PROJECT REPORT

ON
TRAINING AND DEVELOPMENT
AN EMPIRICAL STUDY OF WORKERS AT
POWER MECH PROJECTS LIMITED

A report submitted in partial fulfillment of the requirement for the degree of

To
PUNJABI UNIVERSITY, PATIALA

Under the Supervision: Submitted by:

Mrs. Inderpreet Kaur Gurpreet Kaur
Asst. Professor MBA 2nd year
(Dept. of Management) Roll No.: 67132

MALWA COLLEGE, BATHINDA

(Affiliated to Punjabi University, Patiala)
Approved by AICTE
2015-2016

1
 CERTIFICATE

This is to certify that Ms. Gurpreet Kaur a student of MBA 2nd year, Section A, Roll No.
67132 batch 2015-17, has successfully completed his / her project entitled AN EMPIRICAL
STUDY OF WORKERS AT POWER MECH PROJECTS LIMITED under my guidance.

Date: __ / __ / 2016

Assistant Professor
(Dept. of Management)
Malwa College Bathinda

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 INDEX
Sr. No. Content Page No.
1 Acknowledgement 4

2 Declaration 5
3 Preface 6
4 Chapter 1 7- 19
Introduction of Training and Development
5 Chapter 2 20
(1)Introduction to power Industry in India 21- 28
(2) Introduction to Power Mech. Projects 29-
Limited
6 Chapter 3 55- 57
(1)Research Methodology
7 Chapter 4 58- 73
Data Analysis & Interpretation

8 Chapter 5 74- 76
Finding and conclusion
9 Chapter 6 77- 78
Limitation and suggestions
10 Bibliography 79
11 Annexure 80

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 ACKNOWLEDGEMENT

It is my proud privilege to express my sincere gratitude to all those helped me directly or

indirectly in completion of this project report. First of all with the limitless humility, I would like
to thank God for bestowing me with Favorable circumstances and keeping me in high spirits. A
feeling of elation insist us on expressing our heartiest gratitude to our Head of Department Dr.
Rupinder Kaur to extend all facilities for carrying out the project successfully. I would also like
to thanks Mrs. Inderpreet Kaur for his guidance during the project.
I am highly privileged to thanks the respondents for being cooperative and sparing a few
moments from their busy schedule, without whose help this project would not have been
meaningful.I dedicate my deep sense gratefulness to my parents who have always been a great
source of inspiration and encouragement for me.
Gurpreet Kaur

4
 DECLARATION

I, Gurpreet Kaur , student of MBA 2nd year, Section A, Roll No. 67132 hereby declare that the
project entitled AN EMPIRICAL STUDY OF WORKERS AT POWER MECH PROJECTS
LIMITED, submitted in the partial fulfillment of requirement for the degree of Masters of
Business Administration, under the guidance of Mrs. Inderpreet Kaur , Assistant Professor,
Malwa College, Bathinda (Affliated to Punjabi University, Patiala) is my original work and has
not been submitted elsewhere for the award of any other degree, diploma, fellowship, or any
other similar title.

Date: __ / __ / 2016
Name : Gurpreet Kaur
Roll No. : 67132

5
 PREFACE

In todays era of cut-throat competition, Master of Business Administration (MBA) is sure to

have an edge over their counterparts MBA education brings its students in direct contact with the
real corporate world through industrial training. The MBA program provides its students with an
in depth study of various managerial activities that are performed in any organization. A detailed
analysis of managerial activities conducted in various departments like production, marketing,
finance, human resources, export-imports, credit Dept. etc. gives the student a conceptual idea of
what they are expected to manage , how to manage and how to obtain the maximum output
through minimum inputs and how to minimize the wastage of resources. I have undergone my
comprehensive training at Power Mech Projects Ltd. development. It is one of the leading
manufacturing thread companies in the country. I feel great pleasure to present this report work
after my training at Power Mech Projects Ltd. center development that produced to be golden
opportunity for me by enriching my knowledge by comparing my theoretical knowledge with the
managerial skill and application.

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 CHAPTER-1
INTRODUCTION OF
TRAINING AND DEVELOPMENT

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 INTRODUCTION

1.1 TRAINING & DEVELOPMENT

Human Resource Management (HRM), a relatively new term, that emerged during the 1930s.
Many people used to refer it before by its traditional titles, such as Personnel Administration or
Personnel Management. But now, the trend is changing. It is now termed as Human Resource
Management (HRM). Human Resource Management is a management function that helps an
organization select, recruit, train and develops.
Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry
into an organization until he leaves, come under the horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance Management, Training
and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such
important division is training and development. Training and Development is a subsystem of an
organization. It ensures that randomness is reduced and learning or behavioral change takes
place in structured format.

1.2 TRADITIONAL AND MODERN APPROACH OF T&D:

1.2.1 Traditional Approach Most of the organizations before never used to believe in training.
They were holding the traditional view that managers are born and not made. There were also
some views that training is a very costly affair and not worth. Organizations used to believe more
in executive pinching. But now the scenario seems to be changing.
1.2.2 The Modern approach- of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered as more of retention
tool than a cost. The training system in Indian Industry has been changed to create a smarter
workforce and yield the best results.

1.2 TRAINING AND DEVELOPMENT OBJECTIVES:

The principle objective of training and development division is to make sure the availability of a
skilled and willing workforce to an organization. In addition to that, there are four other
objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational Objectives assist the organization with its primary objective by bringing
individual effectiveness.
Functional Objectives maintain the departments contribution at a level suitable to the
organizations needs.
Societal Objectives ensure that an organization is ethically and socially responsible to the
needs and challenges of the society.

1.3TRAINING
It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts,
rules, or changing of attitudes and behaviors to enhance the performance of employees. Training
is activity leading to skilled behavior.

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Its not what you want in life, but it knows how to reach it
Its not where you want to go, but it knows how to get there
Its not how high you want to rise, but it knows how to take off
It may not be quite the outcome you were aiming for, but it will be an outcome
Its not what you dream of doing, but its having the knowledge to do it
It's not a set of goals, but its more like a vision
Its not the goal you set, but its what you need to achieve it
Training is about knowing where you stand (no matter how good or bad the current situation
looks) at present, and where you will be after some point of time. Training is about the
acquisition of knowledge, skills, and abilities (KSA) through professional development.

1.3 METHODS OF TRAINING:

There are various methods of training, which can be divided in to cognitive and behavioral
methods. Cognitive methods are more of giving theoretical training to the trainees. The various
methods under Cognitive approach provide the rules for how to do something, written or verbal
information, demonstrate relationships among concepts, etc. These methods are associated with
changes in knowledge and attitude by stimulating learning.The various methods that come under
Cognitive approach are:
Lecture
Demonstrations
Discussions
Computer based training (CBT)
Intelligent tutorial system(ITS)
Programmed instruction (PI)
Virtual reality
Behavioral methods are more of giving practical training to the trainees. The various methods
under Behavioral approach allow the trainee to behavior in a real fashion. These methods are
best used for skill development. The various methods that come under Behavioral approach are:
Behavior-Modeling
Business Games
Case Studies
Equipment Stimulators
Both the methods can be used effectively to change attitudes, but through different means.
Another Method is management development method.

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 Fig. 1.1 Role of Training

1.4 PROCESS OF TRAINING:

These steps are included in training and development programs as below:

Identification of training needs and priorities.
Organization all analysis.
Man Analysis.
Statement of training needs.
Establishment of training goals and selection of trainees.
Selection and training of training personnel.
Application of selected training techniques.
Evaluation of training Programme.

1.5 IMPORTANCE OF TRAINING AND DEVELOPMENT

Optimum Utilization of Human Resources Training and Development helps in optimizing

the utilization of human resource that further helps the employee to achieve the organizational
goals as well as their individual goals.
Development of Human Resources Training and Development helps to provide an
opportunity and broad structure for the development of human resources technical and
behavioral skills in an organization. It also helps the employees in attaining personal growth.
Development of skills of employees Training and Development helps in increasing the job
knowledge and skills of employees at each level. It helps to expand the horizons of human
intellect and an overall personality of the employees.
Productivity Training and Development helps in increasing the productivity of the employees
that helps the organization further to achieve its long-term goal.
Team spirit Training and Development helps in inculcating the sense of team work, team
spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the
employees.

