Training and Development

In the year 1999, Karnataka embarked on a major reform of the power sector

Training and Development Programmes at BESCOM

INDUSTRY PROFILE Electricity is one of the most important forms of energy. We cannot see, hear or smell electricity, but we know about it by what it does. Electricity produces light and heat and it provides power for household appliances and industrial machinery. Electric power also enables us to have telephones, computers, films, television, and radio etc,.

Most of the electricity that we use daily consists of a flow of tiny particles called electrons. Electrons are the smallest unit of electricity. They are much too tiny to be seen, even with a microscope. Everything around us, including our bodies, contains electrons. Therefore, everything can be thought of as partly electrical. Some of the effects of electricity can be thought of as partly electrical. Some of the effects of electricitymay be seen in nature. For example, lightening is a huge flash of light caused by electricity.

Almost all the worlds electricity is produced at power plants by large machines called generators. Most of these plants burn coal or oil to make steam, which provides the energy to run the generators. Thick wires carry electricity from the plant to all the places such as houses, schools, colleges, farms, factories and other places where people need it.Electricity is a handy source of energy, but it must be used with great care. Faulty wiring or an overloaded socket can cause a fire. An electricity supply even with one voltage can kill a person if he/she touches a bare wire with wet hands or while standing on a wet floor.BESCOM HISTORY :

The erstwhile Mysore State had the enviable and glorious position of establishing the first major hydroelectric generating station for commercial operations at Shivanasamudram as early as 1902. The art at that time was still in its infancy, even in the advanced countries. The longest transmission line, at the highest voltage in the world, was constructed to meet the power needs of mining operations at Kolar Gold Fields.

The State of Karnataka, with availability of cheap electric power, and other infrastructure facilities, was conducive for increased tempo of industrial activity. It became necessary to augment the power-generating capacity by harnessing the entire potential of the Sharavathi Valley. The first unit of 89.1 MW was commissioned in 1964 and completed in 1977.

The demand for power saw a phenomenal increase in the mid sixties and onwards with the setting up of many public sector and private industries in the State. As power generation in the state was entirely dependent on monsoon and was subject to its vagaries, the state government set up a coal based power plant at Raichur. The present installed capacity of the power plant at Raichur is 1260 MW. To augment the energy resources of the State, the Kalinadi Project with an installed capacity of 810 MW at Nagahari Power House and 100MW at Supa Dam Power House, with an energy potential of 4,112 Mkwh, were set up.

The transmission and distribution system in the state was under the control of the Government of Karnataka (then Mysore) till year 1957. In the year 1957, MSEB was formed and the private distribution companies were amalgamated with Karnataka Electricity Board.

Till the year 1986, KEB was a profit-making organisation. However, in the subsequent years, like other State Electricity Boards in the country, KEB also started incurring losses, mainly due to the increase in agricultural consumption and due to the implementation of the socio-economic policies of the government.

To improve the performance of the power sector and in tune with the reforms initiated by Government of India, the Government of Karnataka came out with a general policy proposing fundamental and radical reforms in the power sector. Accordingly an Act, namely the Karnataka Electricity Reforms Act was passed by the Karnataka Legislature. The Reform has mandated major restructuring of the Karnataka Electricity Board and its Corporatisation. As part of corporatisation, Karnataka Electricity Board ceased to exit and Karnataka Power Transmission Corporation Limited was constituted from 1st August 1999.

As a part of the reforms, the distribution sector was further divided into 4 companies viz. Bangalore Electricity Supply Company Limited BESCOM; Hubli Electricity Supply Company Limited - HESCOM; Mangalore Electricity Supply Company Limited MESCOM; Gulbarga Electricity Supply Company Limited - GESCOM. These companies came into existence from 1st June.

COMPANY PROFILE In the year 1999, Karnataka embarked on a major reform of the power sector. As a first step, Karnataka Electricity Board (KEB) was dissolved and in its place, the Karnataka Power Transmission Corporation Limited (KPTCL) was incorporated. This was followed by the constitution of Karnataka Electricity Regulatory Commission (KERC) in November 1999. Karnataka Power Transmission Corporation Limited is a registered company under the Companies Act, 1956 was incorporated on 28-7-1999 and is a company wholly owned by the Government of Karnataka with an authorised share capital of Rs. 1000 crores. KPTCL was formed on 1-8-1999 by carving out the Transmission and Distribution functions of the

erstwhile Karnataka Electricity Board. KPTCL is headed by a Chairman and Managing Director at the Corporate office. He is assisted by four functional Directors. The Board of KPTCL consists of a maximum of twelve directors.Karnataka Power Transmission Corporation Limited is mainly vested with the functions of Transmission and Distribution of power in the entire State of Karnataka. It operates under a license issued by Karnataka Electricity Regulatory Commission. KPTCL purchases power from Karnataka Power Corporation Limited, which generates and operates major power generating projects in the state consisting of Hydel, Thermal and other sources. KPTCL purchases power from KPC at the rate fixed by the State Govt. from time to time. KPTCL also purchases power from Central Government owned generating stations like National Thermal Power Corporation, Neyvelli Lignite Corporation and the Atomic Power Stations at Kalpakkam and Kaiga. The approximate share of power from these generating stations is around 16%.KPTCL serves nearly 109 lakh consumers of different categories spread all over the State covering an area of 1.92 lakh square kilometres. To transmit and distribute power in the State, it operates nearly 684 sub-stations, 28,000 Kms of transmission lines with voltages of 33 KV and above, nearly 1,30,000 Kms of 11 KV lines, 1,50,000 distribution transformers and 3,57,000 Kms of LT lines. One Rural Electric Co-operative Society is functioning in Hukkeri taluk, Belgaum district which purchases bulk power from KPTCL and redistributes it to the consumers within the taluk. To enable easier operation of the system, KPTCL has been divided into five zones, each headed by a Chief Engineer, fifteen Circles, each headed by a Superintending Engineer, fifty seven divisions, each headed by a Executive Engineer and over two hundred and seventy sub-divisions, each headed by a Assistant Executive Engineer. Maintenance of power supply and day to day functioning are being looked after by the above officers. The annual turnover of the organisation was nearly Rs.4000 crores during the year 2000-01.KPTCL Unbundled:Government vide order No. 69 BSR 2001 Bangalore, dated 15/02/2002 has unbundled KPTCL and formed four distribution companies.Consequent to this the function of distribution of power has been totally separated from KPTCL. KPTCL is now vested with the responsibility of transmitting power all over the State and construction and maintenance of Stations and lines of 66KV and above. KPTCL will purchase power from various power producers and sell it to the distribution companies.The four newly formed independent distribution companies, which were registered on 30/04/2002, are Bangalore Electricity Supply Company, Mangalore Electricity Supply Company, Hubli Electricity Supply Company and Gulbarga Electricity Supply Company. They have started functioning w.e.f.. 01/06/2002. These companies are incharge of distribution of power within their jurisdiction. BESCOM :Districts, which are serviced by BESCOM:

INCLUDEPICTURE "http://www.bescom.org/images/red-arrow-right.gif" \* MERGEFORMATINET

Bangalore UrbanBangalore RuralKolarTumkurChitradurgaDavangere

BESCOM covers an area of 41,092 Sq. Kms. with a population of over 139 lacs. The company has three operating zones Bangalore Metropolitan Area Zone, Bangalore Rural Area Zone and Chitradurga Zone.BESCOM Corporate Structure :

BESCOM is headed by a Chairman and Managing Director at the Corporate office. He is assisted by different functional Directors Diector Technical

Financial Advisor

Company Secretary

Vigilance

TA & QC

Internal Audit

Communication and Reforms Co-ordination Officers.MISSION STATEMENT :THE MISSION OF BANGALORE ELECTRICITY SUPPLY COMPANY LIMITED (BESCOM) IS TO ENSURE COMPLETE CUSTOMER SATISFACTION BY PROVIDING ITS CUSTOMERS QUALITY, RELIABLE POWER AT COMPETITIVE RATES.

