A PROJECT REPORT ON

TRAINING & DEVELOPMENT SYSTEM AT JKPM

JAY KAY PUR, Dist.: RAYAGADA, ORISSA
Partial fulfillment of MBA Study:
BY

REDDY SWAPNA
University Registration No:
13W16E0030
Under the able guidance of:
EXTERNAL GUIDE: INTERNAL GUIDE:
Sri. SANJEEB KUMAR SAMAL Sri. RAJA MOHAN
Asst. Manager (HRD), SSCE, Chilakapalem,
JKPM, Rayagada, Srikakulam,
(Odisha) (A.P)

DEPARTMENT OF MANAGEMENT STUDIES

SRI SIVANI COLLEGE OF ENGINEERING
College Code-W6
(Approved by AICTE, New Delhi & Affiliated to JNTU, KAKINADA)
Chilakapalem , Srikakulam
(2013-2015)

1
SRIKAKULAM

BONOFIDE CERTIFICATE

Certified that this is a bonafide record Summer Internship

project entitled on “Training and Development” at JK PAPER
MILLS LIMITED done by Ms. R.SWAPNA (Regd. No-
13W61E0030) in partial fulfillment for the award of the degree
of Master of Business Administration Under SRI SIVANI
COLLEGE OF ENGINEERING, SRIKAKULAM from JNTU
Kakinada during the academic year 2013-2015 is a bonofide
work undertaken by her during 32days dated from 05th may,

2014 to 7th June, 2014 Under the guidance of

Mr. SANJEEB KUMAR SAMAL, Asst. Manager (HRD).

MR. SANJEEB KUMAR SAMAL

(Asst. Manager), HRD DEPT.

2
DECLARATION

I, do her by declare that this project report entitled

“TRAINING AND DEVELOPMENT SYSTEM AT JKPM” is
prepared by me on the basis of the information collected
by me during the duration of 32 days i.e. from May 5 th,
2014 to 7th June, 2010, under the able guidance of Mr.
Sanjeeb Kumar Samal , Asst Manager (HRD), JKPM, for
partial fulfillment of the degree of the Master in
Business Administration under. SRI SIVANI COLLEGE OF
ENGINEERING, SRIKAKULAM.

REDDY SWAPNA
REGD No: 13W16E0030

3
ACKNOWLEDGEMENT

I feel to render my thankful acknowledgement to the following distinguished

personalities who stretched their helping hand to me in completing my project
work successfully.

I would like to express my sincere thanks and gratitude to my project guide

Mr. M.RAJA MOHAN, M.B.A. for the great interest he has shown on me and for
his valuable guidance throughout my project work.

I wish to express my deep sense of gratitude to Dr B. SADASIVA RAO principle

of Sri Sivani College of Engineering for giving me necessary inputs and an
opportunity to do my project work.

I would like to thank all the respondents met in the preparation, who gave
their valuable time to provide us required information and their honest
support to complete our project in time.

Reddy Swapna

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ABSTRACT
The global economy of the day has endangered the survival of every organization and

in Particular those who want a competitive edge over the others. the competitive edge

may be a distant dream the absence of superior quality products which otherwise is

the function of well trained employees. Today resources are scare and have to be

used carefully and trainers of all kinds are required justify their position and

account

for their activities. Training activities, which are ill, directed and inadequately focused,

do not serves the purpose of the trainers. The trainees or the organization hence

identification of training needs becomes the top priority of every progressive

organization. Identification of training needs, if done properly, provides the basis

on which all other training activities can be considered and will lead to

multiskilling, fitting people to take extra responsibilities increasing all round

competence and Preparing people to take on higher level responsibility in future.

5
INDEX

 CHAPTER-1 : INTRODUCTION
* NEED OF THE STUDY
* OBJECTIVE OF THE STUDY
* METHODOLOGY
* LIMITIONS

 CHAPTER-2 : INDUSTRIAL PROFILE

* COMPANY PROFILE

 CHAPTER-3 : THEORETICAL FRAME WORK

 CHAPTER-4 : DATA ANALYSIS AND DATA

INTERPRETATION

 CHAPTER-5 : FINDING
* SUGGESTION
* CONCLUSION

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Chapter-1

INTRODUCTION
NEED OF THE
STUDY
OBJECTIVE OF THE
STUDY METHODOLOGY
LIMITATIONS

7
  INTRODUCTION
Businesses rely on effective Human Resource Management (HRM) to
ensure that they hire and keep good employees and that they are able to
respond to conflicts between workers and management. HRM specialists initially
determine the number and type of employees that a business will need over its
first few years of operation. They are then responsible for recruiting new
employees to replace those who leave and for filling newly created positions. A
business’s HRM division also trains or arranges for the training of its staff to
encourage worker productivity, efficiency, and satisfaction, and to promote the
overall success of the business. Finally, Human Resource Managers create
workers’ compensation plans and benefit packages for employees.

Successful candidates placed on the jobs need training to perform their

duties effectively. Workers must be trained to operate machines, reduce scrap
and avoid accidents. It is not only workers who need training. Supervisors,
managers and executives also need to be developed in order to enable them to
grow and acquire maturity of thought and action. Training constitutes on going
process in any organization.

Training plays an important role in man-power development even at the

level of industrial unit. Training comes next to recruitment and selection. It is
necessary, useful and productive for all categories of workers and supervisory
staff. Training is practical in nature and is useful in order to create sense of
confidence in the minds of the newly recruited workers. It is for developing skills
among workers. Training is necessary due to technological changes rapidly taking
place in the industrial field. Expenditure on training is a profitable investment to
the employer. Training is, now, common in all industrial units. It is an internal
aspect of personality development.

Every organization needs to have well trained and experienced people to perform
the activities that have to be done. If the current or potential job occupant can
meet this requirement, training is not important. But when this is not the case, it
is necessary to raise the skill levels and increase the versatility and adaptability
of employees. As the jobs become more complex, the importance of employee
training also increases. In a rapidly changing environment, employee training is
not only an activity that is desirable but also an activity that an organization
must commit resources to if; it is to maintain a viable and knowledgeable work
force.

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 Human resources are crucial subsystem in the process of management. The
term human resource is quite popular in India with the institution of ministry of
human resource development in the union cabinet. Organization and individual
should develop and progress simultaneously for their survival and attainment of
mutual goals. So every modern management has to develop the organization
through human resource development.