10
 Organization Culture Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture within the
organization.
Organization Climate Training and Development helps building the positive perception and
feeling about the organization. The employees get these feelings from leaders, subordinates, and
peers.
Quality Training and Development helps in improving upon the quality of work and work-
life.
Healthy work-environment Training and Development helps in creating the healthy working
environment. It helps to build good employee, relationship so that individual goals aligns with
organizational goal.
Health and Safety Training and Development helps in improving the health and safety of the
organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale of the work force.
Image Training and Development helps in creating a better corporate image.
Profitability Training and Development leads to improved profitability and more positive
attitudes towards profit orientation.
Training and Development aids in organizational development i.e. Organization gets more
effective decision making and problem solving. It helps in understanding and carrying out
organizational policies. Training and Development helps in developing leadership skills,
motivation, loyalty, better attitudes, and other aspects that successful workers and managers
usually display.

1.6 MANAGEMENT DEVELOPMENT

The more future oriented method and more concerned with education of the employees. To
become a better performer by education implies that management development activities attempt
to instill sound reasoning processes. Management development method is further divided into
two parts:
On the Job Training
Off the Job Training

3.8.1 On the job training: The most frequently used method in smaller organizations that is on-
the-job training. This method of training uses more knowledgeable, experienced and skilled
employees, such as mangers, supervisors to give training to less knowledgeable, skilled, and
experienced employees. OJT can be delivered in classrooms as well. This type of training often
takes place at the work place in informal manner. On-the-Job Training is characterized by
following points:
It is done on ad-hoc manner with no formal procedure, or content
At the start of training, or during the training, no specific goals or objectives are developed
Trainers usually have no formal qualification or training experience for training
Training is not carefully planned or prepared
The trainers are selected on the basis of technical expertise or area knowledge Formal OJT
programs are quite different from informal OJT. These programs are carried out by identifying
the employees who are having superior technical knowledge and can effectively use one-to-one
interaction technique.
The procedure of formal on-the-job training program is:

11
The participant observes a more experienced, knowledgeable, and skilled trainer (employee)
The method, process, and techniques are well discussed before, during and after trainer has
explained about performing the tasks
When the trainee is prepared, the trainee starts performing on the work place
The trainer provides continuing direction of work and feedback
The trainee is given more and more work so that he accomplishes the job flawlessly
The four techniques for on-the job development are:
Coaching
Mentoring
Job Rotation
Job Instruction Technique (JIT)
1.8.1.1 Coaching: Coaching is one of the training methods, which is considered as a corrective
method for inadequate performance. According to a survey conducted by International Coach
Federation (ICF), more than 4,000 companies are using coach for their executives. These
coaches are experts most of the time outside consultants. A coach is the best training plan for the
CEOs because
It is one-to-one interaction
It can be done at the convenience of CEO
It can be done on phone, meetings, through e-mails, chat
It provides an opportunity to receive feedback from an expert
It helps in identifying weaknesses and focus on the area that needs improvement This method
best suits for the people at the top because if we see on emotional front, when a person reaches
the top, he gets lonely and it becomes difficult to find someone to talk to. It helps in finding out
the executives specific developmental needs. The needs can be identified through 60 degree
performance reviews.
Procedure of the Coaching: The procedure of the coaching is mutually determined by the
executive and coach. The procedure is followed by successive counseling and meetings at the
executives convenience by the coach.
Understand the participants job, the knowledge, skills, and attitudes, and resources required to
meet the desired expectation
Meet the participant and mutually agree on the objective that has to be achieved
Mutually arrive at a plan and schedule
At the job, show the participant how to achieve the objectives, observe the performance and then
provide feedback
Repeat step 4 until performance improves
For the people at middle-level management, coaching is more likely done by the supervisor;
however experts from outside the organization are at times used for up-and-coming managers.
Again, the personalized approach assists the manger focus on definite needs and improvement.
1.8.1.2 Mentoring: Mentoring is an ongoing relationship that is developed between a senior and
junior employee. Mentoring provides guidance and clear understanding of how the organization
goes to achieve its vision and mission to the junior employee. The meetings are not as structured
and regular than in coaching. Executive mentoring is generally done by someone inside the
company. The executive can learn a lot from mentoring. By dealing with diverse mentees, the
executive is given the chance to grow professionally by developing management skills and
learning how to work with people with diverse background, culture, and language and
personality types.

12
Executives also have mentors. In cases where the executive is new to the organization, a senior
executive could be assigned as a mentor to assist the new executive settled into his role.
Mentoring is one of the important methods for preparing them to be future executives. Once the
mentor identifies the problem, weakness, and the area that needs to be worked upon, the mentor
can advise relevant training. The mentor can also provide opportunities to work on special
processes and projects that require use of proficiency. Some key points on Mentoring:
Mentoring focus on attitude developments
Conducted for management-level employees
Mentoring is done by someone inside the company
It is one-to-one interaction
It helps in identifying weaknesses and focus on the area that needs improvement
1.8.1.3 Job Rotation: For the executive, job rotation takes on different perspectives. The
executive is usually not simply going to another department. In some vertically integrated
organizations, for example, where the supplier is actually part of same organization or
subsidiary, job rotation might be to the supplier to see how the business operates from the
supplier point of view. Learning how the organization is perceived from the outside broadens the
executives outlook on the process of the organization. Or the rotation might be to a foreign
office to provide a global perspective. For managers being developed for executive roles,
rotation to different functions in the company is regular carried out.
This approach allows the manger to operate in diverse roles and understand the different issues
that crop up. If someone is to be a corporate leader, they must have this type of training. A recent
study indicated that the single most significant factor that leads to leaders achievement was the
variety of experiences in different departments, business units, cities, and countries.
An organized and helpful way to develop talent for the management or executive level of the
organization is job rotation. It is the process of preparing employees at a lower level to replace
someone at the next higher level. It is generally done for the designations that are crucial for the
effective and efficient functioning of the organization. Some of the major benefits of job rotation
are:
It provides the employees with opportunities to broaden the horizon of knowledge, skills, and
abilities by working in different departments, business units, functions, and countries
Identification of Knowledge, skills, and attitudes (KSAs) required
It determines the areas where improvement is required
Assessment of the employees who have the potential and caliber for filling the position
1.8.1.4 Job Instruction Technique: Job Instruction Technique (JIT) uses a strategy with focus
on knowledge (factual and procedural), skills and attitudes development.Procedure of Job
Instruction Technique (JIT) consists of four steps:
Plan This step includes a written breakdown of the work to be done because the trainer and the
trainee must understand that documentation is must and important for the familiarity of work. A
trainer who is aware of the work well is likely to do many things and in the process might miss
few things. Therefore, a structured analysis and proper documentation ensures that all the points
are covered in the training program. The second step is to find out what the trainee knows and
what training should focus on. Then, the next step is to create a comfortable atmosphere for the
trainees i.e. proper orientation program, availing the resources, familiarizing trainees with the
training program, etc.
Present In this step, trainer provides the synopsis of the job while presenting the participants
the different aspects of the work. When the trainer finished, the trainee demonstrates how to do

13
 Fig 1.2 Job Instruction Techniques

The job and why is that done in that specific manner. Trainee actually demonstrates the
procedure while emphasizing the key points and safety instructions.
Trial This step actually a kind of rehearsal step, in which trainee tries to perform the work and
the trainer is able to provide instant feedback. In this step, the focus is on improving the method
of instruction because a trainer considers that any error if occurring may be a function of training
not the trainee. This step allows the trainee to see the after effects of using an incorrect method.
The trainer then helps the trainee by questioning and guiding to identify the correct procedure.
Follow-up In this step, the trainer checks the trainees job frequently after the training program
is over to prevent bad work habits from developing.
1.8.2 OFF THE JOB TRAINING
There are many management development techniques that an employee can take in off the job.
The few popular methods are:
Sensitivity Training
Transactional Analysis
Straight Lectures
Simulation Exercises

1.8.2.1 Sensitivity Training: Sensitivity training is about making people understand about
themselves and others reasonably, which is done by developing in them social sensitivity and
behavioral flexibility.
Social sensitivity in one word is empathy. It is ability of an individual to sense what others feel
and think from their own point of view.

