Description
Human resources are the prime assets of any organization. The success of the organization is possible only when personnel enjoy a professional status not only according to the standards that the organization lays down but also in the estimation of the public.
CHAPTER-1
1. INTRODUCTION
1.1 Concept exploration:
Human resources are the prime assets of any organization. The success of the
organization is possible only when personnel enjoy a professional status not only
according to the standards that the organization lays down but also in the
estimation of the public. Therefore, to personnel at all levels – top, middle and
lower/supervisory, training goes a long way in enhancing much needed self-
confidence, authority and respect. Training becomes particularly vital when we
thin of future needs of an organization, as the paucity of trained men definitely
holds up its development. Training not only paves the way for growth and
development of an organization, but also goes a long way towards placing
management on a sound professional basis.
!n order to build up a strong, efficient, effective, motivated and dedicated staff
continuous training is re"uired.
Training is a vital part of human resource management and few managers can
escape this heavy responsibility of employee training and development.
!n any personnel policy worthy of its name, the development and training of
employees is bound to occupy a very significant place. #ew developments and
rapid changes have made continuous training at all levels imperative. $s
%rofessor %eter &rucer has stated '(anagers are the most e)pensive resource in
most business, and the one that depreciates the fastest and needs most constant
replenishment.
Therefore, the main burden of training the employees should necessarily be borne
by the organization itself. The *+%, report has rightly recommended that
ade"uate facilities should e)ist the plants for employees to improve their prospects
through training courses. %rovision of ade"uate training facilities for employees at
all levels in the organization would go a long way in improving their sills and
nowledge and prepare them for positions of higher responsibility. !n eeping with
this recommendation and having realized the limitations of training programs
offered by e)ternal agencies, setting up their own !n House Training !nstitutions by
power utilities has been rather slow.
(any of the -./s in the country has set up their !n House the !nstitutions. The
-./s which have succeeded in establishing their own training institutions have
been facing several problems and critical issues which deserve in-depth study and
analysis.
1
1.2Need and Importance o t!e "t#d$.
Human capital evaluation will include systems to measure the sills, capabilities
and now-how, core-competency, competing capabilities etc. !ntellectual capital
will be assessed in financial terms in future. /alance sheets will reflect human
assets. Hence there is a need to enhance the value of each individual by adding
new sills to his own tool- it. The ability to bring global power to solve local
problems will be the yardstic for measuring the vitality of an organization in future.
+rganization must be mission focused and value-based. Hence there is a need to
create a new-mind-set. (ind-set is lined up with the attitude of a person. $ttitude
is an integrated set of emotions unconsciously accepted through the force of
previous e)perience. $bout 012 of our success depends upon our attitude. The
balance 312 depends upon resources, educational "ualifications, e)perience, sill
and opportunities.
.very one has the ability to change his attitude. Training and &evelopment is one
of the processes for changing the attitude. 4ust as we change a chip in a
computer, we have to change the attitude of a person to create a new mind-set.
.ffectiveness of an individual depends upon his attitude. !nherent potential can be
mobilized through the desire and inner urge to succeed. +ne needs a road map,
milestones, guideposts and benchmars to proceed enthusiastically to reach his
destination. $n individual must be empowered to canalize his reservoir of
nowledge, e)perience and sill to achieve his ambition.
,nder the circumstances mentioned above, it is felt that there are many
bottlenecs in management of Human 5esources in %ublic .nterprises. The
manpower is under utilized. 6ith the globalization of economy, Human 5esource
(anagement plays a greater role in the development of economy of public sectors
in the competitive global maret. There is a need to create a new-mind set and
rejuvenation of employees.
Training is vital part of H5( to achieve the following7
? To increa"e Prod#cti%it$: !nstruction can help employees increase their
level of performance on their present assignment. !ncreased human
performance often directly leads to increased operational productivity and
increased company profit. $gain, increased performance and productivity,
because of training, are most evident on the part of new employees who
are not yet fully aware of the most efficient and effective ways of performing
their jobs.
? To Impro%e &#alit$: /etter-informed worers are less liely to mae
operational mistaes. 8uality increases may be in relationship to a
company product or service or in reference to the intangible organizational
employment atmosphere.
2
? To Help an Or'ani(ation #lill it" )#t#re Per"onnel Need":
+rganizations that have a good internal educational programs will have to
mae less drastic manpower changes and adjustments in the event of
sudden personnel alterations. 6hen the need arises, organizational
vacancies can more easily be staffed from internal sources if a company
initiates and maintains an ade"uate instructional program for both its non-
supervisory and managerial employees.
? To Impro%e Or'ani(ational Climate: $n endless chain of positive
reactions results from a well-planned training program. %roduction and
product "uality may improve9 financial incentives may then be increased,
internal promotions become stressed, less supervisory pressures ensure
and base pay rate increases as a result, increased morale.
? To Impro%e Healt! and *aet$: %roper training can help prevent industrial
accidents. $ safer wor environment leads to more stable mental attitudes
on the part of employees. (anagerial mental state would also improve if
supervisors now that they can better themselves through company-
designed development programs.
? O+"olence Pre%ention: Training and development programs faster the
initiative and creativity of employees and help to prevent manpower
obsolescence, which may be due to age, temperament or motivation, or the
inability of a person to adapt himself to technological changes.
? Per"onal ,ro-t!7 .mployees on a personal basis gain individually from
their e)posure to educational e)periences.
? En!ancement o H#man .al#e": Training helps to enhance human
values. Human values are those goals and strivings of individual that relate
to what they want from the members of the +rganization. The human
values that need to be enhanced in the present situation are the opportunity
to have satisfying interpersonal relationship, the opportunity to accept
responsibility, the opportunity to stretch oneself and to grow.
? .nsure continuous availability of trained power to cope up with plans of
development and diversification of activities9
? %repare employees at the lower and middle levels for assuming high-level
assignments.
The present study attempts to e)amine the following issues relating to Training
and &evelopment in $%*%&*: as an important factor for healthy growth of the
utility.
? $de"uate power evacuation and augmenting transmission capacity.
? .fficient load forecasting.
? 5eduction of losses.
3
? /etter financial management and improving woring capital
efficiency.
? !mplementation and compliance to code of technical interface.
? &eveloping transmission, +;( and construction organization.
/ased on the above <ey drivers the main areas where training will
be focused are as follows.
? +;( -ills for transmission organization.
? %roject management
? *ommercial/financial orientation.
? 5egulatory *apability /uilding
? Training in the area of Human 5esource (anagement and !ndustrial
5elations
? =eneral (anagement
? !nformation Technology and its applications.
1./ Re%ie- o 0iterat#re7
Training and &evelopment programmers are necessary in any origination for
improving the "uality of wor of the employees at all levels, particularly in a world
of fast changing technology, changing values, and environment.
The purpose of both is similar. The main difference between the two is in respect
to the levels of employees for whom these are meant, and contents and
techni"ues employed.
Trainin'
Training is short-term process utilizing a systematic and orgnanised procedure by
which non-managerial personnel ac"uire technical nowledge and sills for a
definite purpose. !t refers to instructions in technical and mechanical operations,
lie operation of some machine. !t is designed primarily for non-managers, it is for
a short duration, and it is for a specific job related purpose.
De%elopment
&evelopment is a long-term educational process utilizing a systematic and
organized procedure by which managerial personnel get conceptual and
theoretical nowledge. !n other words, it refers not to technical nowledge or sills
in operation but to philosophical and theoretical educational concepts. !t involves
broader education and its purpose is long-term development.
Training is a major manpower management function. #o organization can afford
not to train its employees, regardless of their previous education, training, and
e)perience. He has to be introduced into the wor environment of his new
employer inducted and taught to perform his assigned tass in a new milieu.
4
(oreover, changing technology, increasing automation in offices and factories, and
in almost all institutions is bringing about redesigned or altered jobs. !t can not be
limited to retraining for new or altered wor-methods. %eople are constantly being
'trained> and retrained by the way their superiors and other employees associate
them with wor, and find that their pears and superiors also appraise them formally
or informally.
Training is a part of management development and also a form of organizational
development. The most effective managers are those who can best develop the
human resources of an organization, for the purpose of achieving organizational
goals and objectives. !f the employees perceive training as a means to achieve
their personal goals at wor, they will welcome such opportunities. !t has been
noticed that the capacity of the human mind and brain to develop are very high,
and only a portion of it is used in most jobs.
(any researchers have estimated that the average employee in an organistion is
woring at much less than his capacity potential. !f these employees can be
properly motivated, they could wor at 0?2 to @?2 of their capacity. /ehavioural
science concepts lie motivation and good human relation should be used.
Training could be one of the main instruments to attain such improvement.
6hile employee training to improve sills and nowledge to mae them better
e"uipped or individual growth is not an end in itself9 organizational growth needs to
be integrated with their individual goals.
The main concern should be for the viability of the organization or the enterprise
behavioral scientists have suggested that organizational effectiveness is
dependent on three objectives.
3. To achieve its goals
A. To maintain itself internally
B. To adopt its environment.
$part from these goals, there are other circumstances that underline the need for
training. 6hile the present output can be improved by enhancing sills and
nowledge and by improving efficiency of the enterprise, sometimes the
technology of the organization also changes. Cor instance, there have been
tremendous advances in industrial technology in recent decades. To eep up with
advanced industrialization, mechanization and automation also mae it necessary
that employees be trained in new sills, process and production techni"ues.
6hile training could be useful in improving any transformation process that taes
place in terms of present inputs and outputs, the training has to be related, both to
the needs of the organization and those of the individuals9 for instance
diversification of product lines, new types of sills that jobs may re"uire, individual
employee development through induction, training or job-orientation etc.
5
6hen an employee is considered for transfer or promotion to a new job9 or when
the job enlarges9 new sill and techni"ues may have to be imparted to him, due to
rapid changes in job method, technological change, factory and office automation
and other hi-tech developments. !n most cases of this type a retraining or
refresher course may be necessary to mae him more competent and more
productive on the new assignment.
,sually with rapid developments in the economy and technologies effecting all
organizations during the last decade, the need for continual training e)isting
employees and e)ecutives is becoming more and more pronounced and
imperative.
1.1 Tec!ni2#e" o Anal$"i":
The techni"ues of analysis are based on the responses received from the
employees. The sample consists of 1? employees randomly selected from various
departments viz., %lanning DE employeesF9 Technical DA3 employeesF9 $ccounts
D3B employeesF9 %ersonnel services D0 employeesF and *ommercial DE
employeesF were interviewed through structured "uestionnaire.
The responses were analyzed and interpreted.
1.3 Period o t!e *t#d$:
The data is collected for the period from A??A-?B to A??G-?H. The statement
showing the number of employees underwent training during the above period is
shown as $ppendi)-/.
6
CHAPTER-2
2. PRO)I0E O) APCPDC0:
2.1 Or'ani(ational *tr#ct#re:
The $ndhra %radesh -tate .lectricity /oard came into e)istence in $pril-3@1@ as
envisaged by the .lectricity DsupplyF $ct, 3@E0 with a view of 'promoting
coordinated development of production and supply of electricity within the -tate.>
$t the time of formation of /oard, the -tate had an effective installed capacity of
only 3BE (6. The major Hydel generating stations were (achund D$%Is share
0?.01 (6F, Tungabhadra and Hampi D$%Is share A0.0 (6 in eachF and
#izamsagar D3? (6F. There were small steam power stations at Jijayawada,
Jisahapatnam, #ellore, Hussainsagar and 5amagundam. The %er capita
consumption was about 33.1 units. The energy generated and purchased were of
the order of 130.10 and 3.HG (, respectively. The total length of lines was B3,BA1
miles and the total number of electrified towns and villages were 3011. The total
number of consumers was 3,@1,AEH.
$%-./ made rapid and giant strides since then and fulfilled the hopes reposed in
it. $%-./ made a name for itself as one of the well managed
/oards in the country and holds a place of pride among the public undertaings in
the state. $%-./ stood first in the country in power generation continuously for
several years. The power stations of the /oard have performed e)ceedingly well
on a sustained basis. $lso $%-./ is in the forefront in development of its
manpower and provided opportunities for its employees to optimize their
performance in pursuit of the organizationIs goals. To meet its training and
development needs the /oard established a full-fledged IN-Ho#"e Trainin'
In"tit#te to be nown as *entral %ower Training !nstitute D*%T!F at .rragadda,
Hyderabad with a branch at Jijayawada Thermal %ower -tation for imparting
training e)clusively to itIs employees.
.ven though, the power sector is facing with many problems lie mismatching of
supply and demand, Transmission and &istribution losses, low voltage etc. 6ith
these problems the /oard is not in a position to meet the increasing demand of
consumers. The /oard is unable to cater to the consumer demand with its tight
financial position. The =overnment of $ndhra %radesh decided to reform the
.lectricity !ndustry to meet the consumer demand.
!n the reform process the =overnment of $ndhra %radesh brought out the '$ndhra
%radesh .lectricity 5eform $ct, 3@@0> to provide for constitution of an .lectricity
5egulatory *ommission, restructuring of the electricity industry, rationalization of
the power generation, transmission, distribution and supply of electricity avenues
and for participation of private sector in the electricity industry and generally for
taing measures conducive to the development and management of the electricity
industry in an efficient, economical and competitive manner and for matters
connected there with or incidental thereto.