There are different kinds of training in relation to different types of

classification. Such as behavioral or technical training, on the job of the job
training, etc.

The importance of training and development programmers are equally

applicable to JKPM. It requires people who have specialized talents in technical,
mechanical and administrative fields. The industry has to provide specialized
training and development programmers to stand in the competitive world. It is in
the hands of the management of JKPM to provide training to provide training and
development programmers for its present and future development in the fast
moving competitive world.

9
  NEED OF THE STUDY
Training is most important function that directly contributes to the
development of human Resources. It is also most frequently used HRD mechanism
in the country. Some organizations equate training with HRD and consequently do
nothing more than training for the development of human resources.

Training is essential because technology is developing at a fast rate.

Systems and practices get pit dated due to new discoveries in technology,
including technical, managerial and behavioral aspects. Since training is essential
is must be monitored and evaluated the effectiveness and purposefulness.
Continuous measurement of effectiveness of training is must because of a slow
shift in the change of the training concept from old to new.

There is also a need to have an integrated approach to training and it

should be an integral part of the HRD system of the organization. Training has to
draw from the other sub-system of HRD such as performance appraisal,
performance analysis and counseling and potential appraisal and development to
identify training needs. If training has to be used effectively, it is necessary to
have a commitment at all levels of the organization. A training policy, training
budget and a training system etc. Can go a long way to ensure the effectiveness of
training.

In today’s dynamic environment, continuous development of new

competencies and up gradation of skills to handle the new tasks effectively and
become competitive is needed by every organization for stabilizing, growing and
diversifying. Personnel are produces of goods and survives and therefore
important because “a customer seen a company through its employees”. The
employees represent the first point of contact with the customer. They must
therefore, be well training to provide solutions and the kind of service that wins
the customer approval.

While people need competencies to perform tasks, ensuring highest quality

of performance of tasks requires higher level of skills. Without continuous
development of competencies in people, an organization is not likely to achieve
goals. Competent and motivated employees are essential for organization is not
likely to achieve goals. Competent and motivated employees are essential for

10
organizations survival, growth and excellence. All executes personnel need
training to equip them to handle compels tasks with confidence and Competence.

The corporation’s inherent strength is the high quality of its human

resources, a professional pool of talent drawn from financial, technical, personnel
and legal disciplines. As many as executives in middle and higher level were
trained. Compete mapping and capacity building is an ongoing process in the
corporation and various in house and external training programs are being
organized impart new skills of appraisal’s task and treasury management, etc., to
the employees. Gaps in knowledge, talent, performance, strategies, credibility
and leadership are assessed and steps initiated to close the gaps and also induct
requisite professional skills of various level. The initiated to close the gaps and
also induct requisite professional skills of various levels. This initiative is
expected to sharpen the cutting edge of the organization’s competence and
competitiveness and help secure customer satisfaction.

Many training programmers have been conducting by JKPM for few bears
but continue feedback on the effectiveness of the training programmer conducted
by them is stressed but not reviewed up to the mark. However continues
evaluation on training programmers for every batch and every year is the need of
the labor. Hence, there is a need for the study to measure the effectiveness of
training at JKPM. Further need is that this type of study has not been carried out
by anybody so far and submitted to JKPM.

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  OBJECTIVE OF THE STUDY

The overall objective of the study is to observe practical implementation of

theoretical knowledge. The following are the objectives kept in view for the Study.

 To study the Training and Development system at JKPM.

 To evaluate the functioning of the training and development system in JKPM.
 To study the impact of training on employee performance.
 To study and analyze the growth and development of Paper industry.
 To suggest some measures for improving the Training and Development.

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  METHODOLOGY

The data for the preparation for this project report was available through
various resources. The data collected and used for this purpose was from both
primary and secondary resources.

 Primary data:
The primary data is the first hand information collected a fresh. It deals
with the original information. The primary data this is collected through personal
interviews and discussion with the concerned personnel in the organization,
mainly from Human Resource department

 Secondary Data:
Secondary data is that which already exists, it is collected from the
secondary sources viz., and company’s published records, company manuals
and the theoretical concepts were compiled and scrutinized for the
relevance to the study from various reference books.

The collected data was analyzed with the help of table’s graphs and other
statically tools. Some suggestions were offered based on the findings and
conclusions of the study.

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  LIMITATIONS

1. The project duration was only 32 days. Therefore time was insufficient
for in-depth study.

2. Accuracy of the study is based on the information given by the respondents

therefore it may have bias

3. Confidentiality of information is also limiting factor for analysis of data

4. The scope of study was limited to JKPM only.

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Chapter-2

INDUSTRIAL PROFILE
COMPANY PROFILE

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  COMPANY PROFILE
HISTORY OF JK ORGANISATION

JK Organization was founded over 100 years ago and ranks, among the largest
private sector groups in India in terms of assets and sales. J.K organization has a
distinguished record of having pioneered several new products and processes in
India. The group has multi-business, multi product and multi location operations.

The Genesis

During the later half of the 18th century, Shri Binodi Ram Singhania of village
Singhana, which lies in the Shekawati region of Rajasthan, migrated to Uttar
Pradesh. The family settled down in Kanpur and slowly spread its roots there.

J.K. Organisation was born under the leadership of Lala Kamlapatji and his father
Lala Juggilalji. Hence the name ‘J.K.’

The Founder - A Visionary

The foundation of J.K. Organization was laid when the nation was
passing through turbulent times. It was the time when Indians faced
discrimination in their own homeland. Born on 7th November 1884, Lala
Kamlapatji, the worthy son of Lala Juggilal Singhania, had the determination to
fight against this discrimination and a vision to make Indian business self reliant.
With this inspiration he set up the first cotton mill in northern India JK Cotton
Spinning Mill in 1921, exclusively using Indian capital, management and labour.
After this, many other enterprises were started. JK Jute Mills Co Ltd, JK Iron &
Steel Co Ltd, JK Oil Mills, JK Cotton Manufacturers, JK Hosiery Factory (Calcutta),
Motilal Padampat Sugar Mills… an empire was being created.

His visionary personality imbibed a strong nationalist fervour. Responding to

the Mahatma’s call for ‘Swadeshi’ in 1930, Kamlapatji burnt his entire stock of
imported cloth and decided not to import any further.