14
Behavioral flexibility is ability to behave suitably in light of understanding.
Procedure of Sensitivity Training: Sensitivity Training Program requires three steps:
Unfreezing the old values It requires that the trainees become aware of the inadequacy of the
old values. This can be done when the trainee faces dilemma in which his old values is not able
to provide proper guidance. The first step consists of a small procedure:
An unstructured group of 10-15 people is formed.
Unstructured group without any objective looks to the trainer for its guidance
But the trainer refuses to provide guidance and assume leadership
Soon, the trainees are motivated to resolve the uncertainty
Then, they try to form some hierarchy. Some try assume leadership role which may not be liked
by other trainees
Then, they started realizing that what they desire to do and realize the alternative ways of dealing
with the situation.

Fig 1.3 Procedure of Sensitivity Training

Development of new values With the trainers support, trainees begin to examine their
interpersonal behavior and giving each other feedback. The reasoning of the feedbacks are
discussed which motivates trainees to experiment with range of new behaviors and values. This
process constitutes the second step in the change process of the development of these values.
Refreezing the new ones This step depends upon how much opportunity the trainees get to
practice their new behaviors and values at their work place.

1.8.2.2 Transactional Analysis: Transactional Analysis provides trainees with a realistic and
useful method for analyzing and understanding the behavior of others. In every social
interaction, there is a motivation provided by one person and a reaction to that motivation given
by another person. This motivation-reaction relationship between two persons is a transaction.
Transactional analysis can be done by the ego states of an individual. An ego state is a system of
feelings accompanied by a related set of behaviors. There are basically three ego states:
Child: It is a collection of recordings in the brain of an individual of behaviors, attitudes, and
impulses which come to her naturally from her own understanding as a child. The characteristics
of this ego are to be spontaneous, intense, unconfident, reliant, probing, anxious, etc. Verbal

15
clues that a person is operating from its child state are the use of words like I guess, I
suppose, etc. and non-verbal clues like, giggling, coyness, silent, attention seeking, etc.
Parent: It is a collection of recordings in the brain of an individual of behaviors, attitudes, and
impulses imposed on her in her childhood from various sources such as, social, parents, friends,
etc. The characteristics of this ego are to be overprotective, isolated, rigid, bossy, etc. Verbal
clues that a person is operating from its parent states are the use of words like, always, should,
never, and non-verbal clues such as, raising eyebrows, pointing an accusing finger at somebody.

Fig 1.4 Transactional analysiss ego states

Adult: It is a collection of reality testing, rational behavior, decision-making, etc. A person in

this ego state verifies, updates the data which she has received from the other two states. It is a
shift from the taught and felt concepts to tested concepts. All of us evoke behavior from one ego
state which is responded to by the other person from any of these three states.
1.8.2.3 Lectures: It is one of the oldest methods of training. This method is used to create
understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in
printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the
knowledge of listener or to give him the theoretical aspect of a topic. Training is basically
incomplete without lecture. When the trainer begins the training session by telling the aim, goal,
agenda, processes, or methods that will be used in training that means the trainer is using the
lecture method. It is difficult to imagine training without lecture format. There are some
variations in Lecture method. The variation here means that some forms of lectures are
interactive while some are not.
1.8.2.4Straight Lecture: Straight lecture method consists of presenting information, which the
trainee attempts to absorb. In this method, the trainer speaks to a group about a topic. However,
it does not involve any kind of interaction between the trainer and the trainees. A lecture may
also take the form of printed text, such as books, notes, etc. The difference between the straight
lecture and the printed material is the trainers intonation, control of speed, body language, and
visual image of the trainer. The trainer in case of straight lecture can decide to vary from the
training script, based on the signals from the trainees, whereas same material in print is restricted
to what is printed. A good lecture consists of introduction of the topic, purpose of the lecture,
and priorities and preferences of the order in which the topic will be covered. Main Features of
Lecture Method are:
Inability to identify and correct misunderstandings
Less expensive
Can be reached large number of people at once

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Knowledge building exercise
Less effective because lectures require long periods of trainee inactivity.

1.9TRAINING EVALUATION

The process of examining a training program is called training evaluation. Training evaluation
checks whether training has had the desired effect. Training evaluation ensures that whether
candidates are able to implement their learning in their respective workplaces, or to the regular
work routines.
1.9.1 Purposes of Training Evaluation: The five main purposes of training evaluation are:
Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it
to learning outcomes.

Fig 1.5 Purposes of Training Evaluation

Research: It helps in ascertaining the relationship between acquired knowledge, transfer of

knowledge at the work place, and training.
Control: It helps in controlling the training program because if the training is not effective, then
it can be dealt with accordingly.
Power games: At times, the top management (higher authoritative employee) uses the evaluative
data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with the
expected outcomes.

1.9.2 Process of Training Evaluation: Before Training: The learners skills and knowledge are
assessed before the training program. During the start of training, candidates generally perceive
it as a waste of resources because at most of the times candidates are unaware of the objectives
and learning outcomes of the program. Once aware, they are asked to give their opinions on the
methods used and whether those methods confirm to the candidates preferences and learning
style.
During Training: It is the phase at which instruction is started. This phase usually consist of short
tests at regular intervals. After Training: It is the phase when learners skills and knowledge are
assessed again to measure the effectiveness of the training. This phase is designed to determine

17
whether training has had the desired effect at individual department and organizational levels.
There are various evaluation techniques for this phase.

Fig. 1.6 Process of Training Evaluation

1.9.3 Techniques of Evaluation: The various methods of training evaluation are:

Observation
Questionnaire
Interview
Self-diaries
Self-recording of specific incident

DATA COLLECTION

1.10.1 Source of data collection:

Primary sources: Primary sources were the first time data collected by researcher. He gathered
information directly from respondents i.e. workers, officers, trainees, executives and managers.
Secondary sources: Secondary data was already available in the form of paper source. This
included documents, journals, and newspaper articles, statistical studies and survey, magazines,
textbooks and scholarly research papers, manual and Internet. Researcher used the above
resources as an additional one required for understanding and acquiring in depth knowledge of
the subject.

1.10.2 Tools of data collection:

Interview schedule: The interview scheduled was used to collect primary data from respondents.
Keeping the objectives of study in mind the researcher designed the interview scheduled
comprising both open-ended and close-ended questions. And a structural interview scheduled
was used to collect information from respondents.

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1.11 DATA PROCESSING

Scrutinizing the data: The first was to scrutinize the information collected through interview
schedule. Whole scrutinizing the data it was necessary to check the completeness of forms,
relevance and response of the questions, internal and external consistency.
Code Book: In code book each question converted in its shortest from and alternatives were
given different codes by researcher.
Master Chart: The master chart was prepared with the help of codes prescribed in the codebook.
This gives a clear picture of data.
Tabulation: The researcher to present the statistics in a tabulated form and to analyze those
findings prepared the tabulations.
Interpretation of data: After the tabulation and percentage information is completed, the
researcher then interprets the tables and draws various inferences related to the subject.
Statistical method: The researcher in the interpretation of his data collected applies various
statistical measures.

19
 CHAPTER-2
INTRODUCTION TO POWER INDUSTRY IN

INDIA AND COMPANY PROFILE

20
 INTRODUCTION TO POWER INDUSTRY IN INDIA
Power sector in India is mainly governed by the Ministry of Power. There are three major pillars
of power sector these are Generation, Transmission, and Distribution. As far as generation is
concerned it is mainly divided into three sectors these are Central Sector, State Sector, and
Private Sector.
Central Sector or Public Sector Undertakings (PSUs), constitute 29.78% (62826.63MW) of total
installed capacity i.e, 210951.72 MW (as on 31/12/2012) in India. Major PSUs involved in the
generation of electricity include NHPC Ltd., NTPC Ltd.,, and Nuclear Power Corporation of
India (NPCIL).
Besides PSUs, several state-level corporations are there which accounts for about 41.10% of
overall generation , such as Jharkhand State Electricity Board (JSEB), Maharashtra State
Electricity Board (MSEB), Kerala State Electricity Board (KSEB), in Gujarat (MGVCL,
PGVCL, DGVCL, UGVCL four distribution Companies and one controlling body GUVNL, and
one generation company GSEC), are also involved in the generation and intra-state distribution
of electricity.
Other than PSUs and state level corporations, private sector enterprises also play a major role in
generation, transmission and distribution, about 29.11%(61409.24MW) of total installed
capacity is generated by private sector.
The Power Grid Corporation of India is responsible for the inter-state transmission of electricity
and the development of national grid.

