A STUDY ON TRAINING & DEVELOPMENTWith reference to ZUARI CEMENT LIMITED, Yerraguntla.

Submitted byS.JAGADEESWARA REDDY

(Reg: 1225109132)

Under the guidance ofDr U.V. Adinarayana Rao, BE, MBA, Ph.D

Associate Professor

GITAM INSTITUTE OF MANAGEMENTGITAM UNIVERSITY

RUSHIKONDA, VISAKHAPATNAM-530045

2009-2011

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DECLARATION

I S.JAGADEESWARA REDDY hereby declare that this project report entitled “A STUDY ON TRAINING & DEVELOPMENT With reference to ZUARI CEMENT LIMITED, Yerraguntla” submitted by me under the guidance of Dr U.V. Adinarayana Rao, Associate Professor, GITAM INSTITUTE OF MANAGEMENT, Visakhapatnam, is my own and has not been submitted to any other University or Institute or published earlier.

Visakhapatnam

Date: S.JAGADEESWRARREDDY

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CERTIFICATE

This is to certify that this report entitled “A STUDY ON TRAINING &

DEVELOPMENT With reference to ZUARI CEMENT LIMITED,

Yerraguntla” by S.JAGADEESWARA REDDY in partial fulfillment of

the requirement for the award of the Degree of Master of Business

Administration, GITAM INSTITUTE OF MANAGEMENT,

Visakhapatnam is a bona-fide work carried out by him under my

guidance.

Date: Dr .U.V. Adinarayana Rao  

Associate Professor

Visakhapatnam GITAM Institute of Management

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ACKNOWLEDGEMENTS I owe this once in a lifetime experience to many people whom

I could not name here due to space constraints. However, it is my greatest

pleasure to thank Prof. K.SIVA RAM KRISHNA, Dean & Principal,

GITAM INSTITUTE OF MANAGEMENT, Visakhapatnam, for giving

me the opportunity to do this project work.

It is my great privilege to thank Prof. P.Sheela, Vice

Principal, GITAM INSTITUTE OF MANAGEMENT for permitting me

to do the project.

I would like to express my heart full thanks to Prof.

M.V.RAM PRASAD, Academic Chairperson, GITAM INSTITUTE OF

MANAGEMENT for permitting me to do the project.

I would like to thank Ms. K.V. UMA DEVI, Programme

Coordinator, GITAM INSTITUTE OF MANAGEMENT for permitting

me to do the project.

I express my gratitude towards Dr U.V. Adinarayana Rao,

BE, MBA, Ph.D Associate Professor, Internal Guide, GITAM

INSTITUTE OF MANAGEMENT, for giving me this opportunity to

explore.

I express my sincere thanks to all the faculty members of

GITAM Institute of Management, GITAM University, Visakhapatnam.

I convey my deepest sense of reverence to Sri

M.NAGAPAVAN, Manager ( Personnel) ,Zuari cement Ltd Yerraguntla,

for providing me such a platform to stage my dreams even during an odd

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time. I am grateful to them for their constant guidance and moral support

without which this work would not have seen the light of the day.

S.JAGADEESWRA REDDY

1225109132

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CONTENTSS pg no:

EXECUTIVE SUMMARY 1CHAPTER-1: INTRODUCTION TO HUMAN RESOURSE MANAGEMENT 2 TRAINING & DEVELOPMENT 3-

11CHAPTER-2: NEED OF THE STUDY. 12 STATEMENT OF THE PROBLEM 12 OBJECTIVES OF THE STUDY. 12 SCOPE OF THE STUDY. 13 RESEARCH METHODOLOGY. 14 LIMITATIONS OF THE STUDY. 15CHAPTER-3: INDUSTRY PROFILE 16-

18 PROFILE OF ZUARI CEMENTS 18-

25 ORGANIZATIONAL CHART OF ZUARI CEMENT LTD 26CHAPTER-4: OPINIONS OF EMPLOYEES ON TRAINING AND

DEVELOPMENT IN ZUARI CEMENT 27-38

CHAPTER-5: FINDINGS. 39 SUGGESTIONS. 40 CONCLUSION. 41

BIBLIOGRAPHY.

ANNEXURE.-QUESTIONNAIRE

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EXECUTIVE SUMMARY

This project was under taken in order to study the training process and functions that Zuari cement Ltd at Yerraguntla plant for the improvement in the efficiency of the associates and also to evaluate and analyze the effectiveness of the training process. The main objective of the project is to find out and analyse whether the training provided to the employees have been effective if they are able to implement the learning process in work environment. The data required to study the training process was collected from employees from Zuari Cement Ltd and trainees details collected from Human Resource department.

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CHAPTER 1

INTRODUCTION TO HUMAN RESOURSE/PERSONNEL MANAGEMNT

Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

Human resources management involves several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company.

