HR Project Reports on Training and Development Activities

Description
Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development.

INTRODUCTION
Introduction to Human Resources Management An organization may be manufacturing firm, a business concern, an insurance company, a government agency and even families. It may be big or small, simple or complex; it consists of human grouping in which work is done for accomplishment of some specific goal differ, they have there own objectives, which may be constant or modified according to the circumstance. Adequate resources are required to look after the various functions set for the organization. These resources are men and materials, which have to be arranged by individuals called manager. While human resources available to the management in an organization are only a part of resources, it is only through the combined effort of the money and material resources are utilized for organizational goals, hence managing these resources is vital. Definitions: “ Human resources management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational, and social objectives are accomplished.” - EDWIN B.FLIPPO “Human resources management a series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organizations and the employees to achieve their objectives.” -- George T.Milkovich and Johari W.Boudeau. Human resources management is the field of management concerned with employing people, developing their human resources, utilizing for maintaining and compensating their service in tune with the job and organizational

requirements. The important objective rather responsibility of HRM is the Human resources management.

EMPLOYEE TRAINING
The motivation to learn is deeply rooted to human personality, though in many individuals such an impulse may lie dormant unless evoked by circumstances, Nevertheless, people in various organizations do recognized benefits inherent in education and training and they often benefits inherent in education and training and they often not only expect but also demand developmental experiences in their employment setting. Therefore, once a person is finally selected by an organization as a member of its manpower or personnel, it is necessary to ensure that he is adequately placed in the right job and to see that what ever training is required for the individual, it is appropriately programmed and necessary development facilities are properly provided so that the individual is helped to fit into the present job as well as the future carrier planned for the particular person. Every organization needs 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 this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. In a rapidly changing society, employee training and development is not only and activity that is desirable but also sufficient funds must be committed. Training is a corner stone of sound management for it makes employee more effective and productive organizations and individuals should develop and progress simultaneously for their survival and attainment of mutual goals.

Modern management has to develop the organization through human resource development. Employee training is the most important sub-system of human resource development. Employee training is a specialized function and is one of the fundamental operative functions for human resource management. MEANING: After an employee is selected, placed and introduced he or she must be provided with training facilities. Training is the act of increasing the knowledge and skill of an employee for doing a particular job training is a short-term educational process and utilizing a systematic and organized procedure by which employee learn technical knowledge and skills for a definite purpose. “THE ORGANIZED PROCEDURE BY WHICH PEOPLE LEARN KNOWLEDGE AND OR SKILL FOR A DEFINITE PURPOSE”. - DALE S.BEACH. A formal definition of training and development is “ It is any attempt to improve current or future employee performance by increasing and employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employee’s performance deficiency, computed as follows:” Training and development Performance. Training improves, changes, and moulds the employee’s knowledge, skill, behavior, aptitude and attitude towards the requirements of the job and organization. Training refers to the teaching and learning activities carried on need=Standard performance – Actual

for the primary purpose of helping member of an organization, to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and organization. Thus, training bridges the differences between job requirements and employee’s present specifications. Difference between Training and Development: Employee training is distance from management development. Training’s refers to training given to employees in the areas of operations. Technical and allied areas. The development refers to developing and employee in the area’s of principles and techniques if management, administration, organization and allied area’s. IMPORTANCE OF TRAINING:The importance of human resource management is to a large extent depends on human resource development. Training is the most important technique of human resource development. Training is important to develop the employee and make him suitable to the job because no organization can get a candidate who is suitable to the job and its requirements. Job and organizational requirements are not static; they are changed from time to time in view of technological advancement and change in the awareness of the total quality and productivity management (TQPM). The objective of TQPM can be achieved only through training, as training develops human skills and efficiency. Trained employees would be a valuable asset to an organization. Organizational objectives like viability, stability and growth can also be achieved through training. NEED FOR TRAINING:-

Every organization should provide training to all employee’s irrespective of this Qualification, skill, suitability for the job etc., Training is not same thing that is done once to new employee’s, it is used continuously in every will run establishment. Specifically, the need for training arises due to the following reasons:1. To much the employee specification with the job requirements and Organizational needs. 2. The primary goal of most of the organization is their viability and efficiency. But environmental premises continuously influence the organizational viability. 3. Every organization, in order to service and to effective, should adopt latest technology i.e., mechanization, computerization and automation. Organization should train the employee’s to enrich them in the areas of changing technical skill knowledge from time to time. 4. Companies constantly search for opportunities to improve organizational effectiveness.. Training is responsible for much of the planned change and effectiveness in on organization as if purpose the people to be the change agents and implement the programs of effectiveness. 5. Trends in approach towards personnel management has changed from commodity approach to partnership approach, closing the human relations. 6. Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer.

TRAINING OBJECTIVES:The manager formulates the following training objectives keeping the company’s overall objectives in mind:1. To prepare the employee both new and old to meet the present as well as the changing requirements of the job and the organization. 2. To prevent obsolescence. 3. To impact the new entrants the basic knowledge and skill they need for an intelligent performance of definite job. 4. To prepare employees for higher level tasks. 5. To assist employees to function more effectively in their present position by exposing them to latest concepts information and techniques. 6. To build up a second line of competent officials and prepare them to occupy more responsible positions. 7. To develop the potential of people for the nest level job. 8. To ensure smooth and efficient working of department. 9. To ensure economical output of required quality. 10.To promote individual and collective morale, a sense of responsibility cooperative attitudes and good relationships.

TRAINING METHODS: As a result of research in the field of training a number of programs are available. Since if these are new method, while others are improvements over the traditional methods. The training programs are classified into on-the-job and off-the-job training programs as shown below: TWO TYPES

ON-THE-JOB METHODS - Job Rotation - Coaching - Job instruction or training throughstep by step. - Committee assignment.

OFF-THE-JOB METHODS - Vestibule training - Role Playing - Lecture methods

- Conference or discussion - Programmed instruction

ON-THE-JOB METHODS:This type of training, also known as job instruction training, is the most commonly used methods. Under this method, the individual is placed on a regular job and taught the skills necessary to perform that job. The train helps under the supervision and guidance of a qualified worker or instructor. On-theJob training has the advantage of offering first hand knowledge and experience under actual working conditions. On-the-job methods include. 1. JOB ROTATION:This type of training involves the movement of the trainee from one job to another. The trainee receiver job knowledge and gains experience from his supervisor or trainer in each of the different job assignment. 2. COACHING:The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feed back to the trainee on his performance and offers him some suggestion for improvement. Often the trainee shale’s some of the duties and relieves him of his burden. 3. JOB INSTRUCTION:This method is also known as training through step by step under this method, trainer explains the trainee the way of doing the jobs, job knowledge and skill and allows him to do the job trainer appraises the performance of the trainee, provides feed back information and corrects trainee. 4. COMMITTEE ASSIGNMENT:Under the committee assignment groups of trainees are given and asked to solve an actual organizational problem. The trainee’s solve the problem jointly. It develops team work.

OFF-THE-JOB METHODS Under the method of training, trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. He can place his entire concentration on learning job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainee’s. Off-the-Job training methods are as follows:1. Vestibule training:In this method, actual work conditions are simulated in classroom. Material, files and equipment those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. 2. Role-playing:It is defined as a method of human interaction that involves realistic behavior in imaginably situations. This method of training involves action, doing and practice. The participants play the role of certain characters, such as the production manager, Mechanical Engineers, quality Control, Inspectors, Foreman, Workers and the like. This method is mostly used for developing inter-personal interactions and relations. 3. Lecture methods:In this method, the instructor organizer the material and gives it a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees. The advantages of lecture method: 1. It is direct 2. It can be used for a large group of trainees. 3. Less costs and time.