J.K. Organization, founded over 100 years ago, is an eminent industrial

group in India. The Group has multi-business, multi-product and multi-location
operations. The Companies in the Group manufacture and sell a large range of
products with leadership position in several areas including Automotive Tyres and
tubes, Paper & Pulp, Cement, V-Belts, Oil Seals, Power Transmission Systems,
Hybrid Seeds, Woolen Textiles, Readymade Apparels, Sugar, Food & Dairy
Products, Cosmetics etc. Clinical Research and Software Development are
other activities. The Organization is recognized as a dynamic force playing a key
role in the resurgence of India.

16
 All products of the Group are not only strong brand names, but also reputed
market leaders, in their respective segments. The success of the Group is based
on the use of latest technology, continuous research & development and
innovation. The Organization has set up highly reputed Research and Development
Institutes in India.

J.K. Organization has a global presence with manufacturing activities and

outsourcing arrangements in different parts of the world. Its exports span over 80
countries across 6 continents.

The Group’s manufacturing facilities are ISO 9001 certified. Many

have earned QS 9000 and ISO 14001 certifications, validating its concern for the
environment. Its units have been conferred with various awards for exemplary
export efforts and for the betterment of ecology like, the Annual Genentech
Environment Excellence Award, the India Manufacturing Excellence Gold Award
and numerous other Awards. It has set-up and promoted a number of Educational,
Medical and Social Institutions and actively supports such causes.

Proven Leadership

Singhania’s legacy is built on the spirit of entrepreneurship which is being further

advanced by the new generation. Under the visionary leadership of Late Shri Hari
Shankar Singhania and support by his brothers, the organization has shown
continuous and exemplary growth in diversified fields of industry. The group had
achieved a lead position in major businesses over the years.

17
JK ORGANISATION
OUR ENBLEM


The Hand and Hammer of JK Organization came into use in the beginning of 1943.
This symbol was chosen by Late Lala Lakshmipat Singhania, third son of Late Lala
Kamlapat Singhania, the founder of JK Organization.

The circle denotes Industry 24 teeth in the circle symbolize round the clock
activity. The hand and hammer signify labour and tool. The hard grip of the hand
stands for the strength and workmanship.

This emblem signifies the strong belief of the organization in the capability of its
employee.

CORE VALUES OF JK ORGANIZATION

1. Caring for
people
2. Integrity including intellectual honesty, openness, fairness and trust

3. Commitment to excellence.

WHAT JK ORGANIZATION STANDS FOR

1. Dynamic and successful Business Organization

2. A Socially valued enterprises

3. Business Integrity

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 .

JK Paper Limited was formed in 2001 by amalgamating JK Paper Mills at

Rayagada and Central Pulp Mills at Songarh, Gujarat, to become India’s 2nd
largest producer of quality paper with a turn over exceeding Rs. 650 crores.
It is a leader in writing, printing as well as coated varieties of paper.

In 1977 JK Industries set up a modern Automotive Tyres & Tubes Plant at

Jaykaygram near Udaipur in Rajasthan in technical collaboration with General
Tire Co., USA and another plant in 1991 at Banmore in Madhya Pradesh. The two
Plants together have a manufacturing capacity of nearly 30 lakh tyres per
annum.

In 2003 JK Tyre and Vikrant Tyre were merged to create a titan in the
Indian Tyre industry with a turnover of over Rs. 2000 crores and the 16 th largest
Tyre manufacture in the world. TQM driven company having received all four ISO
9001, QS 9000 and TS 16949 . Awarded the ‘2010 TPM Excellence Award’ by
Japan Institute of Plant Maintenance (JIPM), in one go for all its manufacturing
locations.

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A 3500 TPD Cane Crushing Capacity Sugar Mill at Meerganj, Uttar Pradesh,
was commissioned in 1996. The plant has adopted the most modern design and
has installed a baggage based cogeneration plant of 9 MW, of which 4MW is
fed into the upset Grid. Plans are being formulated for expansion of the Mill.
The company is also implementing an extensive cane development programme
to increase the supply of cane and also its sugar content in the coming years.
Continued emphasis is on co-generation of power.

JK Lakshmi Cement, a renowned and well-established name in the Indian

cement industry, now in its 31st year, has a formidable presence in North &
Western India’s cement markets. Its current capacity stands at 5.3 million
MT per annum.

Modern and fully computerized integrated plant at Jaykaypuram, in

Sirohi district of Rajasthan. It also has two split location grinding units – at
Kalol, Gujarat, and at Jhamri , Distt. Jhajjhar, Haryana.

Recognition for its outstanding efforts in various fields, by way of

numerous awards such as “India’s Best Companies to Work for” Award,
Gold Award - National Institute of Personal Management, Star Brands
2011, Green Manufacturing Excellence Award by Frost & Sullivan,
Greentech Safety Gold Award by Greentech Foundation, Golden Peacock
HR Excellence Award, Safety Innovation Award, Leading Businesswoman
of the Year Award, Greentech HR Excellence Award by Greentech
Foundation, Leading CEO of the Year Award, Best Professionally
Managed Company Award and Golden Peacock Award for CSR initiatives.

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FENAR INDIA Ltd., was acquired by JK Organization in 1987 and through
the years, the company turned into a high growth entity now touching a
turnover of 300 crores from 42 crores. Involved in the production of
industrial V-Belts, Engineering Products, Auto Belts, Conveyor Belts,
Material Handling System, oilseeds and cotton yard, FENNAR has been
totally customer focused with special customer care stations. Today FENNAR
is poised to expand its operations globally.

Umang Dairies produces and markets Skimmed Milk Powder, Butter Pure
Ghee, varieties of Dairy Whiteners and Premixes compatible with Tea &
Coffee Vending Machines and liquid Milk in poly pouches for retail and
institutional customers.

 Modern plant with a capacity to process 8 - 9 lac litres of milk

per day.
 Company is in the process of expanding its capacity from 9 to
10.5 lac litres/ day.
 Planning to launch a new product ‘Flavoured Milk’ by end of March
2013.

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JK Agri Genetics Ltd (JKAL) is a leading agri-biotech hybrid seed company with
pan Indian presence. Its activities include plant breeding & biotechnology
research, seed production, processing and marketing of hybrid seeds of
various field crops viz. Cotton, Rice, Jowar, Bajra, Maize, Sunflower, Wheat,
Mustard and Vegetables viz. Tomato, Okra, Chillies, Brinjal, Gourds, Melons
etc. The company has earned name for itself amongst the farming community
through its quality products.