The Ministry of Power is the apex body responsible for the development of electrical energy in
India. This ministry started functioning independently from 2 July 1992; earlier, it was known as
the Ministry of Energy. The Union Minister of Power at present is Sushilkumar Shinde and
Minister of State for Power is K.C Venugopal.
India is worlds 6th largest energy consumer, accounting for 3.4% of global energy consumption,
with Maharashtra as the leading electricity generator among Indian states. Due to
Indias economic rise, the demand for energy has grown at an average of 3.6% per annum over

21
the past 30 years. At the end of December 2012, the installed power generation capacity of India
stood at 210951.72MW, while the per capita energy consumption stood at 733.54 KWh(2008-
09). The Indian government has set an ambitious target to add approximately 78,000 MW of
installed generation capacity by 2012. The total demand for electricity in India is expected to
cross 950,000 MW by 2030.

India is the sixth largest in terms of power generation. About 65% of the electricity consumed in
India is generated by thermal power plants, 22% by hydroelectric power plants, 3% by nuclear
power plants and rest by 10% from other alternate sources like solar, wind, biomass
etc. 53.7% of Indias commercial energy demand is met through the countrys vast coal
reserves. The country has also invested heavily in recent years on renewable sources of energy
such as wind energy. As of March 2011, Indias installed wind power generation capacity stood
at about 12000 MW. Additionally, India has committed massive amount of funds for the
construction of various nuclear reactors which would generate at least 30,000 MW. In July 2009,
India unveiled a$19 billion plan to produce 20,000 MW of solar power by 2020 under National
Solar Mission.
The per capita power consumption in India is 733.54KWh/yr, which is very minimal as
compared to global average of 2340KWh/yr.

22
Electricity losses in India during transmission and distribution are extremely high,
about 28.44%(2008-09). India needs to tide over a peak power shortfall of 13% between 5pm
and 11pm by reducing losses due to theft and pilferage.. Due to shortage of electricity, power
cuts are common throughout India and this has adversely effected the countrys economic
growth. Theft of electricity, common in most parts of urban India, amounts to 1.5% of Indias
GDP. The condition of utilities are not good either, cumulative loss of 110 power utilities are
estimated as Rs 86,136 crore which is expected to to rise to Rs 1,16,089 crore by 2014-
15. Despite an ambitious rural electrification program, some 400 million Indians lose electricity
access during blackouts. While 84.9% of Indian villages have at least an electricity line, just 46
percent of rural households have access to electricity.

Electricity Generation
(Data Source CEA, as on 31/12/2012)
Grand Total Installed Capacity is 210951.72 MW.

Captive Genrating capacity connected to the Grid (MW) = 34444.12

The state of Maharashtra is the largest producer of thermal power in the country.
India was one of the pioneering countries in establishing hydro-electric power plants. The power
plant at Darjeeling and Shimsha(Shivanasamudra) was established in 1898 and 1902 respectively
and is one of the first in Asia.
R.E.S. INCLUDES :- SHP 2900 MW , WIND 12000 MW,B.P. & B.G. 2313.33 MW, U&I
& SOLAR 114.74 MW
(SHP SMALL HYDRO POWER, B.P. BIOMASS POWER, B.G.- BIOMASS
GASIFIER, U&I URBAN & INDUSTRIAL WASTE)
Electricity Transmission

23
A power transmission cable operated by BEST in Mumbai, India.
Transmission of electricity is defined as bulk transfer of power over a long distance at high
voltage, generally of 132kV and above. In India bulk transmission has increased from 3,708 ckm
in 1950 to more than 166000ckm, out of which 75556ckm is transmitted by Power Grid
Corporation of India (as on 30 Sep. 2010 ). The entire country has been divided into five regions
for transmission systems, namely, Northern Region, North Eastern Region, Eastern Region,
Southern Region and Western Region. The Interconnected transmission system within each
region is also called the regional grid.
The transmission system planning in the country, in the past, had traditionally been linked to
generation projects as part of the evacuation system. Ability of the power system to safely
withstand a contingency without generation rescheduling or load-shedding was the main criteria
for planning the transmission system. However, due to various reasons such as spatial
development of load in the network, non-commissioning of load center generating units
originally planned and deficit in reactive compensation, certain pockets in the power system
could not safely operate even under normal conditions. This had necessitated backing down of
generation and operating at a lower load generation balance in the past. Transmission planning
has therefore moved away from the earlier generation evacuation system planning to integrate
system planning.
While the predominant technology for electricity transmission and distribution has been
Alternating Current (AC) technology, High Voltage Direct Current (HVDC) technology has also
been used for interconnection of all regional grids across the country and for bulk transmission
of power over long distances.
Certain provisions in the Electricity Act 2003 such as open access to the transmission and
distribution network, recognition of power trading as a distinct activity, the liberal definition of a
captive generating plant and provision for supply in rural areas are expected to introduce and
encourage competition in the electricity sector. It is expected that all the above measures on the
generation, transmission and distribution front would result in formation of a robust electricity
grid in the country.

24
Electricity Distribution

The total installed generating capacity in the country is 210951.72MW,and the total number of
consumers is over 146 million. Apart from an extensive transmission system network at 500kV
HVDC, 400kV, 220kV, 132kV and 66kV which has developed to transmit the power from
generating station to the grid substations, a vast network of sub transmission in distribution
system has also come up for utilisation of the power by the ultimate consumers.
However, due to lack of adequate investment on transmission and distribution (T&D) works, the
T&D losses have been consistently on higher side, and reached to the level of 28.44% in the year
2008-09.The reduction of these losses was essential to bring economic viability to the State
Utilities.
As the T&D loss was not able to capture all the losses in the net work, concept of Aggregate
Technical and Commercial (AT&C) loss was introduced. AT&C loss captures technical as well
as commercial losses in the network and is a true indicator of total losses in the system.
High technical losses in the system are primarily due to inadequate investments over the years
for system improvement works, which has resulted in unplanned extensions of the distribution
lines, overloading of the system elements like transformers and conductors, and lack of adequate
reactive power support.
The commercial losses are mainly due to low metering efficiency, theft & pilferages. This may
be eliminated by improving metering efficiency, proper energy accounting & auditing and
improved billing & collection efficiency. Fixing of accountability of the personnel / feeder
managers may help considerably in reduction of AT&C loss.
With the initiative of the Government of India and of the States, the Accelerated Power
Development & Reform Programme(APDRP) was launched in 2001. APDRP meant to upgrade

25
the distribution system, minimize transmission and distribution losses, improve metering and
assign responsibility for the realization of user charges has not been able to bring down losses
to 15% by the end of 2007, as originally targeted in 2000-01.
The APDRP programme is being restructured by the Government of India, so that the desired
level of 15% AT&C loss could be achieved by the end of 11th plan.(estimated plan cost
Rs50000 crore)
The main objective of the programme was to bring Aggregate Technical & Commercial
(AT&C) losses below 15% in five years in urban and in high-density areas. The programme,
along with other initiatives of the Government of India and of the States, has led to reduction in
the overall AT&C loss from 38.86% in 2001-02 to 28.44% in 2008-09.
RGGVY, which had a target of providing electricity to 125,000 villages and connecting 23
million below-poverty-line households across the country by 31 March, has also been faltering.

26
Power for All by 2012

The Government of India has an ambitious mission of POWER FOR ALL BY 2012. This
mission would require that the installed generation capacity should be at least 200,000 MW by
2012 from the present level of 167278.36MW. Power requirement will double by 2020 to
400,000MW.
The government had earlier planned to add 78,000 MW of power capacity by the end of the 11th
Plan, which the Planning Commission had scaled down to 62,000 MW. This may now be further
curtailed to 58,000 MW (as on Dec 2010).
Objectives
Sufficient power to achieve GDP growth rate of 8%

LIMITED
Reliable power
Quality power
Optimum power cost
Commercial viability of power industry
Power for all
Strategies
Power Generation Strategy with focus on low cost generation, optimization of capacity
utilization, controlling the input cost, optimisation of fuel mix, Technology upgradation and
utilization of Non Conventional energy sources
Transmission Strategy with focus on development of National Grid including Interstate
connections, Technology upgradation & optimization of transmission cost.
Distribution strategy to achieve Distribution Reforms with focus on System upgradation, loss
reduction, theft control, consumer service orientation, quality power supply commercialization,
Decentralized distributed generation and supply for rural areas.
Regulation Strategy aimed at protecting Consumer interests and making the sector commercially
viable.
Financing Strategy to generate resources for required growth of the power sector.