4. Conference and Discussion:It is method in training the clerical, Professional and supervisor personnel. This method involves a group of people who pass ideas, examine and share facts, ideas and date, test assumption and draw conclusions, all of which contribute to the improvement of the job performance. The discussion involves two-way communication and hence feed back is provided. 5. Programmer instruction:In recent years this method has become popular. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex levels of instruction. The trainee goes through these units by answering question or filling the blanks. This method is expensive and time consuming. EVALUATION OF TRAINING PROGRAMME The specification of values forms a basis for evaluation. The basis of evaluation and the mode of collection of information necessary for evaluation should be determined at the planning stage. The process for training evaluation has been defined as “any attempt to obtain information on the effects of training in the light of that information. Evaluation leads to controlling and correcting the training programs. Hamblin suggested five levels at which evaluation of training can take place. Viz., 1. Reactions 2. Learning 3. Job behavior 4. Organization 5. Ultimate value

Essential ingredients for a successful evaluation:There are three ingredients in a successful evaluation. They are 1. Support throughout the evaluation process. Support item are human resources, time, finance, equipment and availability of data source, records etc. 2. Existence of open communication channels among top management, participants and those involved in providing data etc and 3. Existence of sound management process. Bases of evaluation:Training programs can be evaluated on the basis of various factors like 1. Production factor 2. General observation 3. Human resource factor 4. Performance tests 5. Cost-Value relationship 6. Feed back

TRAINING PROCEDURE: The training procedure discussed below is essentially an adoption of the job instruction training course, which has been proved to have a great value. The important steps in the training procedure (1). Preparing the Instructor: The instructor must know both the job to be taught and how to teach it. The job must be divided into logical parts so that each can be taught at a proper time without the trainee losing plan . (2). Preparing the Trainee: As in interviewing, the first step in training is to attempt to place the trainee at ease. unfamiliar task. . (3). Getting Ready to Teach: This stage of the programme is class hour teaching. • Planning the programme • Preparing the instructor’s outline. • Do not try to cover too much material. • Keeps the session moving along logically. • Discuss each item in depth. Most people are somewhat nervous when approaching an Though the instructor may have executed this training

procedure, many times he or she never forgets its newness to the trainee

(4). Presenting the Operation: There are various alternative ways of presenting the operation, viz. explanation, demonstration etc. An instructor mostly uses these methods of explanation. In addition, one may illustrate various points through the use of pictures, charts, diagrams and other training aids. (5). Try out the Trainee’s Performance: As a continuation of the presentation sequence given above, the trainee should be asked to start the job or operative procedure. Some instructors prefer that the trainee explains each step before doing it, particularly if the operation involves any danger . (6). Follow-up: The final step in most training procedures is that of follow-up. When people are involved in any problem or procedure, it is unwise to assume that things are always constant. Follow-up can be adopted to a variable reinforcement schedule as suggested in the discussion of learning principles.

Management Development
Management development is a systematic process of growth and development by which managers develop their abilities to mange. It is the result of not only participation in formal courses of instruction but also of actual job experience. It is concerned with improving the performance of the managers by giving them opportunities for growth and development. It is only planned effort to improve current or future managerial performance. The role of the company in management development is to establish the programs and the developmental opportunities for its present and potential mangers. Need for management Development:A business organization has to develop the potential of all those who are in management positions or who are fresh form management institutions and have the potential for development. This development is necessary because of the following reasons.:1. Society is facing a rapid rate of technological and social change. Management personnel need to be developed, as they have to tackle problems arising out of information of automation intense market competition etc,. 2. Managers have to be developed for handling problems arising you 3. Management labour relations are becoming increasing complexes.

Objectives of Management Development:The management development programs are organized with a view to achieving specific objectives. They are 1. To overhand the management machinery. 2. To improve the performance of the managers. 3. To give the specializes on overall view of the function of an organization and equip them to co-ordinate each other’s efforts effectively. 4. To identify the persons with the required potential and prepare them for senior position. 5. To increase the morale of the members of the management group. 6. To increase the versatility of the management group. 7. To keep the executives abreast with the changes and developments in their respective fields. 8. To create the management succession which can take over in case of contingencies. 9. To improve thought process and analytical ability. 10. To broaden the outlook of the executive regarding his role position and responsibilities 11. To understand the conceptual issues relating to economic social and technical relations skills. 13.To stimulate creative thinking. areas. 12.To understand the problems of human relations and improve human

Techniques of Management Development:
The following are some of the important on- the- job and off-the-job techniques of management development. Important techniques of Management Development

On-the-job Techniques 1. Coaching 2. Job Rotation 3. Under study 4. Multiple management

Off-the-Job Techniques 1. The case study 2. Incident method 3. Role playing 4. In basket method 5. Business game 6. Sensitivity training 7. Simulation 8. Grid training 9. Conferences 10. Lectures

On-the-Job Techniques:The success of these techniques depends on the immediate supervisor and how good a teacher he is. On-the-Job techniques are especially useful for certain groups like scientific and technical personnel. 1. Coaching:

In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee. He tells him what he wants him to do, how it can be done and follows up while it is being done and corrects errors 2. Job Rotation: The transferring of executives from job to job and from department to department in a systematic manner is called job rotation when a managed is posted to a new job as part of such a programs, it is not merely an orientation assignment. He has to assure the full responsibility and perform all kinds of duties. 3. Under study: An understudy is a person who is in training to assume at a future time, the full responsibility of the position currently held by his superior. This method supplies the organization a person with as much competence as the superior to fill his post, which may ball vacant because of promotion retirement or transfer. 4. Multiple management: Multiple management is a system in which permanent advisory committees of higher managers study problems of the company and make recommendations to higher management it is also called junior board of executes system. These committees discuss the actual problems and different alternative solutions after which the decisions are taken.

OFF THE JOB TECHNIQUES:
Because of the fact that on the job techniques have their own limitations, these off the job techniques are considered important to fill those gaps. 1. Case study:

Case are prepared on the basis of actual business situations that happened in various organizations, the trainees are given cases for discussing and deciding upon the case then they are asked to identify the apparent and hidden problems for which they have to suggest solutions. 2. Incident Method: Incidents are prepared on the basis of actual situations which happened in different organizations, each employee in the training group is asked to study the incident in the actual situation later the group studies and discussed the incident based on the group interaction and decisions taken by each member. 3. Role Playing: In this method, the trainees act out a given role as they would in a stage play. The role players have to quickly respond to the situation that is ever enhancing and to react to it they would in the real one. 4. In Basket Method: The Trainees are first given background information about a simulated company its products key personnel, various memoranda, request and all date pertaining to the firm. The trainee has to understand all, this makes notes, delegate tasks and prepare memos within a specified amount of time. 5. Sensitivity Training: It is a laboratory situation where one gets a chance to now more above himself and the impact of his behavior on others 6. Business Game: These are classroom simulation exercise in which teams of individuals complete with each other in order to achieve a given objective. Each team has to discuss and arrive at decisions, assuming it to be management of a simulated firm. 7. Simulation:

In this, the situation is duplicated in such a way that it carries a closer resemblance to the actual job situation. The trainee experiences a feeling that he is actually encountering all those conditions. Then he is actually encountering all those conditions than he is asked to assume a particular role in the circumstances and solve the problems by making a decision. 8. Managerial Grid: It is a six phase programs it starts with upgrading managerial skills, continues to group improvement; improves inter group relations, goes into corporate planning, develops implementations method and ends with an evaluation phase. The grid represents several possible leadership styles. Each style represents a different combination of two basic orientations. Concern for people and concern for production. 9. Conferences: A conference is a meeting of several people to discuss the subject of common interest. But contribution from members can be expected as each one builds upon ideas of other participate this is best suited when a problem has to analyzed and examined from different view points. 10. Lectures: It is the simplest of all techniques this is the best technique to present and explains series of facts, concepts and principles the lecture organizes the material and gives it to a group of trainees in the form of talk.