7
The $ndhra %radesh -tate .lectricity /oard constituted under the .lectricity
D-upplyF $ct 3@E0, was split into7
D!F $ndhra %radesh %ower =eneration *orporation :imited D$%=.#*+F
D!!F Transmission *orporation of $ndhra %radesh :imited
D$%T5$#-*+F and
D!!!F &istribution *ompanies D&!-*+(-F
aF $ndhra %radesh *entral %ower &istribution *ompany :imited
D$%*%&*:F,
bF The $ndhra %radesh #orthern %ower &istribution *ompany
:imited D$%#%&*:F,
cF The $ndhra %radesh .astern %ower &istribution *ompany
:imited D$%.%&*:F,
dF The $ndhra %radesh -outhern %ower &istribution *ompany
:imited D$%-%&*:F.
The government of $ndhra %radesh in e)ercise of powers conferred by section AB,
A3 and 11 of the $ndhra %radesh .lectricity 5eforms $ct 3@@0 D$ct #o.B? of 3@@0F
vide =.+.(s.#o.@ .nergy D%ower-!!!F &ated A@-jan-3@@@, established a
*ommission to be nown as the $ndhra %radesh .lectricity 5egulatory
*ommission to monitor all the activities of power sector in the interest of
consumers and development of power sector competitively. $%*%&*: acting as a
main successor entity of $%-./ and looing after all the service conditions of all
the e)isting employees.
*onse"uently, the *entral %ower Training !nstitute D*%T!F of $%-./ hitherto
headed by the *hief .ngineer D5esearch ; TrainingF was transferred to the two
successor entities, Transmission *orporation of $ndhra %radesh :imited
D$%T5$#-*+F and $ndhra %radesh %ower =eneration *orporation :imited
D$%=.#*+F. $ Training !nstitute at Jijayawada Thermal %ower -tation DJT%-F,
Jijayawada caters the training needs of $%*%&*: employees.
2.2 4ain )#nction" o t!e Corporation"7
$ndhra %radesh %ower =eneration *orporation :imited D$%=.#*+F will loo after
all the e)isting generating -tations and responsible for generation of power
economically and competitively.
Transmission *orporation of $ndhra %radesh :imited D$%T5$#-*+F will loo
after the transmission of power and responsible for planning and co-ordination in
regard to transmission, undertaing the wors connected with transmission,
determining the electricity re"uirements in the -tate in coordination with the
generating companies, -tate =overnment, the *ommission, the 5egional
.lectricity /oards, and the *entral .lectricity $uthority, and &istribution
*ompanies D&!-*+(-F are responsible for supply of "uality and uninterrupted
power to consumers economically.
8
T!e pre"ent *cenario o Po-er *ector in A.P. *tate i" a" ollo-":
*tr#ct#re o Po-er *ector in And!ra Prade"!.
*+#-,(.5-
$%=.#*+ - $ndhra %radesh %ower =eneration
*orporation :imited
!%%- - !ndependent %ower %roducers
*=- - *entral =enerating -tations
4J*s - 4oint Jentures *ompanies
$%T5$#-*+ - Transmission *orporation of $ndhra
%radesh :imited
9
APGENCO IPPS CGS OTHERS JVCs
APTRANSCO
APCPDCL APSPDCL APNPDCL APEPDCL
2./ *A0IENT )EATURE* O) A.P.TRAN*CO5A.P.,ENCO5 DI*CO4* A* ON
/1-12-2667
*l. No. Partic#lar" A" on /1-12-67
3 !nstalled *apacity
aF $.%.=.#*+
3. Thermal [email protected]?
A. Hydel BA0A.A3
B. 6ind A.??
TOTA0 A.P.,ENCO 7217.81
bF 4oint -ector
3F =as D$.%.=.%.*.:F AHA.??
cF %rivate -ector
3F Thermal D*oalF
AF =as @@0.@?
BF (ini Hydel 0?.A1
EF 6ind @?.EB
1F *o-=eneration ; /io-mass projects 30A.B1
GF (ini power %lants @B.13
HF +thers G1.3?
T+T$: %5!J$T. -.*T+5 1316.31
d9 *!are rom Central *ector
3F 5amagundam -T%- 10?.??
AF (.$.%.%.D(adras $tomic %ower D%lantF A0.??
BF #eyveli :ignite *orporation AHH.??
EF <aiga nuclear %ower %lant 331.??
1F -imhadri T%- 3???.??
TOTA0 *HARE )RO4 CENTRA0 *ECTOR 2666.66
A. .nergy =enerated DcumulativeF
3. Thermal 3H?13.G?
A. Hydel [email protected]@
Total 1:;1/.;6
B. .nergy purchased and imported
Dincluding +therIs energy handledF 31GBE.A?
E. =ross .nergy DAKBF B1EH0.??
1. $u)ilary consumption
a9 Thermal 31GA.GB
+9 Hydel 3H.HE
c9 =as D$%=%*:F 28.1;
10
G. aF .nergy e)ported to other states
bF +therIs .nergy handled A3GE.??
H. .nergy available for use BB0H?.EE
0. (a)imum demand during the year G0@1.??
D$t =eneration TerminalF
@. (a)imum grid consumption during the year 3E1.BE
3?. %er capita consumption
Dincludes *aptive =enerationF
L%rovisional
33. :ength of lines
$.%.T5$#-*+ :ines
aF E?? <J A?31.??
bF AA? <J 3?H?3.G@
cF 3BA <J 3AH?0.GA
&!-*+(Is :ines
dF BB <J [email protected]
eF 33 <J 3HB?@A.??
fF :T EB0@G3.??
TOTA0 786111.66
3A. -ub--tations
$.%.T5$#-*+
aF E?? <J B.??
bF AA? <J HB.??
cF 3BA <J 3@?.??
&!-*+(Is
dF BB <J A?E?.??
T+T$: AB?G.??
3B. &istribution Transformers AB?B3H.??
3E. .lectrification of Towns, Jillages,
Hamlets, etc., Das per 3@@3 censusF
aF Towns AGE.??
bF Jillages AG1G1.??
cF Hamlets A0?E0.??
dF Tribal Hamlets/Habitations 1GBH.??
eF &alitwadas EAGBE.??
fF 6eaer sec. *olonies 3HBE?.??
11
31. *onsumer served
aF &omestic 33?H03E3.??
bF #on-&omestic 3???30H.??
cF !ndustrial 31GA3A.??
dF *ottage !ndustries 3GG??.??
e9 A'ric#lt#re "er%ice" :
iF $gricultural D5egularF 30GA@@@.??
iiF $gricultural D,nauthorised to be regularisedF 3133GG.??
iiiF $gricultural D,nauthorised regularisedF 3?GEGH.??
ivF 5.-*+Is 330A@B.??
Total A'ric#lt#ral <i=ii=iii9 22/;:23.66
fF %ublic :ighting/
cal /odies HBE00.??
gF =eneral %urpose H1331.??
hF Temporary HG1.??
0.T.Total 117/:1//.66
H.T.Total 1;/:.66
,rnd Total 11711282.66
*.
No.
Detail" APTRAN*CO APEPDC0 AP*PDC0 APCPDC0 APNPDC0 Total
3
Technical
.)ecutive
3HHB G?B H00 3?E@ G?0 E0A3
A
Technical
#on-
.)ecutive
1E 3EG BB@ E1? 3?G 3?@1
B
#on-
Technical
.)ecutive
301 @A 331 3E3 @H GB?
E
#on-
Technical
#on-
.)ecutive
33AG 3@EB A0?? BGB? 3HH0 33AHH
1
Jigilance ;
-ecurity
1? EG 1B 0E EE AHH
G +;( -taff 3H?? EGBB HE3G 0H?1 1310 AHG3A
Total 1;;; 817/ 11311 1163: 88:1 13812
A.E .mployee *adre -trength in $%T5$#-*+/&istribution *ompanies
12
2.3 PRO)I0E O) CORPORATE TRAININ, IN*TITUTE O) APCPDC0
The erstwhile $ndhra %radesh -tate .lectricity /oard was having a training and
development wing since its formation. $t that time the training center was located
in a shed in (in *ompound, <hairatabad, Hyderabad. The training wing in $ndhra
%radesh -tate .lectricity /oard was initially conducting training and development
programs for its engineers and other officers and other staff members in
coordination with outside agencies, lie the !nstitution of engineers D!ndiaF $.%.
-tate *enter and the $dministrative -taff *ollege of !ndia, Hyderabad. :ater it
started the .ngineering =raduate Training *enter D..=.T.*.F at /anjara Hills,
Hyderabad in a rented building. -ensing the importance of training and
development activities for the organization of the size of $ndhra %radesh -tate
.lectricity /oard. *entral %ower Training !nstitute D*%T!F was established at the
=T- D=as Turbo -etsF *olony, .rragadda, Hyderabad over an area of about Cive
acres of land with full of greenery. The training institute is located B <m away from
main road. The present training campus of $%*%&*: consists of three blocs.
? $dministrative /loc
? Hostel /loc
? (ess /loc
Admini"trati%e >loc?7
The $dministrative bloc comes first in the campus. The architecture of the
bloc is e)cellent and it is lucrative. The lighting and ventilation is e)cellent.
%rovide peace-ful atmosphere suitable for learning. !n addition to the offices of
Head of the !nstitute and all the .)ecutives there are7
Three :ecture Halls with a seating capacity of B1 members in each hall.
.ach hall is provided with projector, blac board and comfortable seating
arrangement. The institute management proposed for $ir-conditioning of :ecture
halls.
*omputer Training *enter D$ir *onditionedF with a fully e"uipped
:aboratory having A? #os. %entiums. The *omputer Training *enter has its own
library having a superb collection of *omputer /oos and (anual apart from
various *ompact &iscs D*.&sF and +riginal Cloppies of various pacages. The
*omputer center also has a :*& projector.
The institution has !nternet facility for communication and getting latest
literatures apart from Ca) and Mero) machines etc. The management proposed to
construct an $uditorium with a seating capacity of 3?? on the administrative bloc.
13
Ho"tel >loc? 7
!t is middle bloc in campus with double stored comple) having GE &ouble bed
5ooms and two halls for indoor games. The library is also located in the first floor
of hostel bloc. The library containing a collection of over E??? /oos reference
/oos, 5eading materials, 5eports and proceeding of various
-eminars/6orshops, (eetings, apart from /oos on History, $dministration,
(anagement, Telecommunication, .lectrical, *ivil, (echanical .ngineering
subjects. Jarious Handboos, Ciction, and #ovels etc. %revious 8uestion papers
of various &epartmental Test/e)aminations D*onducted by the &epartmentF. The
trainees could borrow /oo from the library.
4E** >0OC@:
The center has an attached (ess. $ well furnished &ining Hall catering to the
residential and other trainees. 6e can accommodate G? trainees at a time in the
dinning hall.
The *%T! owned and maintained a J$# D-waraz (azdaF having seating capacity
of A1, which is utilized for field visits.
There are five :ine -taff Training *enters, which are under the Technical control of
the *entral %ower Training !nstitute, =.T.-. *olony, .rragadda, Hyderabad and the
$dministrative control of the respective &istribution *ompanies.
• :!#. -T$CC T5$!#!#= *.#T.5, HN&.5$/$&
• :!#. -T$CC T5$!#!#= *.#T.5, *,&&$%$H
• :!#. -T$CC T5$!#!#= *.#T.5, J!4$N$6$&$
• :!#. -T$CC T5$!#!#= *.#T.5, J!-$<$%$T#$(
• :!#. -T$CC T5$!#!#= *.#T.5, 6$5$#$=$:.
14
STRUCTURE OF CENTAL POWER TRAINING INSTITUTE OF
APCPDCL
CHIEF ENGINEER (TRAINING & PLANNING)
SUPERINTENDING ENGINEER/TRAINING
$&.DTechF &.DTrgF &.DT;&F $-D.M$(-F -$+D$**T-F
$&. $&. $. $&. $&. $&. $&.
T+T-!! (ain Trg T+T-! *omp T+T-!!! T+T-!J
-ub .ngineer $. $.
*ivil *omp *omp
$+
4%+ 4%+ $sst 4$+ 4$+ $sst -teno
The Training !nstitute is headed by a *hief .ngineer. He is overall incharge of
Training !nstitute and also the %lanning &epartment of $%*%&*:. The *hief
.ngineer is assisted by a -uperintending .ngineer under whose control &ivisional
.ngineer DTrainingF, &ivisional .ngineer DTraining ; &evelopmentF, -enior
$ccounts +fficer and $ssistant -ecretary D.)aminationsF are woring. The
&ivisional .ngineer DTrainingF is looing after the conducting of training
programmes. The &ivisional .ngineer DTraining ; &evelopmentF is looing the
preparation and pupation of course material, chaling out the training programmes
for every financial year etc. The -enior $ccounts +fficer is also the course
coordinator for certain programmes. He is also heading the $ccounts 6ing. The
$ssistant -ecretary D.)aminationsF is incharge of departmental e)aminations
which are being conducted for various categories of employees.
15
CHAPTER-/
/. TRAININ, AND DE.E0OP4ENT PO0ICA AND PRACTICE* IN APCPDC0.
/.1 Trainin' Polic$
There are about E1 thousands employees are woring in $%*%&*: under
3@1 cadres starting from *hief .ngineer to $ssistant .ngineer in Technical,
Cinancial $dviser ; *hief *ontroller of $ccounts to 4unior $ccounts +fficer in
accounts, =eneral (anager to 4unior %ersonnel +fficer in personnel, !nspector
=eneral of %olice to -ub !nspector of %olice in -ecurity and many supporting
cadres lie -ub-.ngineers, ,&*, :&*, :inemen, $ssistant etc., to fulfill
+rganizational =oals in respect of Transmission, &istribution and supply of %ower
to consumers. The training department analyze the training needs of above
employees in fulfilling organizational goals in the following manner.
