Escolar Documentos
Profissional Documentos
Cultura Documentos
For manning the refining and marketing divisions, the Corporation has a large and
skilled work force of more than 11,400 employees, working all over India at its various
refining and marketing locations with a fair degree of decentralized administration.
The marketing segment is controlled through four geographical zones, North, South, East
and West. The Chairman & Managing Director and the full time four Functional
Directors (Refineries, Marketing, Human Resources and Finance) are at the apex of
the Corporation.
The sweeping changes in the Indian Economy and the consequent fiscal
restructuring in the recent years have led to an increase in competition amidst other
challenges in the Petroleum Sector. HPCL has taken up to the challenges and is ready to
face the emerging competition in different areas of its operations. The projects
envisaged in the coming years encompass - modernization and expansion of the
existing refining capacity, strengthening its marketing infrastructure by setting new
terminals, depots, bottling plants with allied distribution facilities and emphasis on value
addition and improvement in the quality of its products. The Corporation also has made a
beginning in the area of Oil Exploration & Production
"Prize Petroleum Company limited", in Joint Ventures and also has plans to make
forays in the field of Power Generation.
Simultaneously, HPCL embarked on a Business Process Re- engineering (BPR)
exercise in early 1997. In keeping with the corporate strategy, the measures adopted as a
result of BPR study focus on increased customer orientation, productivity
improvement, technological up gradation, cost control and excellence in quality. This
coupled with the bringing in of the latest in Information Technology will enable the
Corporation to translate its vision into reality. The vision being to make HPCL a leading
world class company in the field of Hydrocarbon and energy related sectors with a global
presence.
NEED forTHESTUDY
This particular study has been named as "EFFECTIVENESS OF
TRAINING PROGRAMS IN HPCL-VR". The present study has been made to analyze
the extent to know the employees attitude about the training programs conducted in
HPCL-VR.
It is of common knowledge that manufacturing industries of this scale
operate at condition of high labor and productivity. Such industries, which in that case
HPCL-VR has almost full utilization and cater to every sensitive and fluctuating
environment. In such conditions no firm that wishes to survive and prosper can
ignore the need for "EFFECTIVENESS OF TRAINING".
To obtain a detailed idea about the administration and evaluation training programs.
DATA
COLLECTION
PRIMARY DATA
SECONDARY DATA
1) Oral interview
with various
officials and per
employees of the
organization.
2) About 100
employees were
interviewed
through a
questionnaire
1) Information from
various
publications and
Journals.
2) Personal reports of
Visakh refinery.
3) From Internet
Source of data:
Primary Data:
Secondary Data:
This obtained
through
internet,
records,
Crude Oil:
Crude oil is a naturally occurring liquid found in formations in the Earth
consisting of a complex mixture of hydrocarbons of various lengths like hydrogen,
carbon and non-metallic elements such as Sulphur, Oxygen, Nitrogen and other
gases. Any shorter hydrocarbons are considered Natural Gas, while longer hydrocarbon
chains are more solid, and the chains are coal. It is usually black or dark brown (although
it may be yellowish or even greenish) but varies greatly in appearance, depending on its
composition.
Consumption is currently around 84 million barrels per day, or 31 billion barrels per
year. At current consumption levels, current known reserves would be gone in about
32 years, around 2039. However, this ignores any new discoveries, changes in
demand, better technology, population ingrowth, industrialization of third world
countries and other factors. While oil is expected to remain a major source of energy
in coming years, alternative energy development such as solar power, wind power,
butanol, ethanol, photovoltaic, nuclear power, hydrogen, or oil from oil shale, and oil
sands may increase in significance. Coal may also increase in use because of its
existence in vast quantities in rapidly developing countries, such as China and India.
consuming areas, other facilities extract sulphur and natural gas liquids, store oil and
gas products and transport by truck, rail or tanker.
The downstream sector consists of refineries gas distribution utilities oil product
wholesalers, service stations and petrochemical companies. The exploration of the oil
and natural gases are being done in countries like India, USA, Canada, UAE, Saudi
and Russia, parts of Europe, Africa, Australia, and South America.
High technology is being used in exploring the reserves, which include:
Petroleum, in some form or other, is not a substance new in the world's history.
More than 400 years ago, according to Herodotus and confirmed by DiodorusSiculus,
asphalt was employed in the construction of the walls and towers of Babylon; there
were oil pits near Ardericca (near Babylon), and a pitch spring on zacynthus. 10 great
quantities of it were found on the banks of the River Issus, one of the tributaries of the
Euphrates.
The first oil wells were drilled in China in the 4th century or earlier. They had
depths of up to 243 meters and were drilled using bits attached to bamboo poles. The
oil was burned to evaporate brine and produce salt. Petroleum was known as 'Burning
Water' in Japan in the 7th century.
In the 8th century, the streets of the newly constructed Baghdad were paved with
tar, derived from easily accessible petroleum from natural fields in the region. In the
9th century, oil fields were exploited in the area around modern Baku, and Azerbaijan
to produce naphtha. The Geographer Masudi described these fields in the 10 th century
and by macro polo in 13th century, who described the output of those wells as hundreds
of shiploads. The earliest mention of American petroleum occurs in Sir Walter
Raleigh's account of the TrinidadPitchLake in 1595.
The modern history of petroleum began in 1846 with the discovery of the
process of refining kerosene from coal by Atlantic Canada's Abraham Pineo Gesner.
Russian Engineer F.N.Semyonov drilled the first modern oil well in 1848, on the
ApsheronPeninsulanortheast of Baku.
Meerzoeff built the first Russian refinery in the mature oil's fields at Baku in Baku
in 1861.
First, a source rock rich inorganic material buried deep enough for subterranean
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underwater oil and gas fields, drilling of exploratory wells, which brings crude
oil and raw natural gas to the surface.
Midstream Sector: This sector process stores, markets and transports
commodity such as crude oil and natural gas liquids such as ethane, propane
and butane.
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Asphalt
Diesel fuel
Fuel oils
Gasoline
Kerosene
Liquid petroleum gas
Lubricating oil
Paraffin wax
12
Industry Structure:
The Ministry of Petroleum & Natural Gas (MOP&NG) is entrusted with the
responsibility of exploration and production of oil and natural gas, their refining,
distribution and marketing, import, export and conservation of petroleum products
and liquefied natural gas. Director General of Hydrocarbon (DHG), Oil Industry
Development Board and Petroleum Planning and Analysis Cell support the Ministry.
The following are the activities of MOP&NG in Oil Industry Sector:
A lion's share of 84% of Exploration and Production of Crude Oil and Natural Gas
is from two major viz., Oil and Natural Gas Corporation (ONGC) and Oil India
Limited (OIL) while the Refining Sector is dominated by PUS's like Indian Oil
Corporation Limited (IOCL), Hindustan Petroleum Corporation Limited (HPCL)
Bharat Petroleum Corporation Limited (BPCL) Chennai Petroleum Corporation
Limited (CPCL) Kochi Refineries Limited (KRL) in refining and marketing various
Petroleum Fuels. Marketing of Petroleum Products has undergone a sea change with
abolition of administered pricing mechanism since April 1 st 2002 except for Kerosene
and Liquid Petroleum Gas. In addition, the Oil Companies are given free hand to fix
their own prices to get benefit from the competitive edge.