 First Indian company to have indigenously developed and

commercialized Bt Cotton.
 JKAL has entered into international markets having similar agro-
climatic conditions in South Asia and Asia Pacific regions and
registration of various crop hybrids in these countries is in progress.

CliniRx Tangent Research, a JK Organisation member company, is a full

service Clinical Research Organization with offices in India, Romania,
Bulgaria and US. The company earlier known as CliniRx recently acquired a
Romania-based clinical research organization – Tangent Data. Following this
merged entity is now know as CliniRx Tangent Research. CliniRx conducts
multinational clinical trials in Phase I, II, III and IV for global pharmaceutical
and biotech companies.

Established in 2004, CliniRx (renamed as Clinirx Tangent Research in 2013)

has become one of the leading international clinical research firms which is
known for its best practices with respect to Patient safety, first-time quality,
high ethics, and effective and efficient delivery timelines.

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GST is a JK Organisation company leading the group's initiative in the
Aerospace, Defence and Security (ADS) sector in India.

GST is conceived with an intent to leverage the JK Group’s strong

competencies straddling the value chain – R&D, product development,
engineering, industrial manufacturing, testing and certification and
life cycle support.

 Complete range of activities from Design to Production to

Lifetime Support.
 Manufacturing & Services where there is a strong need and
potential business from the Indian user and strong technology
partners among the global majors.
 Joint Ventures and alliances that addresses both the Indian and
global Aerospace & Defence markets.

Dwarkesh Energy Limited (DEL) is heralding the Group’s foray as a

Independent Power Producer. It is pursuing opportunities in power
generation projects in Conventional and Renewable Energy sources.

 DEL is setting up a 1320 MW (2 X 660 MW) Supercritical Coal based

Thermal Power Plant in District Khandwa, Madhya Pradesh.
DEL is also exploring investment opportunity in Renewable Energy
sector especially in Wind and Solar power projects.

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PARTNERS

24
INTRODUCTION

JK Paper Ltd. has two large integrated paper manufacturing units – JK Paper
Mills, Rayagada, Odisha and Central Pulp Mills, Songadh, Gujarat with a combined
capacity of 2, 90,000 TPA. It is the market leader in Branded Copier paper
segment and among the top two players in Coated Paper and high-end Packaging
Boards

Its products are sold through extensive distribution network of

135 wholesalers, 5 depots & 4 regional marketing offices, and covering nearly
4,000 dealers. It offers a wide product range and its brands are synonymous with
premium quality paper.

Product mix includes well known brands like JK Copier, JK Copier Plus, JK Easy
Copier, Sparkle, Cedar, JK Excel Bond, JK Bond in the Multi-functional Office
paper segment; JK TuffCote, JK Ultima, JK TuffPac, JK IV Board, JK Endura and JK
Club Card in high-end packaging boards.

JK Paper Mills, Odisha, is undergoing major expansion, with investment of Rs

1,653 crores, involving state-of-the-art machines with 1, 65,000 TPA of paper
capacity and a pulp mill with 2, 15,000 TPA. This will significantly reduce water
and energy usage. The expansion will be completed in early 2013 with total
capacity reaching 4, 55,000 TPA.

JK Paper promotes environment-friendly practices as part of its responsibility. It

has taken to Farm Forestry activities for the last two decades, covering over
90,000 25
hectares of social farm forestry plantations in Orissa, Andhra Pradesh, West
Bengal, Gujarat, Chattisgarh & Maharashtra. Last year 8,500 hectares were added
to the under this programme.

JK Paper Mills in Rayagada, Odisha, completed 50 years of service to the

nation in October 2012, an important milestone in the history of the company.

HISTORY

JK Paper Mill – as a division of JK Corp Ltd. was commissioned on 18 th October

1962 with one Paper machine having installed capacity of 18,000 tones of writing
and printing papers. JK Corp Ltd. (formerly Straw Products Ltd.) belongs to the
Eastern Zone and is one of the member companies of JK Organization. JK Corp
Ltd. along with JK Raymond’s, Bombay is regarded as the Flagship Company of JK
Organization. It is a multi-product and multi-unit company.

Incorporated in the year 1938, JK Corp Limited, started its

operation with a board mill at Bhopal for manufacture of straw board. Since then
the activities of the company have been diversified from time to time. In the year
1962, JK Corp Ltd. set up this integrated Pulp and Paper Mill in the backward
district of Rayagada in Orissa. In 1982, the activities of JK Corp Ltd. were further
diversified when it set up a most modern cement plant by the name Lakshmi
Cement.

The capacity of mill was enhanced to 40,000 tons per annum by

undertaking balancing scheme. Due to heavy investments and unfavorable market
conditions CPM faced financial problems and was referred to BIFR in 1987 as
having negative worth.

J.K.Paper Mill was expanded in phases and at present has 5

paper machines with an installed capacity of 1,00,000 TPA with plans to expand
the capacity further to 1.6 lakhs TPA during the next five years. Besides the new
paper machine, imported cutter for automatic cutting and packaging of paper was
commissioned during the year 1994-1995.

In 2001 JK Paper Ltd. was formed by amalgamating the JK Paper

Mills at Rayagada and the Central Pulp Mills at Songadh, Gujarat, to become
India’s 2nd largest producer of quality paper with a turnover exceeding Rs. 650
crores. It is the first Indian Paper Mill to receive the “Sword of Honour” from
British Safety Council and ISO 9001 Certification by DNV – Norwegian agency.

26
Plant location
The company has two manufacturing facilities:
JK PAPER MILLS LTD JKPUR
RAYAGADA ODISHA PIN-765017

Jaykaypur is located on the slopes of Eastern Ghat Plateau in the southern part of
Odisha bordering the state of Andhra Pradesh. Its geographical position is 83-25’
east longitude and 19 10’ north latitude. Its average height above the mean sea
level is 758 feet. It has an average rainfall of 54 inches (1370 mm) and the
average air temperature varies from 8 degree Celsius to 44 degree Celsius. The
main source of water supply is from river Nagawali, a perennial river. The total
land area is 635 acres, out of which the factory occupies 393.98 acres and the
colony occupies 242 acres. There is a Singapore road railway station (SPRD) on the
raipur-waltair section of south eastern railway station and is at a distance of 2
Km from the mills and all passenger and express trains halt here.

