A Study on the Skill Development of Employees

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INDO ASIAN ACADEMY DEGREE COLLEGEPage 1

A STUDY ON THE SKILL DEVELOPMENT OF

EMPLOYEES WITH SPECIAL Reference TO

TATA IRON AND STEEL

JHARIA DIVISION OF JHARKHAND

Submitted to Bangalore University in partial

fulfillment of the Requirement of the Award of the

Degree of Bachelor of Business Management

By

IMRAN KHAN

(Reg.No 07P4C08006)

UNDER THE GUIDANCE OF

Mrs. SHREE REKHA

INDO ASIAN ACADEMY DEGREE COLLEGE

KALYAN NAGAR, BANGALORE-43


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DECLARATION

I hereby declare that this project report entitled A SKILL

DEVELOPMENT OF EMPLOYEES WITH SPECIAL REFFRANCE

TO TATA STEEL JHARIA DIVISION OF JHARKHAND submitted in

partial fulfillment of the requirement for the award of the degree of

Bachelor of Business Management to the Bangalore University. It has

been prepared during the year 2010-11 under the guidance of Mrs. Shree

Rekha of INDO ASIAN ACADEMY DEGREE COLLEGE, KALYAN

NAGAR, BANGALORE.

I also declare that this project report has not been submitted at any time to

any other University or Institute for the Award of any Degree or

Diploma.

Place:-Bangalore Imran khan

Date: Reg no:07P4C08006


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Acknowledgment

I Sincerely thanks Mr.T.Ekambaram Naidu chairman & principal,Mr

S.T.R.Raja Director of Indo Asian Academy Degree College for giving

me permission to do the project in Jharkhand.

I wish to take this opportunity to express my deep sense of gratitude to

my internal project guide Mrs.Shree Rekha for her guidance in this

endeavor. She has been a constant source of inspiration and I sincerely

thanks for her suggestions and help to prepare the project report.

I am also thankful to Mr.CH. Diwaker {General Manager} of Jharia

division for giving me the opportunity to work in his organization , I am

equally thankful and pay my honest gratitude to Mr. S S Hota {Chief HR-

IR}for suggesting me and allowing me to explore with my topic.

I pay my sincere thanks to my external project guide Mr. N. N Jha {Sr

Manager HR-IR, Jamadoba Group} who has guided me throughout the

completion of my project. I extend my special thanks to Mr.

B.B.Chaturvadi {Sr. Manager Training } who has given my his valuable

time and helped me in my data collection.

I am equally thankful to Mr. Mihir Gupta of PTI, Jamadoba helping me in

completion of my project and giving me relevant information where ever

I needed. Last but not least I am thankful to each and every one who has

directly or indirectly helped in completion of my project.

IMRAN KHAN


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CHAPTER SCHEME

SL NO CONTENTS PAGE

NO

CHAPTER 1 INTRODUCTION

Definition of personnel management.

Objective of personnel management.

Importance of HRM.

Need for basic purpose of training.

Methods of training.

Objective of training.

Importance of training.

CHAPTER 2 RESEARCH DESIGN

Title of the study

Statement of problem.

Objectives of the study.

Scope of the study.

Research methodology.

Limitations of the study.

CHAPTER 3 COMPANY PROFILE

CHAPTER 4 DATA ANALYSIS AND

INTERPRETATION

Tables

Graphs

CHAPTER 5 SUMMARY OF FINDINGS

RECOMMENDATIONS

ANNEXURES

BIBLIOGRAPHY


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List of graphs

S.no Topic Page no

1. General Refresher

2. First Aid Refresher

3. Gas Testing Refresher

4. Special Training

5. Skill Gap


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Chapter-1

Introduction


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INTRODUCTION TO PERSONNEL MANAGEMENT

The principal component of an organization its human resources or

people at work it is the human resource which is of paramount

importance in the success of any organization because most of the

problems in organizational settings are human and social rather than

physical technical or economic.

Failure to recognizes this fact causes immense loss to the nation

enterprise and individual. The management must therefore be aware not

only of the organizational but also employee need.

Man power management is a most crucial job because managing people

is the heart and essence of being a manager it is concerned with any

activity relating g to human element or relations in organizations. Human

resource management is a management function that help managersrecruit , select , train and develop members for an organization .human

resource management functions are not confined to business

establishment only. They are applicable to non business organizations,

too , such as educations ,health care , recreation, and the like . it refers to

a set of programmers, functions and activates designed and carried out in

order to maximize both employee as organizational effectiveness.


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DEFINITION OF PERSONNEL MANAGEMENT

EDWARD FLIPPO States personnel management is the planning,

development , compensation , integration , maintenance and separation of

human resources to the and that individual , organizational and social

objectives are accomplished.

OBJECTIVES OF PERSONNEL MANAGEMENT

The primary objective of human resource management is to ensure the

availability of a competent and willing work force to an organization.

Beyond this, there are other objectives, too. Specifically, HRM objectives

are four foldsocietal, organizational, functional and personal.

Societal Objectives:- To be ethically and socially responsible

to the need and challenges for the society while minimizing the

negative impact of such demands upon the organization. The

failure of organizations to use their resource for societys benefit

in ethical ways may lead to restrictions.

Organizational Objectives:- To recognize the role of HRM inbringing about organizational effectiveness. HRM is not an end in

itself. It is only a means to assist the organization with its primary

objectives.


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Functional Objectives:- To maintain the departments

contribution at a level appropriate to the organizations needs.

Resources are wasted when HRM is either more or less

sophisticated to suit the organizations demands. The departments

level of service must be tailored to fit the organization it serves.

Personal objectives:- To assist employees in achieving their

personnel goals , at least insofar as these goals enhance the

individuals contribution to the organization. Personnel objectives

of employee must be met if worker are to be maintained, retained

and motivate. Otherwise, employee performance and satisfaction

may decline and employees may need the organization.

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT.

The importance of human resource management can be classified as

follows:

Social Significance:-Proper management of personnel enhances their

dignity by satisfying their social needs. This can be done by:

Maintaining a balance between the jobs available and the jobseeker,according to their qualification and needs.

By the helping people make their own decision , that are in their interest.


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Professional significance:-By providing a healthy working

environment it promotes team work in the employees work in the

employees. This is done by:

Providing maximum opportunities for personnel development.

Providing healthy relationship between different work groups so

that work is effectively performed.

Significance for the individual enterprise:- It can help the

organization in accomplishing its goals by:

Creating right attitude among the employees through effective

motivation.

Utilizing effectively the available human resource.

INTRODUCTION TO TRAINING

Training is a process of learning a sequence of programmed behavior. It

is application of knowledge . It gives people an awareness of the rule and

procedure to guide their behavior. It attempts to improve their

performance on the current job or prepare them for an indented job. In

organization term, it is intended to equip persons to earn promotion and

hold greater responsibility.