27
Conservation Strategy to optimise the utilization of electricity with focus on Demand Side
management, Load management and Technology upgradation to provide energy efficient
equipment / gadgets.
Communication Strategy for political consensus with media support to enhance the general
public awareness.,
Rural electrification
Jharkhand, Bihar, Uttar Pradesh, Orissa, Uttranchal, Madhya Pradesh etc are some of the states
where significant number (more than 10%) of villages are yet to be electrified.
Number of Villages (1991 Census) 593,732
Villages Electrified (31/08/2010) 503,924
Village level Electrification % 84.9%

Subsidies

Several state governments in India provide electricity at subsidised rates or even free to some
sections. This includes for use in agriculture and for consumption by backward classes. The
subsidies are mainly as cross-subsidisation, with the other users such as industries and private
consumers paying the deficit caused by the subsidised charges collected. Such measures have
resulted in many of the state electricity boards becoming financially weak.
At present (2012), the price per unit of electricity in India is about Rs. 4 for domestic consumers,
and Rs. 9 for the commercial supply.

28
INTRODUCTION TO POWER MECH PROJECTS
LIMITED
Power Mech Projects Limited is an engineering and construction company providing versatile
and comprehensive service in power and infrastructure industries. The core activities of the
Company include three major business lines: Erection, Testing and Commissioning of BTG and
BOP, Operation and Maintenance, renovation and modernization of power plants and civil
works.
The company has undertaken projects of all types, sizes and in all environments in India and
abroad which include Ultra Mega Power Projects, Super Critical Thermal Power Projects, Sub
Critical Power Projects, Heat Recovery Steam Generator, Waste Heat Recovery Steam
Generator, Circulating Fluidized Bed Combustion Steam Generator, Gas Turbine Generator,
Hydro Electric Plants, maintenance, renovation, modernization and annual maintenance of
running plants and complete civil works.
Power Mech Projects Ltd was established in the year 1999 by a first generation entrepreneur and
young engineer Mr S Kishore Babu with a vision in outlook and passion in approach to create
one of the leading power infra companies. Today Power Mech stands tall among contemporary
players in the installation of power projects as a comprehensive service provider with over 7500
direct and 30,000 indirect employees.
With a fleet of cranes and machines the Company is capable of handling over 4,00,000 MT
annually and operating over 50 sites simultaneously.
The company has established subsidiary companies, Hydro Magus for undertaking hydro
projects, Power Mech Industries with a workshop in Noida for undertaking manufacture and
repair of BTG parts and a joint Venture Power Mech-CPNED Services (Hong Kong) Holding
Company Limited for supply of original spares for Chinese make machines.

Some of the power utility Companies Power Mech is associated with are:
Public Sector Undertaking (Govt. of India & State Govts.):

Power Utility Companies

29
MNC:

Korean Company:

Chinese Companies:

30
Mission
To be an outstanding company and dominant player among the peers and delight the customers
through products and services with continuous improvement.

Vision
Maintain high standards in workmanship, meet customer requirements to the brim, achieve
timely completion of projects by adopting innovative methods and planning, enhance
organizational skills through periodic training and retention of Human resources and tireless
pursuit for excellence all the time.

Quality
Power Mech Projects Limited, in its quest to be the leader among ETC and EPC companies is
committed to achieve continual improvement in its products, services and performance to
enhance customer satisfaction through improved level of quality and conforming to its
contractual obligations and induce quality awareness at all levels of employees by imparting
training, improving attitude, enhancing motivation and encouraging total involvement.

Safety
Power Mech Projects Limited, is committed to maintain higher standard in occupational Health,
Safety and Environment protection even while pursuing quality works and comply with all safety
norms, procedures and statutory rules and impart functional responsibility at all levels, educate
train and motivate everyone associated with the company to achieve the goal of 'Zero incident'.

31
BOARD OF DIRECTORS

S. Kishore Babu

Mr.Sajja Kishore Babu is the founding Chairman and Managing Director of our Company. He
holds a bachelors degree in technology from Nagarjuna University, Andhra Pradesh, India. He
is a first generation entrepreneur, responsible for our Companys growth and business
development since its inception. He has several years of experience in the power sector including
construction and O&M. He has been instrumental in completing major projects including sub-
critical units in scheduled time. He is also the chairman and director of Hydro Magus Private
Limited, Power Mech Industri Private Limited, the subsidiaries of our Company and the founder
and managing trustee of Power Mech Foundation, a charitable trust.

Mr.Murugesan.Rajendran is the executive Director and chief operational officer of our

Company. He holds a bachelors degree in civil engineering from University of Madras. He has
more than 30 years of experience in construction engineering and has exposure to erection of
BTG and BOP of power projects. He is responsible for our Companys overall business
operations. He has been associated with our Company since the year 2002. He has been
instrumental in the Company receiving ISO certification. Prior to joining our Company, he was
associated with BHEL and Sunil Hi-Tech Private Limited. He is also a member of the Institution
of Engineers and The Indian Institute of Welding.

32
Mr.Thiagarajan Sankaralingam is a non-executive independent Director of our Company. He
holds a bachelors degree in electrical engineering from Regional Engineering College (now
known as National Institute Technology), Trichy, affiliated to Madras University. He joined
BHEL in 1973 and later NTPC. He became the director (projects) of NTPC in August 2011 and
served as chairman and managing director from April, 2006 to April, 2008. He served as
chairman of the jury of International Project Management Association award committee for the
year 2006. Post superannuation from NTPC, he was the managing director of BGR Energy
Systems Limited from September 2009 to December 2012 and Cuddalore Power Company
Limited from January 2010 to October 2012. Currently he is the non-executive chairman of East
Coast Energy Private Limited and Bhubaneswar Power Private Limited and non-executive
independent director of Athena Chattisgarh Power Private Limited. He has around 40 years of
experience in the power sector. He is the recipient of Eminent Engineer Award from Institution
of Engineering and Technology, Delhi. He is also a fellow member of Institution of Engineers,
India.

Mr.Gorijala Durga Vara Prasada Rao is a non-executive independent Director of our Company.
He holds a bachelors degree in chemical engineering from Andhra University and a masters
degree, also in chemical engineering from University of Madras. He commenced his career in
the fertilizer industry and later joined Andhra Bank as a technical officer for project appraisal.
Having served in different capacities all over India he rose to the rank of a general manager in
Andhra Bank after a service of 28 years and 10 months. He has several years of experience in the
banking sector. He is the vice president of HEAL (Health and Education for All), a non
government organization providing health and education to orphans and poor children.

33
Dr Sutanu Behuria is a non-executive independent Director of our Company. He is an economist
and is an alumnus of St. Stephens, Delhi and holds Masters in economics from Delhi School of
Economics. He also holds another Master's and Doctorate in Economics from Southern
Methodist University, USA. He started his career as Lecturer in his Alma Mater and later joined
the Indian Administrative Service in 1976 and had an illustrious career spanning 38 years before
he retired on superannuation as Secretary, Government of India. During his service he held many
important positions including principal Secretary, Govt. of Himachal Pradesh and Secretary
Govt. of India, Heavy Industry, Minority affairs, National Disaster Management, Fertilisers etc.
He also has worked for 5 years with Asian Development Bank and acted as Advisor to Govt., of
Mauritius for 2 years. He has submitted many papers on Finance and Economics with regular
periodicity.

Mr. M Rajiv Kumar is a non-executive Director of our Company. He is a graduate in electrical

engineering and spent his entire career of 38 years in BHEL and by his sheer hard work and
acumen he rose to the level Exe Director, Power Sector, Eastern Region. During his career, he
initiated, planned, executed and commissioned many power projects and today they stand
testimony of his leadership quality and feeding power to the Nation. He has strong project
management skill, is exceptionally good at team-building, easily adaptable and flexible towards
projects needs and posses superior interpersonal & time-management skills. Gifted with good
foresight, he holds impeccable record for identifying right persons for right jobs, mentoring and
motivating the entire team under him

34
 Mr.Vivek Paranjpe did his B.Sc (Honors) from Fergusson College Pune and post graduated
from XLRI, Jamshedpur and has four decades work experience. He started his career with
Hindustan lever and after serving few other reputed Companies he moved to Hewlett Packard
before joining Reliance Industries limited to hold the position, Group President HR. He is a
columnist, HR consultant, visiting faculty and lead assessor and experienced in corporate
merger and acquisition. Currently he is the Strategic HR advisor to RIL, Independent Director,
Motilal Oswal Financial Services and on the Board of Governors, ITM University and on
advisory board, SHRM, South East Asia.