India annually consumes about 3% of the world's total energy. The country is
the world's 6th largest energy consumer and is in fact a new energy importer. There
has been a gap between supply and availability of petroleum and petroleum products
in India.
Over the last 15 years or so, the demand for petroleum products as risen at an
average rate of about 60%. The current requirement of crude oil in the country stands
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at around 112 MMT and this is likely to increase to about 190 MMT by 2011-12.
Fuel oils presently up the majority of India's refinery output. Total refined product
output from India's refineries has risen about 60% in the past decade.
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15
History:
Hindustan Petroleum Corporation Limited (HPCL) has been formed through
amalgamation of four established companies. Gradually, it has grown today as a
second largest integrated Oil Refinery and Marketing Company in India. Merge of
ESSO, Lube India Limited, Caltex Oil Refining India Limited and Kosan Gas Company
Limited incorporated HPCL
Incorporation:
The company was first incorporated as Standard Vacuum Refining
Company of India in July 1952 and later named as ESSO India Limited from March
1962. On July 12 th, 1974 when ESSO and Lube India were nationalized, the company
was renamed as HPCL with effect from July 15 th, 1974. Subsequently, Caltex was
nationalized by Government of India and merged with HPCL in 1978. In the
following year, the undertakings of Kosan Gas Company Limited, the
concessionaries of HPCL in the domestic LPG market, were merged with HPCL.
Hence, HPCL which is as amalgamation of various undertakings has been growing
by leaps and bounds.
Growth:HPCL had started its journey in a humble way in 1974 with one Refinery in
Mumbai with a refining capacity of 3.5 million metric tones per annum (MMTPA)
and a Lube Refinery at Mumbai around 1.65 lakh metric tones per annum and a slender
sales turnover of Rs. 36.7 croresand a net profit of Rs. 5.8 crores. But, with a
dedicated and efficient team of employees and a flawless and growth-oriented
strategy of Top Management, HPCL could succeed in achieving Navaratna Status in
Industry apart from spreading its wings both within and outside the country by
meeting class standards in Refining and Marketing
accounts for more than 20% of the country's total refining capacity. It is one of the
'Navaratnas' identified by the Government of India as having potential to grow into a
global giant. Its shares are one of the 30 shares forming BSE sensex. It has 85 Regional
Offices, 37 Terminals/Tap of points, 92 Depots, 41 LPG Bottling plants and 7,313
Retail Outlets, 1,648 Kerosene Dealers, 2,202 LPG Distributors.
The corporation made a successful IPO in two stages during 1995 & 1997 and
its share holding pattern is as follows:
GOI
51.01%
Financial Institution - 21.49%
Fll's-11.05%
Banks-1.73%
MF's - 3.92%
NRI's - 0.37%
Employees - 0.35%
Public-10.08%
The HPCL Group presently consists of HPCL, its 100% subsidiary, Guru
Gobind Singh Refineries Limited and interests in seven joint ventures, Mangalore
Refineries and Petrochemicals Limited (19.95%), Prize Petroleum Corporation
Limited (50%), South Asia LPG Company Private Limited (50%), Hindustan Coals
Limited (50%), Petronet India Limited (16%), Peronet MHB Limited (26%),
Bhagyanagar Gas Limited (25%). During the year ending 31 st March, 2006 the
turnover was Rs.76,90crores registering an increase of 18% over 2004-2005 after Tax
was Rs.406 crores.
Refineries:
HPCL has two refineries. On the west coast is the Mumbai Refinery with a
capacity of 5.5 millions metric tones per annum, while the other at Visakhapatnam on
the east coast has a capacity of 7.5 millions metric tones per annum.
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Both the refineries produce a number of value added products like petrol, high
speed diesel oil, superior kerosene oil liquefied petroleum gas, naphtha, aviation
turbine fuel and others over 300 grades of Lubes, specialties and greases.
Marketing:
The marketing operations of HPCL are divided into three Strategic Business
Units, Retail comprising of Petrol, Diesel and Automotive Lube sales, Direct Sales
comprising of Lubes and Industrial & Government sales and LPG.
HPCL VISION:
"To be a World Class Company known for caring and delighting the customers
with high quality products and innovative services across domestic and international
markets with aggressive growth and delivering superior financial performance. The
company will be a model of excellence in meeting social commitment, environment,
health and safety norms and in employee welfare and relations".
HPCL MISSION:
"HPCL, along with its joint ventures, will be a full integrated company in
hydrocarbons sector of exploration and production, refining and marketing
focusing on enhancement of productivity, quality and profitability, caring for
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customers and employees, caring for environment protection and cultural heritage. It
will be also attaining scale dimensions by diversifying into other energy related
fields and by taking up transnational operations".
enhance
effectiveness
of employees through
HR VISION:
"Excellence in harnessing the full potential of the employees for becoming a
Global Energy Company".
HR MISSION:
"Your needs are our Business."
HR SPIRITS:
Satisfaction of Customers
Pride
Integrity
Role Model
Transparency
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and Chennai, Terminals, Depots and regional offices in four corners of the country
successfully runs its business in refining, marketing and distribution of petroleum
products to both industrial sector as well as domestic sector. It has a wide network of
retail dealership and LPG distributorships through which it supplies various light
distillates like petrol, diesels, and LPG along with auto lubes to serve the day-to-day
needs of its valued customers. These activities are carried out by its 11,300
employees (approx.) who serve the corporation at managerial, clerical and worker
level, in order to enrich the skills of several employees in fields IT, Technical,
Safety, Management, Behaviors and office administration. HPCL conducts regular
training programs as its own management training institutes at NIGDI, Pune apart from
engaging external agencies for the purpose. HP team is headed by chairman &
managing director at the helm of affairs with the four reporting directors Viz., human
resources, marketing, refineries and finance.
- 492
- 662
B Grade
C Grade
Deputy Manager
D Grade
Managers
E Grade
Senior Managers
F Grade
H Grade
General Manager
I Grade
the city of Visakhapatnam, Andhra Pradesh. The installed capacity of the refinery was
0.65 Million Metric Tones Per Annum (MMTPA) IN 1957. CORIL was taken over by
Government of India and merged with expanded in phased in phased manner over the
years.
Visakh Refinery is Fuel Based refinery generating major products of mass
consumption like petrol, Diesel and Kerosene. Hence, crude meeting General Purpose
Characteristics can be processed with the existing refinery configuration. Visakh refinery
has flexibility to process wide range of crude procured across the globe and ranging from
very high sulfur to low sulfur and non bituminous category to Bituminous and nonbituminous category to Bituminous and Lubes bases crudes.