BESCOM is set to achieve this mission through:

BEST PRACTICES IN THE CONSTRUCTION AND MAINTENANCE OF ITS TRANSMISSION AND DISTRIBUTION NETWORK.HIGH STANDARDS IN CUSTOMER SERVICE.HIGH ORDER MAINTENANCE OF ITS TECHNICAL FACILITIES.OPTIMUM USAGE OF TECHNICAL & HUMAN RESOURCES.

BESCOM SERVICES :

Improving the Quality of Power

In the coming years the main focus of BESCOM would be on improving the distribution network by inducting the latest technologies. All our efforts are being made to reduce technical and commercial losses. These steps will go a long way in ensuring better quality of power to customers. Special attention is being paid to strengthen and expand the distribution system and improve the services in rural areas. At BESCOM we have already embarked on a major overhaul of our technology, equipment, systems and work culture to become a truly reliable, efficient and customer-friendly power utility. The aim is to provide the customers reliable, quality power at the most reasonable prices.

Closer Customer Interaction

To improve customer care and customer relationships BESCOM will have regular interactive meetings with resident/customer welfare associations etc. These meetings will be organized by all the Zonal Chief Engineers (EL.,), Superintending Engineers (EL.,), O&M Circle Executive Engineers (EI.,), O&M Divisions and Assistant Executive Engineers, O&M Sub-divisions at frequent intervals. Every Customer of BESCOM has a right to expect good service. Our endeavour is to provide you the best customer service.

Community involvement in Rural Areas

Community involvement in rural power distribution is done as a pilot project and is in force since 47 months and has resulted in improvements in attending to customer complaints and also in revenue collections .Further, a pilot scheme involving Grama Panchayats for revenue collection and improvement in customer service has been started in two Grama Panchayats Karahally in Devanahalli Taluk and Konagatta in Doddaballapura Taluk in September 2002 and a memorandum of agreement has been entered between BESCOM and the two Grama Panchayats

Soujanya Counters and Service Stations

To provide better service to customers, the Soujanya Counters and Service Stations are being remodeled and refurbished. BESCOM is planned to setup four consumer care centres in Bangalore as a one point service centre for all consumers.

Better Customer Care for Greater Customer Satisfaction

Since it became operational in June 2002, BESCOM have been undertaken a number of measures to improve customer care. These include:

1. Speedy response to customer

2. Sensitising field staff to improve behaviour with customers:

Special efforts are being made to bring about an attitudinal change in the field staff attending to customers complaints. They have been sensitized to the need for courtesy, politeness and responsiveness while dealing with customers. HRD training is being given to them.

3. Uniforms/Identity Cards for meter readers:All meter readers have been provided with uniforms and identity cards, to make it easier for customers to recognize them.

An environment friendly measure

To ensure proper trimming of trees, the field staff have been instructed to consult the area welfare associations before they take up such work

BESCOM STATISTICS :BESCOM Statistical Details as of 31-Mar-2006

Geographical Information

Area41092Sq.Km.

Districts6

Zones3

Circles6

Divisions24

Sub Divisions103

Section Offices416

Distribution Transformers92024

Length of HT lines57439Km.

Length of LT lines134971Km.

Population (as per census 2001)168lacs

Consumer base

Domestic & AEH3982318

Commercial499146

LT Industrial114372

HT Industrial4516

IP Sets502352

Others83032

Total :5546043

Performance of BESCOM in last 4 years:Sl.NoParticulars2001 - 022005 - 06Percentage

1Customers46.57 lakhs55.44 lakhs19%

2Revenue Demand2276 crores4212 crores88%

3Revenue Collection2089 crores3708 crores78%

4Collection Efficiency (Excluding IP Sets and Bhagyajyothi Installations)88%97%9%

5DTCs61429 Nos92024 Nos.50%

6HT Lines45543 ckt KM57439 ckt KM26%

7LT Lines127658 ckt KM134971 ckt KM6%

8T & D Losses28%23.88%-4.15%

9Transformer Failures15%12.5%-2.5%

Introduction to HRM

Evolution of HRM

Earlier references: In western countries HRM had its primitive beginning in 1930s. Not much thought was given on this subject in particular and no written records or documents interesting to note HRM concepts was available, in ancient philosophies of Greek, Indian and Chinese. This is not to suggest that industrial establishment and factories system, as it is known today, existed in ancient Greece, India or china. The philosophy of managing human being, as a concept was found developed in ancient literatures in general and in Indian philosophy in particular.

Personnel functions: Till 1930s, it was not felt necessary to have a separate discipline of management called Personnel management. In fact, this job was assigned as part of the factory manager. Adam Smiths concept of factory was that it consists of three resources, land, labour and capital. This factory manager is expected to procure,

Process and peddle labour as one of the resources. The first time when such a specialist person was used; it was to maintain a buffer between employer and employee to meet the legitimate need of employees. However, it is the employer who decided what is legitimate need of employees. In fact, the specialist person was more needed to prevent unionization of employees. This was the case before 1930-s all over the world.

Environmental Influences on HRM: Since 1930s, certain developments took place, which greatly contributed, to the evolution and growth of Human Resources Management (HRM). These developments are given below:

Scientific Management

Labour Movements

Government Regulations. Need for the Study :

Shortage of skills.

Skills and knowledge people are always on short supply. Alternatively they are too costly to hire from outside. The best alternative is to improve skill and knowledge of existing employees.

Technological Obsolescence.

Growth of technology takes places very fast. This will render current technology obsolete in the future. There is a great need to upgrade technology. This needs suitable training. Personal Obsolescence.

At the time recruitment employees possess a certain of knowledge and skill. As time passes knowledge becomes obsolete, unless it is updated by proper training. This happens because of changes taking place in product technology, production methods, procurement of better machines, setting up of modern production lines, introduction of modern method of supervision and information processing through MIS and EDO..

Organization Obsolescence.

Modern management has introduced a number of innovative steps in functions of management like planning, organizing, controlling, coordinating and directing. Organization which is impervious to such changes is bound to fail and become obsolete.

Upgrading Ability of Threshold workers.

Public policy provides reservation to disadvantaged sections of the society like handicapped, minorities and dependents of deceased workers etc. All these are threshold workers having less than minimum prescribed level of knowledge and skill. They require extensive training to bring them up to the minimum level of performance standard. Coercive training by government.

In order to provide better employability chances of unemployed youth, certain governments taken initiative to mobilize resources available at pubic/government and private sectors to outside candidates. One such example is the Apprentice Training conducted by govt. of India. A part of expenditure incurred for this by private sectors are reimbursed by government.

Human capital

The latest thinking is to treat employees as human capital. The expenditure involved is training and developments are now being considered as an investment. Scope of Human Resource Management

The Scope of HRM is in deed fast. All major activities in the working life of worker from time of his entry in an organization until he / she leaves, come under the preview of HRM. Specifically, the activities included are Human Resource planning, Job analysis and design, Recruitment, Selection, Orientation and placement, Training and development, Performance appraisal and Job evaluation, employee and executive renumeration and communication, employee welfare, safety and health, industrial relations and the like.