Workforce planning Recruitment (sometimes separated into attraction and selection) Induction, Orientation and On boarding Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than

HRM) Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal Labor relations

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TRAINING & DEVELOPMENT

Organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So, every modern management has to develop the organization through human resources development. Training is a specialized function and is an one of the fundamental operative functions for human resources management.

Meaning:After an employee is selected, placed and introduced in an

organization he/she must be provided with training facilities in order to adjust him to the job. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. Dale S Beach defines the training as “The organized procedure by which people learn knowledge and/or skill for a definite purpose.”

According to Edwin B.Flippo. “Training is the act of increasing the knowledge and skills of an employee for doing a particular job”. Training involves the development of skills that usually necessary for newly employees to make them productive also to old employees whenever new machines and equipment are introduced. In fact, training is a continuous process.

The word “training” consists of eight letters, to each of which could be attribute some significant meanings in the following manner.

T – Talent and TenacityR – ReinforcementA – AwarenessI – InterestN – NoveltiesI – IntensityN – NurturingG – Grip

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Goal of Training:

Training has certain goal, where the main aim is to train the employees with the best of the knowledge available so that performance is achieved to the maximum and as well it leads to higher job satisfaction. The questions in this section are designed to help the owner-manager define the objective or goal to be achieved by a training program. Whether the objective is to conduct initial training, to provide for upgrading employees, or to retain for changing job assignments, the goal should be spelled our before developing the plan for the training program.

Do you want to improve the performance of your employees? Will you improve your employees by training them to perform

their present tasks better? Is training needed to prepare employees for promotion? Is the goal to reduce accidents and increase safety practices? Should the goal be to improve employee attitude especially about

waste and spoilage practices? Do you need to improve the handling of materials in order to break

production bottlenecks? Is the goal to orient new employees to their jobs? Will you need to teach new employees about overall operations? Do you need to rain employees so they can help teach new workers

in an expansion program?

Types of Training:

The type of training to be offered has an important bearing on the balance of the program. Some types lend themselves to achieving all of the objectives or goals, while others are limited. Therefore the organization should review the advantages of each type in relation to your objective or goal.

Can you train on-the-job so that employees can produce while they learn?

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Should you have classroom training conducted by a paid instructor?

Will a combination of scheduled on-the-job training and vocational classroom instruction work best for you?

Can your goal be achieved with a combination of on-the-job training and correspondence courses?

Differences between Training and Development

S. No. Area Training Development1. Content Technical skills and

knowledgeManagerial and behavioral skills and knowledge

2. Purpose Specific Job-related Conceptual and general knowledge

3. Duration Short-term Long-term4. For whom Mostly technical and

non-managerial personnel

Mostly for managerial personnel

Importance of Training

The importance of human resources management to a large extent depends on human resources development and training is its most important technique. No organization can get a candidate who exactly matches with the job and the organization requirements. Hence, training is important to develop the employee and make him suitable to the job. Training works towards value addition to the company through HRD.

Job and organizational requirements are not static, they are changed from time to time in view of technological advancement and change in the awareness of the Total Quality and productivity Management (TQPM). The objectives of the TQPM can be achieved only through training, which develops human skills and efficiency. Trained employees would be a valuable asset to an organization. Organizational efficiency, productivity, progress and development to a greater extent depend on training. If the required training is not provided, it leads to

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performance failure to the employees. Organizational objectives like viability, stability and growth can also be achieved through training. Training is important, as it constitutes a significant part of management control. Training enhances 4Cs for the organization viz.

Competence Commitment Creative and Contribution

Benefits of Training How Training Benefits the Organization: Leads to improved profitability and/or more positive attitudes

towards profits organization. Improves the job knowledge and skills at all levels of the

organization. Improves the morale of the workforce. Helps people identify with organizational goals. Helps create a better corporate image. Fosters authenticity, openness and trust. Improves the relationship between boss and subordinate Aids in organizational development. Learns from the trainee. Helps prepare guidelines for work. Aids in understanding and carrying out organizational policies. Provides information for future needs in all areas of the

organization. Organization gets more effective in decision-making and problem

solving. Aids in development for promotion from within. Aids in developing leadership skill, motivation, loyalty, better

attitudes and other aspects that successful workers and managers usually display.

Aids in increasing productivity and/or quality of work. Helps keep costs down in many areas, e.g. production, personnel,

administration etc. Develops a sense of responsibility to the organization for being

competent and knowledgeable. Improves labour-management relations.

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Reduces outside consulting costs by utilizing competent internal consulting.

Stimulates preventive management as opposed to putting out fires. Eliminates sub-optimal behaviour (such as hiding tools) Creates an appropriate climate for growth and communication. Aids in improving organizational communication. Helps employees adjust to change.