Visakh Refinery consists of three crude / vacuum distillation Units, one with a
capacity of 1.5 MMTPA and other two having a capacity of 3.0 MMTPA each. Fluid catalytic
cracking unit has been provided as a secondary processing unit. There are two FCC units with
a capacity of 0.4 MMTPA and 0.95MMTPA (after Revamp) respectively. This is the only one
of two refineries in India with two FCCUs. Besides these, the refinery has Propylene Recovery
Unit (0.023MMTPA Capacity). Bitumen Blowing Unit (0.225MMTPA Capacity) and various
product-treating units.
The product quality standards with respect to sulfur content have been made more
stringent of late. To meet these new standards a Diesel Hydra-De- sulphurisation Unit
(DHDS) has been set up in the refinery at an approximate cost of Rs.794 crores. The
commissioning of DHDS facilities is in progress.
The various process units of Visakh Refinery have been provided by leading
process licensors / technology suppliers. Visakh Refinery was among the first in India to
have digitals controls for refinery operations and advanced controls were added later on
to the existing units to facilitate accuracy in tank gauging along with optimization /
improvement in product blending. The project, is first of its kind in India has recently
been implemented in Mumbai refinery of HPCL.
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The performance of Visakh Refinery has been excellent in the past in all relevant
areas like distillate production, R&D, specific energy consumption etc. the fire incident
in September 1997, gave a temporary set back to the refinery operations, which has been
over come in a short period by the concerted efforts of all the employees. The refinery
has been reconstructed and the output levels in the years 1999-2000 was 4.55 Millions
tons.
Visakh Refinery attaches utmost importance to conservation of energy by regular
monitoring and analysis of fuel and utilities consumption, optimizing plant operations
and proper maintenance up keep of plant and machinery. The refinery has own national
energy conservation awards. Various energy conservation projects like efficiency
furnaces. Captive power plant, CDU / CTU integration, co Boiler, OM&S Automation,
improved Preheat Recovery etc. with a total investment of Rs. 214 crores have been
implemented.
The fuel and loss for Visakh Refinery for the year 1999-2000 was 5.4 wt % on
crude as against the target of 6.8 wt %. The specific energy consumption was 140.2
MBTU / BBL / NRGF, which is the lowest ever.
Concern for environment has always been a way of life at Visakh Refinery ever
since it went on stream in 1957. Over the years the refinery has invested large amounts in
various projects to meet the stringent emissions and discharges norms applicable to the
refinery. There are two Effluent Treatment Plants for treating wastewater to MINA's
standards before discharge to the sea. Sulphur Recovery Unit based on state-of the-art
locate-n technology was commissioned in 1994 to reduce sulphurdioxide emissions from
the refinery. These measures ensure that the impact of refinery operations on the
surrounding environment is minimal.
Visakh Refinery has always kept in mind its responsibility towards the society at
large, especially the weaker sections. Two tribal villages near Visakhapatnammanyapalem and Itchapuram have been adopted with the aim of uplifting them and
making them self-reliant. Various activities medical camps, adult/children education has
been undertaken. Manyapalem has already achieved 100% literacy. A school building
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has been constructed at Itchapuram for primary education. The refinery has also
distributed high yielding varieties of coconut and fruit saplings. To supply drinking
water, bore wells have been dug and water storage in Manyapalem.
Safety of both man and machine has to be given the utmost attention in any
industrial context. Visakh Refinery has received a number of awards given by various
national and international agencies for the excellent safety track record of the refinery.
The refinery is equipped with a firewater network, which is kept pressurized around the
clock to handle emergencies arising during operations. There is a separate Fire &safety
department manned by qualified with the relevant equipment.
LPG:
During the year 3 new LPG Bottling plants with a total capacity of 112 TMTPA
were commissioned at Madhurai, Pampore and Usar (phase2) and also augmentation of an
existing plant by 18TMTPA were completed. The new plant at USAR is the first HPCL
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unit to have safer Mounded to range for LPG. A portable filling plant was commissioned at
Banaskantha in Gujaratfor meeting rural market requirements. The overall capacity
utilization of LPG plants during the year was over 100%.
Pipeline:
Mumbai-Pune pipeline achieved a output of 3.58 MMT (against MOU
'Excellent' target of 3.50 MMT) and Visakha-Vijayawada pipeline achieved an output of
2.60 MMT (against an MOU 'Excellent' target of 1.50 MMT). The VisakhaVijayawada PIPELINE EXTENSION UP TO Secunderabad at a cost of Rs.377.55
crores was approved during the year and the same is under implementation.
Depots / Terminals:
During the year 6 new POL depots /terminals with a tank age of 63700 KL at
Balasore, Panewadi (Manmad), Bekutchi, Tirunelveli, Kappalur (Madhurai) and
mavallur(Hudli). Additional tanker of 352550 KL at locations was completed.
As part of our pursuit of quality assurance they have obtained ISO9002
accreditation for select Bottling Plants, product Pipelines, retail Outlets and Lube
plants.
RECENT TRENDS:
Visakh Refinery is in the process of establishing Environmental Management
System (EMS) for its operating complex and to get it certified by the ISO 14001
standards.
Organizational Environmental Policy has been issued; objectives, targets and
Environmental management programs are finalized. The system has been documented
and the implementation of the system is in progress. Visakh Refinery has plans to
upgrade the configuration of its facilities in order to achieve product value addition &
produce environmental friendly fuels conforming to the Euro III & Euro IV norms
with mega project of CFP (Clean Fuels Project) with a cost of rupees 2000 corers.
Efforts are being made to appoint a suitable consultant for carrying out a study for this
27
purpose. Visakh Refinery plans to bring about rapid improvement in its environmental
&safety performance. Over the next 5 years the Refinery aims to become a zero effluent
installation. Initiative has been taken to completely develop the safety function, which
was made exclusively under the PS&E Division of the TSD. Also efforts are on to
establish a certified Safety Management System in the Refinery.
Joint Ventures:
Mangalore Refinery:
The corporation's first joint venture, the Mangalore refinery and petrochemicals
Ltd. Formed in association with the Aditya Birla Group has achieved a milestone by
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expanding the Refinery's capacity from 3 MMTPA to 9MMTPA during September 1999,
three months ahead of schedule in spite of carious difficulties and constraints like
undulating terrain of the site and heavy monsoon.
Punjab Refinery:
Preliminary activities for HPCL's proposal to set up a 9MMTPA Refinery at
Bathinda, in the state of Punjab, are in progress Environmental clearance for the
project including for the linked project Crude oil terminal at Mundra in Gujarat have been
received. In a bid to select a joint venture partner for the project, a confidentiality
Agreement has been signed with M/s Total Fina ELF for the same. HPCL Board has
approved commencing the project as its own project and subsequently include joint
Venture partner, have so required.