In JK Paper Mill used 6 Machines to produce the products, from that paper
machine-2 is not work in now. The year, when the Paper Machine were installed
and their capacity as follows: CAPACITY

Paper Machine-1 1962 40000TPA

Paper Machine-2 1970 5500 TPA

Paper Machine-3 1972 32000 TPA

Paper Machine-4 1989 14000 TPA

Paper Machine-5 1994 21500 TPA

PF Plant 2001 25000 TPA

Coating Plant 2003 46000 TPA

Paper Machine-6 2013 196000 TPA

Major Departments in JK Paper Mills LTD

1. Pulp Mill 12. Power House
2. Stock Preparation 13. Civil Department

27
3. Paper Machine 14. Technology Development
4. Paper Finishing House 15. HRD & Personal
5. Finishing House 16. Township & Time Office
6. Soda Recovery 17. Works office
7. Quality control 18. Accounts
(a) Central laboratory 19. Stores & Yard
(b) Pulp Paper Laboratory 20. Sales & Stock
and Pollution control
8. Mechanical Engineering 21. Security
9. Electrical Engineering 22. Dispensary
10. Instrumentation 23. Safety & Management Services
11. Planning & Designing 24. forest dept.

Competition
NAME Sales
ast Price Market Cap. Net Profit Total Asset
turnover
(Rs. cr.)
6.85 1,104.56 33.19 2,317.33
Ballarpur Ind 988.33
Tamil
46.25 1,012.21 1,861.26 91.48 2,188.61
Newsprint
Intl Paper APPM 51.60 1,000.61 1,097.48 -41.61 833.44
Rainbow Papers 0.00 793.86 526.74 35.35 787.31
JK Paper 2.90 449.48 1,737.87 -77.19 2,476.91
West Coast
9.80 394.97 1,562.55 6.63 1,489.49
Papr
Seshasayee
09.55 264.32 833.55 20.51 734.70
Pape
Pudumjee Pulp 3.80 56.58 236.18 14.38 214.75
Shree Rama
.55 55.54 408.45 -15.51 337.29
News
Ruchira Papers 0.70 46.41 320.13 15.28 172.12
Shreyans Ind 6.60 36.77 402.81 12.64 106.43
Sirpur Paper 9.50 33.12 354.86 -97.10 448.18
Pudumjee Ind .25 16.65 137.98 0.70 93.82
Star Paper 0.30 16.08 275.02 -22.08 74.39
Malu Paper .55 14.59 217.75 1.40 123.17
Servalakshmi .50 10.78 222.24 -28.26 292.00
Magnum
.40 9.02 190.26 -0.31 381.04
Ventures

JK PAPER PRODUCT

28
 Superior grade of writing & printing Paper with high f
Surfaced Sized Super High Bright Mapli and brightness, Base Paper for coating purpose.
Base Paper
Superior grade high bright photo copier paper.
JK Copier Plus

A Paper most suited to all Xerox Machines,

J K Copier, Sparkle Copier, JK Easy Co Computer printout

Super grade of Board for Printing & Packaging, greeti

with high finish and brightness, Base Paper & Board
Surface Sized Super High Bright Pulp B
Coating purpose.
Base Paper & Board

JK Excel Bond A superior variety Bond for high grade Writing and
Printing & Letter head, paper higher grade of compu
stationery & Balance sheet.

J K Bond A normal grade of Bond Paper for writing pads &

letter heads

Wood Free Printing

A Writing and Printing Paper with good surface
and brightness and good dimensional stability meant
for export market.
MG White Poster
Packaging, Poster Printing
MG White Paper (Base)
Coated Chromo Paper
Pulp sheet
Pulp used for Paper making

JK Cote Art Paper / Board (Matt &

Quality Printing of Magazines, Calendar, Balance she
and for Packaging.
Glo JK SSML (SHB) Lower Grammage
Writing, Printing specifically for Diary Segment

29
JK PAPER MILLS PRODUCT
JK COPIER PLUS JK COPIER PLUS

JK COPIER JK COPIER

JK SPARKE JK SPARKE JK EASY COPIER

JK SAVANNAH JK LEDGER JK CEDER

JK BOND JK EXCEL BOND

JK IMAGE COPIER JK CMAX

JK VISION
30
 To be a dynamic benchmark and leader in the Indian Paper Industry.

JK MISSION

To be a world class company, creating shareholder value by achieving

growth and leadership through; JK Brand equity, customer obsession
technology, innovation, cost competitiveness, environmental and social care.
.

Objectives of jk paper mills

 Sustained growth optimizing production potential in least possible time.
 Leadership in niche market & customer-orientated marketing.
 Internationalization of business.
 Cost competitive news with international bench-marketing.

Jk quality policy
“To provide ‘customer Delight’- both internal and external through products and
services at lowest cost by continuous Improvement in processes, productivity,
quality and management systems”
Jk core values
 Integrity
 Trust
 Caring for people.
 Commitment to excellence.

Quality assurance
First emphasis on Quality Product manufacturing is assured. All
inputs are checked for their quality as per laid down specifications. Final product
is rigorously inspected / tested to ascertain conformance to Quality Standards.
Customer service
Regular feedback for the market is fed to the Mills by the
Marketing Department. Interaction between the technocrats of the Mills and the
Wholesalers/Consumers is the regular feature of their Organization. Interaction is
also encouraged for suppliers of the inputs and suggestions from the technocrats
of their Mills with regard to quality improvement are made for betterment of the
products.

AWARDS
31
 JK ORGANIZATION has achieved a number of important
technological break-through and has an impressive record of FIRSTS in India,
prominent among them being:

1994- First in India to produce Aluminum Virgin Metal from

Indian Bauxite.(The company was nationalized in 1973)

1949- First in India to manufacture Steel Engineering Files.

1962- First Indian Paper Mill to receive ISO-9001 certification.

1969- First in India to set up continuous Rayon plant.

1977- First in India to produce Steel Belted Radical Tyres

for Passenger cars, trucks and buses.

1980- First in the world to make Steel Radical Tyres for

3 wheelers.