Assessment of Training NeedsTraining needs are identified on the basis of organizational

analysis, job analysis and man power analysis. Training programme, training methods and course content are to be planned on the basis of training needs. Training needs are those aspects necessary to perform the job in an organization in which employee is lacking attitude/aptitude, knowledge and skill.Training Needs = Job and Organizational requirements – Employees Specifications

Assessment MethodsThe following methods are used to assess training needs:

Requirements/weakness. Departmental requirements/weaknesses. Job specifications and employee specifications. Identifying specific problems. Antic organization repeating future problems. Management’s requests. Observations. Interviews. Group conferences. Questionnaire surveys. Test or examinations. Check lists. Performance appraisal.

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Training Methods

The training programs commonly used to train operative and supervisory personnel in the organization. These training programs are classified into On-the-Job Programs.

Training Methods

On-the-Job Methods Off-the-Job Methods Job Rotation Vestibule Training Coaching Role Playing Job Instruction Lecture Methods Training through step-by-step Conference or discussions Committee Assignments Programmed Instruction

On-the-Job Training Methods

This type of training also known as job instruction training is the most commonly used method. Under this method, the individual is placed on the regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of qualified worker or instructor. On-the-Job training has the advantage of giving first hand knowledge and experience under the actual working conditions. While the trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid. The problem of transfer of trainee is also minimized as the person learns On-the-Job. The emphasis is placed on rendering services in the most effective manner rather than learning how to perform the job. On-the-Job training methods include job rotation, coaching, job instruction or training step-by-step and committee assignments.i. Job Rotation:

This type of training involves the movement of trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor of trainer in each of the different job assignments.

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Through this method of training is common in training managers for general management positions, trainees can also be rotated from job to job in workshop jobs. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them.

ii. Coaching:

The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee hare some of the duties and responsibilities of the coach and relives him of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas.

iii. Job Instruction:This method is also known as training through step by step. Under

this method, the trainer explains to the trainee the way of doing the jobs, jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee.

iv. Committee Assignments:

Under the committee assignment, a group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. It develops teamwork.

Off-the-Job Methods

Under this method of training, the trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the trainee is not distracted by job requirements, he can place his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees. Companies have started using

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multimedia technology and information technology in training Off-the-Job training methods are

i. Vestibule Training:

In this method actual work conditions are simulated in a class room, Material, Files and equipment which are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. The duration of this training ranges from days to a few weeks. Theory can be related to practice in this method.

ii. Role Playing:

It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. This method of training involves action, doing and practice. The participants play the role of certain characters such as the production mangers, mechanical engineer, superintendents, maintenance engineers, quality control inspectors, foremen, workers and the like. This method is mostly used for developing inter-personal interactions and relations.

iii. Lecture Method:

The lecture is traditional and direct of instruction. The instructor organizes the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest amoung the trainees. An advantage of the lecture method is that it is direct and can be used for a large group of trainees. Thus, costs and time involved are reduced. The major limitation of the lecture method is that it does not provide for transfer or training effectively.

iv. Conference or Discussion:

It is a method in training the clerical, professional and supervisor personnel. This method involves a group of people who pose ideas,

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examine and share facts, ideas and data, test assumptions and draw conclusions, all of which contribute to the improvement of job performance. Discussion has the distinct advantage over the lecture method, in that the discussion involves two-way communication and hence feedback is provided. The participants feel free to speak in small groups. The success of this method depends on the leadership qualities of the person who leads the group.

v. Programmed Instruction:

In recent years, this method has become popular. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex levels of instruction. The trainee goes through these units by answering questions or filling the blanks. This method is expensive and time consuming.

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CHAPTER 2

NEED OF THE STUDY

Rapid development in technology and changing goals of organization has made training and development of employees inevitable. It has now been well accepted by all that training is needed by everyone in organization from top to bottom.

However, this study is mainly concentrated on aspects like need assessment of training, attitude and behaviour of the employees, methods of training effectiveness of training in their opinion appear to be somewhat sparse.

Therefore, a study on knowledge and perception of the employees about the different training programmes and the effectiveness of the training in their opinion is proposed.

STATEMENT OF THE PROBLEM

It is necessary to investigate and evaluate the employee’s perception to know the degree of understanding towards training and Development and to what extent this programmes helped them in achieving their objective.

If the management wants to bring changes in present Training and Development methods, it depends up on the employee’s opinion.

OBJECTIVE OF THE STUDY:

The main objective of this study is to understand the knowledge, perception and awareness of employees on various aspects of training. The following are the other objective.

1. To know the opinion of employees on training and development programmes at “Zuari Cement Industry Limited”

2. To find the effectiveness of training and development on employees performance.

3. To suggest measure for the improvement of training and development.

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HYPOTHESIS OF THE STUDYHo: Attending numbers of Training have no impact on employee Satisfaction.H1: Attending numbers of Training have impact on employee Satisfaction.