29
cost of Rs.2208 crores, is at an advanced stage. The detailed feasibility report is also
expected be finalized shortly.
Bitumen Emulsion:
Hindustan Colas, HPCL's Bitumen Emulsion Company under joint venture with
M/s. colas S.A. of France, is operating with plants at Vashi, New Mumbai and
Bahadurgar, near Delhi. Its third plant near Chennai was commissioned during the year.
Training is the corner stone of sound management fortes makes employees more
effective and productive. It is actively and intimately connected with all personnel and
managerial activities.
The need of training is to develop specific and useful knowledge, skills and
techniques. It is intended to prepare people to carry out predetermined tasks in welldefined job contents. Training is basically task-oriented activity aimed at improving
performance for future jobs. So, the topic of training is selected in personnel
management.
The efficiency of any organization depends directly on how well it's members are
trained. Organization that value learning are the once that will succeed. As it is said
"Not only will the global market will learning it will severely punish the lack of
learning.
The need of the organization to constantly learn and grow is stronger than
before. The growth is underlined with a sense of ethics and valued is what will mean
corporate growth in the real sense of the world. Indeed, the answer to efficiently manage
change from such a culture that is rooted at constantly evolving.
The creating of such a learning culture crones over a period of time and with an
active participation of all employees in the organization. Training alone need
translate into a learning experience. It's the amalgamation of ideas that generate
innovative solutions and spells success.
Development encompasses the whole complex process by which employee as
individual grow learn improve their abilities to perform a wide variety of roles with in
the organization and acquire socially desirable attitudes and values. Management
development is aimed at improving once abilities to perform professional management
tasks. Participation in formal training or educational programs in an integral part of
over all management developments, which in turn lead to the organizational
development.
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The root cause is ineffectiveness and the desired comment lies in the attitude
of the person or the employee ho is sent for training. The management has to find out his
attitudes of the employee. He should not feel that "The management has sent me for
training I will undergo for it; because management wants it .1 am not interested in it".
Such an attitude results the trainee entering the training program in a frame of
mind , where it the trainer's responsibility to push the knowledge an skill into the
trainee, while they merely under take the responsibility of evaluating he trainer, on how
successful he or she is pushing the learning .
As long as the responsibility for learning is to be outside him or herself,
success in training is very difficult. To train the trainee by pushing the knowledge into
him needs really skilled trainers, who are expensive and always in short supply.
The remedy is simply training have to be converted from the push system
that they are at the present to pull systems. It, within the participant, a desire can
be created to learn because he or she wants it, rather than the company wants it, then
the training program is assured of success. Eliciting responses from employees
through questionnaires about how they feel about their jobs, work groups. Supervisors of
the organization are defined as "Attitude Survey".
In organization context, most of the attitudes management would seek to inquire about be
ones with which employees have some experience. . I f the attitude in questions are
specifically stated, management should obtain information that is valuable in guiding
there decisions relative to these employees. But he does the management get
information about employee's attitude? The most popular methods are through the use
of attitude survey
DEFINITIONS:
"The learning experiences which are mainly concerned with actual
performance" Training is a systematic process to increase the knowledge and improve
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the skills of people performing various specialized parts is the over all task of the
enterprise.
The purpose of training and retaining is to bring skills of individuals up to desired
standard for present and future assignments . In a more general sense, training improves
the skills and provides knowledge and information for carrying out various specialized
assignments, in the total work of the enterprise.
No organization can choose to train or not to train the employees the only choice
with the firm is that of the method to employ.
All types of jobs require some type of training for their efficient performance and
therefore all the employees new or old should be trained in terms of job security and
great opportunity for advancement, skills thus obtained by the employees through
training is an asset to the organization and the employer. Thus establishing a sound
training program is necessity for every organization for the development of the
personnel.
"Training is a process of learning a sequence of programd behavior"
JOB REQUIREMENTS:
Employees selected for the job might lack the qualifications required to perform
the job effectively. New and inexperienced employees require detailed instructions for
effective performance on the job. In some cases, the past experience, attitudes and
behavior pattern of experienced personnel might be in appropriate to the new
organization. Remedial training should be given to such people to match the needs of
the organization. New employees need to provide orientation training to make them
familiar with job and the organization
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TECHNOLOGICAL CHANGES:
Technology is changing very fast. Now automation and mechanization have
been increasingly applied in offices and service sector. Increasing use of fast changing
techniques requires training the new technology. For instance, staff in public sector
bank is being trained due to computerization of banking operations. No
organization can take advantage of latest technology without well trained personnel.
New jobs require new skills. Thus, both new and old employees require training.
ORGANISATIONAL VIABILITY:
In order to survive and grow an organization must constantly adopt itself to the
changing environment with increasing economic liberalization and globalization in
India, business firms are experiencing expansion, growth and diversification. In order
to face international competition, the firm must upgrade their capabilities. Existing
employees need refresher training to keep them abreast of the new knowledge.
Training programs foster the initiative and creativity of employees and help to prevent
obsolescence of skills. An organization can build up a second line of command
through training in order to meet its future needs for human resources. Trained staff is
the most valuable asset of a company.
INTERNAL MOBILITY:
Training becomes necessary when an employee moves from one job to another
due to promotion and transfer. Employees chosen for higher-level jobs need to be
trained before they are asked to perform the higher responsibilities. Training is widely
used to prepare employees for higher level jobs.
Thus there is an even present need for training people. So that new and changed
techniques may be taken advantage and improvement in old methods are affected.
Need for training has increased due to growing complexity, of jobs, increasing
professionalisation of management growing uncertainties in the environment,
growing aspirations, vast untapped human potential , ever increasing gap between plans
and results and sub optional performance levels.
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IMPORTANCE OF TRAINING
A well planned and well executed training program can provide the following
advantages.
HIGHER PRODUCTIVITY:
Training helps to improve the level of performance. Trained employees can
perform better by using better methods of work improvements in manpower
productivity is developed nations can be attributed in no small measure to their
educational and industrial training programs.
COST REDUCTION:
Trained employees make more economical use of materials and machinery.
Reduction in wastage and spoilage together with increase in productivity help to
maximize cost of operations per unit. Maintenance cost is also reduced due to fewer
machine breakdowns and better handling of equipments plant capacity can be put to
the optimum use.
REDUCED SUPERVISION:
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HEIGH MORALE:
Proper training can develop positive attitudes among employees. Job
satisfaction and morale are improved due to arise in the earnings and job security of
employees.
Training
PERSONAL GROWTH:
Training enlarges the knowledge and skills of the participants. Therefore, well
trained personnel can grow faster in there career training prevents the obsolescence of
knowledge and skills. Training helps to develop people for promotion to higher posts
and to develop future managers.
ORGANISATIONAL CLIMATE:
A sound training program helps to improve the climate of an organization.