INDUSTRY PROFILE
Caustic soda and chorine are the two basic products widely used in the chemical industry in INDIA. Either as raw material or as auxiliary chemical caustic soda mainly used in the manufacture of pulp and paper, newsprint,

viscose, yarn, staple fiber, aluminium, cotton textile, toilet and laundry soaps Detergents, dyestuffs, drugs and pharmaceuticals, vanaspathi, Petroleum refining etc., Chlorine is used in the manufacture of PVC, pulp and paper, bleaching powder, textiles and host of other inorganic and organic chlorinated compounds like metallic, chlorides, regrigerants, chlorinated solvents etc., Large quantities of chlorine are also used for water purification. Commercial production of caustic soda in the country started in 1941 with the commissioning of the five Tones per day plants. One near Calcutta (at Rishra) and the other as Metture Dam(Tamilnadu). Process in new capacity installation was rather slow in early years, and till the early sixtees, the requirements were being mostly met through imports, ranging in the region of 60,000 to 90,000 TPA. Installed capacity increased from 1.40 lakh tons in 1960 to 3.9 tones in 1975. Indigenous production also rose, sharply, with the result that dependence of imports was completely avoided since 1970. Today, there are 40 caustic soda manufacturing units in the country, with the total annual installed capacity of over 22.72 lakh tones, which is almost double the capacity of the decade back. The industry has also been constantly striving towards improved energy utilization and better environmental protection that is simply proved by the fact energy efficient and pollution free membranes process technology forms about 66% of total installed capacity in INDIA today. The major task facing the caustic_chloring industry now is to increase the gainful utilization of chlorine in value added products to international levels.

Presently the other units which produces in the process of bleaching powder apart from Dutch Kessenbouw are Sree Rayalaseema Hypo industry, Konark Industry Limited, Orissa and others are in Delhi, Calcutta, Madya Pradesh and Chennai.

COMPANY PROFILE
Sree Rayalaseema Hi-Strength Hypo Ltd., the torch bearer of the conglomerate, is the only Indian manufacturer of Calcium Hypochlorite, and one of the very few in the world. A state-of-the-art sodium process technology developed through in-house R&D efforts helps the company in manufacturing

the product with a chlorine content of 65% to 70%. Sree Rayalaseema HiStrength Hypo Ltd., exports Calcium Hypochlorite to countries all across the globe viz., Austrailia, Bangladesh, Belgium, Brunei, China, Colombia, Cyprus, Durban, England, France, Germany, Hugary, Iran, Kenya, Korea, Malaysia, Mauritius, Netherlands, Oman, Peru, Phillippines, Quatar, SriLanka, Saudi Arabia, Singapore, Tanzania, Thailand, USA, Vietnam etc. The Certificate of Merit awarded by CHEMEXCIL for outstanding export performance reinforces its status as a recognized export house. Calcium Hypochlorite touches vital facets of human existence and is of proven importance in many areas of day-to-day activity. Sree Rayalaseema HiStrength Hyp Ltd. Has a distinctive edge in the manufacture of this product, thanks to the twin advantages of indigenous raw materials availability and supply of some specialized chemicals by Sree Rayalaseema Alkalies and Allied Chemicals Ltd. The company is also a front-ranking producer of Monochloro Acetic Acid. Manufactured by the scientific crystallizer technology, the product meets international quality standards. Monochloro Acetic Acid is used by all leading manufacturers of Non-Steroid Anti-Inflammatory Drugs, other pharmaceuticals, pesticides, organic chemicals etc.

PRODUCT RANGE AND APPLICATIONS:
• Calcium Hypochlorite (Granules and Tablets) • Stable Bleaching Powder • Monochloro Acetic Acid • Cholorosulphonic Acid • Oleum 23% and 65%

• Bromine • Battery and Commercial grades Sulphuric acid Calcium Hypochlorite is used extensively in aquaculture, textile, leather, paper and sugar industries. Stable Bleaching Powder has takers in sanitization, water treatment, aquaculture and pesticide makers. Chlorosulphonci Acid caters to the pharmaceutical, and dyes & intermediaries industries. Oleum is used by producers of dyes and intermediaries, soaps and detergents, explosives and others, Bromine, manufactured by a proven indigenous technology, finds application in various industries including petrochemicals, dye intermediates, photography, pesticides, pharmaceuticals, bleaching of paper, pulp and others. Sulphuric Acid finds widespread usage in sulphonation, fertilizer industry, and as an intermediary in pharmaceutical industry amongst others.

PRODUCTION CAPACITY
Product Calcium Hypochlorite Stable Bleaching Powder Installed capacity(Tons per annum) 6600 9900

Monochloro Acetic Acid Sulphuric Acid Chlorosulphonic Acid Bromine

2400 49500 33000 65

Sree Rayalaseema Hi-Strength Hypo Ltc. Has provided capacitors and also uses steam for regrigeration to conserve energy. Brick-lined CSA reactors and air purging systems in place at the MCA plant, are all aimed at increasing operating efficiencies. A 9 MW bio-mass power project at Kurnool caters to the company’s growing power requirements. Sree Rayalaseema Hi-Strength Hypo Ltd. Adheres to all international standards of quality. The ISO 15001 certification for Environmental Management and the ISO 9002 certification for Quality Systems bear out the company’s commitment to ensuring quality of impeccable standards. Packed in 50kg galvanized drums and 25kg HDPE bags with protective polyethylene liners, Stable Bleaching Powder can be shipped without any hassles, in ocean containers. Little wonder then, that exports from the company stand at 40% of total production. The company exports its produce to Sri Lanka, Singapore, Hong Kong, Malaysia, Indonesia, Saudi Arabia, Korea, Kenya, Tanzania, Italy and Netherlands. The company has been awarded with the ISO 9002 certification for its quality systems. An ISI license and its status as a DGS&D approved supplier of Stable Bleaching Powder (tropical chloride of lime) reflects the superlative quality of the company’s product. The company was also awarded the Best Small Enterpreneur Award instituted by the Industries and Commerce Department, Govt. of Andhra Pradesh.

THE VISION: To empower ourselves with excellence and to thus, grow and reach the pinnacle of market leadership. THE MISSION: To provide products and services of international standards through pioneering innovations, while keeping in sight, our responsibility towards the society we dwell in.

Analysis of Marketing Functions:
Sree Rayalaseema Hi-Strength Hypo Ltd is mainly concentrating on export orders. They care a little or local markets. So there is separate marketing Department. They have an assistant Export Manager and who take care of the orders. Sree Rayalaseema Hi-Strength Hypo Ltd. Has good marketing relationship with the buyers in USA, UK, Australia and Gulf countries. Most of the countries wishes to have marketing with SRHHL since they satisfy.

Analysis of Personal Functions:
The main Personnel Functions are recruitment and Selection for recruitment, the advertisement is placed in the newspaper and application forms are sent to those who reply to it, and then the Filed up applications are sorted out by the personnel Department and called or an interview. The interview is held by the committee where in the head of Department concerned, the personnel manager and a member not related to both the Department are duly represeneted. The personnel Department taken case of the daily attendance of the employees. Since the absenteeism problem is no more in Sree Rayalaseema Hi_Strength Hypo Ltd. The disciplinary action is also taken on those who cause

nuisance in the working area, who are not punctual to work and who aftently does mistakes in discharging their duties. It also takes care of wage and Salary administration, fringe benefits, bonuses etc. Personnel Department ensures smooth low of EST benefits to insured employees. Personnel Department takes care of holiday fixation. by for every twenty days should be given as casual leave. It also takes care of promotions, termination, demotions etc. If handles industrial disputes, grievances of the employees. Sree Rayalaseema Hi_Strength Hypo Ltd. Has dispensary which has a doctor. It has a crèche for children. It provides subscribed food in the canteen. The maintenance of all these is taken care by welfare officer. The welfare officer also hadles small grievances of the employees. Analysis of Financial Functions: The Finance Department prepares budget report every year. It prepares cash flow statement every month. The balance sheet and annual report are prepared at the end of every accounting year. goods. PRODUCT LINE
Sulfuric acid, monocloro acitic acid, aleum, chloro sulphoric acid, stable bleaching powder, calcium hypo chlorite (65%).