SCOPE OF THE STUDYOne of the main functionaries are personnel management in

industrial Organizations is to impact training program to its employees.

Training plays a vital role in determine the effectiveness and efficiency of the establishment. Increase in productivity is possible only when there is an increase in quantity of output. It applies not only to new employees but experienced people as well. It can help employees to increase their level of performance on their present job assignment.

Training reduces supervision, dissatisfaction, complaints and absenteeism in the organization. As employees acquire new knowledge and job skills and increase their market value and earning power.

Training and Development is widely accepted human resource problem solving device. Over and under emphasis on training and development arises from failure to recognize adequately the training and development needs and objectives.

LIMITATION OF THE STUDY Following are the some of the limitation while conducting the

research on training procedure in Anantha PVC Pvt. Ltd. The period of study having been very short hindered the duration

of the project work. Hence the work was not undertaken up to the expected level.

Due to the time constraint, only a limited sample size was selected. Busy schedule of the executives also affected to some extent. As all the departments are considered the study became somewhat

risky. There is a chance for bias in the information given by the

respondents.

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DATA SOURCES

Keeping in mind the objectives of the present study, a questionnaire has been designed to elicit the needed information. After the questionnaire is finalized, permission from the authorities of the ZUARI industry has been obtained to carry out the questionnaire. Interviewing the supervisory staff at the higher cadre also collects the primary data.

Secondary data has been collected from company previous records, textbooks and journals.

DATA COLLECTION METHODS

Interviews conducted to collect the data on this study.

DATA COLLECTION TOOLS

Structured questionnaire is used.

SAMPLING

a) Population:The total population in Zuari Cement limited is more than 560 employees.

i. Sample Size: A sample of 150 employees was taken to collect the data.

ii. Sample Method:Convenience Sampling Method is used.

STASTICAL TOOLS

The tools used for analysis are: Percentage analysis

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Percentage Analysis:Percentage Analysis is used to the percentage value of all the

different questions used percentage are used un making comparison between two or more series of data.

No. of respondentsPercentage = ----------------------- X 100

Total respondents

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CHAPTER 3

INDUSTRY PROFILE

Introduction

Cement industry had been controlled from price and distribution on 1st March, 1989 and de-licensed on 25th July 1991. However, the performance of the industry the constraints faced by the industry are interviewed in the infrastructure co-ordination committee meeting held in the cabinet secretariat under the chairman ship of secretary. The committee on infrastructure also reviews its performance. The industry is subject to equality order issued on 17.02.2003 to ensure quality standards.

Cement industry is one of the major and oldest established manufacturing industries in the modern sector of Indian economy. It is an indigenous industry in which the company is well endowed with the necessary raw materials, skilled manpower and equipment & machinery technology.

Cement is required by firms, bridges, buildings, water supply projects, dams, roads, hydroelectric power projects, seaports, airports and irrigation schemes. It is thus a vitas industry which assumes a crucial part in the economic development of the country, thus it regards as major nation building industry wise importance in a developing economy never be over emphasized.

Raw Materials:

The basic raw material for manufacturing cement is limestone. This is available in plenty in the form of limestone deposits in nature. Limestone is excavated for mines by mechanical equipment with the help of stocker & reclaimed the correct blending of limestone is ensured. The same is passed through crushers to bring it the required size.

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The raw materials consist of limestone, iron ore & bauxite. The correct proportions are fed into a grinding mill where they are reduced to a very fine of compressed air. The power from the storage ribs is fed into rotator kiln; the material is subjected to a temperature of about 15000 C chemical reaction takes place between the various materials resulting in the formation of cement compound like Tri Calcium silicate (about 24%) die-calcium silicate (about 20%) Tri Calcium alumina (about 7 to 10%) and albumin ferrite (about 10 to 12%).

Capacity & Production:

The cement industry compresses of 125 large. Cement plants with an installed capacity of 148.28 million tones & more than 300 mini cement plants with an estimated capacity of 11.10 million tones per annum. The cement corporation of India, which is a central public sector undertaking, has 10 units. There are 10 large cement plants owned by various state Government. The total installed capacity in the country as a whole is 159.38 million tones. Actual cement production in 2002-03 was 116.38 million tones as against a production of 106.90 million tones in 2001-02, registering a growth rate of 8.84%.

Keeping in view the trend of growth of the industry kin previous years, a production target of 126 million tones has been fixed for the year 2003-04. During the period April-June 2003, a production was 31.30 million tones. The industry has achieved a growth rate of 4.86 percent during this period.Exports:

The industry is also exporting cement and clinker. The export of cement during 2001-02 & 2003-04 was 5.14 million tones and 6.92 million tones respectively. Export during April-May 2003 was 1.34 tones; Major exports were Gujarat Ambuja Cement Limited and UltraTech.