The *entral %ower Training !nstitute in consultation with H5& department
and heads of various departments prepare proposals for $nnual %lan and is
wored out to detail at micro level up to a dayIs schedule for conducting the
various training programs on Technical, $ccounts and
*omputer subjects such as !nduction level modular programs, 5efresher courses
on need based subjects, (anagement development programs, !T programs,
specialized courses on Technical subjects, Training courses on Jigilance and
&isciplinary topics for its personnel in all cadres whether they are appointed
directly or promoted from a lower cadre to the ne)t higher cadre and for the
personnel who are already in service.
Then the proposals will be circulated to the heads of various departments
for their review and comments.
/ased on the training needs of the employees, the $%*%&*: has identified
following main areas of training for various levels of employees7-
16
$F $t the level of officers7
:evel +fficers
!nduction D4uniorF - *ompany overview.
- *ustomer orientation.
- .ffective communication sills.
- *omputer / !T sills.
- +ffice $dministration.
Transition D(iddleF - :eadership and Team /uilding.
- %lanning and effective delegation.
- %resentation and interpersonal sills.
- *omputer / !T sills.
:eadership D-eniorF - -trategic (anagement.
- :eadership and Team /uilding.
- *oping with change.
- %lanning and effective delegation.
- *orporate communication.
/F $t the level of the +peration ; (aintenance -taff7
:evel + ; ( -taff
!nduction D4uniorF - *ompany overview.
- -afety procedures.
- *ustomer orientation.
- +ffice $dministration.
Transition D(iddleF - -afety procedures.
- *ustomer orientation.
- +ffice $dministration.
:eadership D-eniorF - *ustomer orientation.
- .ffective supervisory sills.
- +ffice $dministration.
17
Curther the $%*%&*: has formulated the following functional area-wise training
programmes for its employees7-
)#nctional Area
Tec!nical Acco#nt"5
Commercial
Per"onnel Re'#lator$ ,eneral
4ana'ement B IT
0oad
De"patc! and
,rid
4ana'ement.
OB4
plannin' and
"c!ed#lin'.
Ener'$ A#dit
and Ener'$
Con"er%ation.
Pre%enti%e
4aintenance.
*aet$
tec!ni2#e".
Tran"mi""ion
0ine
4aintenance.
4aintenance
o rela$
e2#ipment.
Po-er
"$"tem
"t#die" and
"$"tem
anal$"i".
Contract
mana'ement
"?ill".
Re"o#rce
mana'ement.
In%entor$
control.
ProCect
mana'ement.
4I* on "tore"
-are!o#"in'D
"tore"
mana'ement.
4aterial"
!andlin'.
*tat#tor$
re2#irement"
and
compliance.
Eor?in'
capital and
ot!er area" o
inancial
mana'ement.
Concept" on
proc#rement
and proCect
mana'ement.
Concept" on
Po-er
P#rc!a"e
A'reement"
etc.
Ener'$
eicienc$
impro%ement.
Per"onnel
mana'ement B
ind#"trial
relation"D
di"ciplinar$
proced#re".
@no-led'e o
rele%ant le'al
rame-or?"
and
le'i"lation".
Eecti%e
!#man
re"o#rce
mana'ement.
Ad%anced
trainin'
tec!ni2#e".
4aintenance o
emplo$ee
relation".
Corporate
comm#nication
"?ill".
Concept" in
A''re'ate
Re%en#e
Ret#rn and
tari ilin'.
Under"tandin'
o t!e -a$" in
-!ic! ARR
and tari ilin'
i" done or
#tilitie"
dealin' -it!
tran"mi""ion.
O%er%ie- o
t!e re'#lator$
rame-or?D
practical
a"pect" o
dealin' -it!
t!e re'#lator.
0icen"in' and
re'#lator$
compliance.
Preparation o
report" or t!e
re'#lator.
*trate'ic
4ana'ement.
>#"ine"" ri"?
mana'ement.
Corporate
Plannin'.
Creatin'
corporate %al#e
t!ro#'! inancial
re"tr#ct#rin'.
ProCect
mana'ement.
Impro%in'
mana'erial
competence.
,eneral
mana'ement.
0eader"!ip and
Team >#ildin'.
Co"t
mana'ement.
Introd#ction to
Comp#ter".
E-Commerce
concept".
4I* application".
4ana'ement
t!ro#'! IT.
18
1.2 TRAININ, PRACTICE*:
The steps followed for implementation of training programs are as follows7
? *%T! prepare monthly plan for conducting various short and long-term
programs.
? 6hile preparing monthly plan the *%T! will tae into consideration of
priorities of various departments i.e. 5evenue collection period,
(onsoon season, %ea load months, Cinancial year closing etc. &uring
those periods it is difficult to depute employees out of wor place.
? Then intimate the list to the heads of various departments of the
organization and re"uest them to depute Trainees according to their
needs.
? *%T! arrange related course material prior to start of each program.
? *%T! conduct training programs mostly through the help of e)perienced
!n House Caculty and 5etired employees.
? Cor conducting specialized programs it bring .)ternal faculty from
reputed institution lie $dministrative -taff *ollege of !ndia D$-*!F, !%.,
.ngineering -taff *ollege of !ndia D.-*!F.
? Training is imported mostly through the following O-t!e-Fo+-Trainin'
methods7
• :ectures
• *onference method
• -eminars / =roup &iscussions
• *ase discussions
• 5ole %laying
• %rogrammed instructions
!n addition to above '&emonstrations and .)amples method> is also followed by
arranging field visits to the different wor areas of the organization lie %ower
-tations, -ub--tations, T5. centers etc, and (anufacturing ,nits of important
e"uipment lie Transformers, *T, %T, .nergy (eters etc.
? !t also arranges seminars by reputed companies to now latest trends in
the industry and to up date the nowledge.
? N+=$ classes also conducted for one hour duration per day for all the
participants attending the training program on residential basis.
? The trainees will be provided free accommodation and free boarding at
hostel during the period of training in respect of residential training
programs and the participants for the training programs conducted on
non-residential basis will be provided mid-morning and mid-evening
tea/coffee and woring lunch.
19
? *%T! also arranges training programs to trainers at reputed institutions
lie &r. (*5 Human 5esource &evelopment !nstitute of $ndhra
%radesh, $-*!, .-*!, and !%. for importing training in a scientific
method.
/efore restructure of erstwhile $%-./, *entral %ower Training !nstitute also met
all the training needs of =eneration wing .
!n addition to above it monitor the training activities of :ine -taff Training
*enters D:-T*sF. :-T*s arrange training programs to sub-staff lie linemen,
$ssistant :inemen etc.
The *entral %ower Training !nstitute arranges and e)ecutes deputation of
employees belonging to the $%*%&*: for attending -eminars, 6orshops,
-ymposia, *onferences etc, at the all !ndia level and $broad.
20
CHAPTER G 1
1.1 O+Cecti%e" o t!e "t#d$:
To identi$ t!e trainin' need" in APCPDC0.
E.3.3 The training needs are identified based on the following parameters7
• ,nder performance by sub-ordinates, evidenced by low output,
lac of initiative, bad decisions or general incompetence.
• The ac"uisition of new and unfamiliar e"uipment or the
introduction of new woring methods.
• %erusal of sub-ordinatesI job specifications to identify gaps
between what they are doing and what they should be doing.
• $nalysis of strengths and weaness of the organization.
E.3.A To study various training programmes viz., technical, financial and
management programmes that are being conducted in $%*%&*:.
E.3.B To evaluate the effectiveness of the training programmes being
conducted in $%*%&*:. The goal of evaluation is to determine
whether or not the training objectives are being met, if training is
being accomplished in the most effective and economical way and, if
not, what changes should be made.
E.3.E To suggest various measures for improving the training effectives in
the organization.
1.2 4et!odolo'$ o t!e "t#d$:
The methodology being followed for the study is data collection through
D%rimary and -econdary sourcesFD interviews, views of the employees and
other personnel and "uestionnaires etc.
$F %rimary &ata7
The main sources of primary data comprises of7
i. -tructured 8uestionnaire.
ii. Cormal and informal interviews.
iii. Ceedbac obtained from the employees.
/F -econdary &ata7
The sources of secondary data are as follows7-
a. (anual of the organization.
b. /oos published by different agencies.
c. 5eports published.
d. +ther relevant boos, magazines, periodicals and 4ournals
etc.
21
1./ *cope or #rt!er "t#d$:
The study is confined to only central power training institute situated at
Hyderabad though its branches are at five different places spread over
$ndhra %radesh. Curther study can be made at those five training centres
also for maing a comprehensive research, as it will cover all the training
centers of $%*%&*:. Curther, though the study is basically informative but
the information generated will definitely widen the scope for planning the
future detailed research on issues relating to Training and &evelopment in
organizations of similar nature.
1.1 0imitation" o t!e "t#d$:
The present study is confined to the area of Training ; &evelopment in
$%*%&*: only. The period of study is for the preceding five years. The
study related only corporate training institute situated at Hyderabad through
its branches at five different places spread over $ndhra %radesh. The results
of the report need not necessarily be applicable to other .lectricity /oards of
the country.
22
CHAPTER G 3
3. DATA ANA0A*I* AND INTERPRETATION:
3.1 Data Anal$"i":
$ structured 8uestionnaire has been framed in such a way to cover every aspect
with regard to the present policies and practices of Training ; &evelopment in
$%*%&*:. The "uestionnaire is enclosed as Appendix-A. This enabled the
researcher to arrive at concrete conclusions and suggestions for the improvement
of training programmes .
$ sample size of 1? trainees has been selected for the purpose of data collection.
This sample size of 1? trainees have been selected covering all wings viz.,
.ngineering, $ccounting, 6ormen D+peration ; (aintenanceF and %ersonnel.
The data collected through structured "uestionnaire is tabulated, presented
through pie charts and interpreted. These charts depict the clear picture of the
present status of the training programmes that are going on in $%*%&*:.
3.2 Pre"entation and Interpretation o Data:
3. How far the course helped you to understand the woring of organization
$%*%&*:O
5esponse #o.of 5espondents %ercentage
To a large e)tent B? G?
To a considerable e)tent 31 B?
To a small e)tent 1 3?
#ot at all. ? ?
Total 1? 3??
G?2
B?2
3?2
?2
To a large e)tent
To a
considerable
e)tent
To a small e)tent
#ot at all.
INTERPRETATION: @?2 5espondents agreed that the course would help to
understand the woring of the organization. They might have e)pressed lie this
because a boo-let containing comprehensive information lie profile of $%*%&*:
and function of its various wings is distributed to the trainees along with the other
course material.
23
A. 6hat is your general reaction to the content of the courseO
5esponse #o.of 5espondents %ercentage
Highly 5elevant and useful A? E?
5elevant and useful B? G?
#ot relevant and useful ? ?
Total 1? 3??
E?2
G?2
?2
Highly 5elevant
and useful
5elevant and
useful
#ot relevant and
useful
INTERPRETATION: G?2 viewed that the course material is relevant and useful
and E?2 viewed as highly relevant and useful.
24
B. How do you feel about the "uality of lecturesO
5esponse #o.of 5espondents %ercentage
.)cellent B? G?
Jery good 3? A?
=ood 1 3?
-atisfactory 1 3?
Total 1? 3??
G?2 A?2
3?2
3?2
.)cellent
Jery good
=ood
-atisfactory
INTERPRETATION: G?2 of the respondents felt that the "uality of lectures are
e)cellent, A?2 felt that they are very good. 3?2 e)pressed that good and 3?2
satisfactory.
25
E. &id you benefit from the field visitsO
5esponse #o.of 5espondents %ercentage
Nes 1? 3??
#o ? ?
Total 1? 3??
3??2
?2
Nes
#o
INTERPRETATION: 3??2 respondents viewed that the field visits are beneficial.
!t might have been e)pressed by the trainees lie this as the batches have been
taen to Jijayawada Thermal %ower -tation which has been bagging the award for
the best thermal generating station in the country for the past 3? consecutive
years and -risailam :eft /an Hydel %ower -tation and e)plained them about the
functioning of these stations which were constructed with the latest technology
available in the world.
26
1. 6hat is your opinion about the duration of this course of 31 daysO
5esponse #o.of 5espondents %ercentage
ng A E
$de"uate E0 @G
-hort ? ?
Total 1? 3??
E2
@G2
?2
ng
$de"uate
-hort
INTERPRETATION: @G2 respondents felt that the duration of 31 days is
$de"uate. The reason behind this might be the fact that si) hours per day in 31
days duration covering all relevant and useful information which is useful to the
employees in functioning of their duties.
27
G. &o you thin that the course will help you in your woring in the
$%*%&*:O
5esponse #o.of 5espondents %ercentage
Nes 1? 3??
#o ? ?
Total 1? 3??
3??2
?2
Nes
#o
INTERPRETATION: 3??2 respondents e)pressed that the course will help in
practical woring. The trainees might have e)pressed lie this as on job-training is
imparted to the technical employees9 for accounting personnel various billing
procedures etc., have e)plained by solving many problems and case laws have
been e)plained to the H5& personnel.
28
H. &o you feel that the Training and &evelopment initiatives are ade"uateO
5esponse #o.of 5espondents %ercentage
Nes E1 @?
#o 1 3?
Total 1? 3??
@?2
3?2
Nes
#o
INTERPRETATION: @?2 respondents e)pressed that the training initiatives
ade"uate. They might have e)pressed lie this because the *orporate
management has planned in such a that each andevery employee of the /oard
has been trained atleast in one training programme during the year.
29
0. &o you feel that the training programs conducted will help the
organizational developmentO
5esponse #o.of 5espondents %ercentage
Nes EH @E
#o B G
Total 1? 3??
@E2
G2
Nes
#o
INTERPRETATION: @E2 respondents e)pressed that these training programmes
will help organizational development. This might be due to the fact that training
programmes will increase the overall productivity of the employees.
