provides good welfare facilities. Health and safety of the

employees is given utmost importance at the premises. All acts are

implemented effectively. Exemplary relationship between the management

and the union is noticed. The employment objectives emphasize a good

industrial atmosphere, fine industrial relations and growth oriented

productivity. Various personnel functions are observed and done with the

help of computers. Keeping in time with the present communication

channels various computers are linked to a main server. Internet, e-mail,

fax and telephone are the basic communication sources.

The company observes at its factory premises a weekly off on every

Thursday for the production line employees and for other administrative

departments. Other than this as per the government notification public

holidays are also observed.

The company has low attrition rate. It tries to find reasons for an employee

deciding to quit. If it is as a result of disappointment, within the

jurisdiction of the company’s policies the employment is tried to retain by

solving the employees issues. Workers not observing moral code of

conduct are given a fair chance to reform and are not immediately

dismissed unless the offence is of a grievous nature.

It is observed that the training is the most important function of the HR

department at PETL. It helps the employees to learn new skills, acquire

knowledge and provides growth to employees as well as to the

organisation. The time span decided for the different trainings is sufficient

to understand the particular subject.


The company very well identifies the training needs of its employees.

After identifying the needs; it also takes proper action to provide the same

to the employees, which gives the scope of growth to the employees. It

also sees that it enhances the personal skills and ability to work.

The methods used for the training are very suitable. It is generally in the

lectures, discussions and lectures cum audiovisuals. Lecture - discussion

methods are very effective for training on stress management, increasing

motivation levels, time management, etc. Discussion methods are very

effective as there is open discussion on the topic and all the doubts can be

cleared and understood very well.

The company hires the trainers for various kinds of training. They are

professionals and are experts in their respective fields. The company take

care that the training provided is implemented at work. Through training

the company tries to achieve efficiency and effectiveness.

At PETL, the training is thought as the way to development of employees

as an individual and overall growth of the organisation.


Recommendations

The organisation has its own ideology in context with handling human

relations. The modern day academics may define trendy HRM policies and

definitions which are slightly different than the one PETL practices.

Observing human relationship within the organisation one gets a feeling of

satisfaction that whatever systems are in use they are working to the

contentment of the management as well as the employees. Some

suggestions which I feel could be incorporated by the company are being

mentioned below.

The company’s performance in context with HRM appears to be good but

system and methods which are been practiced right now would sooner or

later need upgradation. The HRM polices should strive to match global

policies and international standards. Psychometric research should be

conducted and probably external agencies should be involved to study and

recommend existing HRM policies and highlight recommendations.

The company has strength of over 700 workers. It is managing very well in

context with the management-employee relationship. The relationship

systems are very modest and as they are still functional and providing

results they cannot be called outdated. Still, modernization of relationship

policies can be thought of. Before inducting new relationship policies it

should be assorted that the policy has undergone the required laboratory

tests and is a result of fine academic research. The any policy or system

implemented should be better than the one already existing.

The company’s production is of highest standards and matches

international quality levels. Compare to that personnel policies to some

extent stay restricted within the frame work of statutory laws and acts of

the government of India.

The company has fairly good welfare policy for the employees. Certain

fringe benefits are also provided to the employees. The company has its

own co-operative credit society too. This all seems quite impressive!


The company does have a policy of providing training for upgradation of

skills and know-how to its employees. It is felt that certain departments

within the company would benefit the employees in their performance if

additional training inputs were provided. The company does not have

proper induction process, which is very important when there is a new

employee joining the company. It helps the new employee to adjust with

the job role given to him, to know the mission, vision, philosophy of the

company, to know the HR policies, to understand the know-how of the

company, to introduce himself to his seniors, peers and subordinate, etc.

The company spends 2 man-days in a year for the training process, which I

feel is quiet insufficient in today’s changing world. The world is changing

at a much faster rate and the new technologies are invented and new

innovations are made. In this era the company have to give proper training

to the employees related to the modern technologies. Training process

should be made the continuous on-going process in the company.

The company being a manufacturing unit gives more stress on the

technical training. I feel that with the changing time, the employees should

be given the other types of training too, such as developing the soft skills,

improving the communication skills, time management, etc. This kind of

training helps in the individual development and effectiveness in the

employees. It also leads to the personality development of the employees

and thereby overall growth of an individual and ogranisation.

The company should also consider employees opinions and suggestions

for such training schedules. Some of the employees have suggested that

the management should take part in training programs along with the

employees. I feel that this should be implemented as it makes room for the

open discussion between the management and the employees.

Human Resource Management system is in practice. Probably, global

HRM trends are yet to seep-in completely within the organisation.

Companies who have a slogan “we care for you” seem to be getting better

production results and outputs from employees.


Conclusion

During the course of my project study at PETL I was introduced to various

sections and departments within the industry. It was pleasure to know that

cordiality existed in all the departments. Satisfaction level within the

employees also exists.

I am honored to be associated with PETL for this short period of time. As

a student of MPM, I have gained a lot of knowledge about the functions of

Human Resource Management in actual practice.

The company is doing very well with the current management –employee

relationship. It also has a regional offices and marketing office all over the

globe who interact with clients and other industries.

The company has a good forecast to achieve higher targets, goals and

objectives. It continuous to introduce add-on policies which seek to

improve the welfare and performance of the employees. The company has

the policy of retaining its employees. Hence, the attrition rate appears to be

dismal. It is a large industry manufacturing gearboxes for other industries.

Thus, qualitative production is one of the goals, which all employees

understand and follow. Whatever systems are in place pertaining to human

resource management are effectively working.


Project Vora

Documents

Transcript of Project Vora