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Technological Change:

Cement industry has made tremendous strides in technological up gradation and assimilation of latest technology. At present 93% of the total capacity in the industry is based on modern and environment friendly dry process technology and only 7% of the capacity is based on old wet & semi-dry process technology.

India is also producing different varieties of cement take Ordinary Portland Cement (OPC), Portland Pozzolana Cement (PPC), Portland Blast Furrace slag cement (PBFS), oil will cement etc., production of these varieties of cement confor to the BIS specification. It is worth mentioning that some cement plants have set up dedicated jetties for promoting bulk transportation and export.

PROFILE OF ZUARI CEMENT LTD

Zuari Cement is part of the Italcementi Group, the fifth largest cement producer in the world and the biggest in the Mediterranean region With net sales over 6 billion Euros in 2008 and a capacity of 70 million tonnes. Italcementi Group combines the expertise, know-how and culture of a number of companies from more than 22 countries in 4 continents. This includes an industrial network of 63 cement plants, 15 grinding centers, 5 terminals, 134 aggregates quarries and  613 concrete batching units. In India, with its inherent strengths, Italcementi Group's Zuari Cement is committed to give the building industry a cement that is truly international.     A commitment to customer satisfaction has seen Zuari Cement grow from a modest 0.5 million tonne capacity in 1995 to 3.5 million tonne today. Zuari Cement is in the process of increasing this capacity to 6 million tonne by 2009 through setting up of a new 5500 tonne per day clinker line at Yerraguntla and a grinding center at Chennai. A captive power plant with a capacity of  43 MW has already been set up at the Company's cement manufacturing facility at Sitapuram.

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With a 6% market share in the south Indian cement market and sales of about Euro 188 million in 2008, Zuari Cement has chalked out ambitious plans for the future. This includes strengthening its presence in the Maharashtra, Orissa and West Bengal markets. While technology is just one of its strengths, there are many other factors that contribute equally to Zuari's success.  These include a high-level organization and decentralised quality assurance teams to guarantee the full compliance with the customers' expectations.

Ital Cementi Group:

Mission

“Shared ambition: Effective and Efficient”

To become the most effective and most efficient cement manufacturer and distributor in the world.

Approach:

Cement aggregates and ready-mixed concrete mixture and distribution are local business. Around the world we serve local customers in local markets with local needs.

Way of working:

Technical leadership is our goal, ambition we are committed to increasing the value of group, companies, products and services, the capabilities of our employees and the logical standards by which we operate.

Spirit: One team worldwide

They are proud of our cultural diversity and their distinction character.

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JOINT VENTURE WITH ITAL CEMENT

Zuari and Ital Cement groups have agreed to form a joint venture with 50-50 equity sharing. The Zuari cement business will get transferred to the joint venture company viz. Zuari Cement Limited.

LOCATION OF THE PLANT:

Zuari Cement limited is located at Krishna Nagar in Yerraguntla; Kadapa District location of the plant at this place is having following advantages.

2. Location in industrial belt of Rayalaseema with sophisticated facilities like water, electricity, labor, transport etc.,

3. Present of the best limestone proved scientifically for Cement.4. Low free line to ensure reduced surface cracks.5. Low heat of hydration for better soundness.6. Low magnesia content to ensure reduced tensile cracks.7. Specially designed setting time to suit Indian working conditions.

Objectives of the Company:

To provide employment to the local employees. To supply best cement at economical prices. To get the optimum utilization of the raw materials available of

there own mines Manufacturing quality cement and to stand as a market lead in

sound India.Recent Developments:

Zuari cement has signed on agreement with the cement corporation of India (CCI) to market CCI’s cement products from their facility at tinder in Andhra Pradesh.

Zuari cement shall market this in the state of Tamilnadu, Kerala, Andhra Pradesh and Pondicherry. The increment tonnage for Zuari Cement as a result of this arrangement is around 3.5 lakhs tones.

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ORGANIZATIONAL STRUCTURE

The organizational structure of Zuari is simple and that. The employees are assigned grades based on their pay packages. These grades are not based on the job responsibilities may have different grades for reasons like duration of association with the company.

Grades for employees (Designations)

M1M2M3M4

General ManagerDeputy General ManagerSenior ManagerManager

Top LevelTop LevelTop LevelTop Level

M5M6M7

Deputy ManagerAssistant MangerSenior Officer

Middle LevelMiddle LevelMiddle Level

M8M9

OfficerAssistant Engineer

Low LevelLow Level

Grades for workers:

E to A Helpers, Mazdoors etc.1 to 7 Clerical People in Zuari among them on is recognized.