30
@. &o you feel happy about the facilities provided in the class roomsO
5esponse #o.of 5espondents %ercentage
Nes A? E?
#o B? G?
Total 1? 3??
E?2
G?2
Nes
#o
INTERPRETATION: G?2 respondents felt happy about the facilities provided in
the class rooms and E?2 felt unhappy about the facilities provided in the class
room.
31
3?. 6hat is your opinion about the punctuality of classesO
5esponse #o.of 5espondents %ercentage
%unctual 1? 3??
#ot punctual ? ?
Total 1? 3??
3??2
?2
%unctual
#ot punctual
INTERPRETATION: 3??2 respondents e)pressed happiness about the
punctuality of the classes. This might be due the e)istence of e)cellent
coordination between the course co-ordinator and the faculty members which
enabled the timings.
32
33. How far these training programs will help you to meet the demands of
*hanging technologyO
5esponse #o.of 5espondents %ercentage
To a large e)tent 3B AG
To a considerable e)tent BE G0
To a small e)tent B G
#ot at all ? ?
Total 1? 3??
AG2
G02
G2
?2
To a large e)tent
To a considerable
e)tent
To a small e)tent
#ot at all
INTERPRETATION: G02 of respondents e)pressed that these training
%rogramme will meet the demands of the changing technology to a considerable
e)tent, AG2 e)pressed that it will help to a large e)tent and G2 to a small e)tent.
33
3A. &o these programmes bring behavioral changes lie increase in self-
confidence, group dynamics and leadership abilities in employeesO
5esponse #o.of 5espondents %ercentage
To a large e)tent 0 3G
To a considerable e)tent B0 HG
To a small e)tent E 0
#ot at all ? ?
Total 1? 3??
3G2
HG2
02
?2
To a large e)tent
To a considerable
e)tent
To a small e)tent
#ot at all
INTERPRETATION: HG2 of respondents e)pressed that these programmes will
help the employees in increasing their self-confidence etc., to a considerable
e)tent, 3G2 e)pressed to a large e)tent and 02 e)pressed to a small e)tent.
34
3B. How far these programs attempt to improve the interpersonal sills in
employeesO
5esponse #o.of 5espondents %ercentage
To a large e)tent 3? A?
To a considerable e)tent B0 HG
To a small e)tent A E
#ot at all ? ?
Total 1? 3??
A?2
HG2
E2
?2
To a large e)tent
To a considerable
e)tent
To a small e)tent
#ot at all
INTERPRETATION: HG2 of respondents felt that this programme will the
employees in improving their interpersonal sills to a considerable e)tent, BA2
e)pressed to a large e)tent and 02 e)pressed to a small e)tent.
35
3E. How far these programs improve the employee moraleO
5esponse #o.of 5espondents %ercentage
To a large e)tent 3G BA
To a considerable e)tent B? G?
To a small e)tent E 0
#ot at all ? ?
Total 1? 3??
BA2
G?2
02
?2
To a large e)tent
To a considerable
e)tent
To a small e)tent
#ot at all
INTERPRETATION: BA2 of respondents felt that these programmes will help the
employees in improving their morale to a large e)tent, G?2 of the employees
e)pressed to a considerable e)tent.
36
31. 6hat is your opinion about the overall conduct of the courseO
5esponse #o.of 5espondents %ercentage
.)cellent B1 H?
Jery good 3A AE
=ood B G
-atisfactory ? ?
Total 1? 3??
H?2
AE2
G2
?2
.)cellent
Jery good
=ood
-atisfactory
INTERPRETATION: H?2 of the respondents felt that the overall conduct of the
programme is e)cellent, AE2 e)pressed that it is very good.
37
3G. &o you thin that this training programme will help the employees to increase
their productivity and mae them to attain the organizational goalsO
5esponse #o.of 5espondents %ercentage
Nes E0 @G
#o A E
Total 1? 3??
@G2
E2
Nes
#o
INTERPRETATION: @G2 of the respondents felt that this training programme will
increase their productivity and mae them to attain the organizational goals. This
might be because of the fact that an appreciable amount of time is allotted for the
on job training which would enable the employees to increase their productivity
and reaching the set targets.
38
3H. &o you feel that these training programs are assisting the employees to cope
up with the organizational change particularly with reference to the introduction of
reforms in the power sectorO
5esponse #o.of 5espondents %ercentage
Nes EG @A
#o E 0
Total 1? 3??
@A2
02
Nes
#o
INTERPRETATION: @A2 of the respondents viewed that these programmes will
help the employee to cope up with the organizational changes. This might have
been e)pressed because the $%*%&*: stood first in the country in
implementation of reforms. ,nless the employees adjusted with the ongoing
organizational changes, this organization would not have got first ran.
39
30. $ny modifications or improvements in the course structure are re"uiredO
5esponse #o.of 5espondents %ercentage
Nes B G
#o EH @E
Total 1? 3??
@E2
G2
Nes
#o
INTERPRETATION: @E2 of the respondents e)pressed that there is no need for
any improvements in the course structure. This might be due to the fact that the
course structure is designed by the $%*%&*: with the help of eminent
personalities of the power sector.
40
3@. 6hether the course material is updated with reference to the course
structureO
5esponse #o.of 5espondents %ercentage
Nes 1? 3??
#o ? ?
Total 1? 3??
3??2
?2
Nes
#o
INTERPRETATION: 3??2 of the respondents felt that the updated course material
has been given to them. They might have opined lie this as the course material
given to the trainees covers the latest $cts and amendments.
41
A?. How do you feel about the facilities available in the Training !nstitute lie
accommodation, food, audio-visual facilities, library etc.O
5esponse #o.of 5espondents %ercentage
.)cellent BA GE
Jery good 3H BE
=ood 3 A
-atisfactory ? ?
Total 1? 3??
GE2
BE2
A2 ?2
.)cellent
Jery good
=ood
-atisfactory
INTERPRETATION: GE2 of the respondents felt that the facilities lie
accommodation, food etc., are e)cellent, BE2 e)pressed that they are very good
and A2 e)pressed that the above facilities are good.
42
CHAPTER-7
)INDIN,*
The following findings have been concluded from the analysis of the data collected
through the "uestionnaire and personal contacts.
3. !t is clear from the analysis of the data collected that the management of
the organization gives ample of importance to impart training and the
programmes are well organized.
A. (any of the participants have been aware of the objectives of the training
programme before attending the training programme.
B. (any of the participants are of the opinion that the objectives of the
programme have been achieved to a large e)tent.
E. (aterial issued and the infrastructure provided during the training
programmes is satisfactory for most of the employees while some need
an improvement.
1. The present level of the competency is satisfied by many of the
participants while some of them are of the opinion that their competency
has to be increased.
G. (ost of the respondents feel that the methodology suits the re"uirements.
H. (ost of the employees are participating in training programs seriously.
0. Training need provided by the organizations is both monotonous and
tailor-made.
@. (ost of the participants are satisfied with evaluation method.
43
CHAPTER-8
CONC0U*ION
? Crom the analysis it is clear that in an ideal training program, which
attempts to improve the nowledge ability and sills of employees,
interesting programs which holds the attention of participants, participate
and interactive sessions are very important. /y analyzing the actual
training program it is clear that the factors described by the participants
were fulfilled. Hence the researcher can say that the programs have served
their purpose.
? The programs were able to strie a balance between the individual
development and organizational development. -o it is clear that programs
are balanced as far as individual orientation and organizational orientation
is concerned.
? (ajority of employees preferred lectures, e)ercises, group discussions, and
case studies to be the training methods that should be used most often.
$fter analyzing the actual methods used, the researcher feels that the
methods used are some e)tent conforms to the desired methods.
? Crom the analysis the researcher feels that the actual Training and
&evelopmental programs being conducted will improve the "uality of wor
life, managerial sills and interpersonal sills to some e)tent, though not to
a very large e)tent. Thereby improving the employee morale.
? Crom the analysis it is clear that training and developmental programs
brings in behavioral change lie increase in self confidence, group
dynamics and leadership "ualities in employees and they were able to meet
the demands of change in technology. Hence it can be concluded that
these programmes are on par with the changing technology and they help
to modify the behaviour of the employees.
$fter critical analysis, it is felt that the training programmes being conducted are
need and goal oriented which will improve the motivation of the employees in all
fields to some e)tent, which in turn fulfill the organizational goals.
44
CHAPTER-;
*U,,E*TION*
The following are few suggestions made for further improvement of the training
programmes7-
Coac!in': This is a less formalized and low-pressure training method. The
supervisor or senior employee guides and coaches trainees on how to do the job.
The trainees are given feedbac and reinforcement. Their problems are sought to
be solved by the coach, who himself to be specially trained for assuming the
responsibility of coaching.
Under-*t#d$: This is a method adopted for specific individuals who are to retire
shortly or otherwise leave the organization. The incumbent is to wor with the
current job holder for a period of time say B months, and get to now the job.
*en"iti%it$ Trainin': The training is to develop the sensitivity of trainees to the
views, feelings and reactions of others, to develop capability for behaving in a
natural and authentic manner and absorbing tensions and stresses, to mae, the
trainees understand their own behaviour, self-awareness and to impact diagnostic
and problem solving sills among them.
)ilm" and T. "!o-": These devices demonstrate to the trainees the ways of
doing things. They are also effective in transmitting information and in enriching
the nowledge of trainees. They generate interest among the trainees by
dramatizing usually certain events, incidents and realities.
Ca"e *t#die": These provide opportunities for the trainees to study and
understand actual problem situations. They aim at improving conceptual,
problem-solving and judgemental sills of personnel. &iscussions and interactions
permit enrichment of nowledge on actual organizational problems and situations.
*im#lation: This techni"ue sees to duplicate the real lie environmental setting
in which the trainees will eventually wor. 5ole-playing is one of the simulation
methods. !n role-playing, the trainees are assigned different roles in a case study
and are e)pected to play the roles. The enactment process provides an insight
and understanding of the demands and situations of the assigned role. The main
emphasis is in facilitating a better understanding of interpersonal problems and
attitude change.
.e"ti+#le Trainin': This is applicable for training of personnel in semi-silled
and clerical jobs. Training is provided off the job in class rooms but an attempt is
made to simulate as nearly as possible the worshop or office conditions, as the
case may be. $ large number of people can be trained in a short time. The
emphasis is on learning under carefully controlled conditions.
45
)inal Recommendation":
? (ulti-sills options should be e)plored to the best e)tent possible. !n
this conte)t, employee willingness to undergo training in multitude of
functions would prove beneficial.
? Though presently employees are involved in job specifics, whole
learning would help to widen their perspective. The information could be
e)plained as logical process, so that employees can see how the
various actions fit together into the P/ig %ictureI. This would help in
lining up individual objectives with organizational objectives and would
help the organistion in the long run.
? The importance of maing the consumers aware about the conservation
of energy should be e)plained in the training programmes.
? The importance of preventive maintenance so as to avoid breadowns
should be emphasized in the training programmes.
? !mportant computer programmes such as $uto*$& should be
introduced to prepare setches and drawings "uicly and effectively.
? $dvanced computer programmes lie +racle which are useful in
preparation and finalisation of accounts should be introduced.
? Training programmes on techni"ues of load forecasting should be
introduced.
? %rogrammes on advanced techni"ues of detection of pilferage of energy
and methods for arresting it should be introduced.
? %rogrammes on sills and techni"ues of effective bargaining and
reaching power purchase agreements should be introduced.
46
CHAPTER-:
&UE*TIONNAIRE
$ study on the evaluation of effectiveness of training in $%*%&*:.
#$(.7
$=.7
&.%$5T(.#T7
.M%.5!.#*.7
8,$:!C!*$T!+#7
3. How many training programs have you attendedO
A. .mployees participating in training program tae it seriouslyO
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
B. $re you aware of the training program objectives before you attend the
programO
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
E. To what e)tent do you achieve the objectives after attending the training
programO
DaF Cully DbF %artially DcF #o *hange
1. The training program is given ade"uate importance by the management.
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
G. The training need provided by the organization is
DaF monotonous DbF Tailor made
H. !s there any training need identification policy
DaF Nes DbF #o
0. The method of training need identification is
DaF%erformance appraisal
DbF4ob re"uirements are not met
DcF%roductivity of employees not up to the mar
DdF$ll of the above
@. $re you satisfied with the e)isting training need method
DaF yes DbF#o
3?. !f no, what is the method to identify training needO
47
33. Training programme handled by competent faculty.
DaF-trongly agree DbF $gree DcF &isagree DdF -trongly disagree
3A. &o you feel the methodology adopted suits the re"uirements of the training
programO
DaF Nes DbF #o
3B. !f no please suggest any other method you thin is suitable for your training
methodology
DaF =roup discussion DbF *ase study DcF 5ole DdF $ny other
3E. !s the course material up to date and caters new developmentO
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
31. &o you thin the infrastructure has appropriately suited the training program.
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
3G. &o you have any method of evaluation.
DaF Nes DbF #o
3H. $re you satisfied with the e)isting evaluation method.
DaF Nes DbF #o
30. !f no, do you suggests any other evaluation method.
3@. .mployees returning from training are given ade"uate time to internalize their
learnings
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
A?. &o you thin your individual e)pertise has improved after the training period
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
A3. $ny suggestions regarding the training program in your organization.
48
CHAPTER-16
>I>0IO,RAPHA :
Human 5esource (anagement, -ubbarao
Human 5esource and personnel management, $shwatappa
%ersonnel (anagement, (ammoria
(anagement of training programmes, 5.%.-ingh
H5& practices in !ndian organizations, 5ao.T.J, $braham
www.apcentral.com
49
doc_736986831.doc
Human resources are the prime assets of any organization. The success of the organization is possible only when personnel enjoy a professional status not only according to the standards that the organization lays down but also in the estimation of the public.