35
Awards
Year Award

Certificate of appreciation for 30 million safe man hours award from Sasan
2014
Power Limited, Ultra Mega Power Project
Zero fatal accident and maximum safety working man hours of 1.68 million
2013
hours from Gujarat State Electricity Corporation Limited, Sikka
2012 3 million accident free man hours award from SEPCO III at Jharsuguda
Best safety conscious agency from Adani Power Maharashtra Limited at
2012
Tiroda

BEST PARTNER Award from BHEL PSNR - Twice

in year 2007
BEST QUALITY Award from Chinese
EPC Major - SEPCO III for our services
in 4x600MW in Jharsuguda Project.

36
Best SAFETY Award from VEDANTA ENERGY
for our Performance Standards in Safety in Safety Certificate from TATA POWER in
Jharsuguda 4 x 600 MW. Trombay 1x250 MW

BEST Project House Keeping Award

BEST SAFETY Award from MAHAGENCO
from SEPCO III at 4X600 MW TG
2x500MW Project in Bhusawal 2 x 500 MW
Island,Jharsuguda

37
Excellent Construction Manager-2008 Award from
SEPCO III at 4X600MW TPP Jharsuguda

38
Power Mech is a manpower oriented company and naturally its strength is derived from the work
force. Even though the company has in its roll experienced Engineers, Administrators and
Financial experts it is maintaining its youth and vigor. The company has separate wing for each
Department both at sites and at corporate office with independent Heads. Periodical meetings of
Heads with senior officers, planned visits to sites and branch offices by Directors and other
officials are regular feature. A system fed HR policy takes care of the needs of the employees
with focus on the welfare of the employees and their families.
PowerMech Projects Ltd as on Organization adopts friendly Policies as effective tools and
ensures their consistent & fair applications. It identifies, promotes & implements best HR
practices across the Organization. Powermech supports its employees through welfare, care &
consideration by reaching out to people in needs.
Company Policies are designed to align individual & Organizational needs and to develop the
employees through a career development system. The company strives to recruit, retain high
quality people & build a ever-learning Organization with competent world class professionals. It
aims for performance excellence in the competitive business world through process efficiency in
Information Technology & embedding quality in all the systems.
We establish our presence amongst all major clients & also in the International market by
displaying the core values of team work & synergy, strive for excellence, ethics & integrity
besides the professional skills. This portfolio has established a strong service brand in the
domestic & international market.
Depending on the needs of the Organization, various policies & procedures are established to
take forward Employees On One System.

39
SWOT

Strengths:
Good brand equity
Good technological base
High production capacity

Weakness:
Comparatively high prices.
Lesser degree of promotional activity
High labor turnover

Opportunities:
Presence amongst all major clients & also in the International market by displaying the
core values of team work & synergy, strive for excellence, ethics & integrity besides the
professional skill.

Threats:
Coal prices soar.
Growing competition from power producing units in unorganized sector.

40
Mile Stones

Successful Light-Up of Boiler # 3 at 4x500 TPH , Dahej Thermax, Gujarat on 29th Sep 2016

41
Successfully Completed C.O.D of U#1 2x600 MW NTPC , Singareni TPP, Telangana on
25th Sep 2016

42
Successful completed Coal Firing of Boiler # 1 at 4x500 MW TPH Dahej Thermax, Gujarat on
02nd Sep 2016

43
Successful lifting of Boiler drum, Unit#5, 6X600 MW at Janjgir (KSK) Site, ,KMPCL,
Nariyara on dated 01st Sep 2016

44
Successfully Completed 2 X 660 MW Boiler Light up of Unit # 5 at RRVUNL, Chhabra
SCTPP, Rajasthan on 21st Aug 2016

45
Successfully Completed 2X660 MW Boiler Light up of Unit#1 at NTPC, Solpaur SCTPP,
Maharashtra on 21st Aug 2016

46
Successful Completion of Boiler # 4 Non-Drainable Hydro Test with a pressure of 235 Kg/cm2
at Dahej Thermax, Gujarat on 11th Aug 2016

47
Successfully rolled on Barring gear of TG Unit # 4 at BHEL, WBPDCL, Sagardigi SCPP, West
Bengal on 09th Aug 2016

48
Successfully Completed Hydro Test of Block # 2 BFD Line with a pressure of 345 kg/cm2
at Dahej Thermax, Gujarat on 22nd July' 2016

49
Successfully completed the Drainable Hydro Test of Boiler#3 of 2x660MW at LANCO TPP,
Korba, Chhattisgarh on 22nd Jul 16

50
Successfully completed HYDRO TEST for U#7 Large Dia. (5.1 Mtr.) CCW Piping Outlet Line
at NPCIL RAPP #7&8 Site at Rawatbhata, Rajasthan on 05th Jul 2016

51
REVIEW OF LITERATURE

Cary Cherniss et.al.

In the year (2010) they have evaluated the effectiveness of a leadership development program
based on International Organization for Standardization (ISO) principles. The program utilized
process-designed training groups to help participants develop emotional and social competence.
The study involved 162 mangers from nine different companies in a random assignment control
group design. There were nine different groups with nine managers in each group. Each group
was required to follow the identical process. His results indicated that after two years the
intervention group had improved more than the controls on all Emotional Competence Inventory
variables. The paper offers recommendations for future research on the mechanisms underlying
the process-designed group strategy and contextual factors that optimize results. This paper
describes a leadership development strategy that appears to be more economical and consistent
in its delivery than traditional approaches such as workshops or executive coaching. Although
ISO principles are utilized widely in the business world, this is the first study that has used this
approach in the design and delivery of management development.

Thomas Andersson
In the year (2010) has reviewed this paper to investigate the struggles of managerial identity in
relation to the process of becoming/being a manager, and the personal conflicts involved within
this process. Management training tends to be based on the idea that management concerns the
acquisition of competencies, techniques and personal awareness, while managerial practice is
more fluid and contextually based. There is a challenge for organizers of all types of
management training to bridge gap between a fixed idea of what is to be a manger and how
management is actually practiced. The methodology used in this paper is a qualitative
longitudinal project. The longitudinal and in-depth qualitative approach facilities an important
contribution to understanding issues in developing a managerial ability. On the whole 62
interviews and eight half-day observations were conducted. The study focuses on only five
managers in two organizations. This small sample limits the generalisability of the research.
Finally the study puts emphasis on the role of management training in providing templates for
how to be a manger, but it also illustrates the double-edged and complex role played by
context in managerial being and becoming.

David Mc Guire and Mammed Bagher in the year (2010)

the literature on diversity training and examine the effect of power, privilege and politics of
diversity in organizations. This is a conceptual paper examining the arguments in favor and
against diversity training in organizations. It identifies the presence of dominant groups in
society leading to the marginalizationand oppression of minority diverse groups. Diversity
training has a significant role to play in fostering greater equality, inclusion and fairness in the
workplace. Critically, it can help diverse individuals and communities recoup important aspects
of their identity and enjoy productive fulfilling careers in the workplace. Diversity fosters a new
outlook in organizations through capitalizing on the perspectives of all employees and giving
voice to silenced minorities. It promotes greater understanding, communication and the
integration of different worldviews in decision making and problem solving. To embed diversity

52
effectively in organizations requires leadership by senior management and a realization that
diversity will improve performance metrics, rather than simply being a socially desirable ideal. It
involves recognizing that promoting diversity and an inclusive culture is a shared responsibility
and is not solely the preserve of diversity advocates or HR departments. Finally the author says
that as globalization effects increase and the participation of diverse groups in the workplace
grows, there is a clear need in the field of Human Resource Development (HRD) to commit to
promoting the cause of diversity. Diversity needs to become a priority item on the HRD agenda
through embedding diversity into the curricula of HRD programs.