HRM is becoming a specialized branch giving rise to a number of specialized areas like : Staffing Welfare and Safety

Wages and Salary Administration

Training and Development

Labour Relations

Scope of HRMHuman Resource Management in BESCOM : Personnel/Human Resource of an undertaking is its important constituent.

Efficiency, Profitability and in fact the very existence of the undertaking will depend on this constituents. Co-operation and dedication in performance on the part of its personnel ends in the accomplishment of its objectives. Therefore human resource is of immense importance since it involves matters such as identifying, placing, evaluating, and developing individuals at work and maintaining effective multilateral communication systems. Human resources along with financial and material resources contribute to production of goods and services in an organization.. In short HRM may be defined as the art of procuring, developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner.Objectives of the HRM are to secure the following: -

1. Industrial peace: This is secured by excellent union management relations, healthy inter-personal relationships, and promoting participative management style and good industrial and labour relations.

2. Achieve High Productivity: The underlying objective brings to increase the quantity or volume of the product or service for a given input, productivity improvement programme is very significant in a competitive environment.

3. Better quality of working life of employees: This involves both intrinsic and extrinsic factors connected with work.

4. Obtain and sustain competitive advantage through empowerment : continuous improvement and innovative steps being the two essential ingredients to achieve and sustain competitive advantage, todays industries

are knowledge based and skill intensive.

5. Cordial relationship between the employer and employees.

6. Personnel research functions.

7. Proper orientation and introduction to the new employees.BACKGROUND SCENARIO William James of Harvard University estimated that employees could retain their jobs by working at a mere 20-30 percent of their potential. His research led him to believe that if these same employees were properly motivated, they could work at 80-90% of their capabilities. Behavioral science concepts like motivation and enhanced productivity could well be used for such improvements in employee output. Training could be one of the means used to achieve such improvements through the effective and efficient use of learning resources. Training and development has been considered an integral part of any organization since the industrial revolution era. From training imparted to improve mass production to now training employees on soft skills and attitudinal change, training industry has come a long way today. In fact most training companies are expecting the market to double by the year 2007, which just means that the Indian training industry seems to have come of age. Organization and individual should develop and progress simultaneously for the their survival and attainment of mutual goals. So, every modern management has to develop the organization through human resource development. Employee training is the most important sub-system of human resources development. Training is a specialized function and one of the fundamental operative functions for human resources management. The market is unofficially estimated to be anywhere between Rs 3000 crores and Rs 6000 crores. What is surprising is that the Indian companies. Perception regarding corporate training seems to have undergone a sea-change in the past two years, with most companies realizing it to be an integral part of enhancing productivity of its personnel. While MNC.s with their global standards of training are the harbingers of corporate training culture in India, the bug seems to have bitten most companies aiming at increasing their efficiency.

According to Ms Pallavi Jha, Managing Director, Walchand Capital and Dale Carnegi Training India, "The Indian training industry is estimated at approximately Rs 3,000 crores per annum. The NFO study states that over a third of this is in the area of behavior and soft skills development. With the exponential boom in the services sector and the emergence of a full-fledged consumer-driven market, human resources have become the key assets, which organizations cannot ignore. With soft skills training gaining so much momentum, it.s imperative to understand if it serving the right purpose or not. With this background, I plan to research if training indeed is proving to be effective in the behavioral area.The following steps must form the basis of any training activity:

Determine the training needs and objectives.

Translate them into programs that meet the needs of the selected trainees.

Evaluate the results.

There are few generalizations about training that can help the practitioner. Training should be seen as a long term investment in human resources using the equation given below:

Performance = ability (x) motivation

Training can have an impact on both these factors. It can heighten the skills and abilities of the employees and their motivation by increasing their sense of commitment and encouraging them to develop and use new skills. It is a powerful tool that can have a major impact on both employee productivity and morale, if properly used.

What is Training?

Training is the act of increasing the knowledge of an employee for doing a particular job. -Edwin B Flippo

Training is process of learning a sequence of programmed behavior. It is the application of knowledge. It gives people an awareness of the rules and procedures to guide their behaviors. It attempts to improve their performance on the current job and prepares them for an intended job.

What is Development?

Development is a related process. It covers not only those activities which improve job performance but also those which bring about growth of the personality. Training a person for a bigger and higher job is development, this process includes not only imparting skills but also certain mental and personality attributes.Need for training : Specifically, the need for training arises due to the following reasons: To match the employee specifications with the Job requirements and organizational Needs: Management finds deviations between employees present specifications and the job requirements and organizational needs. Training is needed to fill these gaps by developing and molding the employee skills, knowledge, attitude, behavior, etc to the tune of the job requirements and organizational needs as felt Glaxo India, ICICI

Organizational Viability and the Transformation Process: The primary goal of most of the organizations is that their viability is continuously influenced by environmental pressure. If the organization desires to adapt to these changes, first it has to train the employees to impart specific skills and knowledge in order to enable them to contribute to organizational efficiency and to cope with training in order to ensure a smooth transformation process.

Technological Advance: Every organization to survive and to be effective should adopt the latest technology i.e. mechanization, computerization and automation. So, the organization should train the employees train the employees to enrich them in the areas of changing technical skills and knowledge from time to time.

Organizational Complexity: With the emergence of increased mechanization and automation, manufacturing of multiple products and by-products or dealing in services of diversified lines, extension of operations to various regions of the country or in overseas countries, organization of most of the companies has become complex: This creates the complex problems of co-ordination and integration of activities adaptable for and adaptable to the expanding and diversifying situations. This situation calls for training in the skills of co-ordination, integration and adaptability to the requirements of growth, diversification and expansion.

Human relations: Trends in approach towards personnel management has changed from the commodity approach to partnership approach, crossing the human relations besides maintaining sound industrial relations although hitherto the managers are not accustomed to deal with the workers accordingly. Training in human relations is necessary to deal with human problems. Change in the job assignment: Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer. Training is also necessary to equip employees with advanced displaces, techniques or technology. Training also becomes essential when an organization has plans for modernization.The need for training also arises to: Increased Productivity.

Improved quality of the product/service.

Help a company to fulfill its future personnel needs.

Improved organizational climate.

Improved health and safety.

Prevent obsolescence.

Effect personal growth.

Minimize the resistance to change and

To act as mentor.

Training objectives : The personnel manager formulates the following training objectives in keeping with the companys goals and objectives:

To prepare the employees, both new and old to meet the present as well as the changing requirement6s of the job and the organization.

To prevent obsolescence.

To impart the new entrants the basic knowledge and skills they need for an intelligent performance of a definite job.

To prepare employees for higher-level tasks.

To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields.

To build up a second line of competent officers and prepare them top occupy more responsible positions.

To broaden the minds of senior managers by providing them with opportunities for an interchange of experiences within and outside with a view to correcting the narrown3ess of outlook that may arise from over-specialization.

To develop the potentialities of people for the next level job.

To ensure smooth and efficient working of a department.

To ensure economical output of required quality.