There will be

definite number of holidays for a year. The holiday is fixed on a particular day

It prepares consumption

statement and also the monthly stock statement which shows the value of the

SPECIFICATIONS
SULPHURIC ACID Assay as H2SO4 Iron as Fe : Min 98.0 : Max 0.05 MONOCHLORO ACETIC ACID Assay as M.C.A% : 99.0 D.C.A% : Max 0.7 Free Chlorine% : Max 0.2

OLEUM Free SO3

: Min 25%

STABLE BLEACHING POWDER GRADE-1 GRADE-2 Available Chlorine : Min 34% 32% Moisture : Max 0.3 0.5% Stability loss : 1/15 of 1/11 of Available Available C12 C12

CHLORO SUPHONIC ACID Assay as CISOH : Min 98% Free So/Free HCl : Max 0.5% Iro as Fe : 20 ppm Appearance : Clear liquid CALCIUM HYPO CHLORITE (65%) Available C1 : 65% Ca(OH) : Max 2.0 CaCO : Max 6.0 CaCl : Max 2.0 NaCl : Max 17.0 Moisture and others : Max 8.0

BY PRODUCTS
Hydro Chloric acid, MCA mother liquid sodium Hypo bleach Liquor. HYDRO CHLORIC ACID Assay as HCl : 32% Colour : Pale Yellow MCA MOTHER LIQUID MCA : 55% DCA : 35% Acetic Acid : Max 10% SODIUM HYPO Available C12 : Min 80 g/1 Alkalinity : 15 g/1 BLEACH LIQUOR Available C1 Alkalinity : Min 100 g/1 : Min 1 g/1

ACTION PLAN
MONOCLORO ACETIC ACID: Monthly valuences of production 150
Metric tones per month per day 5 tones.

CLOROSULPHONIC ACID: Per day volume of Production 94 Metric
tones

STABLE BLEACHING POWDER: Per day volume of Production 12
tones. It is exported to Gulf Countries (32% to 35%).

HYDROCHLORIC ACID: Per day volume production 15 tones(65%)
Under in surrounding rules in Gulf Countries Export Market.

OLEUM: Per day volume of Production 60 Metric tones.

The different types of departments in the organization are follows:
1. Personnel and administration functions. 2. Process of the production 3. Mechanical 4. Instrumentation

5. Electrical 6. Purchase 7. Stores 8. Safety 9. Marketing 10.Quality assurance 11.Central Excise 12.Finance and accounts 13.Costing 14.Electronic data procession 15.Commercial 16.Internal audit 17.Civil 18.Security 19.Transport 20.Design and Drawings

OBJECTIVES OF THE COMPANY
1. To carry on the business of manufacturing, buying, selling, wholesale and retail dealing and importing and exporting of bleaching powder, lime other chlorine based chemical and all organic and inorganic chemicals.

2. To purchase or otherwise acquire, manufacture, fabricate, sells, lease, import, export otherwise deal in plant and machinery, cylinders, drums, containers. The objects incidental or ancillary to the attainment of the above main objects: 1. To undertake, promote, encourage, initiate assist and engage in all kinds of research and development work and to setup laboratories and other facilities required for the same and to render such assistance, monitory or otherwise as may be required for purpose. 2. To manufacture buy, sell exchange, alter, improve, prepare for the market, import or export and other wise in all kinds of plants, machinery, apparatus, tool, utensils, materials and things necessary or convenient for carrying on any of the business which the company is authorized to carry on or usually dealt in by persons engaged in such business. 3. To purchase take on lease or in exchange, hire or otherwise acquire any real and personal property and any rights, interest or privileges and in particular and land, building, easements, machinery equipment, stack or any property (movable or immovable) whether absolutely or conditionally and either solely or jointly with other and pay consideration there or in cash or by issue of debentures of the company or by transfer of or exchange with any property of the company or partly in either manner and to spend money considered advisable for surveying exploring, developing and altering of any land, building and easements machinery, plants industrial scheme and projects.

4. To carry on any other business which may seem to the company capable of being conveniently carried on in connected directly enhance the value of any of the company’s property or rights. 5. Subject to Banking Regulations Act, 1949 to open one or one or more accounts of any king with any banks and to draw, accept make and to discount and negotiate promissory notes, bundies, bills of exchange, bills of landing and other negotiable instruments connected with the business company and to execute and accept guarantees or become and accept sureties for the performance of any contract of obligation in the main objects of the company. 6. To appoint agents, dealers, distributors brokers auctioneers or to be represented by then any where in India or abroad and to have branches or establishment otherwise anywhere in India and abroad.

SREE RAYALASEEMA T.G.V. GROUP PROFILE The USD 150 million/Rupees 750 crores TGV conglomerate, backed by a rich and varied experience spanning more than two glorious decades, is a rapidly growing, well-diversified one, with interests in Chemicals, Financial

services, Merchant Banking, Securities, Real Estate, Power, Pharmaceuticals, Healthcare, Hospitality, Entertainment, Information Technology, Personal Products, Salt and Aquaculture. A constant effort to keep pace with change underlines all its endeavors. A 3000+ strong manpower base strengthens the conglomerate’s resolve to excel. The conglomerate’s quality consciousness and achievements have not gone unrecognized. Industrial National Awards for Unity, Safety, Scientific & Environmental Protection, Research and Research,

Development and Energy Conservation, adorns the office walls as testimonials of its dedicated efforts in these directions. The conglomerate has also made significant philanthropic contributions to the society.

COMPANIES:
? Sree Rayalaseema Alkalies and Allied Chemicals Ltd. ? Sree Rayalaseema Hi_Strength Hypo Ltd. ? Sree Rayalaseema Dutch Kassenbouw Ltd.

? Sree Rayalaseema Galaxy Project Ltd. ? Sree Rayalaseema Agrochemicals (p) Ltd. ? TGV Projects and Investments Pvt. Ltd. ? TGV Infosystmes Ltd. ? Brilliant Industries Ltd. ? Brilliant Securities Ltd. ? Gowri Gopal Apollo Hospital ? Sree Maruthi Marine Industries Ltd. The TGV conglomerate is headed by the dynamic and versatile personality, Tumbalam Gooty Venkatesh(TGV). An entrepreneur par excellence, his track record spans a very illustrious three-decade period during which he has notched up achievements and accolades galore. “there is no substitute for hard work” is what this simple man believes in, and has staunchly displayed in deed during his vibrant career. He is also credited with mooting the Gowri Gopal Educational Society, that has set up a number of educational institutions under its umbrella including Lakshmi Venkatesh TG College of Physiotherapy, affiliated to the Govt. of Andhra Pradesh. A Nursing College, coming up as part of Lakshmi Venkatesh TG Educational Academy, re-established TG Venkatesh’s humane nature. His dynamism, his obvious compassion for his people and his sense of service for his state have earned for TG Venkatesh, the coveted position of a member of the Andhra Pradesh Legislative Assembly. Recognition has poured in from various corners of the country. He was honoured as the Jaycees Man of the Year for his invaluable ocntribution to social welfare. The Best Entrepreneur Award, FICCI Award, Industrial Promotion Award,

Kinnera Award, Vijayshree Award, Udyogshree Award, Rajiv Ratna Award and scores of others speak for his deep involvement in whatever he undertakes to do. The Best Sales Tax payer Award proves his uprightness as a responsible Indian Citizen. The TGV scion TG Bharat, is a new age visionary. Overseas education – a post graduation in Business Administration with International Management as elective – and work experience, plus a disciplined Indian upbringing have inculcated in him, a deep sense of values and an abiding respect for the state-ofthe-art. A combination that ahs worked wonders for the conglomerate. As the Chairman and Managing Director of Sree Rayalaseema Hi-strength Hypo Ltd. And as Chairman for TGV Infosystems Ltd., TGV Projects and Investments Pvt. Ltd., Sree Rayalaseema Dutch Kassenbouw Ltd. And Brilliant Securities Ltd., he has commandeered the companies to the highest echelons of achievement within two years. Turnover has doubled, resulting in phenomenal profit soaring as in the case of Sree Rayalaseema Hi-Strength Hypo Ltd., thanks to the imaginative cost-cutting measures introduced by him. Brilliant Securities has established many branches under his able steering. TG Bharath aims at making the conglomerate a force to reckon with in the very near future, and spares no effort in this direction.