CHAPTER-1
1. INTRODUCTION
1.1 Concept exploration:
Human resources are the prime assets of any organization. The success of the
organization is possible only when personnel enjoy a professional status not only
according to the standards that the organization lays down but also in the
estimation of the public. Therefore, to personnel at all levels – top, middle and
lower/supervisory, training goes a long way in enhancing much needed self-
confidence, authority and respect. Training becomes particularly vital when we
thin of future needs of an organization, as the paucity of trained men definitely
holds up its development. Training not only paves the way for growth and
development of an organization, but also goes a long way towards placing
management on a sound professional basis.
!n order to build up a strong, efficient, effective, motivated and dedicated staff
continuous training is re"uired.
Training is a vital part of human resource management and few managers can
escape this heavy responsibility of employee training and development.
!n any personnel policy worthy of its name, the development and training of
employees is bound to occupy a very significant place. #ew developments and
rapid changes have made continuous training at all levels imperative. $s
%rofessor %eter &rucer has stated '(anagers are the most e)pensive resource in
most business, and the one that depreciates the fastest and needs most constant
replenishment.
Therefore, the main burden of training the employees should necessarily be borne
by the organization itself. The *+%, report has rightly recommended that
ade"uate facilities should e)ist the plants for employees to improve their prospects
through training courses. %rovision of ade"uate training facilities for employees at
all levels in the organization would go a long way in improving their sills and
nowledge and prepare them for positions of higher responsibility. !n eeping with
this recommendation and having realized the limitations of training programs
offered by e)ternal agencies, setting up their own !n House Training !nstitutions by
power utilities has been rather slow.
(any of the -./s in the country has set up their !n House the !nstitutions. The
-./s which have succeeded in establishing their own training institutions have
been facing several problems and critical issues which deserve in-depth study and
analysis.
1
1.2Need and Importance o t!e "t#d$.
Human capital evaluation will include systems to measure the sills, capabilities
and now-how, core-competency, competing capabilities etc. !ntellectual capital
will be assessed in financial terms in future. /alance sheets will reflect human
assets. Hence there is a need to enhance the value of each individual by adding
new sills to his own tool- it. The ability to bring global power to solve local
problems will be the yardstic for measuring the vitality of an organization in future.
+rganization must be mission focused and value-based. Hence there is a need to
create a new-mind-set. (ind-set is lined up with the attitude of a person. $ttitude
is an integrated set of emotions unconsciously accepted through the force of
previous e)perience. $bout 012 of our success depends upon our attitude. The
balance 312 depends upon resources, educational "ualifications, e)perience, sill
and opportunities.
.very one has the ability to change his attitude. Training and &evelopment is one
of the processes for changing the attitude. 4ust as we change a chip in a
computer, we have to change the attitude of a person to create a new mind-set.
.ffectiveness of an individual depends upon his attitude. !nherent potential can be
mobilized through the desire and inner urge to succeed. +ne needs a road map,
milestones, guideposts and benchmars to proceed enthusiastically to reach his
destination. $n individual must be empowered to canalize his reservoir of
nowledge, e)perience and sill to achieve his ambition.
,nder the circumstances mentioned above, it is felt that there are many
bottlenecs in management of Human 5esources in %ublic .nterprises. The
manpower is under utilized. 6ith the globalization of economy, Human 5esource
(anagement plays a greater role in the development of economy of public sectors
in the competitive global maret. There is a need to create a new-mind set and
rejuvenation of employees.
Training is vital part of H5( to achieve the following7
? To increa"e Prod#cti%it$: !nstruction can help employees increase their
level of performance on their present assignment. !ncreased human
performance often directly leads to increased operational productivity and
increased company profit. $gain, increased performance and productivity,
because of training, are most evident on the part of new employees who
are not yet fully aware of the most efficient and effective ways of performing
their jobs.
? To Impro%e &#alit$: /etter-informed worers are less liely to mae
operational mistaes. 8uality increases may be in relationship to a
company product or service or in reference to the intangible organizational
employment atmosphere.
2
? To Help an Or'ani(ation #lill it" )#t#re Per"onnel Need":
+rganizations that have a good internal educational programs will have to
mae less drastic manpower changes and adjustments in the event of
sudden personnel alterations. 6hen the need arises, organizational
vacancies can more easily be staffed from internal sources if a company
initiates and maintains an ade"uate instructional program for both its non-
supervisory and managerial employees.
? To Impro%e Or'ani(ational Climate: $n endless chain of positive
reactions results from a well-planned training program. %roduction and
product "uality may improve9 financial incentives may then be increased,
internal promotions become stressed, less supervisory pressures ensure
and base pay rate increases as a result, increased morale.
? To Impro%e Healt! and *aet$: %roper training can help prevent industrial
accidents. $ safer wor environment leads to more stable mental attitudes
on the part of employees. (anagerial mental state would also improve if
supervisors now that they can better themselves through company-
designed development programs.
? O+"olence Pre%ention: Training and development programs faster the
initiative and creativity of employees and help to prevent manpower
obsolescence, which may be due to age, temperament or motivation, or the
inability of a person to adapt himself to technological changes.
? Per"onal ,ro-t!7 .mployees on a personal basis gain individually from
their e)posure to educational e)periences.
? En!ancement o H#man .al#e": Training helps to enhance human
values. Human values are those goals and strivings of individual that relate
to what they want from the members of the +rganization. The human
values that need to be enhanced in the present situation are the opportunity
to have satisfying interpersonal relationship, the opportunity to accept
responsibility, the opportunity to stretch oneself and to grow.
? .nsure continuous availability of trained power to cope up with plans of
development and diversification of activities9
? %repare employees at the lower and middle levels for assuming high-level
assignments.
The present study attempts to e)amine the following issues relating to Training
and &evelopment in $%*%&*: as an important factor for healthy growth of the
utility.
? $de"uate power evacuation and augmenting transmission capacity.
? .fficient load forecasting.
? 5eduction of losses.
3
? /etter financial management and improving woring capital
efficiency.
? !mplementation and compliance to code of technical interface.
? &eveloping transmission, +;( and construction organization.
/ased on the above <ey drivers the main areas where training will
be focused are as follows.
? +;( -ills for transmission organization.
? %roject management
? *ommercial/financial orientation.
? 5egulatory *apability /uilding
? Training in the area of Human 5esource (anagement and !ndustrial
5elations
? =eneral (anagement
? !nformation Technology and its applications.
1./ Re%ie- o 0iterat#re7
Training and &evelopment programmers are necessary in any origination for
improving the "uality of wor of the employees at all levels, particularly in a world
of fast changing technology, changing values, and environment.
The purpose of both is similar. The main difference between the two is in respect
to the levels of employees for whom these are meant, and contents and
techni"ues employed.
Trainin'
Training is short-term process utilizing a systematic and orgnanised procedure by
which non-managerial personnel ac"uire technical nowledge and sills for a
definite purpose. !t refers to instructions in technical and mechanical operations,
lie operation of some machine. !t is designed primarily for non-managers, it is for
a short duration, and it is for a specific job related purpose.
De%elopment
&evelopment is a long-term educational process utilizing a systematic and
organized procedure by which managerial personnel get conceptual and
theoretical nowledge. !n other words, it refers not to technical nowledge or sills
in operation but to philosophical and theoretical educational concepts. !t involves
broader education and its purpose is long-term development.
Training is a major manpower management function. #o organization can afford
not to train its employees, regardless of their previous education, training, and
e)perience. He has to be introduced into the wor environment of his new
employer inducted and taught to perform his assigned tass in a new milieu.
4
(oreover, changing technology, increasing automation in offices and factories, and
in almost all institutions is bringing about redesigned or altered jobs. !t can not be
limited to retraining for new or altered wor-methods. %eople are constantly being
'trained> and retrained by the way their superiors and other employees associate
them with wor, and find that their pears and superiors also appraise them formally
or informally.
Training is a part of management development and also a form of organizational
development. The most effective managers are those who can best develop the
human resources of an organization, for the purpose of achieving organizational
goals and objectives. !f the employees perceive training as a means to achieve
their personal goals at wor, they will welcome such opportunities. !t has been
noticed that the capacity of the human mind and brain to develop are very high,
and only a portion of it is used in most jobs.
(any researchers have estimated that the average employee in an organistion is
woring at much less than his capacity potential. !f these employees can be
properly motivated, they could wor at 0?2 to @?2 of their capacity. /ehavioural
science concepts lie motivation and good human relation should be used.
Training could be one of the main instruments to attain such improvement.
6hile employee training to improve sills and nowledge to mae them better
e"uipped or individual growth is not an end in itself9 organizational growth needs to
be integrated with their individual goals.
The main concern should be for the viability of the organization or the enterprise
behavioral scientists have suggested that organizational effectiveness is
dependent on three objectives.
3. To achieve its goals
A. To maintain itself internally
B. To adopt its environment.
$part from these goals, there are other circumstances that underline the need for
training. 6hile the present output can be improved by enhancing sills and
nowledge and by improving efficiency of the enterprise, sometimes the
technology of the organization also changes. Cor instance, there have been
tremendous advances in industrial technology in recent decades. To eep up with
advanced industrialization, mechanization and automation also mae it necessary
that employees be trained in new sills, process and production techni"ues.
6hile training could be useful in improving any transformation process that taes
place in terms of present inputs and outputs, the training has to be related, both to
the needs of the organization and those of the individuals9 for instance
diversification of product lines, new types of sills that jobs may re"uire, individual
employee development through induction, training or job-orientation etc.
5
6hen an employee is considered for transfer or promotion to a new job9 or when
the job enlarges9 new sill and techni"ues may have to be imparted to him, due to
rapid changes in job method, technological change, factory and office automation
and other hi-tech developments. !n most cases of this type a retraining or
refresher course may be necessary to mae him more competent and more
productive on the new assignment.
,sually with rapid developments in the economy and technologies effecting all
organizations during the last decade, the need for continual training e)isting
employees and e)ecutives is becoming more and more pronounced and
imperative.
1.1 Tec!ni2#e" o Anal$"i":
The techni"ues of analysis are based on the responses received from the
employees. The sample consists of 1? employees randomly selected from various
departments viz., %lanning DE employeesF9 Technical DA3 employeesF9 $ccounts
D3B employeesF9 %ersonnel services D0 employeesF and *ommercial DE
employeesF were interviewed through structured "uestionnaire.
The responses were analyzed and interpreted.
1.3 Period o t!e *t#d$:
The data is collected for the period from A??A-?B to A??G-?H. The statement
showing the number of employees underwent training during the above period is
shown as $ppendi)-/.
6
CHAPTER-2
2. PRO)I0E O) APCPDC0:
2.1 Or'ani(ational *tr#ct#re:
The $ndhra %radesh -tate .lectricity /oard came into e)istence in $pril-3@1@ as
envisaged by the .lectricity DsupplyF $ct, 3@E0 with a view of 'promoting
coordinated development of production and supply of electricity within the -tate.>
$t the time of formation of /oard, the -tate had an effective installed capacity of
only 3BE (6. The major Hydel generating stations were (achund D$%Is share
0?.01 (6F, Tungabhadra and Hampi D$%Is share A0.0 (6 in eachF and
#izamsagar D3? (6F. There were small steam power stations at Jijayawada,
Jisahapatnam, #ellore, Hussainsagar and 5amagundam. The %er capita
consumption was about 33.1 units. The energy generated and purchased were of
the order of 130.10 and 3.HG (, respectively. The total length of lines was B3,BA1
miles and the total number of electrified towns and villages were 3011. The total
number of consumers was 3,@1,AEH.
$%-./ made rapid and giant strides since then and fulfilled the hopes reposed in
it. $%-./ made a name for itself as one of the well managed
/oards in the country and holds a place of pride among the public undertaings in
the state. $%-./ stood first in the country in power generation continuously for
several years. The power stations of the /oard have performed e)ceedingly well
on a sustained basis. $lso $%-./ is in the forefront in development of its
manpower and provided opportunities for its employees to optimize their
performance in pursuit of the organizationIs goals. To meet its training and
development needs the /oard established a full-fledged IN-Ho#"e Trainin'
In"tit#te to be nown as *entral %ower Training !nstitute D*%T!F at .rragadda,
Hyderabad with a branch at Jijayawada Thermal %ower -tation for imparting
training e)clusively to itIs employees.
.ven though, the power sector is facing with many problems lie mismatching of
supply and demand, Transmission and &istribution losses, low voltage etc. 6ith
these problems the /oard is not in a position to meet the increasing demand of
consumers. The /oard is unable to cater to the consumer demand with its tight
financial position. The =overnment of $ndhra %radesh decided to reform the
.lectricity !ndustry to meet the consumer demand.
!n the reform process the =overnment of $ndhra %radesh brought out the '$ndhra
%radesh .lectricity 5eform $ct, 3@@0> to provide for constitution of an .lectricity
5egulatory *ommission, restructuring of the electricity industry, rationalization of
the power generation, transmission, distribution and supply of electricity avenues
and for participation of private sector in the electricity industry and generally for
taing measures conducive to the development and management of the electricity
industry in an efficient, economical and competitive manner and for matters
connected there with or incidental thereto.
7
The $ndhra %radesh -tate .lectricity /oard constituted under the .lectricity
D-upplyF $ct 3@E0, was split into7
D!F $ndhra %radesh %ower =eneration *orporation :imited D$%=.#*+F
D!!F Transmission *orporation of $ndhra %radesh :imited
D$%T5$#-*+F and
D!!!F &istribution *ompanies D&!-*+(-F
aF $ndhra %radesh *entral %ower &istribution *ompany :imited
D$%*%&*:F,
bF The $ndhra %radesh #orthern %ower &istribution *ompany
:imited D$%#%&*:F,
cF The $ndhra %radesh .astern %ower &istribution *ompany
:imited D$%.%&*:F,
dF The $ndhra %radesh -outhern %ower &istribution *ompany
:imited D$%-%&*:F.