To promote individual and collective morale, a sense of responsibility, co-operative attitudes and good relationships

Classification of Training :There are a number of training methods available. Use of particular methods depends on the trainees viz., worker, supervisor, and manager. Basically these methods can be classified into following broad categories:

On the job training

Off the job training

In regard to employees, other than managers (executives following are the methods of training:On the job training

1. Apprenticeship training.

2. Job instruction training (JIT).Off the job training1. Class room lectures.2. Conferences/seminars.

3. Group discussions/case study analysis.

4. Audio visual/film shows.

5. Simulation/Computer modeling.

6. Vestibule training.

7. Programmed instructions (PI).

8. Games and Role-playing.

On The Job Training: Apprenticeship Training:

Skilled worker and apprenticeship training. The duration of the course/training depends on the nature of trade and desired skill level. Apprenticeship training is normally given to artisans, electricians, plumbers, bricklayers and the like. The duration normally varies from 2 to 5 years. This should not mix up with government sponsored Apprenticeship Training for unemployed youth certain underdeveloped nations like India. Apprenticeship training is carried out under the guidance and intimate supervision of a master craftsmans/expert worker/supervisior. During apprenticeship training period, the trainee is paid less than that of a qualified worker. Job Instruction Training(JIT):

During Second World War, Allied Forces experienced acute shortage of skilled craftsmen and able supervisors. Special training programme was initiated on warfootings. Special training. Training within industry(TWI) was one such programme. JIT was part of TWI. JIT was intended for developing efficient supervisiors. JIT proved very effective and extremely popular.Off The Job Training: Class Room Lectures:This is the simplest form of training. This is a best form of instruction when the intention is to convey information on rules, regulations, policies, and procedures. This form os also suited on imparting knowledge on theory and concepts. Lecture form has limited success when the objective is to improve the skill level of trainees. Another advantage is that it can be used effectively even when numbers of trainees. Another advantage is that it can be used effectively even when numbers of trainees are more. It also saves time. Major disadvantage is that it involves passive participants of trainees and depends on ability of teacher to a great extent. Conferences, Seminars and Workshops:

This is a formal method of arranging meeting in which in which individuals confer to discuss points of common interest for enriching their knowledge and skill. This is a group activity. It encourages group discussion and participation of individuals for seeking clarifications and offering explanatations and own experiences. It is a planned activity with a leader/ moderator to guide the proceedings, which is focused on agreed agenda points prefixed during planning of such conferences. There are 3 variations nearly Directed conferences, Training conference and seminar/workshops. Audio/Visual and film shows:

In order to improve understanding, audio-visual aids considered very useful and sometimes inescapable to demonstrate operation of a machine or explain a process. Audio visual and film shows can supplement the efforts of lecturing and improve its effectiveness. Group Discussions and Case study analysis:

Christopher Langdell initially introduced case study method at Harvard Law School in 1880s. The principle used is experience is the best teacher. Here several empirical studies are examined in details to find out commonalities to derive general principles. This method has, however, limited use for workers but better use for supervisiors. In case of workers , one area of importance in this method is that of quality control .

The case study is based upon the belief that managerial competence can best attained through the study, contemplation and discussion of concrete cases. Simulation/Computer Modelling:

Any training activity in which actual working environment is artificially created as near and realistic as possible, is called simulation training. Case study analysis experimenting exercises, game playing, computer modeling and vestibule training etc. come under this category. When using computer-programming method artificially creates work environment, we call it computer modeling. Vestibule Training :

In vestibule training, employees are trained on the equipment they are employed, but the training is conducted away from the place of work. For training a machineshop operator, a vestibule or separate room is arranged for training in which all necessary equipment and machines required in an actual machineshop are duplicated. Programmed instruction:

Programmed instruction is a structured method of instruction aided through texts, handouts, books, and computer aided instructions(CAI) . In this case the instruction material and information is broken down in meaningful units and arranged in a proper sequence to form a logical method of learning package, the learning ability is tested and evaluated in real time basis. Retraining:

Technology is advancing at a very rapid pace. Hence obsolescence is a major problem fixed by individual workers. Second problem faced by the workers are the introduction of automation. Loyal workers of long service, suddenly find themselves useless to the company. There are many instances of protests and fear by many workers in various fields like railways, posts and telegraphs, LIC, Banking etc..

Phases of training:

The various steps involved in the design and development of training programme particularly for the employees are:

1) Identification of training needs of employees

2) Planning of training programme

3) Preparation of trainees

4) Implementation

5) Evaluation

The last stage in the training programme process is the evaluation of results this is the main part to know the effectiveness/determines the results of the training programme.

Benefits of training

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

Improve the job knowledge and skills at all levels of the organization

Improve 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 prepares in guidelines for work

Aids in understanding and carrying out organizational policies

Provides information for future needs and all areas of the organization

Improves labor management relations

Helps prepare guidelines for work

Organization gets more effective decision making and problem solving skills

Aids in development for promotion from within

Aids in developing leadership skills, motivation, loyalty, better attitudes and others aspects that successful workers and managers usually display.

Helps keep costs in many areas, e.g. production, personnel distribution etc

Develops a sense of responsibility t the organization for being competent and knowledgeable.

Benefits to the individual which in turn ultimately should benefit the organization:

Helps the individual in making better decisions and effective problem solving.

Through training and development, motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalised.

Aids in encouraging and achieving self-development and self-confidence.

Provides information for improving leadership, knowledge, communication skills and attitudes.

Increases job satisfaction and recognition.

Moves a person towards personal goals while improving interactive skills.

Provides the trainee an avenue for growth and a say in his/her own future

Develops sense of growth in learning.

Helps a person develop speaking and listening skills: also writing skills when exercises are required.

Helps eliminate fear in attempting new tasks.

Benefits in personnel and Human Relations, Intragroup and intergroup relations and policy implementations:

Improves communication between groups and individuals.

Aids in orientation for new employees and those taking new jobs through transfer or promotion.

IMPEDIMENTS TO EFFECTIVE TRAINING :There are impediments which can make a training programme ineffective :

Management commitment is lacking and uneven: Most companies do not spend money on training. Those that do tend to concentrate on managers, technicians and professionals. The rank and file workers are ignored. This must change for as a result of rapid technological change, combined with new approaches to organizational design and production management, workers are required to learn three types of new skills:

(i)the ability to use technology.

(ii) the ability to maintain it.

(iii) the ability to diagnose system problems.

In an increasingly competitive environment, the ability to implement

rapid changes in product and technologies is often essential for economic

viability.

Aggregate spending on training is inadequate: companies spend misuscule of their revenues on training. Worse still, budget allocation to training is the first item to be cut when a company faces financial crunch.

Educational institutions award degrees but graduates lack skills: This is the reason why business must spend vast sums of money to train workers in basic skills. Organizations also need to train employees in multiple skills. Managers, particularly at the middle level, need to be retrained in team-playing skills, entrepreneurship skills, leadership skills and customer oriented skills.

Large scale poaching of trained workers: Trained workforce is in great demand. Unlike Germany, where local business groups pressure companies not to poach companys employees there is no such system in our country. Companies in our country, however insist on employees to sign bongs of tenure before sending them for training, particularly before deputing them to undergo training in foreign countries. Such bonds are not effective as the employees or the poachers are to pay the stipulated amounts as compensation when the bounds are breached.

No help to workers displaced because of downsizing: Organizations are downsizing and de-layering in order to trim their workforces. The govt should set apart certain fund from the national renewal fund for the purpose of retraining and rehabilitating displaced workers.

Employers and B schools must develop closer ties: B schools are often seen as not responding to labour-market demands. Business is seen as not communicating its demand in B schools. This must change.

Organised labour can help: organized labour can play a positive role in imparting trainng to workers. Major trade unions in our country seem to be busy in attending to mundane issues such as bonus, wages, settlement of disputes and the like. They have little time in imparting training to their members.

How to make training effective?

Determine the training needs through job description, performance appraisal, potential appraisal and discussion with employees.

Prepare a training calendar in discussion with the managers concerned.

Define the training objectives specifically.

Determine the criteria of need for nomination of employees for training.

Select the efficient faculty.

Ensure that the management commits itself to allocate major resources and adequate time to training.