Training is short process utilizing a systematic and organized procedure

by which non-managerial personnel learn technical knowledge and skills

for a definite purpose.


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Training and Development need= Standard performance Actual

Performance

Training refers only to instruction in technical and mechanical operations.

It is designed for non-managers. It refers to imparting specific skills.

A programe of training and development is important as it lends stability

and flexibility to an organization, besides contributing to its capacity to

grow.

DEFINITION OF TRAINING:- Dale.S.Beach defines the training

as the organized procedure by which people learn knowledge and or

skills for a definite purpose .

NEED FOR TRAINING:-

The need for the training of employees could be stated as follows:

To Increase Productivity: Instruction can help employees

increases their level of performance on their present assignment.

Increased human performance often directly leads to increased

operational productivity and increased operational productivity and

increased company profit.


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To improve quality: Better informed worker are less likely to

make operational mistakes. Quality increases may be in

relationship to company product or service, or in reference to

intangible organizational employment atmosphere.

To help a Company Fulfill its Future Personnel Needs: -

Organizations that have a good internal educational programe will

have to make less drastic manpower changes and adjustments in

the event of sudden personnel alterations. when the need arises,

organizational vacancies can more easily be staffed from internal

sources if the company initiates and maintains an adequate

instructions an adequate instructional programe for both its non-

supervisory and managerial employees.

Obsolescence prevention:- Training and development

programmers foster the initiatives and creativity of employees and

help to prevent manpower obsolescence , which may be due to age,

temperament or motivation, or the inability of a person to adapt

himself to technological changes.

METHODS OF TRAINING

The methods are multifaceted in scope and dimension, and each is

suitable for a particular situation. the best technique for one situation may

not be the best for different groups or tasks. Care must be used in

adopting the technique/method to the learner and the job. An effective


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training technique generally fulfils these objectives; provide the

motivation to the trainee to improve job performance, provide for

trainees active participation in the learning process, provide knowledge

of result about attempts to improve {ie.feedback}, and permits practice

where appropriate.

Training methods are categorized into two groups-

Onthe-job methods.

Off-the-job methods.

On-the-job methods: it refers to methods that are applied in the

workplace, while the employee is actually working.

Off-the-job methods: they are used away from workplaces.

1:-On -the- job methods:-

{a}experience

{b}job instruction training

{c}job rotation

{d}coaching

2:-Offthe- job methods:-

{a}vestibule training

{b}lecture

{c}special study

{d}conference or discussion


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{e}case study

{g}role playing

{h}stimulation

{i}programmed training

JOB INSTRUCTION TRAINING:-

This method requires skilled trainers, extensive job analysis, training

schedules, and prior assessment of the trainees job knowledge. This

method is also known as training through step-by-step learning. The

job instruction training method provides immediate feedback on result on

result, quick correction of errors, and provision of extra practice when

required. However, it demands a skilled trainer and can interfere with

production and quality.

APPRENTICESHIP TRAINING:-

This is the oldest and most commonly used method. this field in which

apprenticeship training is offered are numerous and range from the job of

draughtsman, a machinist, a tool-maker, a pattern-designer , a mechanic,

a mechanic, carpenter, weaver, fitter, jewelers and electricians. a major

part of training time is spent on the-job productive work. Each apprentice

is given a programe of assignment according to a pre- determined

schedule, which provides for efficient training in trade for efficient

training in trade in skills.


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VESTIBULE TRAINING:-

This method attempts to duplicate to-job situation in a company

classroom. it is a classroom. it is classroom training which is often

imparted with the help of equipment and machines which are identical

with those in use in the place of work. this technique enables the trainee

to concentrate on learning the skills rather than on performing an actual

job. theoretical training is given in the classroom, while the practical

work is conducted on the production line.

LECTURES:-

They are regarded as one of the simplest way of imparting knowledge to

the trainees, especially when fact, concepts, or principles, attitude,

theories and problem-solving abilities are to be taught. Lectures are

formal organized talk by the training specialist topic. it can be used for

vary large group which are to be trained within a short time, thus

reducing the cost per trainee.

COACHING:-

This is one of the most widely used methods of on-the-job training. This

involves coaching by a superior by personal instruction and guidance to a

manager trainee. This method increases motivation in the trainee and also

because of personal guidance to the trainee, there is minimization of

problem of training transfer from theory to practice. But this method is


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effective only if the superior is properly trained and oriented. Further, the

superior may not have enough time to coach the trainee and he may also

neglect his job.

JOB ROTATION:-

This method involves transferring a trainee from one job to another on a

systematic basis. if a trainee is rotated systematically from one job toanother, the general background of the trainee in the organization

is broadened .this method provides training in actual situation and also

expose him to other fellows problem and viewpoints. One main

disadvantage of this method is that because of the obvious disruption

caused by the job rotation, the production may suffer.

CONFERENCES:-

In this method, manager and potential managers attend the conferences

programe in which they pool their ideas and experience with certain

problems which are a common subject of discussion. for example, theconference may discuss specific problems such as planning, delegation,

communication, uses of managerial control, co-ordination, relationship

between business and society, etc. such programe are very useful methods

of manager development, if there is active participation of all the

participant in the discussion.


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CASE STUDIES:-

This case study method which is popularized by the Harvard business

schools, is one of the common forms of training to the employees. in this

methods, instructors describes the actual situation or problem of a

specific concern and the participants are encouraged to take part in the

objective discussion of the problem. this method increases the trainees

power of observation and also his analytical ability.

SIMULATION:-

In simulation, the real situation of work environment in an organization is

presented in the training session. In other words, in simulation, instead of

talking participants into the field, the field is simulated in the training

session itself. in simulation, the participants act out samples of real

business behavior in order to get practice in making decisions. it covers

situation of varying complexities and roles for the participants. role-

playing is one of the common simulation methods of training.

EXPERIENCE:-

This is one of the oldest methods of on the job training. This method

which involves learning by the experience, through as a sole approach, is


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wasteful and inefficient. To make this approach effective, it should be

supplemented with other methods of training.

OBJECTIVES OF TRAINING:-

To impart to new entrants the basic knowledge and skill they need for an

intelligent performance of definite tasks.

To assist employees to function more effectively in their present position

by exposing them to latest concept, information and technique and

developing the skills they need in their particular fields.

To build up a second line of competent officer and prepare them to

occupy more responsible positions.

To broaden the minds of senior managers by providing them with

opportunities for an inter-change of experience in and outside with a view

to correcting the narrowness of the outlook that may arise from over-

specialization.

To impart customer education for the purpose of meeting the training

needs of Corporations which deal mainly with the public, example

Hindustan Steel Ltd, Gujarat State Fertilizer Corporation, All- Indian

State Road Transport Corporation.