The government of $ndhra %radesh in e)ercise of powers conferred by section AB,
A3 and 11 of the $ndhra %radesh .lectricity 5eforms $ct 3@@0 D$ct #o.B? of 3@@0F
vide =.+.(s.#o.@ .nergy D%ower-!!!F &ated A@-jan-3@@@, established a
*ommission to be nown as the $ndhra %radesh .lectricity 5egulatory
*ommission to monitor all the activities of power sector in the interest of
consumers and development of power sector competitively. $%*%&*: acting as a
main successor entity of $%-./ and looing after all the service conditions of all
the e)isting employees.
*onse"uently, the *entral %ower Training !nstitute D*%T!F of $%-./ hitherto
headed by the *hief .ngineer D5esearch ; TrainingF was transferred to the two
successor entities, Transmission *orporation of $ndhra %radesh :imited
D$%T5$#-*+F and $ndhra %radesh %ower =eneration *orporation :imited
D$%=.#*+F. $ Training !nstitute at Jijayawada Thermal %ower -tation DJT%-F,
Jijayawada caters the training needs of $%*%&*: employees.
2.2 4ain )#nction" o t!e Corporation"7
$ndhra %radesh %ower =eneration *orporation :imited D$%=.#*+F will loo after
all the e)isting generating -tations and responsible for generation of power
economically and competitively.
Transmission *orporation of $ndhra %radesh :imited D$%T5$#-*+F will loo
after the transmission of power and responsible for planning and co-ordination in
regard to transmission, undertaing the wors connected with transmission,
determining the electricity re"uirements in the -tate in coordination with the
generating companies, -tate =overnment, the *ommission, the 5egional
.lectricity /oards, and the *entral .lectricity $uthority, and &istribution
*ompanies D&!-*+(-F are responsible for supply of "uality and uninterrupted
power to consumers economically.
8
T!e pre"ent *cenario o Po-er *ector in A.P. *tate i" a" ollo-":
*tr#ct#re o Po-er *ector in And!ra Prade"!.
*+#-,(.5-
$%=.#*+ - $ndhra %radesh %ower =eneration
*orporation :imited
!%%- - !ndependent %ower %roducers
*=- - *entral =enerating -tations
4J*s - 4oint Jentures *ompanies
$%T5$#-*+ - Transmission *orporation of $ndhra
%radesh :imited
9
APGENCO IPPS CGS OTHERS JVCs
APTRANSCO
APCPDCL APSPDCL APNPDCL APEPDCL
2./ *A0IENT )EATURE* O) A.P.TRAN*CO5A.P.,ENCO5 DI*CO4* A* ON
/1-12-2667
*l. No. Partic#lar" A" on /1-12-67
3 !nstalled *apacity
aF $.%.=.#*+
3. Thermal [email protected]?
A. Hydel BA0A.A3
B. 6ind A.??
TOTA0 A.P.,ENCO 7217.81
bF 4oint -ector
3F =as D$.%.=.%.*.:F AHA.??
cF %rivate -ector
3F Thermal D*oalF
AF =as @@0.@?
BF (ini Hydel 0?.A1
EF 6ind @?.EB
1F *o-=eneration ; /io-mass projects 30A.B1
GF (ini power %lants @B.13
HF +thers G1.3?
T+T$: %5!J$T. -.*T+5 1316.31
d9 *!are rom Central *ector
3F 5amagundam -T%- 10?.??
AF (.$.%.%.D(adras $tomic %ower D%lantF A0.??
BF #eyveli :ignite *orporation AHH.??
EF <aiga nuclear %ower %lant 331.??
1F -imhadri T%- 3???.??
TOTA0 *HARE )RO4 CENTRA0 *ECTOR 2666.66
A. .nergy =enerated DcumulativeF
3. Thermal 3H?13.G?
A. Hydel [email protected]@
Total 1:;1/.;6
B. .nergy purchased and imported
Dincluding +therIs energy handledF 31GBE.A?
E. =ross .nergy DAKBF B1EH0.??
1. $u)ilary consumption
a9 Thermal 31GA.GB
+9 Hydel 3H.HE
c9 =as D$%=%*:F 28.1;
10
G. aF .nergy e)ported to other states
bF +therIs .nergy handled A3GE.??
H. .nergy available for use BB0H?.EE
0. (a)imum demand during the year G0@1.??
D$t =eneration TerminalF
@. (a)imum grid consumption during the year 3E1.BE
3?. %er capita consumption
Dincludes *aptive =enerationF
L%rovisional
33. :ength of lines
$.%.T5$#-*+ :ines
aF E?? <J A?31.??
bF AA? <J 3?H?3.G@
cF 3BA <J 3AH?0.GA
&!-*+(Is :ines
dF BB <J [email protected]
eF 33 <J 3HB?@A.??
fF :T EB0@G3.??
TOTA0 786111.66
3A. -ub--tations
$.%.T5$#-*+
aF E?? <J B.??
bF AA? <J HB.??
cF 3BA <J 3@?.??
&!-*+(Is
dF BB <J A?E?.??
T+T$: AB?G.??
3B. &istribution Transformers AB?B3H.??
3E. .lectrification of Towns, Jillages,
Hamlets, etc., Das per 3@@3 censusF
aF Towns AGE.??
bF Jillages AG1G1.??
cF Hamlets A0?E0.??
dF Tribal Hamlets/Habitations 1GBH.??
eF &alitwadas EAGBE.??
fF 6eaer sec. *olonies 3HBE?.??
11
31. *onsumer served
aF &omestic 33?H03E3.??
bF #on-&omestic 3???30H.??
cF !ndustrial 31GA3A.??
dF *ottage !ndustries 3GG??.??
e9 A'ric#lt#re "er%ice" :
iF $gricultural D5egularF 30GA@@@.??
iiF $gricultural D,nauthorised to be regularisedF 3133GG.??
iiiF $gricultural D,nauthorised regularisedF 3?GEGH.??
ivF 5.-*+Is 330A@B.??
Total A'ric#lt#ral <i=ii=iii9 22/;:23.66
fF %ublic :ighting/
cal /odies HBE00.??gF =eneral %urpose H1331.??
hF Temporary HG1.??
0.T.Total 117/:1//.66
H.T.Total 1;/:.66
,rnd Total 11711282.66
*.
No.
Detail" APTRAN*CO APEPDC0 AP*PDC0 APCPDC0 APNPDC0 Total
3
Technical
.)ecutive
3HHB G?B H00 3?E@ G?0 E0A3
A
Technical
#on-
.)ecutive
1E 3EG BB@ E1? 3?G 3?@1
B
#on-
Technical
.)ecutive
301 @A 331 3E3 @H GB?
E
#on-
Technical
#on-
.)ecutive
33AG 3@EB A0?? BGB? 3HH0 33AHH
1
Jigilance ;
-ecurity
1? EG 1B 0E EE AHH
G +;( -taff 3H?? EGBB HE3G 0H?1 1310 AHG3A
Total 1;;; 817/ 11311 1163: 88:1 13812
A.E .mployee *adre -trength in $%T5$#-*+/&istribution *ompanies
12
2.3 PRO)I0E O) CORPORATE TRAININ, IN*TITUTE O) APCPDC0
The erstwhile $ndhra %radesh -tate .lectricity /oard was having a training and
development wing since its formation. $t that time the training center was located
in a shed in (in *ompound, <hairatabad, Hyderabad. The training wing in $ndhra
%radesh -tate .lectricity /oard was initially conducting training and development
programs for its engineers and other officers and other staff members in
coordination with outside agencies, lie the !nstitution of engineers D!ndiaF $.%.
-tate *enter and the $dministrative -taff *ollege of !ndia, Hyderabad. :ater it
started the .ngineering =raduate Training *enter D..=.T.*.F at /anjara Hills,
Hyderabad in a rented building. -ensing the importance of training and
development activities for the organization of the size of $ndhra %radesh -tate
.lectricity /oard. *entral %ower Training !nstitute D*%T!F was established at the
=T- D=as Turbo -etsF *olony, .rragadda, Hyderabad over an area of about Cive
acres of land with full of greenery. The training institute is located B <m away from
main road. The present training campus of $%*%&*: consists of three blocs.
? $dministrative /loc
? Hostel /loc
? (ess /loc
Admini"trati%e >loc?7
The $dministrative bloc comes first in the campus. The architecture of the
bloc is e)cellent and it is lucrative. The lighting and ventilation is e)cellent.
%rovide peace-ful atmosphere suitable for learning. !n addition to the offices of
Head of the !nstitute and all the .)ecutives there are7
Three :ecture Halls with a seating capacity of B1 members in each hall.
.ach hall is provided with projector, blac board and comfortable seating
arrangement. The institute management proposed for $ir-conditioning of :ecture
halls.
*omputer Training *enter D$ir *onditionedF with a fully e"uipped
:aboratory having A? #os. %entiums. The *omputer Training *enter has its own
library having a superb collection of *omputer /oos and (anual apart from
various *ompact &iscs D*.&sF and +riginal Cloppies of various pacages. The
*omputer center also has a :*& projector.
The institution has !nternet facility for communication and getting latest
literatures apart from Ca) and Mero) machines etc. The management proposed to
construct an $uditorium with a seating capacity of 3?? on the administrative bloc.
13
Ho"tel >loc? 7
!t is middle bloc in campus with double stored comple) having GE &ouble bed
5ooms and two halls for indoor games. The library is also located in the first floor
of hostel bloc. The library containing a collection of over E??? /oos reference
/oos, 5eading materials, 5eports and proceeding of various
-eminars/6orshops, (eetings, apart from /oos on History, $dministration,
(anagement, Telecommunication, .lectrical, *ivil, (echanical .ngineering
subjects. Jarious Handboos, Ciction, and #ovels etc. %revious 8uestion papers
of various &epartmental Test/e)aminations D*onducted by the &epartmentF. The
trainees could borrow /oo from the library.
4E** >0OC@:
The center has an attached (ess. $ well furnished &ining Hall catering to the
residential and other trainees. 6e can accommodate G? trainees at a time in the
dinning hall.
The *%T! owned and maintained a J$# D-waraz (azdaF having seating capacity
of A1, which is utilized for field visits.
There are five :ine -taff Training *enters, which are under the Technical control of
the *entral %ower Training !nstitute, =.T.-. *olony, .rragadda, Hyderabad and the
$dministrative control of the respective &istribution *ompanies.
• :!#. -T$CC T5$!#!#= *.#T.5, HN&.5$/$&
• :!#. -T$CC T5$!#!#= *.#T.5, *,&&$%$H
• :!#. -T$CC T5$!#!#= *.#T.5, J!4$N$6$&$
• :!#. -T$CC T5$!#!#= *.#T.5, J!-$<$%$T#$(
• :!#. -T$CC T5$!#!#= *.#T.5, 6$5$#$=$:.
14
STRUCTURE OF CENTAL POWER TRAINING INSTITUTE OF
APCPDCL
CHIEF ENGINEER (TRAINING & PLANNING)
SUPERINTENDING ENGINEER/TRAINING
$&.DTechF &.DTrgF &.DT;&F $-D.M$(-F -$+D$**T-F
$&. $&. $. $&. $&. $&. $&.
T+T-!! (ain Trg T+T-! *omp T+T-!!! T+T-!J
-ub .ngineer $. $.
*ivil *omp *omp
$+
4%+ 4%+ $sst 4$+ 4$+ $sst -teno
The Training !nstitute is headed by a *hief .ngineer. He is overall incharge of
Training !nstitute and also the %lanning &epartment of $%*%&*:. The *hief
.ngineer is assisted by a -uperintending .ngineer under whose control &ivisional
.ngineer DTrainingF, &ivisional .ngineer DTraining ; &evelopmentF, -enior
$ccounts +fficer and $ssistant -ecretary D.)aminationsF are woring. The
&ivisional .ngineer DTrainingF is looing after the conducting of training
programmes. The &ivisional .ngineer DTraining ; &evelopmentF is looing the
preparation and pupation of course material, chaling out the training programmes
for every financial year etc. The -enior $ccounts +fficer is also the course
coordinator for certain programmes. He is also heading the $ccounts 6ing. The
$ssistant -ecretary D.)aminationsF is incharge of departmental e)aminations
which are being conducted for various categories of employees.
15
CHAPTER-/
/. TRAININ, AND DE.E0OP4ENT PO0ICA AND PRACTICE* IN APCPDC0.
/.1 Trainin' Polic$
There are about E1 thousands employees are woring in $%*%&*: under
3@1 cadres starting from *hief .ngineer to $ssistant .ngineer in Technical,
Cinancial $dviser ; *hief *ontroller of $ccounts to 4unior $ccounts +fficer in
accounts, =eneral (anager to 4unior %ersonnel +fficer in personnel, !nspector
=eneral of %olice to -ub !nspector of %olice in -ecurity and many supporting
cadres lie -ub-.ngineers, ,&*, :&*, :inemen, $ssistant etc., to fulfill
+rganizational =oals in respect of Transmission, &istribution and supply of %ower
to consumers. The training department analyze the training needs of above
employees in fulfilling organizational goals in the following manner.