Ensure that training contributes to competitive strategies of the firm. Different strategies need different HR skills for implementation. Let training help employees at all levels and acquire the needed skills. Ensure that a comprehensive and systematic approach too exists, training and retraining are for all levels of employees.

Make learning one of the fundamental values of the company. Let this philosophy percolate down to all employees in the organization.

Ensure that there is proper linkage among organizational, operational and individual needs.

Create a system to evaluate the effectiveness of training. Research Problem

The Training programme plays an important role in 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 and then reward the employees based on the performance through performance appraisal system after the training programme are conducted. Therefore the study is completely based on the training and development programmes conducted in BESCOM .

Objectives of the study

To analyze the training methods followed in BESCOM its merits pitfalls.

To put forward suggestions and recommendations in the Training methods followed in the organization. To analyse whether the training has reached the employees.Research Methodology:The purpose of the study is to understand the training and development programme followed in BESCOM. The methodology evolves from the objectives of the project and involves collecting primary and secondary data.

Research DesignThe research design adopted is descriptive research design. It involves fact-finding, Inquiries of different kinds etc. The researcher has a wide variety of methods to consider, either singly or in combination. They can be grouped as1. Primary source of data

2. Secondary source of data

For this dissertation the data was collected from both the sources.

Primary data Data is made available through interview and questionnaires. Appointments were with scientists and interviews were conducted. Questionnaires were prepared for trainers and trainees to know the methods adopted by the organization.Secondary data Data were collected from documents, records, Journals, Internet, text books and company past records etc.Sampling unit/Target group

The respondents were Linemen, Assistant Executives /Junior Executives, Senior Assistants /Assistant etc.Sample size

As the name indicates, sample size refers to the number of respondents or the size of the sample, which is to be surveyed. Here the sample size taken for the study was 40. Sampling procedure

It refers to the definite plan adopted by the research for obtaining the data from the respondents; the technique adopted here is to gather data from sampling unit, questionnaire method and interview. Statistical tools used

The various statistical tools for the analysis and interpretation of data are simple percentage method and Pie charts.

Percentage was calculated for each factor as per the below shown formula

Number of respondents in favour of X 100

Percentage = ----------------------------------------------------------

Total number of respondentsFORMULATION OF HYPOTHESIS

The hypothesis has been to analyze the effectiveness of training programme conducted in the company i.e it analzes the effective training methods and techniques adopted to achieve the organizational goals. Tools used for testing of hypothesisA Hypothesis is the tentative explanatation for something. It frequently attempts to answer the questions How and Why at one level, hypothesis simply suggests how particular variable is related.

At a more theoretical level hypothesis may offer a reason for the way that particular variable was selected generally speaking, it is a logically organized set of proposition which serves to define the events describe the relationships among these events and explains the occurence of these events.By hypothesis we mean a statement hypothesis testing deals with a procedure, which aspects or rejects the hypothesis.The two hypothesis are :NULL HYPOTHESIS It states there is no significance difference between the sample value and population value. This means that the observe difference is clue to the random fluctuations Ho denotes the null hypothesis.ALTERNATIVE HYPOTHESIS In case the null is rejected, we should have the alternate hypothesis to accept alternative hypothesis denoted by Ha.

Types of Errors

While testing hypothesis, there are four possible combinations between the population value and sample value. The four combinations are:

Hypothesis is true & test accepts it.

Hypothesis is true & test rejects it. (Type 1 error)

Hypothesis is false & test accepts it. (Type 2 error)

Hypothesis is false & test rejects it.

Level of significance

It is nothing but the probability of rejecting a true hypothesis and denoted by .

1- gives the level of confidence of the experiment in taking the decision. It is always preferable to keep the level of significance at a low percentage. It means that we should not reject a true hypothesis. represents the risk of accepting a false hypothesis 1- is called the power of the test.Acceptance regionThis represents the region with in which the calculated of the statistics must lie to accept the null hypothesis. If calculated value lies in this region then the null hypothesis will be rejected.Hypothesis testing procedure :1. Set up a null hypothesis denoted by Ho this means there is no significant difference between sample value and population value. In case if Ho is rejected we must have an alternative hypothesis.

2. Select the level of significance.

3. Select an appropriate distribution for the test, which is known as test hypothesis the distribution generally used are normal distribution students t distribution, Fisher F distribution or chi-square distribution.

4. Calculate the necessary values from the given data for the test.5. Make conclusion from testing. If calculated value is less than the tabulated value, else Ha is accepted and Ho is rejected. Limitations of the study1. The time duration was very short, to complete the study in the stipulated time.

2. The study is purely confined to BESCOM and based on the facts and data provided by the company.

3. Due to time and financial constraints it was possible to interview 40 respondents though we selected 60 respondents. However, adequate representation was given for all categories of employees and officers.

Profile of BESCOMDevelopment in BESCOM : Power theft has been reduced to a greater extent. Curbing the menace of power theft, power loss during transmission is minimized by adopting latest techniques These measures has resulted in the acceptable power tariff which will lead to total customer satisfaction. Reduction in power cuts.

Extending their service to each and every corner.

By replacing installation from 4 poles to 1 pole which would minimize the space.

By installing meter near to each transformer, they are able to know the power produced and the power provided.

Highly computerized

Payment of bills 24 hours through All Time Money (ATM) Counters which has helped the customers a lot.

They have also provided more outlets for the payment of bills.

Speedy response to the customer problems. They are conducting regular interactive meetings with resident/customer welfare associations etc. to have a sound relationship On-line addressing of problems which is helping the customer a lot.By developing so much in a small period they need human resource to look over all these. Human Resource obviously need the skills which has to be trained. So they have a separate HRD - Training and Development Centre in Bangalore which is providing all the benefits to the employees of the organization. This in turn has resulted to the development of the organization as a whole.

Training in BESCOM :

Training is the most important activity and plays an important role in the

development of human resources. To put the right man at the right task with the

trained personnel has now become essential in todays Globalized Market. No

organization has a choice on whether or not to develop employees. Therefore

training has nowadays become an important and required factor for maintaining

and improving interpersonal and inter group collaboration. Our approach to

training must be to increase productivity and profitability and secondly to

initiate personal growth and development.TRAINING IS REQUIRED TO ACHIEVE THE FOLLOWING:

Growth, Expansion and Modernization

To increase productivity and profitability, reduce cost and finally enhance skill and knowledge of the employee.

To prevent obsolescence.

To help in developing a problem solving attitude. To give people awareness of rules and procedures. To make people more competent . To make personnel become committed to their job resulting in pro activeness.

To make people trust each other more.KEY ASPECTS OF HRD TRAINING IN BESCOM: Learning and Development

Leadership, Management Training Setting training and learning at the right level

Training Needs Analysis (TNA) Train the Trainer

Training categories :Training is being imparted to the following categories of employees regularly. Linemen (including gangmen) Attenders Drivers Overseers/meter readers Jr. Assts / Daftary / Typists Assts / Sr. Assts AEES/AES/JES (including contract aes/jes) All women employees. AOS/AAOSTraining Methods adopted in BESCOM :

Classroom lectures:

Arranging classroom lecture to the participants which do not involve much participation except some questions from participants. This is suitable for large audience. Talk:

Incorporates variety of techniques, allows participation and discussion from trainees. Suitable for groups of not more than 20. Lack of participation may reduce it to a lecture.

Discussion:

Knowledge, ideas and opinions on a subject exchanged freely. Suitable where

information a matter of opinion. Helps change attitudes and provide feedback to

the instructor on application. Some trainees may become entrenched about there

behaviour rather than change it.

Role-play:

Trainees asked to enact role they would be called upon to play in the job. Suitable for subjects where near-to-life practices in the training situation is helpful. Very useful in building confidence to handle real problem.