Need For the Study:
Sree Rayalaseema Hi-strength Hypo Limited, Kurnool is engaged in the prown and procurement of industrial chemicals. The Industrial chemicals like Hi-strength Hypo Ltd. Sulphuric Acid, Oleum, Monochloro Acetic Acid,

chlorosulphonic Acid and Stable Bleaching powder. The Hi-Strength Hypo Ltd and stable bleaching powder are the exporting materials of this company. SRHHL in having a division called “Training and development programs” where the training is given to all the employees in order to enhance their skills in performing the jobs. The training schedule in started from August 1997 onwards, the method of training is ‘on the job’ training and many of the employees were benefited with those programs. However, till May, 2000 no study was undertaken on knowing about the overall training activities that are being conducted in the division. This particular study carried out in May, 2000 is an attempt in this direction and hence to know the effectiveness on the training programs that are conducted. Also this has paved way to develop and implement newer and better programs. Thus it was felt imperative to study the training and development programs and their roles in developing the personal of the organization.

Objectives of the Study:
(1). To elicit the opinion of the employees towards training programs. (2). To identify the difficulties faced by the trainees.

(3). To identify the difficulties, if any when conducting the training programs. (4). To asses the effectiveness of the training programs.

Limitations of the Study:
The present study suffers from the following limitations. (1). The major limitation of the study is the shortage of time. The study was conducted in a short period. As such the findings may not reflect the true position of the organization.

(2). The other was with regard to the replies given by the interviewees. The interviewees might not have provided the correct information when asked.

TRAINING AND DEVELOPMENTACTIVITIES IN SRHH LTD.
DEFFINITION:

Training can be defined as an organized instructional process for improving employees skills, knowledge, work habits and attitudes. It consists of on-the-job training and off-the-job training. PURPOSE: To identify the training needs and provide training to all such personals to make acquainted with their activities for achieving consistent and desired quality. SCOPE: The training procedure covers training of all personal performing activities affecting quality. RESPONSIBILITY: The training and developmental activities at SRHH Limited was take by the department personal of Head of the Department personal and training. NEED OF TRAINING: Management can be defined as the effective and efficient utilization of men, money, material & machine to accomplish the organization objectives and goals through people. Therefore competence of people is the key to success in any understanding. In this rapidly changing economic scenario, there is a need for training human resources in order to enable to adopt to new situations. All parties involved in the training process stands to gain from it. Some benefits that would occur to the organization, management supervisors, works. The details are giving below. They are: (1) Organization benefits: - Increased profits

- Better financial position - Higher productivity - Satisfied customer - Lower costs - Improved quality - Better safety - Better cooperative image - Highly motivated workforce - Low employee turnover (2) MANAGERS AND SUPERVISORS: - Reduced time needed for routine work - More time for reactive work - Better time management - More time & Knowledge for training subordinates - Less time speed in discipline actions - Better planning and control - More growth opportunities (3) WORKERS: -High morale -Better qualification -Better rewards -Less accidents -Better human relations -More chances for promotion.

Training procedure in SRHH limited:
The training procedure, which is taking place in SRHH limited, is as follows: 1. The training needs of all categories of employees shall be identified by the following methods.

(a).Self assessment of training needs of general manager and above are identified by themselves and approves by the chairman and managing director and intimate to HRD (personal and training)for arranging necessary training. (b). For HOD’s of the manager or manager above, director shall be identified and chairman and managing director shall approved and intimate to HOD personal and training for arranging necessary training. (c). Employees other than HOD’S, below HOD or manager crade, of the concern department shall identified and director shall approve & intimate to HOD personal and training for arranging necessary training. 2. HOD Personnel shall examined and recommends the training needs of various employees and get approval from director and chairman for arranging the necessary training. 3. After getting the approval, HOD personnel, it will takes steps to get the employees trained. 4. On the job training needs for employees in the cadre of supervisor and below shall be identified by this immediate supervisor/HOD’s It shall be the responsibility of HOD’s to impart the training with assistance from other officers from company/group comprise. On the job training is to be well plan and conducted them it will be very effective some of the advantages of on the job training are: a). Employee is producing while being trained b). Employee is trained in the actual work situation and in the specific procedures required by the job. c). Trainee is more able to see his progress as a result of training. d). Trainee realize that he is actually doing worth while production. He knows an error means waste of time and material. e). Training can be tolerates to the exact needs and requirement of the worker and the company.

f). The instructor is provided with better ways of measuring the step by step progress of training during training. g). Supervisor requires after the formal training is easier. 5. For internal training programs evaluation shall be done, this is to assess the usefulness/effectiveness of the training provided. 6. Evaluation shall be done for the effectiveness of the external training programs after completion of 3 months of training program. 7. Training records of each employee shall be maintained as per their training procedure.

Reference, Documents/formats:
The reference, documents/formats which were maintained by the SRHHL are as follows: 1. Employees training record 2. Employees on-the-job training record 3. Employees training feed back (on-the-job)record 4. Executive self assessment record 5. Evaluation of effectiveness of training record. 6. Training needs of HOD of the Employee record.

(FORMAT 1)
SREE RAYALASEEMA HI-STRENGTH HYPO LTD., GONDIPARLA, KURNOOL-4 EMPLOYEES TRAINING RECORD

1. NAME OF THE EMPLOYEE 2. E. CODE. NO. 3. DATE OF JOINING 4. DESIGNATION 5. QUALIFICATION 6. EXPERIENCE 7. DEPARTMENT 8. JOB RESPONSIBILITY

: : : : : : : :

TITLE OF TRAINING DATES CONDUCTED BY REMARKS

TRAINING RECORD : : : :

( FORMAT 2) SREE RAYALASEEMA HI-STRENGTH HYPO LTD., GONDIPARLA KURNOOL-4 EMPLOYEES ON – THE – JOB TRAINING

1. NAME OF THE EMPLOYEE 2. E. CODE NO. 3. DATE OF JOINING 4. DESIGNATION 5. QUALIFICATION 6. EXPERIENCE 7. DEPAREMENT/UNIT S.NO DETAILS OF TRAINING PERIOD TRAINEE’S SIGNATURE : : :

: : : : : : :

(FORMAT 3) SREE RAYALASEEMA HI-STRENGTH HYPO LTD., GONDIPARLA, KURNOOL-4 EMPLOYEES TRAINING FEED BACK (ON THE JOB/OFF THE JOB) 1. NAME OF EMPLOYEE : 2. E. CODE. NO. :

3. DEPARTMENT / UNIT 4. QUALIFICATION 5. JOB RESPONSIBILITY 6. EXPERIENCE 7. ANY OTHER COMMENTS BY THE PARTICIPANT DETAILS OF TRAINING PERIOD CONDUCTED BY GOOD/AVERAGE UNSATISFACTORY