Working Conditions:

The working conditions arises of the unit, the production other recreations facilities provided by Zuari Cement will be the workers to feel moves and more comfort enhancing the production targets besides the management of Zuari Cement will also take enormous preventive and security. Measures without happen onto wards things like accidents, explosive and other polluted problems.

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Facilities provided by the Company are Recreational Facilities Sports and Games Cultural activities Gratuity Leave travel concession Leaves facilities Rest Room First-Aid and Ambulance facility Measures to pollution control Drinking water Education facilities Reading room/clubs Medical facility Housing facilities Uniform Free Electricity

Allowances provided by the company Housing Allowance Conveyance Allowance Washing Allowance

Loans Provided by the Company Housing Loan Furniture Loan Vehicle Loan

Welfare Measures:

The company is provided both statutory & non-statutory measures for the welfare of the workers.

Statutory:

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The statutory measures are Uniform, shoes for the workers. Drinking water is provided inside the premises. Sanitary facilities are provided separately for men & women

employees. There is hospital in the quarters in which two M.B.B.S. doctors &

one medical officer are here. There is an ambulance for emergency purpose. A fair canteen with subsidized rates is provided.

Non-Statutory:

The non-statutory measures are Quarters are provided to both executives & non-executives Recreational facilities are provided to the employees. Cultural programs are provided to the employees. There is school for children in the quarters. PF, GF, Bonus facilities to the employees. Vehicle allowance is provided Housing loan, vehicle loan furniture loan is provided.

Man-Power:

Executive cadre employees - 190 Wage board employees - 243 Contract labour - 400 to 500

Social Responsibility:

As part of social responsibility the company is maintenance one dispensary where the near by villages are treated free of cost. It has one primary school & also it had constructed bus shelters, traffic signals, water sheds, water tanks, hospitals, houses & road dividers.

Motivation:

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Motivation in Zuari Cement Limited, is done by encouraging the employees by awarding them rewarding them and identifying their talents and promoting them to higher positions. The career development is possible through proper motivational factors.

Major Users:

Zuari Cement is marketed through out south India by a wide network of stockiest. The Zuari sales officers and representatives are based in almost all cities.

And towns in south India, major users of Zuari Cement are as follows.

Madras refineries Limited. Airport Authority of India. Tamilnadu real estate limited. East coast construction and industries limited. Tamil Nadu housing board. Mormugao post trust. Asia pacific hotels limited. Grind well Norton limited. APSEB-SRISAILAM power project. Gammon India Limited. Ram co Industries visaka industries. Hyderabad Everest Limited. Nagarjuna Construction JMC Projects (I) Limited.

Corporate Marketing Office:

Zuari Cements Limited corporate marketing office is a Chennai (Tamilnadu) and branches are at:

Hyderabad - Andhra Pradesh Bangalore - Karnataka

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Cochin - Kerala Hajji - Goa Chennai - Tamilnadu Bhubaneswar - Orissa

Competitors:

PENNA ULTRATECH DALMIA

Department wise list of Permanent Employee:

Personal & Administration DepartmentFinance DepartmentStores DepartmentQuality Control DepartmentOperation DepartmentPacking PlantCement Mill DepartmentElectronically DepartmentInstrumentation DepartmentCivil departmentMechanical departmentMines

ORGANIZATIONAL CHART

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Maurizio CaneppeleManaging Director

Krishna Srivastava Director Marketing

S.SURESHVice President HR & IR

Emiliyan Andreev Chief Financial Officer

Ramesh Surya Narayana Director Technical

CHAPTER 4: OPINIONS OF EMPLOYEES ON TRAINING AND

DEVELOPMENT IN ZUARI CEMENT

Table – 4.1: Training Frequency for Employees

S. No Options No. of Employees % of Employees

1 Less than a year 30 20

2 Yearly 110 73

3 More than an year 10 7

  Total 150 100

Interpretation:

From above table it’s revealed that majority of the employees

undergone for training yearly.

Training Frequency For Employees

20%

73%

7%

Less than year

Yearly

More than an year

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Table – 4.2: Basis for Trainees Selection

S. No Options No. of Employees

% of Employees

1 Self Motivation 10 7

2 Boss Recommendation 10 7

3 Skill Inventory 90 60

4 Organizational Requirement 40 26

5 Training Evaluation 0 0

  Total 150 100

Interpretation:

From the above table it is revealed that majority of employees (60

percent) are selected on the basis of skill inventory and secondly,

employees are selected on the basis of organizational requirement. Hence

skills of employees are preferred more than organizational requirements.

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Basis for Trainees Selection

7%

7%

59%

27%

0%

Self Motivation

BossRecommendation

Skill Inventory

OrganizationalRequirement

Training Evalution

Table – 4.3: Training Programme arranged for the Employees by the Management

S. No Options No. of Employees % of Employees

1 Internal 120 80

2 External 20 13

3 Overseas 10 7

  Total 150 100

Interpretation:

From the above table majority employees said that training is

arranged on internal basis, rest of them said that training is arranged on

external basis and overseas basis.