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IMPORTANCE OF TRAININGTraining is a corner-stone of sound management, for it makes employees

more effective and productive. It is actively and intimately connected

with all personnel or managerial actively. It is an integral part of the

whole management programe, with all its many activities function inter-

related.

Training is an ever present need for training men so that new and changed

technique may be taken advantage and improvements affected in the old

methods, which are woefully inefficient.

It moulds the employees attitude and help them to achieve a better Co-

operation with the company and a greater loyalty to it. The management

is benefited in the sense that higher standard of quality achieved asatisfactory organizational structure is built up authority can be delegated

and stimulus for progress applied to employees.

Training moreover, heightens the morale of the employees, for the

employees, for its help in producing disaffection, complaints, grievances

and absenteeism, reduces the rate of turnover. Further, trained employees

make a better and economical use of material and equipment; therefore,

wastage and spoilage are lessened, and the need for constant supervision

is reduced.

The importance of training has been expressed in these words:

Training is widely accepted problem-solving device. Indeed, our

national superiority in manpower productivity can be attributed in no


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small measures to the success of our educational and industrial training

programs. This success has been achieved by a tendency in many quarter

to regard training as a panacea. It is almost traditional in America to

believe that if something is good, more of the thing is even better. Hence,

we take more vitamin pills to solve personal problems. Over and under-

emphasis on training stem largely from inadequate recognition and

determination of training needs and objectives. They stem also from lack

of recognition of the professional technique of modern industrial training.

RESPONSIBILITY FOR TRAINING

Training is the responsibility of four main group:

i. The top management, which frames the training policy;

ii. The personnel department, which plans establishes and

evaluate instructional programe.iii. Supervisor, which implement and apply developmental

procedure;

iv. Employees, who provide feedback, revision and suggestion

for corporate educational Endeavours.


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Chapter-2

Research Design


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TITLE OF THE STUDY:

A STUDY TO ASSESS THE SKILL DEVELOPMENT OF

EMPLOYEES WITH SPECIAL REFERENCE TO TATA IRON AND

STEEL

STATEMENT OF THE PROBLEM:

This particular topic is so chosen because in most of the organization

Training of the employee exercise a tremendous impact on human

relations and productivity of an organization. This study is mainly

undertaken with the idea of studying employees performance by means

of providing Training, keeping in mind the skills and talents of

employees. It is also to determine the current Training Programe and its

impact on employees performance. Hence, the study is to access theimpact of corporate training on employees with special reference to

TATA IRON AND STEEL OF JHARIADIVISION.


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OBJECTIVES OF THE STUDY

Imparting training depending upon departmental needs.

Providing expertise solution to technical problems in the

department.

Promote change.

Bridging the skills gap of employees assess under 4Q {phase 1 &phase 2}.

Skill development for contractor worker.

Encourage innovation & knowledge sharing.

SCOPE OF THE STUDY

This Study is conducted to know the effectiveness of Skill

Development programs provided by the TATA IRON AND

STEEL to the employees of company.

This study is restricted to Jharia division only Jharkhand.


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METHODOLOGY OF THE STUDY

To study the impact of skill development on employees

performance, questionnaire method is used to arrive at a conclusion

over the specific terms. It is very simple to collect information

through employees survey.

DATA COLLECTION

The method used to collect information can be classified under the

following head:

Primary Data:- The information that is obtained from original source

by research data was gathered slowly and offers much greater accuracy. It

is developed personally and offers the latest information. The data for this

project report is obtained with the help of structured questionnaire.

Secondary Data:- The data obtained for this project report is obtained

with the help of Company Brochures, Websites and information from

other publications.


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PLAN OF ANALYSIS:---

The data is collected through the questionnaire with the sample

size of 30 respondents and is to be converted into an interpreted

form through the process of collection, classification, arrangementand presentation of data.

The data is then converted into statistical form by applying various

statistical tools in order to obtain a clear picture. This information

then is tabulated, corresponding to which graphs and charts are

presented.

Finally with the findings, conclusions and suggestions are given.

LIMITATIONS OF THE STUDY:---

The sample size was restricted to only 30 employees and

hence cannot be a true representative of the entire Jharia

division.

Analysis of the data obtained from the questionnaire was

done on the assumption that respondents responses were

true.


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As the project is carried out in TATA IRON AND STEEL

LTD it cannot be generalized for all other branches.

CHAPTER-3

COMPANY PROFILE


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TATA STEEL JHARIA DIVISION CELEBRATES ITS

100TH

YEAR.

Commitment to employee welfare to ensure quality of life, focus on

safety and occupational health , efforts for training and skill enhancement

and sustaining mind through empowerment and education this story of

the jharia Division of TATA Steel that its 100th year of sustainable

mining (1910-2009)on April 4th 2009 at Jharia.

The function began with a tribute to Mr. Jamsetji Nusserwanji TATA

founder of TATA Steel and the legend who dared to dream ahead of his

time and set up a steel plant in India on the request of J N TATA whodeclared that the best quality coking coal in India could be obtained from

Jharia.

Mr CH Diwakar GM of Jharia Division gave the welcome address at the

function wherein he acknowledged the contribution made by the former

stalwarts in the development of jharia over last 100 years. He elaborated

on the achievement, accolades and recognitions won by the division

which has been possible due to the efforts of worker and employees of

jharia.

While addressing the gathering, Mr. H M Nerukar COO of TATA Steel

lauded the contribution by the people of Jharia. He said that After

Jamshedpur works, Jharia Division is the second unit of TATA Steel to

have completed a century of existence. The hall mark of this colliery has


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been its sustained growth, efficiency and production capabilities. We are

putting our best efforts to get more coal blocks in this area, he said .He

added,I would like to talk about this satisfaction expressed by examiner

on reviewing the way in which our company maintains its mines. After

having received this award, our next step is to win the coveted Japan

quality Medical and for that we look forward to your support and

assistance to make every operations of Mr A M Mishra V P (Raw

Material and Coke, Sinter and Iron)of TATA Steel, a zero accident area.

Said that these mines have been performing brilliantly and producing

efficiently for the last 100 years.

Mr. Santosh mahato regional secretary of Rashtriya Colliery Mazdoor

Sangh spoke about the key role played by the mines executives whose

skilful direction coupled with dedication of the employee and worker has

made Jharia an example of sustainable mining.

A brochure that captures 100 years of sustainable mining at Jharia was

also launched on this occasion. This brochure is not only a pictographic

representation of the high quality standard of operation being followed at

jharia but it also captures the glorious history of the coal field from 1910

when it becomes a part of TATA Steel. In addition to this ex dignitaries

and former GMs who have been associated with jharia Division for the

last 100 years were also acknowledged the function. They were felicitatedfor their contribution in taking their division to the high standard of work

that has achieved in last 100 years. This was followed by the inauguration

of the Archive Gallery at the colliery office building in Bhelatand.