1984- First to produce White Cement in India using dry

process technology.

1989- First in India to produce magnetic tapes with cobalt

technology.

1994- First Tyre industry in world to receive ISO-

9001 Certification for entire operation.

ACHIEVEMENTS

The various achievements of J.K. Paper Mills:

Only integrated mill in India to achieve less than 100-

meter cube of water consumption per ton of
paper. Highest chemical recovery (more than 95%).
Excellent fiber recovery system (more than 95%)
Highly efficient Electro Static Precipitators (ESP) in
all the boilers.

Corporate Society Responsibility

JK Paper is making major contribution in the diverse areas of health, medical and
family welfare activities which are not just limited to the employees and their

32
families but also extend to the various establishments and the metro cities of the
country. A few such activities are given below:

EDUCATION FACILITY:
 Lakshmipat Singhania School, Jaykaypur, Rayagada, Orissa
 Lakshmipat Singhania Public School, Jaykaypur
 Rayagada College, Rayagada.
 Women’s College, Rayagada.
 Sri Aurbindo Educational Centre at Rayagada.
 Thakar Bapa Ashrama, Rayagada.
 Saraswati Vidya Mandir& Vajeparwadi Dist. at Madhaparwadi

HEALTH FACILITY:

 It helps other organizations like Lions Club, Rotary Club, and Satyasi Seva
Samriti and Varanasi Kalyan Ashrama etc. to organize free Eye, Ear or
other such camps for the benefit of the people.
 The mills assist in organizing immunization and other such camps in this
area and render necessary help in the implementation of National
programs like Pulse Polio Program, HIV, and AIDS
 Awareness Program, Blindness/ Leprosy eradication program etc. The mill
donated one E.C.G. machine to Rayagada Govt. hospital for benefit of the
patients.
 JK Paper also had the project on promoting Reproductive Health-an
Extension Program in industrial colonies of JKPM.

ASSISTANCE DURING NATURAL CALAMITIES:

From the very beginning, the mill authorities have stood by the people
in their time of need and during natural calamities like fire, flood and drought.

 During the unprecedented drought witnessed in the year 1975, in

Kalahandi and undivided Korapur districts, the company had run
23 free Kitchens ranging from 3 to 6 months, spending about Rs
3 lakhs.
 During Flash Flood in Vamsadhara at Gunupur during 1982, the
company had not only met the immediate requirement of the
Government and the Public for rescuing and rehabilitating flood
victims but also had constructed 101 houses in the two villages.
namely Bichikote and Kadanguda spending about Rs 5.5 lakhs.

 During November 1993, an amount of Rs 65,900 was sent

for victims of Maharashtra.

 During September 1994 the Company had donated an amount

of Rs 50,000 for the flood victims of Coastal districts in
Orissa.
33
  During January 1996 an amount of Rs 2 lakhs was donated
to Chief Minister Relief Fund, Orissa.

 In May 2002, 56 fire victim families of village Savaraguda in

Gudari and 48 Families in village Boriguda (Cyclone Victims)
were given immediate assistance by the mills.

OTHERS

 The mills provided approach roads for the villagers.

 JK Paper contributed a sum of Rs 57,000 in the year 1997 to the Lions Club
of Rayagada for the construction of Multipurpose Community Hall at
Rayagada.

 For the construction of Lord Sri Jagannath Temple at

Rayagada, the mills have contributed Rs 7.5 lakhs for
the Completion of the construction work of the temple.

Facilities of JK Paper Mills LTD

JK Paper mill Ltd provides facilities to their employees are as follows:

 Medical Reimbursement
 Home leave travel assistance
 Group mediclaim insurance
 Provident fund
 Gratuity
 Self development scheme
 Long service Award
 Welfare facilities:
 Workers Uniform
 Transportation for shopping & medical purpose
 Canteen facility.

Strategic Planning & Strategic Objectives.

 Quality assurance system.

34
  Continuous improvement in Productivity, Quality, Cost Reduction &
Customer service.
 Technology up gradation.
 Marketing, Finance Management & inventory Management etc.

ENVIRONMENT POLICY

 Comply with applicable Environmental Legislations. Prevention of pollution.

 Continual improvement in Environmental Performance. We shall improve
our environmental Performance by:
 Afforestation through Social and farm forestry supported by colonel
technology.
 Cleaner technologies and processes.
 Reducing pollutants in discharged water Reducing particulate emissions.
 Conservation of Resources.

QUALITY ACCREDITATION:

First emphasis is quality product manufacturing is assured. All exports are

checked of their quality as per specifications laid down. Supplier considers no
substandard materials even at discount. J.K.P.M. is the first Indian paper mill to
receive the ISO 9001(1994) certification. It also received ISO 14001 for
environmental friendly in the year 1998.

ISO –9000 QUALITY SYSTEM

JK Paper mills are the first Indian Paper Mills to receive the ISO-9000(1994)
certification. The ISO-9000 standards define an effective quality system with
reference to Organizational structures and responsibilities, processes and
procedures and the documentation and implementation of Quality Policy.

35
 Export
Export of selected grades of paper is made to Australia, Malaysia, Singapore, Sri
Lanka, Bangladesh, Africa and Middle East, UK etc. The company is dispatching its
consignment through water transport. Normally the company is dispatching the
consignment from its port located at Chennai.

TPM POLICY
In continuous pursuit on organizational excellence by maximizing overall plant
effectiveness and achieving total customer satisfaction, the organization is
committed to:

 Achieve zero accidents, zero defects and zero breakdowns.

 Continuous reduction in cost of production.
 Involve all employees in systems and process improvement through
teamwork.
 Create a clean and safe working environment.

36
 INDUSTRY PROFILE
WHAT IS PAPER

“Paper” has played a vital role in the development of mankind, since time
is immemorial, as a means of communication, as the most versatile material for
packaging of goods, as a medium of preserving knowledge for progeny.
Paper is defined as “A mat of cellulose fibers arranged in crisscross fashion
with hydrogen bond and other forces.”