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Type of Training Programme Arranged for the Employees by the Management

80%

13%

7%

Internal

External

Overseas

Table – 4.4: Method of Training

S. No Options No. of Employees % of Employees

1 On-the-Job 120 80%

2 Off-the-Job 30 20%

  Total 150 100

Interpretation:

From the above table majority of employees trained on On-the-Job

method and rest of the Employees trained on Off-the-Job method.

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Method of Training

80%

20%

On-the-JobOff-the-Job

Table – 4.5: Number of Employees undergone On-the-Job training method

S. No Options No. of Employees

% of Employees

1 Job Rotation 40 33

2 Under Study 0 0

3 Coaching 0 0

4 Committee Assignment 0 0

5 Job Instruction 80 67

  Total 120 100

Interpretation:

42

From the above table most of the employees undergone for job

instruction training and followed by Job Rotation.

Number of Employees Undergone On-the-Job training method

33%

0%

0%

0%

67%

Job Rotation

Under Study

Coaching

CommitteeAssignmentJob Instruction

Table – 4.6: No. of Employees Undergone Off-the-Job Training Method

S.No Options No. of Employees

% of Employees

1 Role Playing 0 0

2 Lecture Method 10 33

3 Conference Method 20 67

4 Incident Method 0 0

5 Case Study 0 0

  Total 30 100

Interpretation:

43

From the above table it is revealed that majority of the employees

undergone by conference method of training and rest of them trained by

Lecturer method.

No. of Employees Undergone Off-the-Job Training Method

0%

33%

67%

0%

0%

Role Playing

Lecture Method

Conference Method

Incident Method

Case Study

Table – 4.7: Employees Are Trained by

S. No Options No. of Employees % of Employees

1 Superior 30 20

2 Outside Executive 100 66

3 Co-Employee 20 14

  Total 150 100

Interpretation:

From the table most of the employees are trained by outside

executive and minimum of the employees are trained by the superior and

Com-Employee.

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Employees are trained by

20%

67%

13%

Superior

Outside Executive

Co-Employee

Table – 4.8: Opinion of Employees by whom they want to be trained

S. No Options No. of Employees % of Employees

1 Superior 80 53

2 Outside Executive 20 13

3 Co-Employee 50 34

  Total 150 100

Interpretation:

From the above table it is revealed that half of the employees

wanted that training to be given by the superior rest of them wanted that

training to be given by the outside executive and Co-Employee.

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Opinion of Employees by whom they want to be trained

54%

13%

33%SuperiorOutside ExecutiveCo-Employee

Table – 4.9: Providing incentive after training

S. No Options No. of Employees % of Employees

1 Yes 60 40

3 No 90 60

  Total 150 100

Interpretation:

From the analysis majority of employees told that management is

not providing incentives after training.

46

Providing incentive after training

40%

60%

YesNo

Table – 4.10: Employees satisfaction of training

S. No Options No. of Employees % of

Employees1 High Satisfied 20 13

2 Satisfied 130 873 Dissatisfied 0 0

  Total 150 100

Interpretation:

From the above table it is revealed that most of employees are

satisfied by the training given by the management.

47

Employees satisfaction of Training

13%

87%

0%

High Satisfied

Satisfied

Dissatisfied

Table – 4.11: Improvement of relationship between workers & Management

S. No Options No. of

Employees % of Employees

1 Strongly Agree 120 80

2 Agree 30 20

3 Disagree 0 0

  Total 150 100

Interpretation:

From the above analysis it is revealed that most of employees are

satisfied with the relationship between worker and management.

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Improvement of relationship between workers & Management

80%

20%0%

Strongly AgreeAgreeDisagree

Table – 4.12: Decreasing stress, tension, Frustration and Conflict

S. No Options No. of Employees % of Employees

1 Strongly Agree 70 47

2 Agree 80 53

3 Disagree 0 0

  Total 150 100

Interpretation:

From the above analysis it can be noticed that almost all

employees are agreed that that training decreases stress, tension,

frustration and conflict.

49

Decreasing stress, tension, Frustration and Conflict

47%53%

0%

Strongly AgreeAgreeDisagree

CHAPTER 5

Findings

Almost every (93%) employee had undergone training and

development programs.

Majority of employees(73%) say that training is provided once in a

year,

Trainees are selected on the basis of organizational requirements.

Most employees said that training is arranged on internal basis, few

of them said that training is arranged on external basis and overseas

basis.

50

80% of the employees trained on On-the-Job method and 20% of

the employees trained on the Off-the-Job method.

Majority of employees trained by conference method and rest of

them by Lecture method .