This creative gallery comprises of and priced photograph of jharia

displayed on panels which trace the 100 year old journey of development

and progress of the place.


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Jharia Division, the underground mines of TATA Steel comprises of five

collieries spread over 5500 acres and two coal beneficiation plant. The

Bhelatand colliery that is celebrating its centenary was acquired in 1910

by TATA Steel and thereafter in 1918; it acquired in Malkera in Sijua as

well as Jamadoba, Dhanbad and 6&7 pit collieries of the jamadoba group.

The division produces steel grade prime cooking coal and purifies it by

beneficiation process, at its two washeries. It has a row coal production of

1.586 million tone. Jharia Divisions sustainable mining continues to be

the single most reason for the consistent growth and prosperity of TATASteel as it has contributed relentlessly to the expansion and growth of the

project initiated by the company. In the years gone by the jharia, division

has pioneered several technological innovations which has revolutionized

underground coal mining in India. Coal mining and beneficiation in

Jharia are a bench mark in mining in India. Environmentally efficient and

cost effectiveness in the operation and cost effectiveness in the operation

at jharia division are some of the key highlights of the mining producers

there. It has become the first underground coal mines in the country to get

OHSAS 18001:1999 certificate of approval from Indian Register Quality

System. The division is also the first underground coal mines to get EMS

14001:2004. Jharia division has given this certificate of approval for its

continued improvement to confirm to the Occupational Health and Safety

Management System specification and environment management system

standard. It has also received the National Safety Award several times

from the centenary celebrations at jharia is a historical occasion for

TATA Steel as it firmly honorable President of India for creating

benchmark in safety.


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Exemplifies that TATA Steel has and always will work relentlessly to

improve the quality and standard of the communities and the locations

that it operates in. it marks the beginning of a new journey where the

company will contribute selflessly to nation building.

Commitment to employee welfare to ensure quality of life, focus on

safety and occupational health, effort for training and skill enhancement

and sustaining mind through empowerment and education this is the story

of Jharia division of TATA Steel that celebrated its 100 th year of

sustainable mining (1910-2009) on April 4

th

2009 at jharia.

The function began with a tribute to Mr. Jamsetji Nusserwaji TATA

founder of TATA Steel and the legend who dared to dream ahead of his

time and set up a Steel plant in India. Jharia was discovered by Mr.

Charles Page Perin an eminent consulting engineer who came to India on

the request of J N TATA who declared that the best quality cooking coal

in India could be obtained from Jharia.

Mr. Ch Diwaker GM of Jharia division gave the welcome address at the

function wherein he acknowledged the contribution made by the former

stalwarts in the development of jharia over the last 100 years. He

elaborated on the achievement accolades and recognition won by the

division which has been possible due to the efforts of the worker and the

employee of Jharia.

While addressing the gathering Mr H M Nerukar COO of TATA Steel

lauded the contribution by the people of Jharia. He made that After

Jamshedpur works, Jharia Division is the second unit of TATA Steel to

have completed a century of existence. The hallmark of his colliery has

been its sustained growth, efficiency and production capabilities. We are


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putting our best efforts to get more coal block in this area: he said. He

added, I would like to congratulate each one of you on having won the

Deming Application award and I would like to talk about the satisfaction

expressed by the examiners on reviewing the way in which our company

maintains its mines. After having received this award, our next step is to

win the coveted Japan Quality Medal and for that we look forward to

your support and assistance to make every operation of TATA Steel, a

zero accident area.

Mr. A M Misra VP (Raw Material and Coke Sinter and Iron) of TATASteel in his speech said that these mines have been performing brilliantly

and producing efficiently for the last 100 years.

Mr. Santosh Mahato regional secretary of Rashtriya colliery Mazdoor

Sangh spoke about the key role played by the Mines senior executive

whose skilful direction coupled with dedication of the employee and

worker has made Jharia an example of sustainable mining.

A brochure that captures 100 years of sustainable mining at Jharia was

also launched on this occasion. This brochure is not only a pictographic

representation of the high quality standard of operation being followed at

Jharia but it also captures the glorious history of the coal field from 1910

when it becomes a part of TATA Steel. In addition to this ex dignitaries

and former GMs who have been associated with the Jharia Division for

the last 100 years were also acknowledged at the function. They were

felicitated for their contribution in taking the division to the high standard

of work that it has achieved in the last 100 years. This was followed of

work that it has achieved in the last 100 years. This was followed by the

inauguration of the Archived Gallery at the colliery office building in.


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The TATA Group was founded by Jamsetji Nusserwaji TATA in the mid

19th century, a period when India had just set out on the road to gaining

independence from British rule.

The TATA Iron and Steel company (now TATA Steel) is established on

1907 to set up India first iron and steel in Jamshedpur. The plant started

production in 1912.

Jharia division comprises of 5 collieries spread over 5507 acres of

leasehold areas in two location 20 km apart viz Sijua and Jamadoba

having.

All five collieries were certified by the regional labour commissioner

(central), Dhanbad and after confirmed by the Appellate authority (chief

labour commissioner) by his order dated the 24th August 1953.

THE RATAN REVOULATION

Ratan TATA a Man Who Believes In 18 TILL I DIE

OBJECTIVES: -RETURN MUST BE GRETER THAN COST

OF CAPITAL.

Economies of scale should be derived.

Each company must be the industry leader occupying one of the

top three positions.

The business identified must have potential for high growth and

should be globally competitive.


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MODERNAISATION:-

More than 10,000 crores were spent to build new plans in old

campus.

Upgrading of the plant. Business process re-engineered.

RESULT:-

Strong group identity.

Greater interaction among companies.

Shift in business focus.

Change in employee profile.

Increase in the share of branded product.

Fivefold increase in income per employee.

CURRENT AND FUTURE PLANS:---

Tata Steel is rapidly expanding its production capacity and plans to

produce 100 MTP (million tonnes of steel per annum) by 2015.It acquired

Singapores NatSteel in August 2004 , which added 2 million tones to

its installed capacity. Tata augmented its steel making capacity in

Jamshedpur by 1 MTPA in September 2005. In February 2005, Tata Steel


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acquired the steel- making operation of Singapores Nat Steel Ltd

winning access to its operation in seven countries including two Steel

processing plant in China and are capacity addition of 2.0 MTPA in the

same year it acquired Thailands Millennium Steel PCL that also had a

capacity of 1.7 in Vietnam through its subsidiary Nat Steel Asia, thereby

inching forward to take 4th spot in world Steel companies ranking .