Industrial relations and discipline are improved. Therefore, decentralization of
authority and participative management can be introduced. Resistance to change is
reduced. Organizations having regular training programs can fulfill their needs for
personnel from internal sources. Organizational stability is enhanced because training
helps to reduce employee turnover and absenteeism. Training is an investment in
people and, therefore, systematic training is a sound business investment. In fact,
"No organization choice left to management is whether training shall be
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SELF CONFIDENCE:
Training helps to improve the self-confidence of an employee. It enables him to approach
and perform his job with enthusiasm.
HIGHER EARNINGS:
Training helps the employees to perform in a better way and there by earn
more.
SAFETY:
Training helps an employee to use various safety devices. He can handle the
machines safety and become less prone to accidents.
ADAPTIBILITY:
Training enables an employee to adapt to changes in work procedures and
methods.
PROMOTION:
Through training employee can develop himself and earn quick
Promotions.
NEW SKILLS:
Valuable assets of an employee and remain permanently Training develops new
knowledge and skills among employees. The new skills are with him.
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TYPES OF TRAINING:
Training is required for several purposes accordingly training programs may be of
the following types.
ORENTATION TRAINING:
Induction or orientation training seeks to adjust newly appointed employees
to the work environment. Every new employee need to be making fully familiar with his
job, his superiors and subordinates and with the rules and regulations of the
organizations. Induction training creates self-confidence in the employees. It is also
known as per-job training it is brief and informative.
JOB TRAINING:
It refers to the training provided with a view to increase the knowledge and
skills of an employee for improving performance on the job. Employees may be
taught the correct method of handling equipment and machines used in a job. Such
training helps to reduce accidents, waste and inefficiency in the performance of the
job.
SAFETY TRAINING:
Training provides to minimize accidents and danger to machinery is known
as safety training. It involves instructions in the use of safety devices and in safety
consciousness.
PROMOTIONAL TRAINING:
It involves training of existing employees to enable them to perform higherlevel jobs. Employees with potential are selected and they are given training before
their promotions so that they do not find it difficult to shoulder the higher
responsibilities of the new positions to which they are promoted.
38
REFRESHER TRAINING:
When existing techniques become obsolete due to the development of better
techniques, employees have to be trained in the use of new methods and techniques
with the passage of time employees may forget some of the methods of doing work.
Refresher training is designed to revive and refresh the knowledge and to update the
skills of the existing employees; short term refresher courses have become popular
on account of rapid changes in technology and work methods. Refresher or re-training
programs are conducted to avoid obsolescence of knowledge and skills.
REMEDIAL TRAINING:
Such training is arranged to overcome the short-comings in the behavior and
performance of old employees. Some of the experienced employees might have picked
up appropriate methods and styles of working. Such employees are identified and
correct work methods and procedures are taught to them. Remedial training should be
conducted by psychological experts.
39
PRINCIPLES OF TRAINING:
Providing training in the knowledge of different skills is a complex
process. A number of principles have been evolved which can be followed as
guidelines by the trainers some of them areas follows
MOTIVATION:
As the efficiency of an employee depends on how well he is motivated by the
management, the effectiveness of learning also depends on motivation. In other
words, the trainee will acquire a new skill or knowledge thoroughly and quickly if he
40
or she is highly motivated. Thus , the training must be related to the desire of the
trainee such as more wages or better job , recognition , status , promotion etc. the
trainer should find out the proper ways to motivate experienced employees who are
enjoying better facilities in case of re-training.
PROGRESS INFORMATION:
It has been found by various research studies that there is a relation between
learning rapidly and effectively and providing right information specifically, and as
such the trainer should not give excessive information or information that can be
misinterpreted. The trainee also wants to learn a new skill without much difficulty
and without handling too much or receiving excessive information specifically to the
trainee.
REINFORCEMENT:
The effectiveness of the trainee in learning new skills or acquiring new
knowledge should be reinforced by means of rewards and punishment. Examples of
positive reinforcement are promotions, rise in pay, praise etc. Punishments are also
called negative reinforcement. Management should take care that they award the
successful trainees. The management can punish the trainees whose behavior is
undesirable. But the consequences of such punishments have their long-run effect on
the trainer as well as on the management. Hence, the management should take much
care in case of negative reinforcement.
PRACTICE:
A trainee should actively participate in training programs in order to make the
learning program an effective one continuous and long practice is highly essential for
effective learning, jobs are broken down into elements from which the fundamental
physical, sensory and mental skills are extracted. Training exercises should be provided
for each skill.
FULL Vs PART:
41
It is clear whether it is best to teach the complete job at a stretch or dividing the job
into parts and teaching each part at a time. If the job is complex and requires a little
too long to learn, it is better to teach part of the job separately and then put the parts
together into an effective complete job.
Generally the training process should start from the known and proceed to the
unknown and from the easy to the difficult when parts are taught. However the trainer
has to teach the trainees based on his judgments on their motivation and convenience.
INDIVIDUAL DIFFERENCES:
Individual training is costly and group training is economically viable and
advantageous to the organization. But individuals vary in intelligence and aptitude from
one person to another. So the trainer has to adjust the training program according to
the individual abilities and aptitude.
AREAS OF TRAINING:
Organization provides training to their employees in the following areas.
42
services, as well as its developments and the sense of respect for the existing employees
of the company and the like. The company also provides first hand information to the
employee about the skills needed by the company, its development program,
quality of product or service and the like. This enables the new employees to know his
share of contribution to the organization growth and development.
serves as a forum for the exchange of ideas and information that could be utilized. The
trainer has to organize such meetings train and encourage the trainees to participate
actively in such meetings.
APPRENTICE TRAINING:
The apprentice Act , 1961 requires industrial unit of specified industries to
provide training in basic skills and knowledge in specified trades to educate
unemployed/apprentice with a view to improve there employment opportunities
or to enable them to start there own industry. This type of training is generally ranges
between one year to four years. This training is generally used for providing technical
knowledge in the areas like trades, crafts etc.
TRAINING METHODS:
As a result of research in the field of training a number of programs are
available. Some of these are new methods, while others are improvements over
the traditional methods. The training commonly used to train operative and supervisory
personnels. These programs are classified into ON-THE-JOB and OFF-THE-JOB
training programs.
TRAINING METHODS:
ON-THE-JOB TRAINING METHODS:
44
This type of training, also known as job instruction training, is the most
commonly used method under this method, the individual is placed on a regular. Job and
taught the skills necessary to perform the job. The trainee learns under the supervision
and guidance of a qualified worker or instructor. On-the-job training has the advantage
of giving first hand knowledge and experience under the actual working conditions. Hile
the trainee learns how to perform a job he is also a regular worker rendering the service
for which he is paid.
JOB ROTATION:
This type of rotation involves the movement of the trainees from one job to
another. The trainee receives job knowledge and gains experience from his
supervisor or trainer in each of the different job assignment. Though this method of
training is common in training managers for general management positions, trainees
can also be rotated from job to job in workshop jobs. This method gives an opportunity
to the trainees to understand the problems of employees on other jobs and respect them.