: : : : : : : : :

(FORMAT 4) SREE RAYALASEEMA HI-STRENGTH HYPO LTD., GONDIPARLA, KURNOOL-4 EXECUTIVES SELF ASSESSMENT OF TRAINING NEEDS 1. DEPARTMENT/UNIT : 2. NAME OF EXECUTIVE : 3. DESIGNATION : 4. QUALIFICATION :

5. JOB RESPONSIBILITY : 6. EXPERIENCE (YEARS) : i) IN SAME FUNCTION/ RESPONSIBILITY ii) IN OTHER FUNCTION/ RESONSIBILITY 7. DO YOU CONSIDER THAT LACK OF A SPECIFIC JOB KNOWLEDGE OR SKILLS IS EFFECTIVENESS IN JOBS? IF ‘YES’ SPECIFY THE NAME 8.WHAT TRAINING CAN IMPROVE: YOU SKILL & EFFECIENCY ? 9. HOW DO YOU PROPOSE TO UTILISE THE ABOVE ‘TAINING’ TO MAKE YOU JOB MORE EFFECTIVE? 10.DO YOU SUGGEST ANY SPECIFIC: TRAINING TO FOR SUPERIORS OR JUNIORS FOR EFFICIENT FUNCTION? 11.RECOMMENDATION.

PLACE

DATE:

SIGNATURE

(FORMAT 5) SREE RAYALASEEMA HI-STRENGTH HYPO LTD., GONDIPARLA, KURNOOL-4 EVALUATION OF EFFECTIVENESS OF TRAINING PROGRAM (AFTER 3 MONTHS OF TRAINING PROGRAM)
Mr.______________ E.C.No._____________Designation__________of your Department attended a training program on ___________from __________ to ________. Conducted by of the program in terms of improvement noticed in the performance of the employee against the following parameters and return.

______________________ H.O.D. (PER. & TRG.) 1. Summary of the Topics covered 2. Applicability in the Organization 3. Implementation of ideas if any 4. Benefits of the Training 5. Efficiency level 6. Productivity level 7. Quality of products/service 8. Cost Reduction 9. Waste control 10. Equipment Maintenance 11. Work-Place improvement 12. Attitudinal Improvement 13. Any other remarks : : : : : : : : : : : : : SIGNATURE OF THE EMPLOYEE REMARKS BY THE H.O.D.

SIGNATURE OF THE H.O.D. DATE:

( FORMAT 6) SREE RAYALASEEMA HI-STRENGTH HYPO LTD., GONDIPARLA, KURNOOL-4 TRAINING NEED OF HOD/EMPLOYEE
NAME OF THE EMPLOYEE E.C.NO. DATE OF THE JOINING QUALIFICATION DEPARTMENT / UNIT : : : : :

EXPERIENCE JOB RESPONSBILITY TRAINING TITLE RECOMMENDED TRAINING

: : : :

DATE:_____________

TRAINING PROGRAMME ACTIVITIES IN SRHHL LIMITED, KURNOOL. Basic training program in the area of (i). Safety (ii). First –aid appliances (iii). Fire fighting. Multi skill training programme for technicians, processor, operator’s etc. Specific training programme in external study center like Management study center etc. others company private limited. Preparation for transporting hazardous chemical by road.

Training Programme in SRHHL, Kurnool. The training programs are provided to the following cadres. They are: Management cadre Staff cadre Workmen’s cadre The management cadre is form Grade A to D It includes Grade A – G.M/Sr. GM. V.P & Sr.V.P Grade b1- D/G.M Grade B2- Asst.G.M Grade C – Sr.Manager Grade D- Dy.Manager The Staff Cadre in from Grade E to F. It includes Grade E – Officers Engineers Grade E1 – Sr. Officers and Sr. Engineers Grade F - Asst. Officer and Supervisors The Workmen’s cadre is from Grade G that means below Grade F. It includes Grade G – Sr. Charge men, Sr. Operator, Sr. Fitter, Sr. Welder, Sr. Technician and Sr. Electrician. Gr.I – Charge man Operator, Filter, Welder, Technician, and Electrician. Gr.II – Trainee fitter, Training Welder, Trainee Technician, Trainee Electrician. Gr.III – Attender, Workmen & helpers. Management Programs: The management programs are providing by the following ways. They are: 1. Divisional induction programme

2. Human Resource Development Programme 3. Finance programme 4. Management Information system/Computer application programme. NEED BASED PROGRAMME: The need-based programs would be provided by sending the trainees to such reputed organizations like 1. Confederation of Indian Industry – Hyderabad. 2. Management study centre - Chennai. 3. Master consultancy and Productivity private limited – Secunderabad. 4. Nirouchlor company private limited – Iran. Job related Training:The job related training is provided by sending the various institutes or company’s like nirouchlor company private limited Iran to know the process development adopted in the country in the process of calcium hypo chloride plant.

STAFF CADRE PROGRAMME: The staff cadre programs are provided by their director and by their eminent head of the department. They will give the topics, which are necessary for their response. To the staff carde.They will give lecture method for all departments. WORKMEN CADRE PROGRAMS:When ever a workman joined in organization means he has to train an operating the machines, handing of hazardous chemicals, handling of hazardous

cylinders, preparedness & response all acid plant etc. For about one month he has to take training on safety department. ABOUT THE TRAINING PROGRAMME:The training programs broadly can be divided into 1. In house programs or internal programs. 2. External programs. These programs are decided after due consultation of the concerned departmental heads and specialist in particular fields. These programs are flexible and provide scope for alteration in the schedules and contents of the training programs if the situation demands. The programs are decided and information to concerned people in advance so that the trainees can informed to concerned people in advanced so that the terrenes can mentally prepare themselves to participate in training. The annual expenditure incurred towards the conducting of training programs is approximately Rs.2.5laks. In each training programs, 10 to 20 people will be trained a group. The duration of the training program varies from half day to one day. Separate training program is conducted for separate cadres.

The training methods, which are following by SRHHL, are as following: a). On-the-Job training methods b). Off-the-Job training methods On-the-Job training methods include techniques as job instructions. Offthe-Job training methods include such methods as conference, discussions, and lecture methods. They are following these training methods because these are found extremely effective. Soon after the training programs, before leaving the training programs, the training are asked to fill the feedback forms to let the

trainees know the effectiveness of the training programs the feedback format is (furnished) enclosed here. Training programs for different cadre of employees: In “SREE RAYALASEEMA HI-STRENGTH HYPO LIMITED” the employees are classified into three cadres. They are as follows: 1. Management cadre 2. Staff cadre 3. Workmen’s cadre Depending upon the cadre of the employee, different types of training programs are conducted. Workmen’s cadre: For workmen’s cadre, the training are conducting mainly on “on the job” training programs. The on the job training programs are as follows: - Handling of chlorine. - Handling of chlorine and safety methods. - In the storage of hazardous chemicals. - Safe handling of chlorine cylinders. - Safe handling of hazardous “Off the Job training” programs are conducted rarely. The “Off the Job” training programs are as follows: - First aid appliance - Awareness programs of ISO-14001 Staff cadre: For the staff cadre, the training is conducted mainly on “on the Job” and rarely on “Off the job”. The “on the Job” training programs are as follows: - Export documentation, central excise documentation & staffing - Safety of pumps - Cooling towers - Preventive maintenance - Safe handling of hazardous chemicals & prevention of accidents

- Industrial safety training - Safety and fire fighting programs The “Off the Job” training programs are as follows: - ISO-9002 awareness program - Awareness programs for 14001 - Awareness programs for emergency plan - Supervisor development programs Management cadre: For the management cadre the training programs are conducted mainly on “Off the Job” and rarely on “On the Job”. The “Off the Job” training programs are as follows: - Computer training - ISO-9002 explanation and Methodology for 20 classes - 5-S House keeping - Awareness programs of ISO-14001 The “On the Job” training programs are as follows: - Total productivity management - Modalities of import purchase & material management - Preparation for transporting hazardous chemicals by road - Ammonia chilling.