Franco Gandolfi in the year (2009)

he has analyzed that downsizing as a restructuring strategy which has been actively implemented
for the last three decades. While employee reductions were utilized mainly in response to crises
prior to the mid 1980s, downsizing developed into a fully-fledged managerial strategy for tens of
thousands of companies in the mid to late 1980s. Since then, downsizing has transformed the
international corporate landscape and affected the lives of hundreds of millions of individuals
around the world. While the overall effects of downsizing have been widely reported, many
misconceptions surrounding the concept of downsizing have remained. This conceptual paper
focuses on the role of training and development (T&D) during the downsizing process. In
particular, the research depicts the current body of literature associated with the function of HR
and its plans, programs, and policies that firms adopting downsizing must provide to their
surviving workforces. Finally, this paper offers concluding comments regarding effective
downsizing practices that have emerged in the literature.
Hopkins 1995
There are several ways managers can use professional development to increase the competence ,
skills , and leadership capacity of their employees . one way to do this involves managers
encouraging employees to pursue continuing education opportunities or empowering employees
through various leadership opportunities within the organization.
Holli and calabrrese (1998)
Defined evaluation as comparison of an observed value or quality to a standard or criteria of
comparison . evaluation is the process of forming value judgements about the quality of
programs , products and goals.
Boulnetis and dutwin (2000)
Defined evaluation as the systematic process of collecting and analyzing data in order to
determine whether and to what degree objectives were or are being achieved.
Schalock (2000)
Defined effectiveness evaluation as the determination of the extent to which a program has met
its stated performance goals and objectives.
Fancsali (2002)
Recommends that staff development occur on an ongoing basic . more specifically , the national
staff development council suggests that educators spend at least a quarter of their work time on
staff development activities (richdardson 1997).
Kirkpatrick (1998)
Recommended that as many as possible of the four levels of the evaluation be conducted
.in order to make the best use of organizational resources of time , money , material , space ,
equipment and manpower continued efforts are needed to assess all levels of effectiveness of
training program. trainers and share the results of these initiatives.
Philips and pulliam (2000)

53
 Reported and additional measure of training effectiveness returns on investment was used by
companies because of pressures placed on human resource department to produce measure of
output for total quality management and continuous quality improvement and the threat of
outsourcing due to downsizing .

54
CHAPTER-3
RESEARCH METHODOLOGY

55
RESEARCH METHODOLOGY

This chapter describes the method being adopted to conduct research. Research methodology
enables systematic solution of the research problems. It serves as a blue print, which guides the
researcher step by step and provides structure to the research being conducted. The chapter
throws light on the method of survey, data processing, analysis and setting of study.

OBJECTIVES OF THE STUDY

There are some big statements, which are drawn on a very specific note and provide guidelines
on what point research is being conducted.
Primary objectives of the study:
To know how company trained and developed the employees
Secondary objectives of the study: -
To understand the training and development activities of the company.
To find out the impact on the performance of the individual after training.
Report the feedback of the employees of the training activity carried on.
To know the training methods used in the organization.
To know the reasons for employees training and development

SCPOE OF THE STUDY

With the help of this study it is very easy to know the perception of employees regarding
satisfaction by the organization system.
After going through the factors regarding satisfaction it seems to look after its development for
the overall development of the organization.
This is also helpful for the organization as well as for the betterment of the employees in the
organization.

56
RESEARCH METHODOLOGY
Every project work is based on certain methodology , which is a way to systematically solve the
problems or attain its objectives. It is a very important guideline and lead to completion of any
project work through observation , data collection and data analysis.
Collection of Data- for research mainly two types of data is used i.e Primary Data and
secondary Data. The data been collected from both primary and secondary means.
Primary Data- primary data are those which were collected afresh and thus happen to be original
in character .the primary data has been collected through the structure questionnaires which are
filled by employees of the company .
Secondary Data- secondary data is collected from previous research and literature to fill in the
respective project. The secondary data has been collected through :
Articles
Websites
Sampling Plan- The sampling plan is designed to carry out in order to fulfil the objectives of
study.
Sample Size 50 Respondents.
Sample Technique Simple Random Sampling Technique.
Research Instrument - A questionnaire was developed to collect information.
Research Design Exploratory Research Design.
Sampling Area The research was conducted in Banawali .
Sampling Frame From sampling frame we can realistically select a sample for our research .
The targets population selected in this study was employees and workers of company.

57
 CHAPTER-4
DATA ANALYSIS & INTERPRETATION

58
 DATA ANALYSIS & INTERPRETATION

1. Since how many years you are working in the company?

A) 0- 5 Year C) 10-15 Year

B) 5- 10 Year D) More than 15 Year

TABLE 1 Years of Working in Company

0- 5 Year 34
10-15 Year 10
5- 10 Year 4
More than 15 Year 2

Year of Working in the Company

4 2

10

34

0-5 Year 10-15 Year 5-10 Year More than 15 Year

Figure 5.1 Years of Working in Company

INTERPRETATION: - According to above chart 34 employees have been working from last 5
years 10 employees have been working from 10-15 years and 2 employees have been working
from more than 15 years.

59
2 Do you like to attend the training program?

a) Yes b) No

TABLE 2 like to attend Training

Yes 46
No 4

Like to attend training

46

Yes No

Fig 5.2 Like to attend Training

INTERPRETATION: - According to all employees training sessions are arranged in their

organization. This means that company is aware about the effectiveness of training programs and
its benefit to the organization.

60
3. Do you feel training is necessary for any employee for his development?

a) Yes b) No

TABLE 3 Need of Training

\
Yes 46
No 4

Need of Training for Employees

46

Yes No

Fig. 5.3 Need of Training for Employees

INTERPRETATION: - According to 46 employees requires the need of training sessions are in

their organization. This means that company is aware about the effectiveness of training
programs and its benefit to the organization.

61
4. What is the duration period of training process?

a) Week c) One Year

b) One Month d) Others (Specify)

TABLE 4 Duration of Training Period

Week 17
One Month 27
One Year 3
Others (Specify) 3

Duration of Training
1.2

3
17

27

Week One Month One Year Others (Specify)

Fig 5.4 Duration of Training

INTERPRETATION: All the employees have different views regarding the duration of training
period as shown in the chart. But most of the employees interested to intend the training of 1
month period and 17 number of employees thinks it should be of One week.

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5. What type of training is given in your organization?

a) On the job b) Off the job

TABLE 5 Type of Training

On the job 23
Off the job 27

Type of Training given to Employees

23
27

On the Job Off the Job

Fig.5.5 Type of Training Provided

INTERPRETATION: - According tothe above table23 on the job training methods are used
while 27 off the job methods. The company uses these methods because they are cost effective
and give a better idea to the employees. Pie Chart of this table is as shown below in Fig 5.5.

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6. Do company provide study material before the training program?

a) Yes b) No

TABLE 6 Study Material Provided?

Yes 47
No 3

Study Material Provided by Company ?

47

Yes No

Fig.5.6 Study Material Provided

INTERPRETATION:47 number of employees told that study material is provided by the

company and other 3 persons said no material is provided by this.The above chart shows the
response of employees of company.

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7. Which technique is most suitable for training?

a) On the job b) Off the job

c) Depended on need d) all of the above

TABLE 7 Technique suitable for training

On the job 16
Off the job 15
Depended on need 14
all of the above 5

Most Suitable Technique for Training

5
16
14

15

On the job Off the Job Depend on Need All of the Above

Fig 5.7 Technique suitable for Training

INTERPRETATION: From all the available techniques on the job technique is preferred by the
16 number of employees and second one most preferable method is off the job. Other is depend
upon need method is chosen by 14 employees.

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8. Which method is most suitable for training?

a) Step by step instruction c ) conference /discussions

b) Coaching/ lecture d) programmed instructions

TABLE 8 Most suitable method

Step by step instruction 31

Conference /discussions 10
Coaching/ lecture 4
Programmed instructions 4

Method suitable for Training

1.2

10

31

Step by Step instruction Coaching/ Lecture Conference/ Discussion Programmed Instructions

Fig. 5.8 Method suitable for training

INTERPRETATION-: According to above chart 31 employees feels that step by step method is
most suitable method of training and 10 employees feels that conference is more suitable and
other 4 feel that coaching and programmed instructions are more suitable.

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9. Does training improve performance?

a) Yes b) No

TABLE 9 Training Improve Performance?

Yes 48
No 2

Training improve Performance

48

Yes No

Fig 5.9 Training improve Performance

INTERPRETATION: 48 employees think that training improves the performance of the

employees and another 2 employees dont think that any training can improve the performance
of employees.