Case study:

A history of some event or set of circumstances with the relevant details examined by the trainees. It provides opportunities for exchange of ideas and consideration of possible solutions.

Exercise:

Trainees asked to undertake a particular task leading to a required result following the laid down steps. May be used to discover trainees existing knowledge. Can be posted to individuals or to the groups. Suitable for situations where the trainees need to practice.Behavioural and attitudinal training - Key factors

Stress management

Health & eating the right food

Attitude & motivation

Team work

Role play

Leadership and decision making.

Effects of bad habits.

Attitude and Motivation

Communication skills

Leadership training

Decision making and multi tasking

Presentation skills

Communication Skills

Man Management skills

Technical Training :

Energy Audit, AT & C Losses

ES & D Code and Electrification of Layouts

Works unit and Field works, Preventive Maintenance

Safety Devices and Proper usage at working places.

Rural Management System

Fire fighting training for the cadre of linemen and Gangemen.

Job training Key factors :

Company accounts

IE ACT 2003 and ERC Filing

Budget and Budgetary control

Revenue

Reforms

Meter & Meter Testing

Safety aspects and procedures

ES & D Code

RLMS, Distribution losses, Energy audit, Field works

IT initiatives in BESCOM.

Apprentice Training Key factors :

The HRD Training centre have also providing training to the apprentice as per the policy of Government of Karnataka since 1st October 2005 and have trained 75 nos. of apprentices.

About 200 nos. of Graduates and Diploma holders have been allotted under apprentice act by GOI Regional centre, Chennai have been deputed to various Circles, Divisions and Subdivisions.

Training to other utility:The HRD Training centre have also provided training to 260 nos. of PWD Engineers as per the request of Public Work Department of Karnataka.

EXTERNAL FACULTY

They have engaged following external faculty :

M/S. Cartman

M/S. Quality circle forum of india

M/S. Shine.

M/S. Expert solutions.

M/S. Chinmaya institute of management

M/S. Parimala consultants (for training drivers & attenders)

M/S. Central board for workmen education (for linemen)Training sessions

Training sessions are being continuously held at the hrd centre right from 03.03.2004.

HRD training commences at 9.30 am everyday and ends at 6.00 pm.

Basic aim of the HRD centre is to make the employees more effective in their day to day works. Training schedules:Training is conducted in different batches :

AOS/AAOS/AEES/AES/JES/SR.Assts

Assts/JR.Assts/Meter Readers/Daftary/Overseers: Total 3 days

Job Training : 2 days (Internal Trainers)

Attitude and Behavioural Training : 1 day (External Trainers)

Lineman Cadre (i) Attitudinal and Behavioural Training : 2 days (External Trainers) (ii) Job Training : 1 day (Internal Trainers)

Attenders and Drivers

(i) The Training is only for one day devoted to Attitudinal and Behavioural

aspects. (ii) A special one day workshop was conducted for all women employees

in batches, on stress management, arising out of dual responsibilities. (iii) M/S. NTPC have conducted two batches of training for all officials of BESCOM on technical aspects.

(iv) A special training for one day is being conducted in batches for all the employees due for retirement during the current finanical year on

financial and emotional aspects.

Proposed training schedules : As existing3 days: as proposed5 days 2 days Behavioural training is proposed for all cadres excluding linemen. For linemen cadre, 3 day behavioural training is proposed. One day field training is also proposed for all the batches. The timings for the training sessions 9.30 a.m. to 4.00 p.m. (The participants are finding it difficult to concentrate after the lunch hour)

Brain storming sessions proposed on the last halfday.New training programmes : One day training programme on distribution losses and energy audit at HRD BESCOM for all AEES/AES/JES in batches of 20 each This programme will commence during the month of August every year.Second phase of HRD Training

1. The first phase of HRD training is completed for all employees of BESCOM.

All employees of BMAZ area and BRC area, all AEES/AES/JES/AOS and AAOS in BESCOM covered.

2. The second phase training is now commenced.

3. M/S.Expert solutions is conducting training for the employees in Chitradurga zone.

4. M/S.Shine is conducting training for the employees in Kolar circle.

Training needs of the year 2006-07

Accounts :

Financial accounting packages - accounts related matters with the proper accounting packages and proper utilization of these packages.

Cash management systems different collection agencies and mechanisms and accounting thereof.

Sub-divisional revenue accountinglatest amendments to the ES&D Code and various acts.

Costing concept

System Auditing.

Establishment matters .

Various taxes and duties and all related matters.

Meter reading, MRI downloading , reading of MT reports, Backbilling.

Material Audit.Training to Trainers :Dr.J.Jayathirtha of M/S Bullseye Consulting Group was contacted in this regard. He has agreed to conduct this training programme for all the internal trainers of BESCOM. he has also agreed to submit the proposal for the same shortly.

In this connection, it is also proposed to identify more internal trainers in BESCOM .

HRD TRAINING PROGRESS IN BESCOM (IN HOUSE)

Sl.No.Category of EmployeesTotal for the year 2005-06

(Upto Jan 2006)Cumulative Total

1Contract AEs/JEs95253

2Linemen14342793

3AOs/AAOs15167

4Senior Officers65

5AEs/JEs268774

6Sr. Asst. /Asst.259779

7Training for Trainers23

8Jr. Asst. /Typists222898

9AEEs31225

10PWD Engineers264

11Training for Lady Officers113439

12Training for MT Engineers58

13Overseers/Meter readers560802

14Training on System Audit70

15Attenders /Watchmen182202

16Drivers5772

17B&C Software Training5671

18P/S, SPA, JPA1919

19KAVIKA Personnel6262

20NTPC Training5353

21Retiring employees1818

Total34448107

Super 10 subdivisionsIn order to motivate the employees working in 10 subdivisions of Bangalore (E2, E6, S1, S4, C4, C6 N1, N4, W4 AND W6) which are being projected towards super subdivisions, a training on HRD, accounts and technical is being imparted to these subdivisions to achieve specific targets. So far, about 600 employees out of 1000 have been trained.Impact of training1. Public Affair Centre (PAC) an NGO conducts survey to evaluate the performane of the service providers in Bangalore city viz., BESCOM, BMP, BMTC, BDA, BWSSB & BSNL once in 3 years.2. The Third Citizen Report card on Bangalores public service announced by the Public Affairs Center in December 2003/January 2004 has in fact ranked BESCOM among the top performers3. Customer satisfaction level has increased from 47% (in 1999) to 94% (in the year 2004)4. Staff behavior has improved considerable, as can be seen from the customer feedback survey, which has increased from 54% (in 1999) to 84% (in 2004) as per this report.Feedback Feedback forms are being given to all the trainees on the last day of training. The Attitudinal and Behavioural programme is the highlight of the 3 days training - to increase the duration for a further period of 3 days. M/S. Parimala Consultants the faculty conducting the Attitudinal and Behavioural programmes regularly for the linemen cadre - very well prepared and their involvement is total. SWOT analysis - motivation to work on strengths and weaknesses to become better human beings. Some of the participants had tears in their eyes at the end of the session and requested for more such sessions.DATA ANAYLSIS

In the study as said overly 40 respondents were interviewed and analysis were drawn on the basis of their opinions.

TABLE 1: EMPLOYEES INTEREST IN TYPE OF TRAINING

PARTICULARSNO. OF RESPONDENTSPERCENTAGE

ON THE JOB3485%

OFF THE JOB615%

TOTAL40100%

From the Table1 and graph, it reveals that 85% of employees are interested in on-the-job and only 15% of the employees are interested in off-the-job.