OBJECTIVES OF TRAINING.
The objective of the training programs areas follows: 1.To update the knowledge and skills in technical cades/clerical employees for technical excellence. 2.To impact multiple/related skills to enhance people productivity.

3.To baring to use latest knowledge in areas of safety, health and hygiene for overall improvement in quality of works-life. 4.To make the training and development programs as an learning institute for every employee to generally advance his knowledge and build his personality.

RESEARCH METHODOLOGY
To conduct the study in an effective way the problem has to be clearly identified, a proper method has to be devised to collect the relevant data that is required, to collect this data a suitable sample has to be selected if the universe is very large, ways have to be selected to collect the required secondary data and proper objectives have to be selected to collect the required secondary data and proper objectives have to be framed to have a proper direction to the study.

To study the problem we have to analyze all the issues related to that problem. This data can be obtained in two ways. ? Primary Data ? Secondary Data

PRIMARY DATA
Primary data are those, which are collected afresh and for the first time and thus happen to be original in character. The data can be collected through observations, questionnaires, interviews and schedules.

SECONDARY DATA
The secondary data is collected from the company manuals, magazines, website and newspapers, and is edited to suit the purpose.

METHOD ADOPTED TO CONDUCT THE STUDY
In this study, to collect the primary data I used the structured questionnaire containing a set of 11 Questions related to Training & Development. The main reason to choose this method is the employees will feel free to express their views and give unbiased information and more over they will fill the questionnaire when they find the leisure time, which helps in avoiding time-off during work hours. Due to the time constraint, it is not possible for me to consider all issues of Training & Development and due to the busy timing of employees; It is not possible to conduct the interview method and the focused group. So, I have chosen the Questionnaire method.

TOOLS USED FOR ANALYSIS
The researcher used the following research tools for the analysis

Percentage Method:

Percentage are an extremely useful technique concerning researches in the field of economics, social sciences, biology, education, sociology, and business\industry and in researches of several other disciplines. This technique is used when multiple sample cases are involved. Percentage is essentially a procedure for testing the difference among different groups of data for homogeneity.

SAMPLE DESIGN
The total manpower of Sree Rayalaseema Hi_Strength Hypo Ltd has about 600 skilled employees. A sample size of 25% is selected so the study is now confined to 150 employees, and then generalization for whole of the employees is made. Is own 600 and there are heterogeneous groups. So, I used a stratified sampling technique to select the sample for my study. Stratified random sampling is applied to obtain a representative sample from the heterogeneous population. In this, the heterogeneous population is divided in to homogeneous group and these groups are named as strata. Then a sample of specified size is selected from each strata by sample random method. The purpose of stratified random sample is to increase the efficiency of sampling by dividing heterogeneous population into subgroups in such a way that there is heterogeneity within group’s heterogeneity between the groups.

Sampling:The process of stratified random sampling is used to select the respondents, to provide for equal probability in the selection of respondents. The entire set of respondents is broadly divided into 3 categories viz. (1). Management Cadre (2). Staff Cadre

(3). Workmen Cadre

Limitations of the Study:
The present study suffers from the following limitations. (1). The major limitation of the study is the shortage of time. The study was conducted in a short period. As such the findings may not reflect the true position of the organization. (2). The other was with regard to the replies given by the interviewees. The interviewees might not have provided the correct information when asked.

DATA ANALYSIS AND INFERENCE 1. Participation in Training programmes:
a) Staff Cadre Responses Almost always Mostly Sometimes Rarely No. of Respondents 105 30 15 0 Percentage 70% 20% 10% 0%

Not at all Total

0 150 Chart - 1

0% 100%

80% 70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 70% of the staff cadre are almost always attending all the training programs conducted and mostly 20 % of the staff cadre are attending and sometimes 10% of the staff cadre are attending the training programs. By this it may be concluded that 70% of employees are participating in training programs. b) Workmen Cadre Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 97 38 15 0 0 150 Chart – 1.2 Percentage 65% 25% 10% 0% 0% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 65% of workmen cadre are almost always attending all the training programs conducted and mostly 25% of workmen cadre and sometimes 10% of workmen’s cadre are attending the training programs. By this it may be concluded that 65% of employees are participating in the training programs.

2. SATISFACTION OF TRAINING: a) Staff Cadre: Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 0 30 30 0 90 150 Chart – 2.1 Percentage 0% 20% 20% 0% 60% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 60% of the staff cadre are not at all satisfied with the training programs conducted. And about 20% are mostly satisfied. By this it may be concluded that they are not satisfied with the programs conducted.

b) Workmen Cadre Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 0 23 30 0 97 150 Chart – 2.2 Percentage 0% 15% 20% 0% 65% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 65% of the workmen cadre are satisfied with the training programs conducted, 20% are rarely satisfied, 15% are mostly satisfied with the training programs conducted. By this it may be concluded that they are not satisfying with the training programs conducted.

3. TRAINING DIFFICULTIES: a) Staff Cadre: Reponses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 0 0 15 30 105 150 Chart – 3.1 Percentage 0% 0% 10% 20% 70% 100%

80% 70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 70% of staff cadre are not at all facing any problem but 10% of staff cadre are sometimes facing the problems and 20% of staff cadre are rarely facing the problem. By this it may be concluded that the staff cadre are not facing any problem.

b) Workmen Cadre: Reponses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 0 90 8 7 45 150 Chart – 3.2 Percentage 0% 60% 5% 5% 30% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 60% of workmen cadre are not facing the problems, 5% sometimes Facing the problem and 5% are rarely facing the problem, 30% of workmen cadre are not at all facing. By this it may be concluded that the workmen’s cadre are facing the problems.

4. TRAINING DURATION: a) Staff Cadre: Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 0 30 30 0 90 150 Chart – 4.1 Percentage 0% 20% 20% 0% 60% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 60% of staff cadre are not at all satisfied with the time period fixed, about 20% are mostly satisfied, about 20% are sometimes satisfied with the time period fixed. By this it may be concluded that they are not satisfying with the time period fixed for training programs.

b) Workmen Cadre: Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 0 23 30 0 97 150 Chart – 4.2 Percentage 0% 15% 20% 0% 65% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 65% of workmen cadre are not at all satisfied with the time period fixed, about 15% are mostly satisfied, about 20% are sometimes satisfied with the time period fixed. By this it may be concluded that they are not satisfied with the time period fixed for training programs.

5. EFFECTIVENESS OF TRAINING: a) Staff Cadre: Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 30 90 30 0 0 150 Percentage 20% 60% 20% 0% 0% 100%

Chart – 5.1
70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 60% of the staff cadre of the opinion that they on – the – job training program conducted are mostly on – the – job training program conducted are mostly helpful in their jobs. About 25% are of the opinion that they are almost always helpful and about 15 are of the opinion that they are sometimes helpful. By this it may be conclude the training program conducted are 60% mostly effective. b) Workmen Cadre: Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 37 90 23 0 0 150 Chart – 5.2 Percentage 25% 60% 15% 0% 0% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 60% of workmen cadre are of the opinion that the on – the – job training programs conducted are mostly helpful in their jobs. About 25% are almost always and 15% are of the opinion that they are sometimes helpful. By this it may be concluded that the training programs conducted are 60% mostly effective.