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10. Do you get innovative ideas during training?

a) Yes b) No

TABLE 10 Got innovative ideas from training?

Yes 49
No 1

Got Innovative ideas

1

49

Yes No

Fig. 5.10 Got innovative ideas from training

INTERPRETATION: Most of the employees believes that training give the innovative ideas to
the trainees. These results shown with the help of chart 5.10.

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11. Does training build up team work?

a) Yes b) No

TABLE 11 Training Build up Team Work

Yes 48
No 2

Training Build up Team Work

48

Yes No

Fig. 5.11 Training Build up Team Work

INTERPRETATION:Training also improves the Team work, this is believed by 48 of employees

from total 50.

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12. Do training results in adoption to new working methods?

a) Yes b) No

TABLE 12 Adoption of New Working Method

Yes 47
No 3

Adoption of New Working Methods

47

Yes No

Fig. 5.12 Adoption of New Working Methods

INTERPRETATION: Adoption of New working methodsin the company is accepted by 47

employees. Another 3 employees told that there is no adaption of new methods in the company
after training.

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13. Have you ever come across any problem during train session?

a) Yes b) No
TABLE 13 Any problem faced during training?

Yes 33
No 17

Any problem faced during training

17

33

Yes No

Fig 5.13 Any problem faced during Training

INTERPRETATION: 33 employees thinks that many problems occur during the training. And
other 17 employees reported that there is no problem while training. All the data shown in table
and expressed in chart 5.13.

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14. Does the induction training is a well-planned exercise in the company?

a) Yes b) No

TABLE 14 Induction Training is well-Planned?

Yes 45
No 5

Induction Training is Well Planned?

Yes No

Fig 5.14 Induction Training is Well Planned

INTERPRETATION: Induction Training is well planned is told by 45 employees of the

company and other 5 employees said it is not well planned.

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15. What is the satisfaction level of employees?

a) Excellent b) Good
c) Fair d) Bad e) Very bad

TABLE 15 Satisfaction Level of Employees

Excellent 19
Good 30
Fair 1
Bad 0
Very bad 0

Satisfacation Level of Employees?

10 0

19

30

Excellent Good Fair Bad Very Bad

Fig 5.15 Satisfaction Level of Employees

INTERPRETATION: - 0% of employees feel that the training programme was very badly
organized, 0% of employees feel that it was badly organized, 1% feel that it was fairly organized,
19% feel that it was very well organized while 30% feel that the training programme was
exceptionally well organized.

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CHAPTER-5
FINDINGS & CONCLUSION

74
 FINDINGS
Training is the most important part of any organization and no person can think of the
development without it. By training the attitudinal change in the employee leads to the positive
thinking, a sense of devotion to organizational and also by the help of technical and behavioral
training the person in the organization can be aware of the latest developments and how to come
up with the best output with minimum investment and minimum labor waste. This leads to the
increase in the profit of the organization. The data which we analyzed from the questionnaire of
the following findings:
50% of employees feel change in their knowledge; skills and quality of work collectively while
30% in their knowledge, 10% in their skills and 10% in their quality of work. This means that
training helps in grooming of employee in one form or the other.
80% of employees have increased their morale and speed of work, 10% of employees have only
increased their morale while remaining 10% increased their speed of work after attending
training programmes. Training helps to understand the better way to complete a process and
gives the most effective and efficient way to complete the process or tasks.
70% of employees have been promoted more than ones after attending training programmes.
Training helps to enhance the skills of a person and thus provides benefit to employees.
70% of employees strongly agree with the fact that training sessions would be more beneficial if,
some background material is provided to them. The reason being that it helps to provide a better
and a clear concept in the minds of employees.
95% of employees think that training contributes to their personal growth. As in big bazaar
development programmes such as dictation and group discussions are held on a weekly basis that
helps to groom personality of the employees.
Training programmes are essential and beneficiary for both an employee as well as organization
as training programmes help an organization to reach its objective in the best possible way.
Training programmes increase the morale of an employee which benefits the organization in
terms of mores sales and effective work force and benefits employee in the terms of promotions
or recognitions given to them.
The maximum emphasis is given to job instruction methods where the trainee are made to
understand their job thoroughly and the role they are going to play in performing their job.

75
 CONCLUSION
I conclude that through proper training an employee can become multi skilled and this I have
practically noticed through my analysis. Thus, training endeavors to impart knowledge, skill and
attitudes necessary to perform job related task.
I have found out that because of the training employees are more able to perform their work very
effectively. By imparting suitable training to employees the company achieves the target of: -
Low cost
High quality
Timely delivery
Reliability
Value for money
Customer satisfaction
As a matter of fact these qualities are playing the pivotal role for sustainable development of the
company for future prospectives. As per my research is concerned, the company is providing
adequate training to the employees to thrive their intellectual curiosity for organizational success.

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CHAPTER-6
LIMITATIONS & SUGGESTIONS

77
LIMITATION OF THE STUDY
Besides the success of my research work, there are certain limitations which I faced during the
tenure of my work. These are: -
Training requirements can change so rapidly.
The employees were not interested in filling questionnaire because of their busy schedule.
Moreover the whole procedure of data collection was too much time consuming as direct and
accurate information was nowhere found in totality. Further it required a detailed consultation of
various books, websites that really needed a lot of time.
Data collected during a research, can become outdated fairly quickly.

SUGGESTIONS
The training circular form can also include a brief introduction about the subject for which the
training programme has been organized so that the participants are able to understand the topics
being covered in the training programme in advance.
It is easier for the trainee to understand the material that is meaningful so all the material should
be meaningful and theory can also be made interesting if they include: -
When material is presented to the employee a variety of similar example should be used.
The term and concept that are already familiar to the trainee should be used.
Training material should be organized in a logical manner and has meaningful units.
A company should implement their training programmes in a manner that 100% of their
employees agree that their personal growth increases with training and development.
Ensure that training contribute to competitive strategies of the firm. Different strategies need
different HR skill for implementation. Let training help employees at all levels acquire the
needed skill.
Ensure that a comprehensive and systematic approach to training exists, and training and
retraining are done at all levels on a continuous and ongoing basis.
Ensure that there is proper linkage among organizational, operational and individual training
needs.
Suggestion scheme may be opened for staff and technicians. The main advantage is that would
help convince the employees that the organization Listen to them and they are the part of
organization.
Ensure that training contribute to competitive strategies of the firm. Different strategies need
different HR skill for implementation.Let training help employees at all levels acquire the
needed skill

78
BIBLIOGRAPHY
BOOKS:
David A. Decenzo/Stephen P. Robins (2004) Personal and Human Resource Management
A. Monappa (2004), Personal Management-page no.134-234
Allan Pepper (1999) A Handbook on Training and Development-page no.34-56
WEBSITES:
http://hr-community.hrlink.in
http://www.retailnetworks.org/rn/daksh
http://www.indianpowersector.com/overview
http://www.Wikipedia.org/wiki/electricitysector
http://www.slideshare.net/dayakhewar/power
http:/www.powermechprojects.in/

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ANNEXURE

1. Since how many years you are working in the company?

a) 0- 5 Year c) 10-15 Year
b) 5- 10 Year d) More than 15 Year
2 Do you like to attend the training program?
a) Yes b) No
3. Do you feel training is necessary for any employee for his development?
a) Yes b) No
4. What is the duration period of training process?
a) Week c) One Year
b) One Month d) Others (Specify)
5. What type of training is given in your organization?
a) On the job b) Off the job
6. Do company provide study material before the training program?
a) Yes b) No
7. Which technique is most suitable for training?
a) On the job b) Off the job
c) Depended on need d) all of the above
8. Which method is most suitable for training?
a) Step by step instruction c ) conference /discussions
b) Coaching/ lecture d) programmed instructions
9. Does training improve performance?
a) Yes b) No
10. Do you get innovative ideas during training?
a) Yes b) No
11. Does training build up team work?
a) Yes b) No
12. Do training results in adoption to new working methods?
a) Yes b) No

13. Have you ever come across any problem during train session?
a) Yes b) No
14. Does the induction training is a well-planned exercise in the company?
a) Yes b) No
15. What is the satisfaction level of employees?
a) Excellent b) Good
c) Fair d) Bad e) Very bad

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