TABLE 2: METHODS OF TRAINING ADOPTED IN THE ORGANISATION


REFRESHER410%

SENSITIVITY12.5%

CONVERGENT410%

LATEST TECHNOLOGY820%

CEP2357.5%

TOTAL40100%

The above stated training are the main training programmes conducted in the organization, from the above Table2 and graph 57% of the employees have attended CEP ie continous education propgramme, 20% of them have attended latest technology, 10% for both convergent and refresher training and Refresher training and only 2.5% have attended Sensitivity training.

TABLE 3: OPININON OF EMPLOYEES IN CONTEXT TO TRAINING PROGRAMME


INTRAPERSONAL15%

INTERPERSONAL1230%

TECHNICAL2665%

TOTAL40100%

From the above Table3 and graph, it is highlighted that 65% of the employees opine training is helpful for their technical activities, 30% of the employees opine training is helpful for interpersonal activities and only 2.5% said training is helpful for intrapersonal activities.

It clearly indicates that about 98% of respondents opine that the training facilities so far offered was not helpful for the enhancement of intrapersonal activities in the institution.

Hence, the organization should also give priority for conducting training programmes which can enhance the intrapersonal activities.

TABLE 4: SATISFACTION OF ENVIRONMENT DURING THE TRAINING PERIOD


YES3895%

NO125%

TOTAL40100%

From the above Table4 and graph, it can be viewed that 95% of the employees are comfortable during the training programme, and only 5% are not comfortable during the training period.

Thus most of the employees are comfortable during the training programme.

TABLE 5: SATISFACTION ABOUT YHE TRAINING PROGRAMME


YES3690%

NO410%

TOTAL40100%

From the above Table5 and graph, it is analysed that 90% of the employees are satisfied with the training programme they had and only 10% are not satisfied with the training programme.

Thus it can be concluded that most of the employees are fully satisfied with the training programme conducted by the organization.

TABLE 6: PLACE OF THE EMPLOYEES GETTING TRAINED


WORK SHOP25%

CLASS ROOMS1639%

CONFERENCE HALL923%

OUTSIDE THE ESTABLISHMENT1333%

TOTAL40100%

The above are the places were the training are held, from the graph it is viewed that 5% of them were trained in work shops, 39% in class rooms, 23% in conference hall, 33% of them outside the establishment.

Hence, it can suggested that in order let out the fatigue it is better to conduct some out station programme outside the factory specially for the technicians and other skilled workers.

TABLE 7: OPININON OF EMPLOYEES ABOUT TRAINERS


1. QUALIFIED & EXPERIENCED2050%

2. SKILLFUL & KNOWLEDGEABLE511%

3. ENCOURAGED CLASS PARTICIPATION13%

ALL(1+2+3)1436%

TOTAL40100%

From the Table7, it is analysed that 50% of the employees view their trainers as qualified and experienced, 12.5% of them are skillful and knowledgeable, 3% of them encourage class participation and other 36% said trainers are qualified & experienced, skillful & knowledgeable, and also encouraged class participation.

TABLE 8: BEHAVIOURAL ASPECTS OF THE TRAINERS


IMPARTIAL410%

RUDE00%

FRIENDLY2828%

EASY GOING820%

TOTAL40100%

From the above graph and Table8 it reveals that 10% of the employees feel that trainers were impartial, 70% feel that trainers were friendly, 20% feel they were easy going and finally employees feel none of the trainers were rude that is 0%.

TABLE 9: TRAINING CONDUCTED IN BESCOMPARTICULARSNO. OF RESPONDENTSPERCENTAGE

FORTNIGHTLY00%

MONTHLY1640%

QUARTERLY410%

HALF YEARLY13%

ANNUALLY1947%

TOTAL40100%

From the above Table9 it reveals that, when all training courses are held, 40% of them said the fact that courses are conducted monthly, 2.5% for half yearly, 10% for quarterly, 47.5% for annually.

The table clearly indicates that most of the training programme were conducted monthly(40%) some of the training programs are conducted even once in a year(47.5). The table further reveals that no training programms is been conducted with a period duration of a fortnight.

TABLE 10: DURATION OF THE TRAINING PROGRAMME


ONE DAY13%

2-3 DAYS410%

ONE WEEK2255%

FORTNIGHT1333%

TOTAL40100%

As regards the duration of the training programme, 2.5% of the employees said it was held for one day, 10% said for 2-3 days, 55% said training takes place for a week, remaining 32.5% said it was conducted fortnight. It indicates that highest % of training programme are one week duration.

TABLE 11: EMPLOYEE OPINION ABOUT THE TYPE OF TRAINING


WORK SCHEDULE615%

PERFORMANCE APPRAISAL25%

CONTINOUS LEARNING1845%

ALL1435%

TOTAL40100%

From the Table11, it is highlighted, 15% of the employees said training as a part of their work schedule, 5% of them for performance appraisal, 45% of them for continuous learning and 35% of them vote for all. TABLE 12: IS ORGANIZATION CONDUCTING PRE-TEST & POST-TEST


YES410%

NO3690%

TOTAL40100%

From the Table12, it is analysed that the organization is not conducting regularly the pre-test and the post-test.

It is most surprising fact inspite of its existence in the field for more than 3-4 decades it is not taking interest in the pre-test and pro-test because out of 40 respondents 36 respondents i.e. 90% of respondents opine that the pre and pro-test are not conducted.

TABLE 13: FEEDBACK OF THE TRAINING


YES3892%

NO28%

TOTAL40100%

From the above Table13 it is analysed that 92% of the employees expressed that their performance are evaluated and the feed back is given, the remaining 8% expressed a negative answer. It is one of the important aspects of HRD is that identification of the type of the training requirements of the employees and also to evaluate their performance of the trained workers during their post period .

It can be emphasized that the training component of the organization gives importance for getting the feedback about the impact of the training programme on the employees.

TABLE 14: SELF EFFICACY INCREASED BY THE TRAINING PROGRAMME


YES3587%

NO513%

TOTAL40100

From the above table 87% of the employees opine is that there is an increase in their self improvement and the remaining 13% have not noticed any improvement.

TABLE 15: EMPLOYEES CONCERN TOWARDS TRAINING ENCHANCMENT IN THE FOLLOWING AREAPARTICULARSNO. OF RESPONDENTSPERCENTAGE

1. OPERATIONAL SKILLS513%

2. EFFICIENCY1025%

3. BEHAVIOUR25%

4. COMMUNICATION SKILLS25%

5. TEAM BUILDING410%

ALL(1+2+3+4+5)1742%

TOTAL40100%

It is seen from the graph that ,training has enhanced in the following areas like 12.5% in operational skills for few employees, 25% in efficiency for others, 5% in Behaviour for others, 5% in communication, 10% in team building for few employees and other 43% feel that training has enhanced them for all the areas stated.

Test of Hypothesis

Whether the training and development activities has reached the employees or not .Efforts are made in the study for proving the following hypothesis.

Information:

Sample size : 40

Number of respondents for YES : 38

Number of respondents for NO : 2

Assumptions:

The test is at 5% level of significance.

It is assumed that out of total population 5% of the respondents will respond negatively.

Such a test for attributes are one tailed on the basis of the above assumptions

Null hypothesis = Ho = Training and development activities has not reached the employees effectively.

Alternative hypothesis = Ha = Training and development activities has reached the employees effectively.