INTRODUCTION

Paper is derived from the word “papyrus”. Today, paper includes a wide
range of products with very different application: communication, cultural,
educational, artistic, hygienic, and sanitary as well as storage and transport of all
kinds of goods. It’s almost impossible to imagine a life without paper

There is a degree of consensus that the art of making paper was first
discovered in China and its origin in that country is traced back to 2 nd century. In
about A.D 105 Tsai Lun, an official attached to imperial court of china, created a
sheet of paper using mulberry and other best fibers along with fishnets, old rags
and hemp waste. (2nd Century B.C)

Chinese considered paper a key invention and kept this a closely guarded
secret for over Five Centuries until the technology slowly made it way westward.
The Arabs captured Chinese city containing a paper mill in the early 700’s and
from this started their own paper making industry. (Early 700’s) Invention of
printing in 1450’s brought a vastly increased demand for paper. Paper was first
made in England.

Origin of paper
industry 14th CENTURY

37
 The first Paper industry in the world was started in 1390 A.D., in Germany.
The person who started the paper Industry named Ulmann Stromer transformed
the ‘Gleismühle’ by the gates of his home town into a paper mill.

15th & 16th CENTURY

Paper industry was started in Switzerland & Holland in the year 1556. Paper was
first made in England in 1496. The advantages of this mill-based papermaking
technique, which spread throughout Europe in the 15th and 16th centuries far
outweighed the disadvantage of considerable outlays of time and capital for
building and fitting out with new machinery and equipment.

17th & 18th CENTURY

Technical progress continued in the 17th century. The first US Mill was built in 1690, the
Rittent House Mill, German town, Pennsylvania. In 1729 chlorine gas was first used for
bleaching of the pulp. A papermaking Machine Invented by The Frenchman,
Nicolas Louis Robert in 1798, developed in England by Brian Donkin for Henry and
Sealy Fourdrinier, but not placed into Operation until 1804. The Fourdrinier Paper
Machine was the first Papermaking machine to make continuous paper. Prior to
this machine, paper was made in single separate sheets.

19th & 20th CENTURY

In the early 18th century straw was certainly used as a raw material but failed to
make headway on quality grounds. Only the invention of ground wood pulp by
Saxon Keller in 1843 and chemical pulp by Mellier Watt in the year 1854 was
solved this problem.

38
21st CENTURY

The new millennium progress in computer science which will effect in our daily life
. Does this mean that the paper era will come to an end? The answer is most
definitely "No". The new techniques take this industry to next step. The advance
technology helps the paper industry to their progress.

Growth of the paper industry in India:

Paper Industry is one of the oldest industries established in India. Before the
advent of machine made paper a sizable hand made paper manufacture flourished
in India. The earliest efforts of mechanizing this industry in our country dates
back to the beginning of 19th century.
In India, the first paper machine was installed in 1812 at Sorampet (west Bengal).
Over the decades the there was rapid growth in the number of Pulp & paper mills
from 17 in the early 1950’s to 250 Mills in 1980’s. The domestic output of paper
and paperboards grew form 1,35,000mts in 1951 to 15,00,000mts in 1985. What
followed then is a virtual doubling of capacities and production was around 25
lakhs tonns annum and the no, of mills increased to over 350 in the organized
sector.

 Figures speak of a production of 28-lakh tons form 375 organized mills.

 Future projections indicate that by the year 2005 A.D., India requires about
59-lakh tons per annum of paper and board and there after the growth
accelerates.

The paper industry in India is more than a century old. The industry is
predominately in the private sector. There are about 406 paper mills in India with
a total installed capacity of around 6.2 million tones.

INDIA PAPER INDUSTRY

Indians were using Copper plates, Iron plates and for the purpose of
writing, before paper came into existence. Papermaking entered our country
through Arbs as an art. This art was restricted to Muslim families as a secret, at
that time, which were mainly based and lived Kashmir & Punjab named Kagazius.

39
 India first Machine-made paper was manufactured in 1812. During this time
there were 15 mills with a total production of lakh tones. In India the Soft wood
is the principal raw material used for making paper especially newsprint and high
class printing papers. With rise in population and broadening of education the
demand for paper has been constantly escalated.

Paper industry in India is mainly plantation based and is essential that more land
must be brought under plantations of eucalyptus and other trees apposite for the
making of papers. The paper industry also requires huge amount of soft water and
paper utilized for newspapers is called newsprint. Its requirement is bound to
grow noticeably.

Indian paper industry is a vast industry comprising more than 157 paper-
producing divisions all over India. These 157 functional units manufacture
handmade paper worth around Rs.21 cores and provide employment to
approximately 10,000 people. Sanganer village is the biggest center in western
India humming on the rhythm of the sound of paper making activities.

Indian Paper industry has created sustainable livelihood in rural areas

and has helped generating employment for the local population especially for
women to earn their livelihood. The Indian Paper Industry has emerged as a
diversified and specialized industry that produces numerous types of papers that
comes in various use such as watermark, filter paper, drawing sheets, etc. Other
products including Paper Bags, paper diaries, paper photo Frames, Greeting
Cards, Handmade paper Boxes, paper Albums, etc, are manufactured and
exported across the world. Today, the Indian exporters export nearly Rs.400
crores worth of paper products per annum to the developed nations.

40
LIST OF STATE WISE INDIAN PAPER INDUSTRY

NAME No. Of Industries

ANDHRA PRADESH 22
ASSAM 02
BIHAR 04
GUJARAT 68
HARAYANA 15
HIMACHAL PRADESH 06
JAMMU & KASHMIR 01
KARNATAKA 14
KERALA 05
MADHYA PRADESH 21
MAHARASTRA 71
NAGALAND 01
ODISHA 09
PONDICHERRY 01
PUNJAB 37
RAJASTHAN 07
TAMIL NADU 31
UTTAR PRADESH 16
WEST BENGAL 26
TOTAL 594

41
Top Company List of Paper Mills in INDIA

 Amaravathi Sri Venkatesvara

Paper Mills, Midapadi, Swaminathapuram,
Palani, Tamil Nadu
 Shree Venketesh Paper Mills, Meerut,Uttar Pradesh
 Amrit Corp ABC Papers
 Andhra Pradesh Paper Mills
 Ballarpur Industries Limited
 Century Pulp & Paper, Lalkua
 Delta Paper Mills Limited.
 Hemkunt Paper Mills Ltd.
 Indo Afrique Paper Mills Pvt Ltd.
 ITC Paperboards & Specialty Papers Division
 J. K. Paper Ltd.
 Khanna Paper Mills
 K. R. Pulp & Papers
 Laxmi Board & Paper Mills
 Murli Industries Ltd.
 Mysore Paper Mills
 NEPA Mills, Nepanagar
 Orient Paper Mills
 Punalur Paper Mills, Punalur
 Sai Rayalaseema Paper Mills Ltd., Kurnool
 Sangal Papers Ltd., Mawana
 Satia Paper Mills Ltd., Muktsar
 Seshasayee Paper And Boards Ltd., Erode
 Shree Krishna Paper Mills
 Shree Rishabh Papers
 Sirpur Paper Mills
 Sri Nandha Paper and Board, Namakkal, Tamil Nadu
42
 Some of Top Companys Profiles