Most of the employees said that industrial visits are conducted by

the company.

Most the employees wanted that the training to be given by the

superior and rest of them wanted that training to be given by the

co-employees.

Suggestions

Training and development programs should be conducted more

frequently and on regular basis to the employees.

Training methods should be designed in such a way that they create

interest and enthusiasm amoung employees to attend.

Industrial visits should be organized to improve the technical

knowledge and create awareness about working conditions at other

plants.

Training should be provided to improve communication skills and

interpersonal skills amoung employees.

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Training and development programmes should be designed and

organized in such a say that they help the employees to develop

their career and help to get promotions also.

Training can be arranged for employees by out side reputed trainers

also.

Training schedules should be increased to meet the requirements of

the employees, for better performance.

Conclusion

Gone are the days when training was a 2 hour process on the first

day of the job. Training & Development has transformed from an add-on

function to a core function of companies. It has become more of a science

with systematic rules and formats guiding the companies on how to go

about training and development. And that is the way it should be.

Training and development is a necessity for both the trainer and the

trainee. The trainer would want to make its staff more efficient in this

highly competitive world. It would want its employees to know the latest

trends and technologies and use them according to the company’s

principles and objectives. The trainees (staff) on the other hand, view

52

training and development as a stepping stone for enriching their career

and fulfilling their personal needs. Training and development is another

round of education for them, the knowledge from which is to be applied

later. So, it’s more of a mutual necessity and agreement between the

companies and their respective employees when it comes to training and

development.

The future cement industry would demand more from the

employees as well as the companies in terms of productivity. New

technology, multi-tasking, group culture, etc. will be more emphasized

upon. This means training and development is going to be even more

important, complex and rigorous. Industries already foresees this and are

already in preparations to make their employee better equipped. On this

we conclude our report with the following words “Education ends with

school but learning ends with life.”

53

BIBILOGRAPHY

Books:

1. P.Subba Rao, V.S.P Rao,2004 Personnel/Human Resource Management ;Konark Publication Pvt Ltd.

2. Biswajeet Patnayak,2004 Human Resource Management, Prentice Hall of India Pvt Ltd.

3. David A. Decenzo and Stephen P.Robbins,2003 Human Resource Management;; Prentice Hall of India Pvt Ltd.

4. CR Kothari ,2004 Research Methodology; New age International Pvt Ltd.

WEBSITES

www.managemnetparadise.comwww.citehr.co.inwww.ebsco.comwww.netmba.com/hr/training/

COMPANY SOURSCES:

Company record&journals

54

55

ANNEXURE.-QUESTIONNAIRE:

Name: Age:

Designation: Department:

1. Have you undergone training? [ ]

(a) Yes (b) No

2. How frequently are you trained? [ ]

(a) Less than a year (b) Yearly (c) More than a year

3. Weather the training execution is as annual training plan or not?

[ ]

(a) Yes (b) No

4. How the management is arranging training programme? [ ]

(a) Internal (b) External (c) Overseas

5. On what basis trainees are selected?

(a) Self motivation (b) Superior recommendation

(c) Skill inventory (d) Organizational requirement

6. In which method you have undergone [ ]

(a) On-the-Job (b) Off-the-Job

7. What kind of training and development programme you had undergone

in On-the-Job training? [ ]

(a) Job rotation (b) Under study (c) Coaching

(d) Committee assignments (d) Job instruction

56

8. What kind of training and development programme you had undergone

in Off-the Job training?

(a) Role playing (b) Lecture method (c) Conference method

(d) Case study (e) Vestibule training

9. Any industrial visits conducted to employees to improve their

potentially? [ ]

(a) Yes (b) No

10. By whom you are trained? [ ]

(a) Superior (b) Outside executive (c) Co- employee

11. By whom you would like to be trained? [ ]

(a) Superior (b) Outside executive (c) Co- employee

12. Is management evaluating the effectiveness of training given to them?

[ ]

(a) Yes (b) No

13. Up to which extent this training is being useful to improve employee

skill and personal development? [ ]

(a) Really useful (b) Not useful (c) useful for career

14. What is level of satisfaction in your training?

(a) Highly satisfied (b) Satisfied (c) Dissatisfied

15. Do you feel that training improve relationship between workers and

management? [ ]

(a)Strongly agree (b) Agree (c) Disagree

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16. Do you feel that training is decreasing stress, tension, frustration and

conflict?

(a) Strongly agree (b) Agree (c) Disagree

17. Any incentive provided for you after training? [ ]

(a) Yes (b) No

18. Do you find any defaults in training period? [ ]

(a) Yes (b) No

19. Are you provided enough material in training by management?

[ ]

(a) Yes (b) No

20. Are you satisfied with the accommodation provided by the

management? [ ]

(a) Yes (b) No

58