COACHING:
The trainee is placed under a particular supervisor functions as a coach in
training the individual. The supervisor provides feedback to the trainees on his
performance and offers him some suggestion for improvement. Often trainee
shares some of the duties and responsibilities of the coach and relieves him of his
burden. A limitation of this method of training is that the trainee may not have the
freedom or opportunity to express his own ideas.
JOB INSTRUCTION:
This method is also known as training step by step under this method; trainer
explains the trainee the way of doing the job, job knowledge and skills and allows him
to the job. The trainer appraises the performance of the trainee, provide feed back
information.
45
COMMITTEE ASSIGNMENT:
Under committee assignment, group of trainees are given and asked to solve an
actual organization problem. The trainee solves the problem jointly. It develops team
work.
VESTIBULE TRAINING:
In this method, actual work conditions are simulated in a class room. Material,
files and equipment those are used in the actual job performance are also used in
training. The type of training is commonly used for training personnel for clerical
and semi-skilled jobs. The duration of this training ranges from days to a few weeks.
ROLE PLAYING:
This method of training involves action, doing and practice. The
participants pay the role of certain characters, such as the Production Manager.,
Mechanical Manager, etc. This method is mostly used for developing interpersonal
interactions and relations.
LECTURE METHOD:
The lecture is a traditional and the direct method of instruction. The instructors
organize the material and give it to group of trainees in the form of talk.
To be
effective, the lecture must motivate and create interest among the trainees. An
46
advantage of lecture method is that it is direct and can be used for a large group of
trainees.
CONFERENCE OR DISCUSSION:
Conclusion, all of which contribute to the improvement of job performance.
Discussion has the distinct advantage over the lecture method in that the discussion
involves two-way communication and hence feedback is provided. The participants
feel free to speak in small groups. This method involves a group of people who pose
ideas, examine and share facts, ideas and data, test assumptions and draw
PROGRAMD INSTRUCTION:
In the recent years, this method has become popular. The subject matter to
be learned is presented and a series of carefully planned sequential units. These units
are arranged from simple to more complex levels of instruction. The trainee goes
through these units by answering the questions or filling the blanks. This method is
expensive and time consuming.
ADVANTAGES:
DIS ADVANTAGES:
be incurred.
This method can offer a limited benefit to the jobs which involve working on
47
equipment.
a) ORGANISATIONAL ANALYSIS:
It creates primarily up on the determination of organizational goals.
It'sresources and the allocation of the resources as they relates to
organizational goals. The analysis of organizational goals establishes the
frame work in the training needs can be defined more clearly.
b) OPERATIONAL ANALYSIS:
It focuses one fee or job regardless of the employee doing the job. This analysis
include the determination of the worker must do the specific worker behavior
required, if the job is to be performed effectively.
c) MAN ANALYSIS:
It reviews the knowledge , attitudes and the skills of the incumbent in each
position and determines what knowledge , attitudes or skills he must be acquired and
what alternations in his behavior must be made if he is to contribute satisfactorily to
the attainment of organizational objectives.
49
CONDUCT TRAINING:
The trainer is asked to go through the job several times slowly, explaining
him step by step. Mistakes are corrected, and if necessary some complicated steps are
done for the trainee for the first time. Then the trainee is asked to do the job, gradually
building up skills and speed. As soon as the trainee demonstrates that he can do the
job in a right way, he is pulled on his own, but not abandoned. The trainee is then
tested and the effectiveness of the training program is evaluated.
50
The effectiveness of an
investment in training
is
needed to be
in
the
context
of
its
contribution
to
the
organization
effectiveness.
To analyze the money worth to be spent on this activity or another
UNSKILLED WORKERS:
They are given training in improved methods of handling machines and
materials. The objective here is to secure reduction in cost of production and
waste. Immediate superior officers given training on the job itself.
SEMI-SKILLED WORKERS:
They require training to cope with requirement arising out of adoption of
mechanization, rationalization and technical process. More proficient workers bosses
51
or inspectors give training. It may be given either in the section or department of the
worker or in segregated training shops.
SKILLED WORKERS:
They are given training through apprenticeship in training centers or in the
industry itself.
SALESMEN:
Salesmen are trained in the art of salesmanship in handling customers ,planning
their work , and facing challenges of market place.
SUPERVISORY STAFF:
They constitute a very important link in chain of administration. They have to
cope with the increasing demand of the enterprises in which they are employed and to
develop team spirit among people under their change.
TRAINING PROCEDURE
The important steps in training procedures are
a) PREPARING THE INSTRUCTURE:
The instructor must know both the job to be taught and how to teach it. The job
must be divided in logical parts so that each can be taught at a proper time with out the
trainee losing plan for each one should have in mind the desired technique of
instruction, that is, whether a particular point is best taught by illustration,
demonstration or explanation. A serious and committed instructor must
(i)
(ii)
52
f) FOLLOW-UP:
The final step in most training procedures is that of follow-up. When people
are involved in any problem or procedure it is unwise to assume that things are
always constant. Follow-up can be adapted to a variable reinforcement schedule as
suggested in the discussion of learning principles. The follow-up system should
provide feed back on training effectiveness and on total value of training system.
(diagram)
a) REACTION:
Training program is evaluated on the basis of trainee's reactions to the
usefulness of coverage of the matter, depth of the course content, method of
presentation, teaching methods etc.
b) LEARNING
Training program, trainer's ability and trainee's ability are evaluated on
the basis of quantity of content learnt and time in which it is learned and
learner's ability to use or apply, the content he learned.
c) JOB BEHAVIOUR:
This evaluation includes the manner and extent to which the trainee has
applied his learning to his job.
54
d) ORGANISATION:
This evaluation measures the use of training, learning and change in the
job behavior of the department organization in the form of increased
productivity, quality, moral, sales turn-over and the like.
e) ULTIMATE VALUE:
It is the measurement of ultimate results of the contribution of the training
program to the company goals like -Survival, Growth, Profitability etc
and to the individual goals like development of personality and social goals
like maximizing the social benefits.
Cooperative Teamwork
HPCL publishes annual Training Calendar on the net to enable the employees to
nominate in advance by planning their work and travel arrangements.
1) COMPETENCY DEVELOPMENT:
55
an
the competencies of its employees to meet the challenges of the continuous change and
competency development in a step in this direction.
The main objectives of competency development process as defined by
desired levels.
Facilitate in implementation of individual development plans.
Build in-house expertise in all aspects of competency development
process.
In the journey towards competency development HPCL has achieved the
following:
Development
officers.
Position
the organizations.
Conduction of
of
profiling
behavioral
with
competency
required
development
framework
competencies
centers
for
(BCF)
for
all
for
positions
across
officers
from
various
recruitment.