Tata Steels greenfield projects included proposals to setup a 6 MTPA

plant in Kalinganagar, Orissa, a 12 MTPA plant in Tontopossi ,

Jharkhand, a 5 MTPA plant in Chattisgarh in addition to plants inBangladesh and Iran. Of all these projects, only work at kalinganagar is

presently underway despite some controversy releting to agitation by

tribals in area. On the 2nd of January 2006, 13 tribal protesters were

killed. Initially the company made no comment on this incident and it

was only after a public outery that a spokesman came forward to deny

any responsibility in the matter.

The project in Bangladesh is presently mired in disputes related to the

pricing on Natural gas. Officially, however , Tata Steel remains

committed to all these projects. Another 2.4 MTPA augmentation of

capacity has been takenup in the existing Jamshedpur works (to be

completed by 2008)

Tata Steel is also scounting for coal blocks in Australia, and iron ore

mines in South Africa to meet its increasing requirements. It has already

acquired coal equity in Australia.


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ORGANISATION CHART OF JHARIA DIVISION


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ORGANISATIONAL CHART OF JHARIA DIVISION

G.M.

CHIEF, JMB GR. CHIEF, SJA GR. CHIEF, HR/IR CHIEF, ENG. SER. CHIEF, PLNG.

HEAD

DIG. COLLY.

HEAD

6 & 7 PITS

HEAD

JMB. COLLY.

HEAD

JCPP

HEAD

BHLTD. A.COLLY

HEAD

SJA. COLLY.

HEAD

BCPP

HEAD

TRAINING

HEAD, HR/IR

JMB. GR.

HEAD,HR/IR

SJA.GR.

HEAD

POWER PLANT

HEAD

W/SHOP SERV.

HEAD

ENG.SERV. JMB

HEAD

ENG.SERV. SJA

HEAD

HR

HEAD

PROJECTS

HEAD

GEO.SERV.

MGR.

ENV.

MGR.

SAFETY

HEAD, ADM.

HEAD,ITS

HEAD, A/C

HEAD,P&S

TATA STEELCorporate Profile:---


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Tata steel was established in 1907 by Mr.Jamsetji Tata.It is Asias first

and Indias largest private sector steel company ,it is among the lowest

cost producers of steel in the world and one of the few select steel

companies in the world that is EVA+(Economic Value Added).

Its captive raw material resources and the state-of the art 5

MTPA(million tonnes per annum)plant at Jamshedpur, in Jharkhand

State, India give it a competitive edge. Determined to be a major global

steel player , Tata steel has recently included in its fold NatSteel, Asia (2

MTPA)and Millenium Steel (1.7MTPA)creating a manufacturingnetwork in eight markets in South East Asia and Pacific rim countries.

The company plans to enhance its capacity, manifold through organic

growth and investments. The companys wire manufacturing unit in Sri

Lanka is known as Lanka Special Steel, while the joint venture in

Thailand for limestone mining is known as Sila Eastern.

Tata steels products are targeted at the quality conscious auto sector and

the company plans to emerge as a major global player in the wire

business.

While the company is focused in the pursuit of its operational goals, it is

also commited to being a good corporate citizen. Tata steel extends

support to the economically underprivileged not by charity but by

strengthening and empowering them with expertise and knowledge. It

community outreach programmes covers the Tata Steel managed city of

Jamshedpur and over 600 villages in and around its manufacturing and

raw materials operations.


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PRODUCTS:--

Tata steels products include

Tata Steelium (the worlds first branded cold Rolled steel)

Tata Shaktee (Galvanized Corrugated sheets)

Tata Tiscon (re-bars )

Tata Bearings

Tata Agrico (hand tools and implements)

Tata Wiron ( galvanized wire products )

Tata pipes (pipes for construction)and

Tata Structura (contemporary construction material)

Strategic Business Unit:-

From the main steel division, Tata steels operations are grouped under

the following strategic business units.

Bearings Divisions: Manufactures ball bearings, double row self-aligning

bearings, clutch release bearings and tapped roller bearing for twowheelers, fans, water pumps, etc.

Ferro Alloys and Minerals Division: Operates chrome mines and has unit

for making ferro chrome and ferro

manganese. Its one of the largest players in the global ferro chrome

market.


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Rings and Agrico Division: The ring plant manufactures forged and

rolled rings for bearings and automotive components.

Tata Agrico :- Tata Growth Shop (TGS): Has designed, developed,

manufactured, erected and commissioned thousands of tonne of

equipments ranging from overhead cranes to high precision components,

including a rocket launch pad for the Indian Space and Research

Organisation .

Focused Area:-

Change (Transition from manual to automated office work-systems.)

Cost (Reduction in administrative costs.)

Customer (Faster response to customer needs.

Strategy and Strategic goals:-

Strategy:-

Manage knowledge

Outsource strategically

Encourage Innovation and Allow the freedom to fail

Unleash peoples potential and create leaders who will build the future

Invest in attractive new businesses

Ensure safety and Environmental sustainability

Divest, Merge, Acquire.


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Strategic goal:-

Reach the status of most cost competitive steel producer

Move from commodities to Brands

Value creating partnerships with customers and suppliers

EVA Positive core Business

Values:-

Trusteeship

Integrity

Respect for Individual

Credibility

Excellence Mission statement of Tata Steel:-

The company recognizes that while honesty and integrity are essential

ingredients of a strong and stable enterprise, profitability provides the

main spark for economic activity.

Over all the company seeks to scale heights of excellence in all that it

does in an atmosphere free from fear and one which encourages

innovativeness and creativity.

Consistent with mission and values of the founder Mr. J. N. Tata, Tata

steel strives to strengthen Indias Industrial base through the effective

utilization of men and materials. The means envisaged to achieve this are


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high technology and productivity, consistent with modern management

practices.

Vision statement of TATA IRON AND STEEL:-

To seize the opportunities of tomorrow and create a future that will make

them an EVA Positive company.

To continue to improve the quality of life of their employees and the

communities they serve.

Organizational profile of Jharia Division:-

Jharia division is a captive unit of Tata Steel. The division is more than

90 years old and comprises of two groups of collieries viz. Sijua group

(consisting of Bhelatand Amalgamated colliery, Sijua colliery and

Bhelatand Washery) and Jamadoba Group (Consisting of Jamadoba, 6&7

Pits, Digwadih collieries and Jamadoba Washery, 10 MW Power Plant

and a Central Workshop).

Aspiration Statement of Jharia Division:-

To sieze the opportunities of coal sector to become a growing businessenterprise and the preferred total coal solution provider with delighted

stake holders.The divisions main product is Metallurgical Coking Coal.