6. TRAINING FOR JOB NEED: a) Staff Cadre: Reponses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 90 30 30 0 0 150 Chart – 6.1 Percentage 60% 20% 20% 0% 0% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 60% of the staff cadre are of the opinion that the training given is based on job needs is almost always true. About 20% of workmen cadre are of opinion that they are mostly true & other 20% workmen cadre as sometimes time true. By this it may be concluded that the training used for the job needs is almost always 60%.

b) Workmen Cadre: Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 90 30 30 0 0 150 Chart – 6.2 Percentage 60% 20% 20% 0% 0% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 60% workmen cadre are of the opinion that the training given is based on job needs is almost always true. About 20% of workmen cadre are of opinion that they are mostly true and other 20% of workmen cadre of the opinion that the training used for the job needs is sometimes true. By this it may be concluded in that the training used for the job needs is almost always 60% true.

7. TRAINING IMPACT IN MANAGEMENT CADRE: The training programs given to the employees result in better job performance. Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 30 90 30 0 0 150 Chart – 7 Percentage 20% 60% 20% 0% 0% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 20% respondents of management cadre are of the opinion that the above statement is almost always true. About 50% is mostly true and 20% is sometimes true. By this it may be concluded that the training programs is mostly useful for job performance. 8. SATISFACTION OF TRAINING IN MANAGEMENT CADRE: Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 30 90 30 0 0 150 Chart – 8 Percentage 20% 60% 20% 0% 0% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 20% of management cadre responses are of the opinion that the training programs conducted to employees are almost always reasonable. About 60% responses are of the opinion that the training program conducted to employees are mostly reasonable. About 20% of management cadre are of the opinion that the training program conducted to employees are sometimes reasonable. By this it may be concluded that the satisfaction level of training programs to employees by the management cadre are mostly satisfiable. 9. TRAINING DURATION IN MANAGEMENT CADRE: Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 15 75 20 30 0 150 Chart - 9 Percentage 10% 50% 30% 20% 0% 100%

60% 50% Percentage 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 50% of the management cadre are of the opinion that the time period fixed for training program is mostly reasonable. About 20% of management responses are of the opinion that the time period fixed for training program is sometimes reasonable. About 20% of management responses are of the opinion that the time period fixed for training program is rarely reasonable. By this it may be concluded that 50% of management cadre are of opinion that the time period fixed for training program is mostly reasonable. 10. TRAINING SCHEDULE IN MANAGEMENT CADRE: Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 0 0 30 30 90 150 Chart – 10 Percentage 0% 0% 20% 20% 60% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 60% of management cadre are of the opinion that the training schedules are not at all giving any effect to department work. About 20% of responses are of the opinion that training program schedules are sometimes giving effects and other 20% of responses are of the opinion that the training program schedules are rarely giving effect. By this it may be concluded that the training program schedules are not giving that much effect to department work. 11. PERFORMANCE EVALUATION IN MANAGEMENT CADRE. Responses Almost always Mostly Sometimes Rarely Not at all Total No. of Respondents 30 90 30 0 0 150 Chart – 11 Percentage 20% 60% 20% 0% 0% 100%

70% 60% Percentage 50% 40% 30% 20% 10% 0% Almost always Mostly Sometimes Responses Rarely Not at all

Inference: About 20% of management cadre are of the opinion that they almost always evaluated the performance. About 60% of the management cadre responses are of the opinion that they mostly evaluated the performance. About 20% of management responses are of the opinion that they some times evaluated the performance. By this it may be concluded that the management cadre are mostly evaluating the performance of trainees.

FINDINGS
STAFF CADRE & WORKMENS CADRE: ? About 70% of the staff cadre employees are mostly attending the training programs conducted and about 65% of the workmen cadre employees are mostly attending the training program conducted by the company. ? About 70% of the staff cadre employees didn’t faced any problem during training program and about 60% of the workmen cadre employees are mostly facing the problems during training program.

? About 60% of staff cadre employees and about 65% of workmen cadre employees felt that the training programs conducted are not reasonable for their jobs. ? About 60% of staff cadre employees and about 65% of workmen’s cadre are felt that the time period fixed for each training is not reasonable. ? About 60% of staff cadre employees felt that the “on-the-job” training program conducted are mostly useful in work efficiency. ? About 60% of staff cadre and 60% of workmen cadre are felt that the training given is almost based on job needs.

MANAGEMENT CADRE
? About 6o% of management cadre felt that mostly the training program given to employee’s result in better job performance. ? About 60% of management cadre felt that mostly the training programs conducted to employees are reasonable. ? About 60% of management cadre felt that mostly the time period fixed for each training is reasonable. About 60% of management cadre felt that the training schedule is not at all giving any effect to departmental work. ? About 60% of management cadre employees are left that mostly the performance appraisal is evaluated for each trainee.

SUGGESTIONS
? For imparting training program, trainer having the knowledge of local language should be used to avoid the language problems for the workmen cadre. ? More training program have to be provided to employees to upgrade their skills for the changing needs of the organization.

? Sufficient time period has to be provided during training programs for its effectiveness.

CONCLUSIONS
• The major problem faced by the trainees is the language problem. The workmen cadre employees have came with the background like ITI, Diploma etc and hence faced problems during the training program. • The staff cadre didn’t face the above problems because they are well educated.

• Regarding the number of training programs conducted for the employees are not reasonable, because of this they would like to have more training programs to improve their skills and update the knowledge • Most of the trainees accepted that the training program had increased their efficiency & also made their work easier. • Many trainees are of the opinion that if they are exposed to a reasonable time period & more no. of training program, then it would benefit to acquire a complete & through knowledge.

QUESTIONNAIRE
For Staff Cadre and Workmen Cadre This questionnaire is being issued in order to know the effectiveness of training and development programs conducted in SRHH Ltd. 1) You are attending all the training programs conducted a) Almost always d) Rarely b) Mostly e) Not at all ( ) c) Sometimes ( )

2) Problems were faced during the training programs

a) Almost always d) Rarely a) Almost always d) Rarely a) Almost always d) Rarely efficiency a) Almost always d) Rarely a) Almost always d) Rarely

b) Mostly e) Not at all

c) Sometimes ( )

3) No. of training programs conducted are reasonable for your job b) Mostly e) Not at all c) Sometimes

4) Time period faced for each training is reasonable b) Mostly e) Not at all ( b) Mostly e) Not at all ( c) Sometimes c) Sometimes

(

)

5) The on – the – job training programs conducted are useful in work )

6) Training given you is based on job needs b) Mostly e) Not at all c) Sometimes

)

FOR MANAGEMENT:
This questionnaire is being issued in order to know the effectiveness of training and development programs conducted in SRHH Ltd. 7) The training program given to the employee result in better job performance a) Almost always d) Rarely b) Mostly e) Not at all c) Sometimes ( )

8) No. of training programs conducted to employees are reasonable ( a) Almost always d) Rarely a) Almost always d) Rarely 10) work a) Almost always d) Rarely 11) a) Almost always d) Rarely b) Mostly e) Not at all ( c) Sometimes b) Mostly e) Not at all ( c) Sometimes

)

9) Time period fixed for each training is reasonable b) Mostly e) Not at all c) Sometimes

)

Training programs schedules are giving any effect for department ( )

Performance is evaluated for each trainee b) Mostly e) Not at all c) Sometimes

)

BIBLIOGHRAPHY
Name of the Book Edition Publications
Tata Mc-Graw Hill Companies – New Delhi Himalaya Publishing House

Author
A. Aswathappa P. Subba Rao

1. Human Resource Management 4th Edition 2. Personal & Human Resource 3 Edition
rd

Management 3. Human Resource Management 2nd Edition 4. Personal Management 7 Edition
th

– Mumbai Excel Books – New Delhi TATA Mc-Graw Hill – New Delhi V.S.P. Rao Edwin B. Flippo

Websites: www.srhhl.com www.tgvgroup.com



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