56
Trends
in
your
industry
or
society
57
that
could
have
an
impact
Whenever we hold a vision of a desired future which is different from the way
things at present (that is, reality), we develop creative tension. This tension seeks
resolution. It is a natural part of the creative process. Creative tension can be resolved in
one of the two ways: (a) In favor of the vision or (b) In favor of the current reality. When
there is a big gap between vision and current reality, people often begin to feel anxious,
frustration,
or discouraged.
A common
attempt to relieve it, either by lowering the vision or by denying or overlooking aspects
of current reality. Holding on to the vision while simultaneously acknowledging
current reality generates an enormous amount of energy that actually draws current
reality towards the vision. This energy helps us to take effective actions to create the
results we want.
effective
statement
of
results
(not
activities).
These results are like mile markers along your journey to your vision.
2. These results are vital to your survival or success. They are the vital few.
3. High leverage results provide the standards against which individual and
organizational performance will be measured.
4. High
should measure in order to 'balance' the financial perspective. The balance score card
is
management
system
(not
only
organizations to clarify their vision and strategy and translate them into action. It
provides a feedback around both the internal business process and external out
comes in order to continuously improve strategic performance and results. When fully
deployed, the balanced score card transforms strategic planning from an academic
exercise into the nerve centre of an enterprise. The balanced score card suggest that we
view the organization from four perspectives, and to develop metrics, collect data and
analyze it relative to each of these perspectives.
i)
60
processing
of
financial
data.
With
handling
database, it is hoped that more of the processing can be centralized and automated. But
the point is that the current emphasis on financials leads to the unbalanced situation
with Mission-oriented processes is the special functions of government offices, and
many unique problems are encountered in these processes.
Training Advisory Council
Training & Development Policy
61
Training Courses
Foreign Training Program.
given hereunder:
I. Objectives
a. To enhance effectiveness in the present position
b. To develop capabilities and competence to assume higher responsibilities
c. To keep abreast of technological and managerial development to avoid obsolescence.
d. To meet the situation of a vacuum in senior positions.
e. To build a cohesive employee group.
f. To create an infrastructure, to make training a way of life
II. Training Policy Tenets:
a. Training and Development should encompass all levels of employees.
b. In the management cadre, up to Group C, Basic Management Training like
effective management, effective listening, communication improvement, public speaking
skills etc should be imparted to all the staff. Additionallycourses like decision making,
leadership styles, performance appraisal and counseling will
be imparted even at
Group B level, based on need. Functional training will however be need based.
62
DIRECTOR (HR):
Chairman
Member
Member
ED - LPG:
Member
ED SOD:
Member
GM EM&P:
Member
ED MR:
Member
GM PROJECTS:
Member
GM FINANCE:(mktg)
Member
GM FINANCE:(corp)
Member
GM IT:
Member
GM HRD:
Member
GM IR:
Member
PRINCIPAL,MDI,NIGDI:
Member
DGM TRAINING:
Member
63
exchange of views
Long Term:
To create an infrastructure for a permanent Training & Development set up.
a. In Company Faculty Development
The Corporation has introduced a scheme to pay an Honorarium for Incompany faculty. The detailed scheme for payment of honorarium to In-company
faculty is given in Annexure VII.
b. Training Centre
i. Management Development Institute, Nigdi, Pune(residential)
ii. Training centre at Mumbai and Visakh Refineries
iii. Develop Auto Care Centre at Mumbai, Chennai, Delhi and Kolkata mainly
64
V. Training budget:
a. Management Training - Corporate Training Dept.
b.Functional
Training
Respective
General
Manager
on
Marketing
65
ii. Nominations
1.Functional Training:
a. Nomination
by
respective
Director
/General
Manager
within
stipulated
limits of authority.
b. Nomination at least once in 2 years (in-company or outside)
c. A minimum period of 6 months between 2 Functional Courses.
d. All levels of Management Staff and selected non management staff can be deputed
to functional courses, within the eligibility criteria specified for the course.
2. Management Training:
a. Nomination by Human Resources Dept, based on Training needs in HRD II form to
be confirmed by Functional Dept Heads.
b. Nomination at least once in 3 years (in company or outside).
c. A minimum period of one year between 2 Management courses (outside company)
and 6 months in the case of in-company. Management Training nominations will be
regulated by Corporate Training Dept and no direct nominations for such courses
should be made by Functional Depts.
VII. Review:
The training policy will be reviewed by TAC from time to time based on
Training Convention1 of Senior Managers to be held and other feedback received.
Training Courses:
66
67
Employees
(MGT/NMGT)
Response (in %)
Strongly agree
45
Agree
26
Disagree
19
Strongly Disagree
10
Graph :1
Response (in %)
10%
19%
26%
Agree
Strongly agree
Disagree
Strongly Disagree
45%
Interpretation:
From the above Data we see that 45% of the Employees have attended training
sessions for the last year.
Response
(MGT/NMGT)
(in %)
68
Strongly agree
42
Agree
30
Disagree
16
Strongly Disagree
12
Graph :2
Response (in %)
12%
16%
Agree
Strongly agree
Disagree
Strongly Disagree
30%
42%
Interpretation:
From the above data 42% Employees Strongly Agreed that they were provided
adequate behavioral as well as technical training.
Response
(MGT/NMGT)
(in %)
Strongly agree
43
69
Agree
35
Disagree
12
Strongly Disagree
10
Graph : 3
Response (in %)
Agree
12%
10%
Strongly agree
35%
Disagree
Strongly Disagree
43%
Interpretation
From the above data 43% of the Employee strongly agreed that competent
internal / External Faculty is engaged for conducting quality training to improve their
skills.
4)
Response
(MGT/NMGT)
(in %)
Strongly agree
46
Agree
41
Disagree
Strongly Disagree
70
Graph: 2
Response (in %)
Agree
Strongly agree
Disagree
Strongly Disagree
8% 5%
41%
46%
Interpretation
From the above data More Percentage of Employees strongly agreed that their
feedback is being useful for new training sessions to improvement of the employee.
Response (in
(MGT/NMGT)
%)
Strongly agree
33
Agree
30
Disagree
22
Strongly
Disagree
15
71
in the
Graph : 5
Response (in %)
15%
Agree
Strongly agree
Disagree
Strongly Disagree
30%
22%
33%
Interpretation:
From the above data more percentage of the employee strongly agreed that
qualitative in- house programs are conducted in the organization for the development of
the skills of the employees
6)
Response (in
T)
%)
Strongly
agree
45
Agree
25
Disagree
18
Strongly
Disagree
12
72
Graph: 6
Response (in %)
12%
Agree
Strongly agree
Disagree
Strongly Disagree
25%
18%
45%
Interpretation:
From the above data 45% of the employees are accepted that the input provided
during training and development is understandable by the participants
7) Are you satisfied with the job rotation practiced within the organization?