The *entral %ower Training !nstitute in consultation with H5& department
and heads of various departments prepare proposals for $nnual %lan and is
wored out to detail at micro level up to a dayIs schedule for conducting the
various training programs on Technical, $ccounts and
*omputer subjects such as !nduction level modular programs, 5efresher courses
on need based subjects, (anagement development programs, !T programs,
specialized courses on Technical subjects, Training courses on Jigilance and
&isciplinary topics for its personnel in all cadres whether they are appointed
directly or promoted from a lower cadre to the ne)t higher cadre and for the
personnel who are already in service.
Then the proposals will be circulated to the heads of various departments
for their review and comments.
/ased on the training needs of the employees, the $%*%&*: has identified
following main areas of training for various levels of employees7-
16
$F $t the level of officers7
:evel +fficers
!nduction D4uniorF - *ompany overview.
- *ustomer orientation.
- .ffective communication sills.
- *omputer / !T sills.
- +ffice $dministration.
Transition D(iddleF - :eadership and Team /uilding.
- %lanning and effective delegation.
- %resentation and interpersonal sills.
- *omputer / !T sills.
:eadership D-eniorF - -trategic (anagement.
- :eadership and Team /uilding.
- *oping with change.
- %lanning and effective delegation.
- *orporate communication.
/F $t the level of the +peration ; (aintenance -taff7
:evel + ; ( -taff
!nduction D4uniorF - *ompany overview.
- -afety procedures.
- *ustomer orientation.
- +ffice $dministration.
Transition D(iddleF - -afety procedures.
- *ustomer orientation.
- +ffice $dministration.
:eadership D-eniorF - *ustomer orientation.
- .ffective supervisory sills.
- +ffice $dministration.
17
Curther the $%*%&*: has formulated the following functional area-wise training
programmes for its employees7-
)#nctional Area
Tec!nical Acco#nt"5
Commercial
Per"onnel Re'#lator$ ,eneral
4ana'ement B IT
0oad
De"patc! and
,rid
4ana'ement.
OB4
plannin' and
"c!ed#lin'.
Ener'$ A#dit
and Ener'$
Con"er%ation.
Pre%enti%e
4aintenance.
*aet$
tec!ni2#e".
Tran"mi""ion
0ine
4aintenance.
4aintenance
o rela$
e2#ipment.
Po-er
"$"tem
"t#die" and
"$"tem
anal$"i".
Contract
mana'ement
"?ill".
Re"o#rce
mana'ement.
In%entor$
control.
ProCect
mana'ement.
4I* on "tore"
-are!o#"in'D
"tore"
mana'ement.
4aterial"
!andlin'.
*tat#tor$
re2#irement"
and
compliance.
Eor?in'
capital and
ot!er area" o
inancial
mana'ement.
Concept" on
proc#rement
and proCect
mana'ement.
Concept" on
Po-er
P#rc!a"e
A'reement"
etc.
Ener'$
eicienc$
impro%ement.
Per"onnel
mana'ement B
ind#"trial
relation"D
di"ciplinar$
proced#re".
@no-led'e o
rele%ant le'al
rame-or?"
and
le'i"lation".
Eecti%e
!#man
re"o#rce
mana'ement.
Ad%anced
trainin'
tec!ni2#e".
4aintenance o
emplo$ee
relation".
Corporate
comm#nication
"?ill".
Concept" in
A''re'ate
Re%en#e
Ret#rn and
tari ilin'.
Under"tandin'
o t!e -a$" in
-!ic! ARR
and tari ilin'
i" done or
#tilitie"
dealin' -it!
tran"mi""ion.
O%er%ie- o
t!e re'#lator$
rame-or?D
practical
a"pect" o
dealin' -it!
t!e re'#lator.
0icen"in' and
re'#lator$
compliance.
Preparation o
report" or t!e
re'#lator.
*trate'ic
4ana'ement.
>#"ine"" ri"?
mana'ement.
Corporate
Plannin'.
Creatin'
corporate %al#e
t!ro#'! inancial
re"tr#ct#rin'.
ProCect
mana'ement.
Impro%in'
mana'erial
competence.
,eneral
mana'ement.
0eader"!ip and
Team >#ildin'.
Co"t
mana'ement.
Introd#ction to
Comp#ter".
E-Commerce
concept".
4I* application".
4ana'ement
t!ro#'! IT.
18
1.2 TRAININ, PRACTICE*:
The steps followed for implementation of training programs are as follows7
? *%T! prepare monthly plan for conducting various short and long-term
programs.
? 6hile preparing monthly plan the *%T! will tae into consideration of
priorities of various departments i.e. 5evenue collection period,
(onsoon season, %ea load months, Cinancial year closing etc. &uring
those periods it is difficult to depute employees out of wor place.
? Then intimate the list to the heads of various departments of the
organization and re"uest them to depute Trainees according to their
needs.
? *%T! arrange related course material prior to start of each program.
? *%T! conduct training programs mostly through the help of e)perienced
!n House Caculty and 5etired employees.
? Cor conducting specialized programs it bring .)ternal faculty from
reputed institution lie $dministrative -taff *ollege of !ndia D$-*!F, !%.,
.ngineering -taff *ollege of !ndia D.-*!F.
? Training is imported mostly through the following O-t!e-Fo+-Trainin'
methods7
• :ectures
• *onference method
• -eminars / =roup &iscussions
• *ase discussions
• 5ole %laying
• %rogrammed instructions
!n addition to above '&emonstrations and .)amples method> is also followed by
arranging field visits to the different wor areas of the organization lie %ower
-tations, -ub--tations, T5. centers etc, and (anufacturing ,nits of important
e"uipment lie Transformers, *T, %T, .nergy (eters etc.
? !t also arranges seminars by reputed companies to now latest trends in
the industry and to up date the nowledge.
? N+=$ classes also conducted for one hour duration per day for all the
participants attending the training program on residential basis.
? The trainees will be provided free accommodation and free boarding at
hostel during the period of training in respect of residential training
programs and the participants for the training programs conducted on
non-residential basis will be provided mid-morning and mid-evening
tea/coffee and woring lunch.
19
? *%T! also arranges training programs to trainers at reputed institutions
lie &r. (*5 Human 5esource &evelopment !nstitute of $ndhra
%radesh, $-*!, .-*!, and !%. for importing training in a scientific
method.
/efore restructure of erstwhile $%-./, *entral %ower Training !nstitute also met
all the training needs of =eneration wing .
!n addition to above it monitor the training activities of :ine -taff Training
*enters D:-T*sF. :-T*s arrange training programs to sub-staff lie linemen,
$ssistant :inemen etc.
The *entral %ower Training !nstitute arranges and e)ecutes deputation of
employees belonging to the $%*%&*: for attending -eminars, 6orshops,
-ymposia, *onferences etc, at the all !ndia level and $broad.
20
CHAPTER G 1
1.1 O+Cecti%e" o t!e "t#d$:
To identi$ t!e trainin' need" in APCPDC0.
E.3.3 The training needs are identified based on the following parameters7
• ,nder performance by sub-ordinates, evidenced by low output,
lac of initiative, bad decisions or general incompetence.
• The ac"uisition of new and unfamiliar e"uipment or the
introduction of new woring methods.
• %erusal of sub-ordinatesI job specifications to identify gaps
between what they are doing and what they should be doing.
• $nalysis of strengths and weaness of the organization.
E.3.A To study various training programmes viz., technical, financial and
management programmes that are being conducted in $%*%&*:.
E.3.B To evaluate the effectiveness of the training programmes being
conducted in $%*%&*:. The goal of evaluation is to determine
whether or not the training objectives are being met, if training is
being accomplished in the most effective and economical way and, if
not, what changes should be made.
E.3.E To suggest various measures for improving the training effectives in
the organization.
1.2 4et!odolo'$ o t!e "t#d$:
The methodology being followed for the study is data collection through
D%rimary and -econdary sourcesFD interviews, views of the employees and
other personnel and "uestionnaires etc.
$F %rimary &ata7
The main sources of primary data comprises of7
i. -tructured 8uestionnaire.
ii. Cormal and informal interviews.
iii. Ceedbac obtained from the employees.
/F -econdary &ata7
The sources of secondary data are as follows7-
a. (anual of the organization.
b. /oos published by different agencies.
c. 5eports published.
d. +ther relevant boos, magazines, periodicals and 4ournals
etc.
21
1./ *cope or #rt!er "t#d$:
The study is confined to only central power training institute situated at
Hyderabad though its branches are at five different places spread over
$ndhra %radesh. Curther study can be made at those five training centres
also for maing a comprehensive research, as it will cover all the training
centers of $%*%&*:. Curther, though the study is basically informative but
the information generated will definitely widen the scope for planning the
future detailed research on issues relating to Training and &evelopment in
organizations of similar nature.
1.1 0imitation" o t!e "t#d$:
The present study is confined to the area of Training ; &evelopment in
$%*%&*: only. The period of study is for the preceding five years. The
study related only corporate training institute situated at Hyderabad through
its branches at five different places spread over $ndhra %radesh. The results
of the report need not necessarily be applicable to other .lectricity /oards of
the country.
22
CHAPTER G 3
3. DATA ANA0A*I* AND INTERPRETATION:
3.1 Data Anal$"i":
$ structured 8uestionnaire has been framed in such a way to cover every aspect
with regard to the present policies and practices of Training ; &evelopment in
$%*%&*:. The "uestionnaire is enclosed as Appendix-A. This enabled the
researcher to arrive at concrete conclusions and suggestions for the improvement
of training programmes .
$ sample size of 1? trainees has been selected for the purpose of data collection.
This sample size of 1? trainees have been selected covering all wings viz.,
.ngineering, $ccounting, 6ormen D+peration ; (aintenanceF and %ersonnel.
The data collected through structured "uestionnaire is tabulated, presented
through pie charts and interpreted. These charts depict the clear picture of the
present status of the training programmes that are going on in $%*%&*:.
3.2 Pre"entation and Interpretation o Data:
3. How far the course helped you to understand the woring of organization
$%*%&*:O
5esponse #o.of 5espondents %ercentage
To a large e)tent B? G?
To a considerable e)tent 31 B?
To a small e)tent 1 3?
#ot at all. ? ?
Total 1? 3??
G?2
B?2
3?2
?2
To a large e)tent
To a
considerable
e)tent
To a small e)tent
#ot at all.
INTERPRETATION: @?2 5espondents agreed that the course would help to
understand the woring of the organization. They might have e)pressed lie this
because a boo-let containing comprehensive information lie profile of $%*%&*:
and function of its various wings is distributed to the trainees along with the other
course material.
23
A. 6hat is your general reaction to the content of the courseO
5esponse #o.of 5espondents %ercentage
Highly 5elevant and useful A? E?
5elevant and useful B? G?
#ot relevant and useful ? ?
Total 1? 3??
E?2
G?2
?2
Highly 5elevant
and useful
5elevant and
useful
#ot relevant and
useful
INTERPRETATION: G?2 viewed that the course material is relevant and useful
and E?2 viewed as highly relevant and useful.
24
B. How do you feel about the "uality of lecturesO
5esponse #o.of 5espondents %ercentage
.)cellent B? G?
Jery good 3? A?
=ood 1 3?
-atisfactory 1 3?
Total 1? 3??
G?2 A?2
3?2
3?2
.)cellent
Jery good
=ood
-atisfactory
INTERPRETATION: G?2 of the respondents felt that the "uality of lectures are
e)cellent, A?2 felt that they are very good. 3?2 e)pressed that good and 3?2
satisfactory.
25
E. &id you benefit from the field visitsO
5esponse #o.of 5espondents %ercentage
Nes 1? 3??
#o ? ?
Total 1? 3??
3??2
?2
Nes
#o
INTERPRETATION: 3??2 respondents viewed that the field visits are beneficial.
!t might have been e)pressed by the trainees lie this as the batches have been
taen to Jijayawada Thermal %ower -tation which has been bagging the award for
the best thermal generating station in the country for the past 3? consecutive
years and -risailam :eft /an Hydel %ower -tation and e)plained them about the
functioning of these stations which were constructed with the latest technology
available in the world.
26
1. 6hat is your opinion about the duration of this course of 31 daysO
5esponse #o.of 5espondents %ercentage
ng A E$de"uate E0 @G
-hort ? ?
Total 1? 3??
E2
@G2
?2
ng$de"uate
-hort
INTERPRETATION: @G2 respondents felt that the duration of 31 days is
$de"uate. The reason behind this might be the fact that si) hours per day in 31
days duration covering all relevant and useful information which is useful to the
employees in functioning of their duties.
27
G. &o you thin that the course will help you in your woring in the
$%*%&*:O
5esponse #o.of 5espondents %ercentage
Nes 1? 3??
#o ? ?
Total 1? 3??
3??2
?2
Nes
#o
INTERPRETATION: 3??2 respondents e)pressed that the course will help in
practical woring. The trainees might have e)pressed lie this as on job-training is
imparted to the technical employees9 for accounting personnel various billing
procedures etc., have e)plained by solving many problems and case laws have
been e)plained to the H5& personnel.
28
H. &o you feel that the Training and &evelopment initiatives are ade"uateO
5esponse #o.of 5espondents %ercentage
Nes E1 @?
#o 1 3?
Total 1? 3??
@?2
3?2
Nes
#o
INTERPRETATION: @?2 respondents e)pressed that the training initiatives
ade"uate. They might have e)pressed lie this because the *orporate
management has planned in such a that each andevery employee of the /oard
has been trained atleast in one training programme during the year.
29
0. &o you feel that the training programs conducted will help the
organizational developmentO
5esponse #o.of 5espondents %ercentage
Nes EH @E
#o B G
Total 1? 3??
@E2
G2
Nes
#o
INTERPRETATION: @E2 respondents e)pressed that these training programmes
will help organizational development. This might be due to the fact that training
programmes will increase the overall productivity of the employees.