The by-product of the Coal Washing processes are:

(a) Middling having 35% ash, suited for the thermal power plants

(b) Tailings - fine coal rejects of size0.5mm & having 27-34%ash


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(c) Rejects - with ash of 45% - 60% - mainly used in our captive 10 MW

fluidized bed boiler power plant. Being a captive unit, the division does

supplies around 45 % of the clean coal produced (ash 17% max.) to

Jamshedpur steel plant and rest to external customers like IISCO & SAIL.

The by- products are sold through Secondary Products Department of the

Steel Company.

The clean coal produced is delivered at the customers doorstep through

railways from two railway sidings located at respective washeries. The

division itself does the indenting of rakes, covering of rakes as & whenrequired by the customer and tracking of delivery. The division monitors

the quality of coal as dispatched. In case of the internal customer i.e.

Jamshedpur Works, quality monitoring is done by Geological Services

dept. whereas an independent agency -M/S SGS is appointed for the

external customer.

The by-products are partly used for generating power in captive unit and

the balance is sold to private parties from our premises. The sale of by-

products is managed centrally by Secondary Product division located at

Sijua division.


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Environmental Regulatory Requirements & Compliance:-

Underground coal mining is difficult & arduous operation and it requires

stringent safety norms. The division complies with the safety norms laid

by the Director General of Mines Safety (DGMS).To ensure compliance

& adherence to the safety norms, the division has an Internal Safety

Organization (ISO), which directly reports to the divisional head. The

division has an Occupational Health Specialist to monitor & prevent

occupation health hazards. The division adheres to financial discipline as

prescribed under various acts, such as Income tax, Sales tax etc. The

internal Audit department of Jamshedpur supervises the compliances. The

division also keep regular track of testing of equipments for Weights &

Measurement and Pollution Control.

Competitive Position:-

Jharia division of Tata Steel operates five U/G coalmines with combined

annualised raw coal production of 1.36 mt. The requirement of prime

coking coal at Steel Works, Jamshedpur reduced considerably with

introduction of Stamp charge batteries. The division proactively acted andestablished a market for the PSU Steel Plants of SAIL / IISCO. The cost

competitiveness, product quality consistency & timeliness provided an

edge to the division in respect to BCCL and as a result it now sells 55%

of its total clean coal production to PSUs against 3% in 99-2K.

The division has continuously increased its productivity and consistently

reduced the cost to remain competitive whereas globally & locally, the


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underground mining are becoming economically unviable for many of the

established players in this field.

There is no immediate plan of these PSUs for conversion to Stamp charge

.There exists a gap between requirement & availability of coking coal in

the country which is getting widened with Rs.-$ parity and thus providing

opportunity to the division to increase its market share. Moreover the

division is always alive to its competitive strength through various costs.

Effective & efficient improvement initiatives along with maintaining the

its competitive advantage of product quality & timeliness in its delivery.

Key Features of Jharia Division:-

Challenges before Jharia Division

Strategies adopted

Producer of prime coking coal of which India has a limited reserve.

Turnover : 300 Crores.

The division produces 1.4 million tonnes of raw coal and 1.3 million

tonnes of clean coal at 16.83% ash

Underground mining with depth more than 600 meters & Gradient 1:4 at

places.

Arduous underground working in 30-32 O C temp. & 70-90 % RH.

Manpower Intensive operations.

The division is moving rapidly from conventional shovel-basket mining

to semi-mechanized mining.


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The division has eco-friendly 10MW fluidized bed power plant and two

coal washeries.

First Underground coal mines to get ISO 14001 Certification

Working for OHSAS 18001 Certification

Jharia coal technically & economically not suitable for Jamshedpur

Increasing wage cost

Difficult working conditions

Exaustion of upper seams

Stagnating productivity

Increasing stowing requirement

Property not suitable for high degree of mechanization

Implementation of downsizing or rightsizing plan:-

Rightsizing through re-engineering , innovations & multiskilling

Improve working environment

Pocket mehanisation as per our needs & suitable to our conditions like,

SDLs

Road headers

Roofbolting

Transport network

Bring about attitudinal change in the people through programmes like

Change Management & other HR initiatives


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Improve skill level of people through specialised training.Value addition

to employees through Multiskilling

Our Product & Services:-

Jharia division is a captive unit of Tata Steel. The division is more than

90 years old and comprises of two groups of collieries viz. Sijua group

(consisting of Bhelatand Amalgamated colliery, Sijua colliery and

Bhelatand Washery) and Jamadoba Group (Consisting of Jamadoba, 6&7

Pits, Digwadih collieries and Jamadoba Washery, 10 MW Power Plant

and a Central Workshop).

The divisions main product is Metallurgical Coking Coal.

The by-product of the Coal Washing process are

(a) Middling having 35% ash, suited for the thermal power plants

(b) Tailings - fine coal rejects of size0.5mm & having 27-34%ash

(c) Rejects - with ash of 45% - 60% - mainly used in our captive 10 MW

fluidized bed boiler power plant.

Being a captive unit, the division does supplies around 45 % of the clean

coal [I1]produced (ash 17% max.) to Jamshedpur steel plant and rest to

external customers like IISCO & SAIL. The by- products are sold

through Secondary Products Division of the Steel Company.

The clean coal produced is delivered at the customers doorstep through

railways from two railway sidings located at respective washeries. The

division itself does the indenting of rakes, covering of rakes as & when

required by the customer and tracking of delivery. The division monitors

the quality of coal as dispatched. In case of the internal customer i.e.
http://135.20.30.103/jdivision/profile.asp#_msocom_1#_msocom_1http://135.20.30.103/jdivision/profile.asp#_msocom_1#_msocom_1


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Jamshedpur Works, quality monitoring is done by Geological Services

dept. whereas an independent agency -M/S SGS is appointed for the

external customer.

The by-products are partly used for generating power in captive unit and

the balance is sold to private parties from our premises. The sale of

byproducts is managed centrally by Secondary Product division located at

Jamshedpur & operating in the division through its local office.

AWARDS AND ACHIEVEMENTS---

AWARDS:---

World, steel dynamic has ranked TATA STEEL as the worlds best steel

maker (for two consecutive years) in its annual listening in feb 2006.

TATA steel has been conferred the prime minister of india trophy for the

best integrated steel plant five times.

It has been awarded Asias most admired knowledged enterprise award in

2003 and 2004.

ACHIEVEMENTS:---

Founder member of global compact, United nation.

Conferred the prestigious global business coalition award for business

excellence in the community in recognition of its pioneering work in the

field of HIV/AIDS awareness.

The companys steel work is the first in the world to be conferred the SA


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8000 certification for work conditions and improvement in the work

place.

Its Ferro alloys and mineral division is also SA 8000 certified.

The steel works, mines and collieries are civic services in Jamshedpur are

ISO 14001 certified for environment management.