Test statistic Zcal = p-P

PQ n

when n = sample size

p = Population proportion

P = sample proportion

Q = Significance

Given:

p = 38/40 = 0.92

P = 95% = 0.95

Q = 1-P = 1-0.95 = 0.05

n = 40

Therfore,

Zcal = p-P

PQ/n

= 0.950.05/40

= 0.03

Zcal = 0.92-0.95

0.03

Ztab = 1.96

Conclusion

Zcal < Ztab

Therefore , we can infer that training and development activities has reached the employees effectively.

Findings

Suggestions & Recommendations : Determine the training needs through job description, performance appraisal, potential appraisal and discussion with employees.

Prepare a training calendar in discussion with the managers concerned.

Define the training objectives specifically.

Determine the criteria of need for nomination of employees for training.

Select the efficient faculty.

Ensure that the management commits itself to allocate major resources and adequate time to training.

Ensure that training contributes to competitive strategies of the firm. Different strategies need different HR skills for implementation. Let training help employees at all levels and acquire the needed skills.

Ensure that a comprehensive and systematic approach too exists, training and retraining are for all levels of employees.

Make learning one of the fundamental values of the company. Let this philosophy percolate down to all employees in the organization.

Ensure that there is proper linkage among organizational, operational and individual needs.

Create a system to evaluate the effectiveness of training.

BIBLIOGRAPHY

HUMAN RESOURCE AND PERSONNEL MANAGEMENT

BY K. ASWATHAPPA

PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS BY N. G. NAIR & LATHA NAIR HUMAN RESOURCE MANAGEMENT.

BY JOHAR IVANCEVICH, TATA Mc GRAW HILL, 2003.

TRAINING AND DEVELOPMENT" EDITED BY V V RAMANI,

ICFAI PUBLICATIONS, 2005.

ANNEXURES

Questionnaire : A project undertaken by Prathibha M, On the Training programmes conducted

at BESCOM. [Please tick ( ) the appropriate answers]

1. Name (optional):

Designation (optional):

3. What according to you is Training?

An instrument of change.

An instrument to bring effectiveness.

An instrument of better performance in terms of productivity.

Maximize benefits.

Enhancing the skills efficiency and behavior.

Learning organization.

All the above.

4. Have you undergone any type of training?

a. Yes b. No

5. What kind of training programme.

a. On-the-job b. Off-the-job

6. Have you undergone any of the following types of training?

Refresher Training

Sensitivity Training

Convergent Training

Latest Technology

CEP7. What was the context of the training program?

a. Intrapersonal

b. Interpersonal

c. Technical

8. Was the environment during training period comfortable?

a. Yes b. No

9. Are you satisfied with the training you had

a. Yes b. No

If No, please suggest ___________________________

10. Where were you trained? (Venue)

Work shop

Class rooms

Conference hall

Outside the establishment.

11. How were the trainers?

a. Qualified and Experienced.

b. Skillful and knowledgeable.

c. Encouraged class participation.

d. All of the above.

12. Behavioural part of the trainers.

a. Impartial b. Rude

c. Friendly d. Easy going

Others please specify_______________________

13. How often is the training programme conducted?

a. Fortnightly b. Monthly

c. Quarterly d. half yearly

e. Annually14. What was the duration of the training programme?

a. One day b. 2-3 days

c. One week d. fortnight

15. Is the training programme part of?

a. Work schedule. b. Performance appraisal.

c. Continuous learning. d. All.

16. Is the training programme having Pre-test and Post-test?

a. Yes b. No

17. Is your performance evaluated and feedback given after?

Training.

a. Yes b. No

18. How effectively is the training programme implemented on-

the-job.

a. Quality of work life improved.

b. Personality development.

c. Increase in work environment.

d. Group synergy.

19. Is your self-efficacy increased by the training programme?

a. Yes b. No

20. Whether the training enhance the following.

a. Operational skills b. Efficiency

c. Behaviour d. Communication skills

e. Team building f. All of the above.

Others please specify__________________________

21. How were you benefited by training in terms of monetary?

a. Promotion. d. Transfer to the convenient place b. Hike in the salary. e. Recognition c. Increase in incentives.

22. How has training programme benefited the organization?

a. Increase in the productivity.

b. Increase in Quality of work life.

c. Improvement in the Human relations.

d. Improvement in Intrapersonal relations. (Junior/senior)

23. Any Suggestions.

_________________________________

_________________________________

Thank you..

Employee Motivation

Employee Maintenance

Employee hiring

Employee and executive Remuneration

Human Resource

Management

Industrial Relations

Prospects of HRM

Nature of Human Resource Management

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NO12.50%

Sheet1

0

0

PERCENTAGE

Sheet2

Sheet3

_1178976880.xlsChart15

0.125

0.25

0.05

0.05

0.1

0.425

PERCENTAGE

Sheet1


OPERATIONAL SKILLS12.50%

EFFICIENCY25%

BEHAVIOUR5%

COMMUNICATION SKILLS5%

TEAM BUILDING10%

ALL42.50%

Sheet1

0

0

0

0

0

0

PERCENTAGE

Sheet2

Sheet3

_1178974054.xlsChart13

0.825

0.175

PERCENTAGE

8%

92%

Sheet1


YES82.50%

NO17.50%

Sheet1

0

0

PERCENTAGE

Sheet2

Sheet3

_1178972607.xlsChart10

0.15

0.05

0.45

0.35

PERCENTAGE

Sheet1


WORK SCHEDULE15%

PERFORMANCE APPRAISAL5%

CONTINOUS LEARNING45%

ALL35%

Sheet1

0

0

0

0

PERCENTAGE

Sheet2

Sheet3

_1178972359.xlsChart16

0.85

0.15

PERCENTAGE

Sheet1


ON THE JOB85%

OFF THE JOB15%

Sheet1

0

0

PERCENTAGE

Sheet2

Sheet3

_1178972499.xlsChart17

0.025

0.3

0.26

PERCENTAGE

30%

65%

5%

Sheet1


INTRAPERSONAL2.50%

INTERPERSONAL30%

TECHNICAL26%

Sheet1

0

0

0

PERCENTAGE

Sheet2

Sheet3

_1178972326.xlsChart18

0.1

0.03

0.1

0.2

0.57

PERCENTAGE

Sheet1


REFRESHER10%

SENSITIVITY3.00%

CONVERGENT10%

LATEST TECHNOLOGY20%

CEP57.00%

Sheet1

0

0

0

0

0

PERCENTAGE

Sheet2

Sheet3

_1178971823.xlsChart7

0.4

0.1

0.025

0.475

PERCENTAGE

3%

10%

40%

47%

Sheet1


MONTHLY40%

QUARTERLY10%

HALF YEARLY2.50%

ANNUALLY47.50%

Sheet1

0

0

0

0

PERCENTAGE

Sheet2

Sheet3

_1178971844.xlsChart6

0.1

0

0.28

0.2

PERCENTAGE

Sheet1


IMPARTIAL10%

RUDE0%

FRIENDLY28%

EASY GOING20%

Sheet1

0

0

0

0

PERCENTAGE

Sheet2

Sheet3

_1178970657.xlsChart4

5

40

22.5

32.5

PERCENTAGE

Sheet1


WORK SHOP5

CLASS ROOMS40

CONFERENCE HALL22.5

OUTSIDE THE ESTABLISHMENT32.5

TOTAL100

Sheet1

0

0

0

0

PERCENTAGE

Sheet2

Sheet3

_1178971771.xlsChart8

0.025

0.1

0.55

0.325

PERCENTAGE

Sheet1


ONE DAY2.50%

2-3 DAYS10%

ONE WEEK55%

FORTNIGHT32.50%

Sheet1

0

0

0

0

PERCENTAGE

Sheet2

Sheet3

Documents

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