30
@. &o you feel happy about the facilities provided in the class roomsO
5esponse #o.of 5espondents %ercentage
Nes A? E?
#o B? G?
Total 1? 3??
E?2
G?2
Nes
#o
INTERPRETATION: G?2 respondents felt happy about the facilities provided in
the class rooms and E?2 felt unhappy about the facilities provided in the class
room.
31
3?. 6hat is your opinion about the punctuality of classesO
5esponse #o.of 5espondents %ercentage
%unctual 1? 3??
#ot punctual ? ?
Total 1? 3??
3??2
?2
%unctual
#ot punctual
INTERPRETATION: 3??2 respondents e)pressed happiness about the
punctuality of the classes. This might be due the e)istence of e)cellent
coordination between the course co-ordinator and the faculty members which
enabled the timings.
32
33. How far these training programs will help you to meet the demands of
*hanging technologyO
5esponse #o.of 5espondents %ercentage
To a large e)tent 3B AG
To a considerable e)tent BE G0
To a small e)tent B G
#ot at all ? ?
Total 1? 3??
AG2
G02
G2
?2
To a large e)tent
To a considerable
e)tent
To a small e)tent
#ot at all
INTERPRETATION: G02 of respondents e)pressed that these training
%rogramme will meet the demands of the changing technology to a considerable
e)tent, AG2 e)pressed that it will help to a large e)tent and G2 to a small e)tent.
33
3A. &o these programmes bring behavioral changes lie increase in self-
confidence, group dynamics and leadership abilities in employeesO
5esponse #o.of 5espondents %ercentage
To a large e)tent 0 3G
To a considerable e)tent B0 HG
To a small e)tent E 0
#ot at all ? ?
Total 1? 3??
3G2
HG2
02
?2
To a large e)tent
To a considerable
e)tent
To a small e)tent
#ot at all
INTERPRETATION: HG2 of respondents e)pressed that these programmes will
help the employees in increasing their self-confidence etc., to a considerable
e)tent, 3G2 e)pressed to a large e)tent and 02 e)pressed to a small e)tent.
34
3B. How far these programs attempt to improve the interpersonal sills in
employeesO
5esponse #o.of 5espondents %ercentage
To a large e)tent 3? A?
To a considerable e)tent B0 HG
To a small e)tent A E
#ot at all ? ?
Total 1? 3??
A?2
HG2
E2
?2
To a large e)tent
To a considerable
e)tent
To a small e)tent
#ot at all
INTERPRETATION: HG2 of respondents felt that this programme will the
employees in improving their interpersonal sills to a considerable e)tent, BA2
e)pressed to a large e)tent and 02 e)pressed to a small e)tent.
35
3E. How far these programs improve the employee moraleO
5esponse #o.of 5espondents %ercentage
To a large e)tent 3G BA
To a considerable e)tent B? G?
To a small e)tent E 0
#ot at all ? ?
Total 1? 3??
BA2
G?2
02
?2
To a large e)tent
To a considerable
e)tent
To a small e)tent
#ot at all
INTERPRETATION: BA2 of respondents felt that these programmes will help the
employees in improving their morale to a large e)tent, G?2 of the employees
e)pressed to a considerable e)tent.
36
31. 6hat is your opinion about the overall conduct of the courseO
5esponse #o.of 5espondents %ercentage
.)cellent B1 H?
Jery good 3A AE
=ood B G
-atisfactory ? ?
Total 1? 3??
H?2
AE2
G2
?2
.)cellent
Jery good
=ood
-atisfactory
INTERPRETATION: H?2 of the respondents felt that the overall conduct of the
programme is e)cellent, AE2 e)pressed that it is very good.
37
3G. &o you thin that this training programme will help the employees to increase
their productivity and mae them to attain the organizational goalsO
5esponse #o.of 5espondents %ercentage
Nes E0 @G
#o A E
Total 1? 3??
@G2
E2
Nes
#o
INTERPRETATION: @G2 of the respondents felt that this training programme will
increase their productivity and mae them to attain the organizational goals. This
might be because of the fact that an appreciable amount of time is allotted for the
on job training which would enable the employees to increase their productivity
and reaching the set targets.
38
3H. &o you feel that these training programs are assisting the employees to cope
up with the organizational change particularly with reference to the introduction of
reforms in the power sectorO
5esponse #o.of 5espondents %ercentage
Nes EG @A
#o E 0
Total 1? 3??
@A2
02
Nes
#o
INTERPRETATION: @A2 of the respondents viewed that these programmes will
help the employee to cope up with the organizational changes. This might have
been e)pressed because the $%*%&*: stood first in the country in
implementation of reforms. ,nless the employees adjusted with the ongoing
organizational changes, this organization would not have got first ran.
39
30. $ny modifications or improvements in the course structure are re"uiredO
5esponse #o.of 5espondents %ercentage
Nes B G
#o EH @E
Total 1? 3??
@E2
G2
Nes
#o
INTERPRETATION: @E2 of the respondents e)pressed that there is no need for
any improvements in the course structure. This might be due to the fact that the
course structure is designed by the $%*%&*: with the help of eminent
personalities of the power sector.
40
3@. 6hether the course material is updated with reference to the course
structureO
5esponse #o.of 5espondents %ercentage
Nes 1? 3??
#o ? ?
Total 1? 3??
3??2
?2
Nes
#o
INTERPRETATION: 3??2 of the respondents felt that the updated course material
has been given to them. They might have opined lie this as the course material
given to the trainees covers the latest $cts and amendments.
41
A?. How do you feel about the facilities available in the Training !nstitute lie
accommodation, food, audio-visual facilities, library etc.O
5esponse #o.of 5espondents %ercentage
.)cellent BA GE
Jery good 3H BE
=ood 3 A
-atisfactory ? ?
Total 1? 3??
GE2
BE2
A2 ?2
.)cellent
Jery good
=ood
-atisfactory
INTERPRETATION: GE2 of the respondents felt that the facilities lie
accommodation, food etc., are e)cellent, BE2 e)pressed that they are very good
and A2 e)pressed that the above facilities are good.
42
CHAPTER-7
)INDIN,*
The following findings have been concluded from the analysis of the data collected
through the "uestionnaire and personal contacts.
3. !t is clear from the analysis of the data collected that the management of
the organization gives ample of importance to impart training and the
programmes are well organized.
A. (any of the participants have been aware of the objectives of the training
programme before attending the training programme.
B. (any of the participants are of the opinion that the objectives of the
programme have been achieved to a large e)tent.
E. (aterial issued and the infrastructure provided during the training
programmes is satisfactory for most of the employees while some need
an improvement.
1. The present level of the competency is satisfied by many of the
participants while some of them are of the opinion that their competency
has to be increased.
G. (ost of the respondents feel that the methodology suits the re"uirements.
H. (ost of the employees are participating in training programs seriously.
0. Training need provided by the organizations is both monotonous and
tailor-made.
@. (ost of the participants are satisfied with evaluation method.
43
CHAPTER-8
CONC0U*ION
? Crom the analysis it is clear that in an ideal training program, which
attempts to improve the nowledge ability and sills of employees,
interesting programs which holds the attention of participants, participate
and interactive sessions are very important. /y analyzing the actual
training program it is clear that the factors described by the participants
were fulfilled. Hence the researcher can say that the programs have served
their purpose.
? The programs were able to strie a balance between the individual
development and organizational development. -o it is clear that programs
are balanced as far as individual orientation and organizational orientation
is concerned.
? (ajority of employees preferred lectures, e)ercises, group discussions, and
case studies to be the training methods that should be used most often.
$fter analyzing the actual methods used, the researcher feels that the
methods used are some e)tent conforms to the desired methods.
? Crom the analysis the researcher feels that the actual Training and
&evelopmental programs being conducted will improve the "uality of wor
life, managerial sills and interpersonal sills to some e)tent, though not to
a very large e)tent. Thereby improving the employee morale.
? Crom the analysis it is clear that training and developmental programs
brings in behavioral change lie increase in self confidence, group
dynamics and leadership "ualities in employees and they were able to meet
the demands of change in technology. Hence it can be concluded that
these programmes are on par with the changing technology and they help
to modify the behaviour of the employees.
$fter critical analysis, it is felt that the training programmes being conducted are
need and goal oriented which will improve the motivation of the employees in all
fields to some e)tent, which in turn fulfill the organizational goals.
44
CHAPTER-;
*U,,E*TION*
The following are few suggestions made for further improvement of the training
programmes7-
Coac!in': This is a less formalized and low-pressure training method. The
supervisor or senior employee guides and coaches trainees on how to do the job.
The trainees are given feedbac and reinforcement. Their problems are sought to
be solved by the coach, who himself to be specially trained for assuming the
responsibility of coaching.
Under-*t#d$: This is a method adopted for specific individuals who are to retire
shortly or otherwise leave the organization. The incumbent is to wor with the
current job holder for a period of time say B months, and get to now the job.
*en"iti%it$ Trainin': The training is to develop the sensitivity of trainees to the
views, feelings and reactions of others, to develop capability for behaving in a
natural and authentic manner and absorbing tensions and stresses, to mae, the
trainees understand their own behaviour, self-awareness and to impact diagnostic
and problem solving sills among them.
)ilm" and T. "!o-": These devices demonstrate to the trainees the ways of
doing things. They are also effective in transmitting information and in enriching
the nowledge of trainees. They generate interest among the trainees by
dramatizing usually certain events, incidents and realities.
Ca"e *t#die": These provide opportunities for the trainees to study and
understand actual problem situations. They aim at improving conceptual,
problem-solving and judgemental sills of personnel. &iscussions and interactions
permit enrichment of nowledge on actual organizational problems and situations.
*im#lation: This techni"ue sees to duplicate the real lie environmental setting
in which the trainees will eventually wor. 5ole-playing is one of the simulation
methods. !n role-playing, the trainees are assigned different roles in a case study
and are e)pected to play the roles. The enactment process provides an insight
and understanding of the demands and situations of the assigned role. The main
emphasis is in facilitating a better understanding of interpersonal problems and
attitude change.
.e"ti+#le Trainin': This is applicable for training of personnel in semi-silled
and clerical jobs. Training is provided off the job in class rooms but an attempt is
made to simulate as nearly as possible the worshop or office conditions, as the
case may be. $ large number of people can be trained in a short time. The
emphasis is on learning under carefully controlled conditions.
45
)inal Recommendation":
? (ulti-sills options should be e)plored to the best e)tent possible. !n
this conte)t, employee willingness to undergo training in multitude of
functions would prove beneficial.
? Though presently employees are involved in job specifics, whole
learning would help to widen their perspective. The information could be
e)plained as logical process, so that employees can see how the
various actions fit together into the P/ig %ictureI. This would help in
lining up individual objectives with organizational objectives and would
help the organistion in the long run.
? The importance of maing the consumers aware about the conservation
of energy should be e)plained in the training programmes.
? The importance of preventive maintenance so as to avoid breadowns
should be emphasized in the training programmes.
? !mportant computer programmes such as $uto*$& should be
introduced to prepare setches and drawings "uicly and effectively.
? $dvanced computer programmes lie +racle which are useful in
preparation and finalisation of accounts should be introduced.
? Training programmes on techni"ues of load forecasting should be
introduced.
? %rogrammes on advanced techni"ues of detection of pilferage of energy
and methods for arresting it should be introduced.
? %rogrammes on sills and techni"ues of effective bargaining and
reaching power purchase agreements should be introduced.
46
CHAPTER-:
&UE*TIONNAIRE
$ study on the evaluation of effectiveness of training in $%*%&*:.
#$(.7
$=.7
&.%$5T(.#T7
.M%.5!.#*.7
8,$:!C!*$T!+#7
3. How many training programs have you attendedO
A. .mployees participating in training program tae it seriouslyO
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
B. $re you aware of the training program objectives before you attend the
programO
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
E. To what e)tent do you achieve the objectives after attending the training
programO
DaF Cully DbF %artially DcF #o *hange
1. The training program is given ade"uate importance by the management.
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
G. The training need provided by the organization is
DaF monotonous DbF Tailor made
H. !s there any training need identification policy
DaF Nes DbF #o
0. The method of training need identification is
DaF%erformance appraisal
DbF4ob re"uirements are not met
DcF%roductivity of employees not up to the mar
DdF$ll of the above
@. $re you satisfied with the e)isting training need method
DaF yes DbF#o
3?. !f no, what is the method to identify training needO
47
33. Training programme handled by competent faculty.
DaF-trongly agree DbF $gree DcF &isagree DdF -trongly disagree
3A. &o you feel the methodology adopted suits the re"uirements of the training
programO
DaF Nes DbF #o
3B. !f no please suggest any other method you thin is suitable for your training
methodology
DaF =roup discussion DbF *ase study DcF 5ole DdF $ny other
3E. !s the course material up to date and caters new developmentO
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
31. &o you thin the infrastructure has appropriately suited the training program.
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
3G. &o you have any method of evaluation.
DaF Nes DbF #o
3H. $re you satisfied with the e)isting evaluation method.
DaF Nes DbF #o
30. !f no, do you suggests any other evaluation method.
3@. .mployees returning from training are given ade"uate time to internalize their
learnings
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
A?. &o you thin your individual e)pertise has improved after the training period
DaF -trongly agree DbF $gree DcF &isagree DdF -trongly disagree
A3. $ny suggestions regarding the training program in your organization.
48
CHAPTER-16
>I>0IO,RAPHA :
Human 5esource (anagement, -ubbarao
Human 5esource and personnel management, $shwatappa
%ersonnel (anagement, (ammoria
(anagement of training programmes, 5.%.-ingh
H5& practices in !ndian organizations, 5ao.T.J, $braham
www.apcentral.com
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doc_736986831.doc