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CHAPTER-4

DATA ANALYSIS AND INTERPRETATION


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JHARIA DIVISION

TRAINING SYSTEM , JHARIA DIVISION

JHARIA DIVISION

IDENTIFICATION OF

JOBS WHICH ARE

CRITICAL TO OUR

OPERATIONS ( MINING)

IDENTIFICATION OF

POSITIONS/DESIGNATION

IDENTIFICATION OF SKILL

SET REQUIRED ( POSITION

WISE)

MATCHING OF REQUIRED

SKILL SET VIZ A VIZ

INDIVIDUAL SKILL

SKILL GAP

IDENTIFICATIOON

SEGRGATION OF

GROUP OF

EMPLOYEES

HAVING SAME

SKILL GAP

TRAINING

PLAN

DEVELOPMENT

OF MODULES

IDENTIFICATION OF

EMPLOYEES

FOR TRAINING

NOMINATIO

N

TRAINING

AT PTI

PRE-TESTPRE-TESTPOST-TEST

RETURN FILLED UPFEE3DBACK FORMS BY

THE DEPT. TO PTI

AFTER 15 DAYS

DEPT FEEDBACK FORMS

SENT TO THE

RESPECTIVE DEPT.AFTER COMPLETION OF

TRAINING

RE-TRAINING

REQUIRED

YES

NO

END


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JHARIA DIVISION

METHODOLOGY OF IMPARTING TRAINING

Class room trg. / Theoretical inputs through

lectures with the help of OHPs / LCD/ Video

cassettes / CDs /PCs

Hands on training/ Practical training in the training

Shop

Hands on practice on PCs

On the job training with the help Mentors


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JHARIA DIVISION

1.STATUTORY REQUIREMENTS AS PER MVT RULES,1966

1. Basic trainingto all the persons who are going to be employed

in a mine.

2. Refresher trainingto all persons employed in a mine at least

once in five years.Hence 20% of people have to be given

Refresher training every year ( almost 1300 Hds /Year).3. Initial trainingwhenever change of job takes place.

4. First Aid Refresher Trainingto all the persons having First

Aid Certificate at least once in 2 Years. Hence 50 % of such

persons have to be covered every year. (170 Hds /Yr)

Types of Training


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JHARIA DIVISION

5.Gas Testing Refreshertraining to all the persons having

Gas Testing Certificate at least once in a year i.e all100% of such persons are to be covered every year(407

Hds/Yr.)

6. Special Refresher Training to be imparted to some

special categories like, support gang, Persons handling

Explosives etc.

7.Reorientation training to persons injured.


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JHARIA DIVISION

2. Skill Development Training Programmes

Mining Courses

i) Roof Strata & Support System

ii) Track laying practices

iii) Knowledge on ventilation

iv) Underground stowing practices

v) Roof bolting practices

vi) Training for persons handling explosives


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JHARIA DIVISION

Mining Courses (Contd)

vii) Training for short-firers

viii) Training for Banksman / onsetter

ix) Training for drilling crew

x) Training for M.S. crews

xi) Training for SDL crews


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JHARIA DIVISION

II. Thrust Area Training Plan

a) Training for SDL crew

b) Training for MSF crews

c) Training for Roof Boltersd) Training for Electro-mech.

e) Training for SDL Operators

f) Training for SDL Maintenance

g) Training for maintenance of

compressor and roof bolting m/c.

h) Training for Installation and maint.

of conveyors

i) Maint. Of screen bowl centrifuge

j) Handling of process consumablesk) Lubrication


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JHARIA DIVISION

Steps


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Definition of Quadrants

No of quadrants tobe filled

Symbol Definition

0 Is not trained on the subject

1 Has been given basic training on the subject.

2Has the working knowledge of the subject and can work

under supervision.

3Has adequate knowledge of the subject and can work

independently on the job.

4 Is an expert of the subject and can give training to others.


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4 Q SKILL ASSESMENTPhase : -19(nine) Critical categories were indentified for assesment

under 4 Q Skill Mapping:1.Overman/SrOverman2.Mining Sirdar3.Electrical Supervisor/Foreman/Asst. Foreman4.Mechanical Supervisor /Foreman/Asst. Foreman

5.Electromech6.SDL Crew7.MS face Crew8.Roof Bolter9.SDL Operator


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1.Stone Cutter.2.Heavy tyndal.

3.Compressor Operator.4.Sampling Mazdoor.5.Belt Chain operator

6.Trammer7.Winding Engine Operator8.Pump operator


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JHARIA DIVISION

Spider chart shows individual employees skill level at a time,

4 Quadrant skill mapping shows the skill level of a group of

employees of same designation.

The complexity regarding depiction of a spider chart is reduced in

4 Quadrant skill mapping.

Evaluating and analyzing the progress of skill index of a group of

employees of same designation becomes easier.

We can analyse the status of skill level of each designation.

Since it is a software based module updating becomes simpler.


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JHARIA DIVISION

2

Overall Training Index 0.479

0.0% 12.2% 13.1% 12.3% 16.9% 11.6% 13.0% 11.4% 15.1%

P.NO.

MinePlan

StrataControl

MineVentilation

Coal

Preparation

FaceMechinery

MethodofWork

Stowing

QMS

EHS

1 ABBAS 208727 JMB 1 2 2 2 1 1 1 3 3

2 ACHAL KUMAR 211572 JMB 2 2 2 3 2 2 1 3 3

3 ADWAITA KR.LAYAK 216120 JMB 3 1 1 2 1 1 1 3 3

4 ANAND KUMAR MOURYA 221687 JMB 3 3 3 3 2 3 2 3 3

5 ASHOK KUMAR SINGH 216126 JMB 3 2 3 2 1 2 2 3 3

6 BALA SHANKAR RAJBHAR 219323 JMB 3 3 2 3 2 3 2 3 3

7 BALRAM CHATTERJEE 209401 JMB 1 1 2 2 1 1 1 3 3

8 BHAGAWAN SINGH 211475 JMB 2 3 2 2 2 2 2 3 3

FOUR QUADRANT TRAINING MONITORING METHOD

Quadrant Buttons

Module Wise Index

Sl.No

NAMES

DEPARTMENT

Training Modules / Topics

Skill Mapping for Mining Sirdars


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The graph showing the no of male and female worker in the

organization.

Inferences:-

From the survey it is clear that majority of male worker in the

organization are more

Gender Male Female

No of employees 25 5

0

5

10

15

20

25

30

Male Female

No of employees

Male

Female


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The graph showing the age group of respondentsAge group of

respondent

25-30 30-35 35-40 40-45

No of respondents 3 5 15 7

Inferences:-

It is clear from the above table that majority 80% of the respondent

belong to the age group 30-35.