Table: 7
Employees
Respons
(MGT/NMGT)
e (in %)
Strongly agree
50
Agree
30
Disagree
12
Strongly Disagree
Graph : 7
73
Response (in %)
12%
8%
50%
30%
Agree
Strongly agree
Disagree
Strongly Disagree
Interpretation:
From the above data more percentage of the employees are satisfied with the job
rotation process which is practiced with in the organization.
74
8)
Do you agree that multi Skilling and job rotation enhances skill and
competencies in different work areas?
Table : 8
Employees
Respons
(MGT/NMGT)
e (in %)
Strongly agree
28
Agree
38
Disagree
18
Strongly Disagree
16
Graph : 8
Response (in %)
16%
38%
18%
Agree
Strongly agree
Disagree
Strongly Disagree
28%
Interpretation:
From the above data mixed result is observed that multi skilling and job rotation
enhances skill and competencies in different work areas within the organization.
75
Table : 9
Employees
(MGT/NMGT)
Response (in %)
Strongly agree
60
Agree
25
Disagree
Strongly
Disagree
8
Graph :9
Response (in %)
7%
8%
Agree
Strongly agree
Disagree
Strongly Disagree
25%
60%
Interpretation:
From the above data 60% of the employees strongly agreed that their superior
give them sufficient independence to perform their job within the organization
Table : 10
Employees
76
Response
(MGT/NMGT)
(in %)
Strongly agree
40
Agree
20
Disagree
25
Strongly Disagree
15
Graph : 10
Response (in %)
15%
Agree
Strongly agree
Disagree
Strongly Disagree
20%
25%
40%
Interpretation:
From the above data majority of the employees believed that the performance
appraisal system in the company helps in promotions and identifying the potentials of the
employees.
Respons
(MGT/NMGT)
e (in %)
Strongly agree
44
Agree
34
77
Disagree
14
Strongly Disagree
Graph : 11
Response (in %)
14%
8%
Agree
Strongly agree
Disagree
Strongly Disagree
34%
44%
Interpretation:
From the above data we are observed the their exists which result about the
present training and development programs in the company was reflecting performance
adequately.
12)Other than promotions, quality of work life and job profile is the sources of
motivation of the employees?
Table :12
Employees
Respons
(MGT/NMGT)
e (in %)
Strongly agree
48
Agree
28
Disagree
18
78
Strongly
Disagree
6
Graph : 12
Response (in %)
6%
Agree
Strongly agree
Disagree
Strongly Disagree
28%
18%
48%
Interpretation:
From the above data maximum No. of Employees believed that the other than
promotions, quality of work life and job profile was the sources of motivation to the
employees to perform their skills according to the organization.
13)In the organization, the employees are well aware of the challenges in the
form of FIR interventions, like Competency Mapping, Development Center,
Balanced Score and helps in Promoting growth of H.R.
Table : 13
Employees
Respons
(MGT/NMGT)
e (in %)
Strongly agree
55
Agree
25
Disagree
12
79
Strongly Disagree
Graph: 13
Response (in %)
12%
8%
Agree
Strongly agree
Disagree
Strongly Disagree
25%
55%
Interpretation:
From the above data maximum percentage of the employees accepted that in the
organization the employees are well aware of the challenges in the form of FIR in
interventions, like Competency Mapping, Development Center, Balanced Score and helps
in Promoting growth of H.R.
80
81
FINDINGS
Many of the respondents are residing outside the colony because they
are not satisfied with the facilities provided by HPCL and also
because of the poor maintenance.
Some of them are staying outside the colony in their own house and
others in rented house. People staying in the rented house are not
satisfied with HRA, which they are getting. They suggested an
increase in HRA.
The parks in the colony are not at all maintained properly, they extend
no recreation for residents of the colony.
Marketing facilities in the colony are useful to officers and staff and
the prices are not affordable by workmen.
There are no specific lunch rooms for the workmen to take their lunch
or dinner.
There is no supply of cool drinking water in earthen pots to the
workshops. Drinking water is not maintained properly.
Most of the employees are highly satisfied with the medical facilities
provided by the organization. Medical reimbursement scheme
provided by the organization is the excellent amenity among the
existed ones.
During data collection time some of them are not responded as they have
personal problems. Even some of them did not give any opinion on some
facilities.
82
SUGGESTIONS
83
HPCL
been
most
of
provided
the
employees
with
feel
that
adequate
they
behavioral
have
and
of
have
received
may
be
the level of
the
training
is
taken
training
employees
less
than
by
the
programs
for
the
they
50%.so,
suitable
organization
to
conduct
better
which
gives
steps
understanding.
Most
of
the
multi-skilling
employees
and
job
in
this
rotation
organization
enhances
feel
skill
that
and
of
employees
empowerment
is
less
given
when
to
compared
non
management
to
management
employees.
The employees are partially satisfied with the faculty engaged in
training sessions. Hence necessary
Awareness has to be created among the employees regarding the
changes in the form of HR interventions, which results in personal
as well as organizational growth.
BIBILOGRAPHY
Human Resources Management:
84
Websites:
www.google.com
www.hpcl.org.com
Questionnaire
On
Training & Development
85
Good day to you, this questionnaire is a part of my project which I am doing on human
resource development practice in HPCL I kindly request you to extend your contribution
by responding to this questionnaire. As your response will be strictly used only for
academic purpose and your identity will remain confidential.
Disagree
Strongly Disagree
1) At least Two training programmers have you Attended- in. the last year?
Agree: ( ) Strongly Agree ( ) Disagree ( ) Strongly Disagree ( )
( )
( )
4)Is Trainee's feedback is being incorporated for further improvements of the employee?
Agree: ( ) Strongly Agree ( ) Disagree ( ) Strongly Disagree
( )
86
( )
6) The Input provided during training and development is understandable by the majority
of theparticipants?
Agree: ( ) Strongly Agree ( ) Disagree ( ) Strongly Disagree
( )
7) Are you satisfied with the Job rotation practiced within the organization?
Agree: ( ) Strongly Agree ( ) Disagree ( ) Strongly Disagree
( )
8)Do you agree that multi-skilling and job rotation enhances skill and competencies in
differentwork areas ?
Agree: ( ) Strongly Agree ( ) Disagree ( ) Strongly Disagree
( )
9)Is your superior gives you sufficient independence to perform the job?
Agree: ( ) Strongly Agree ( ) Disagree ( ) Strongly Disagree
( )
( )
11)The present Training & development programes in the company is reflecting the
performanceadequately?
Agree: ( ) Strongly Agree ( ) Disagree ( ) Strongly Disagree
( )
12) Other than promotions, quality of work life and job profile is the sources of
motivation to the employees?
Agree: ( ) Strongly Agree ( ) Disagree ( ) Strongly Disagree
( )
13) In the organization,, the employees are well, aware of the Challenges in the form of
FIRinterventions, like Competency Mapping, DevelopmentCenter, Balanced Score
87
---------------------THANK YOU------------------------
88
( )
89