0

2

4

6

8

10

12

14

16

25-30 30-35 35-40 40-45


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The graph showing the duration of time time period the

employee is working in the company.

Duration of working

time

0-2 2-8 8-10 Above 10

years

No of employees 3 4 7 10

Inference:-

Most of the employees in the organization are vary

experienced and serving for more than 10 years.

0

2

4

6

8

10

12

0-2 2----8 8---10 Above 10 Year


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The graph showing the no of people who undergone for training

programe in initial stage when they joined the organization.

Answer of the respondent Yes No

No of respondent 10 20

Inference:-

The graph showing that no of respondent in the organization are

not trained when they joined the organization.

0

5

10

15

20

25

Yes No


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The graph showing the duration of training programe conducted

on the organization.

Duration of

training programe

0-3 Month 3-6 Month


Inference:-

The graph shows that 50% of the employees have done the training of

3 month and the 50% the employees have done training of more than 3

month but less than 6 month.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0---3 3---6


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The graph showing the expectation of respondent from training

programme.

Inference:-

The graph showing the views of different respondents in their job .

0

2

4

6

8

10

12

Knowledge Experience Self Deve Prof Deve

Expectation of

employee

Knowledge Experience Self

Development

Professional

Develpoment

No of employee 08 10 02 10


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The graph showing the facilities and equipments were preferable

for training by the respondent.

Answer of the

respondent

Yes No

No of the respondent 25 5

Inference:-

According to the survey we have come to a conclusion that

95% of the employees were satisfied with the training equipment and 5%

of the respondents are not satisfied with the training facilities.

0

5

10

15

20

25

30

Yes No


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The graph showing that training programme are matched with

the employees need or not.

Inference:-

From the graph we are getting the clear picture that maximum no of the

respondent are satisfied with the training equipment provided by the

company.

0

5

10

15

20

25

Yes No




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The graph showing method of training is effective among the

respondent or not



Inference:-

The data revels that 40% of the employees are satisfied with the

training programme and 45% of the employees are not satisfied

with satisfied with the training prsogramme.

0

2

4

6

8

10

12

14

16

18

20

yes No


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The graph showing the duration of training programme

Inference:-

From the following graph we came into conclusion that 90% of

the respondent are not satisfied with the duration of training

programme and 10% of the respondent are satisfied.



0

5

10

15

20

25

Yes No


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The pie chart showing the knowledge and skills gained by the

respondent through training programe is directly applicable to

the job or not.

Inferences:-The pie chart shows that 43% of the respondent are not

satisfied through this training programme .

And 57% of the respondent are not satisfied through this programme

Yes57%

No43%

Knowledge and skills gained

Knowledge and skills

of respondent

Yes NO

No of respondents 17 13


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The pie chart shows the qualification of the respondents

Qualification

of therespondents

Post

Graduate

Graduate Inter Matriculation

No ofrespondent

3 2 6 19

Inference:-

From the following pie chart we came into conclusion that no

of respondent who are post graduate is 10%, graduate is 7%,

inter is 20% and 63% of respondents are matriculate .

No of respondent

Post grad

Graduate

Inter

Matric


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CHAPTER--5

SUMMARY OF FINDINGS


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SUMMARY OF FINDINGS:---

From the survey it is clear that most of the employees in the

organization are male.

It is observed that majority of the respondent belong to the age

group more than 25 years is 80%.

52% of the respondent is earning an annual income more than Rs

100,000 and 40% of respondent are earning an annual income

between 300,000 to 400,000.

66% of respondents stated that service towards the organization

more than 5 years.

70% of the respondent stated that they have undergone training in

the initial stage when they joined the company.

66% of respondent stated that they have under gone On the job

Training.

60% of the respondent stated that they recently undergone trainingprograme is On the job Training.

56% of the respondent stated that training programe helps to

increase their skills and helps to do better in their job.

96% of respondent stated that the training programe attended are

relevant at present.

94% of the respondent stated that they have undergone training less

than 5 times during the tenure in the organization,

60 % of the respondent stated that they undergone training

programe for duration of 1-3 months.

30% of the respondent stated that, the training programe is self

development.


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100% of respondent stated that the training programe helps to

improve build.

40% 0f respondent stated there is need to have the training going

for every 5 years.

96% of the respondent stated that the company evaluates the

effectiveness of training programe by interacting with department

heads, interacting with individual and comparing the past

performance.

70% of the respondent consider the training programe conducted

by TATA IRON AND STEEL is very good while 30% of

respondent are of the opinion that is good.


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CHAPTER---6

RECOMMENDATIONS


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RECOMMENDATION:---

Increase the duration of training programe to the extent of 45 days.

This leads to an improvement in their job and also improvement in

their skills and knowledge.

There should be further improvement in the training center of the

organization.

Feedback system should be introduced regarding the training

programe; It will make the job more effective.

Go for employees survey and suggestion box scheme to receive

some ideas from employees which will be useful in developing

efficient training programe


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ANNEXURES


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Dear sir or madam

I am a management student conducting a study to asses the

impact of skill development programe conducted in TATA IRON AND

STEEL LTD.

I would be grateful if you kindly spare sometime to answer

the questions below. The views conveyed by you will be used for the

academic purpose only.

Thank you

Yours sincerely

Imran Khan

1.Name:------------------------------

1. Gender (a) Male (b) Female

2. Age:

(a) 2 5-30 years (b) 26-30 years


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31-35 years (d) 36-40 years &above

3. Name of department:----------------------------

4. Designation---------------------------------------

5 Qualification-------------------------------

6. Since how long you have been working for this company?

(a) 0- 2 years (b) 2-8 years

(c) 8-10 years (d) Above 10 years

7. Did you undergo for any training programe in the initial stage when

you joined the organization?

(a) Yes (a) No

8. What was the duration of training programme conducted?

(a) 0-6Month s (b) 6-12 Months


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9. What are your expectations from a training programme?

(a) Knowledge (b) Experience

Self Development (d) Professional Development

10. The facilities and equipment were favorable for learning?

(a) Yes (b) No

11. Did the training programme match the employees needs?

(a) Yes (b) No

12. Did you find the method of training used to be effective?

(a) Yes (b) No

13. Was the duration of training programme appropriate?


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(a) Yes (b) No.

14. he knowledge and skills gained through this programe are directly

applicable to your job.

(a) Yes (b) No

15. What are your suggestion to improve training programme so that it

can have greater impact on performance?


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BIBLIOGRAPHY


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BIBLIOGRAPHY

SL.

NO

SOURCE AUTHOR

1. HUMAN RESOURCE AND

PERSONNEL MANAGEMET

K. ASWATHAPPA

2. PERSONNEL MANAGEMENT C.B.MAMORIA

And S.V. GANKAR

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