 Amaravathi Sri Venkatesa Paper Mills, Midapadi,

Swaminathapuram Palani, Tamil Nadu
Incorporated in 1960 by visionary and philanthropist Sri
G.V.Govindaswamy Naidu and one of the pioneers of paper manufacturing in South
India. Amaravthi Sri Venkatesa Paper Mills Ltd makes various grades of paper using
the state of the art equipments and catering to wide range of customers not only
throughout the country but the unit is also a leading exporter in its segment and is a
recognized star export house consistently for the last 4 years.

Products

Fine Varieties
Newsprint Varieties
Duplex Board
Kraft & Poster Varieties

 Andhra Pradesh Paper Mills

In a constantly changing business scenario, maintaining a niche
becomes even more challenging. In such a situation only with innovative
leadership, state-of-the-art technology and committed people can make
a company steal the lead over
competition. A company can lead by making quality a
continuing reality, lead by being a profit-making concern, lead by being
a committed corporate citizen, lead by moving ahead into the future-
confidently.

And that is the story of Andhra Pradesh Paper Mills Limited - One of the
biggest, integrated pulp and paper manufacturing companies in India.

43
 Ballarpur Industries Limited

Ballarpur Industries Limited (BILT) is a flagship of the US$ 4 bn Avantha

Group and India's largest manufacturer of writing and printing (W&P)

paper. The current chairman of the company is Gautam Thapar, who

succeeded his late uncle L.M. Thapar. BILT's subsidiaries include Sabah

Forest Industries (SFI), Malaysia's largest pulp and paper company, and

BILT Tree Tech Limited (BTTL), which runs BILT's farm forestry

programme in several states in India. The company accounts for over

50% of the coated wood-free paper market, an impressive 85% of the

bond paper market and nearly 45% of the hi-bright Maplitho market,

besides being India's largest exporter of coated paper.

 Indo Afrique Paper Mills Pvt Ltd.

Incorporated in 1981 and currently established as a Private Limited Company,

Indo Afrique has been one of India’s leading paper mills in terms of quality and

service. With an annual installed capacity of 40,000 tons, we ensure that our

clients receive the best quality Kraft and Newsprint paper to suit their needs.

Our team of 200+ people focuses on product development, cost minimization,

superior quality and customer satisfaction. Our management team, staff

members and workers have over four decades of experience in the paper

industry and this vast amount of experience greatly aids us in moving our

organization forward.

 Khanna Paper Mills

44
The Indian Paper Industry is among the top 15 global players today, with an output of
more than 6 millions tones annually. Paper Industry in India is riding on a strong demand
and on an expanding mood to meet the projected demand of 8 million tons by 2010 & 13
million tons by 2020. Demand for paper as well as paper board has increased
considerably since independence thus resulting in the set up of a few major paper mills
across the country. One of the major players who dominate the paper industry in the
Indian sector is Khanna Paper Mills Private Limited. Khanna Paper Mills Private Limited,
is an ISO 9001:2000 certified company, manufacturing quality paper and board by
recycling of waste paper as the feedstock for domestic consumption for a little over 4
decades. Although paper is traditionally identified with reading and writing,
communication has now been replaced by packaging as the single largest category of
paper use at 41% of all paper used. Khanna Paper Mills is the largest paper mill
production house of its kind and is among the top ten in
paper production in India.

Khanna today produces around 3,30,000 MT of board and writing and printing paper.
Khanna has also become the first paper mill in India to produce high quality writing and
printing board from 100% deinked woodfree recovered paper. Khanna Paper Mills
distribution network of 100+ dealers has a reach not only over the length and breadth of
India but across the globe with a focus on demand markets and exporting their products
to the SAARC countries, Africa and the Middle East.

Paper Industries By Map

45
GLOBALISATIO
N AND
ITS IMPACT ON INDIAN PAPER INDUSTRY

India has 16% of the total population but consumes only 1.2% of the total
paper produced in the world. Its per capita consumption is very low around 3.7kg
head year. The installed capacity of the industry is 4.2 million 9 tones of paper
and 6, 50,000 tones of newsprint.

Even though there are 380 mills registered, only few mills are large with
capacity of 50,000 to 9 tones per year ranging from 100 to 600 tones per day.
Indian paper industry has potential but it cannot meet growth in demand unless
constraints are overcome. Demand should reach 8kg per head by 2010.

Several mills have closed down and others are running below the capacity.
Most mills are in losses for the year ended march 1998. Since 1995 reduction of
import duty on paper, 15% to 20% paper import (especially newsprint) has raised
sharply. Frequent industry requests for restoring higher duties and imposition of
anti-dumping have not been acted upon.

In 1995-96 mills typically kept 6-7 days production on head. Inventories

often exceeded 30 days output. In 1998, several small and medium sized milled
creased for 3-4 months due to depressed demand. Major mills like JK
Corporations, century, orients and Brajraj Nagar had been closed during
November 1998 due to labour problems.

GOVERNMENT HELP:

1. Removal of import duty on waste paper.

2. Increase of import duty to at least 40% on paper.
3. Duty on IWC to be for the coast of modernization and expansion to Attract
fresh investment.

46
Chapter-3

THEORETICAL FRAME WORK

47
UMAN RESOURCE DEVELOPMENT

The main function of Human Resource Department is to train and develop

the employees to the current standards of manufacturing systems. As a part of
this it organizes seminars and lectures both from internal and external sources to
educate the employees. It has specific modules for various activities like
individual development program , competency development program etc .From
time to time it also organizes inter departmental activities to rejuvenate
employees from day to day job. Other functions include support during
orientation and training of GETs.

G.M (HRD)

A.M (HRD) A.M (HRD) Sr. Mgr (HRD)

The main functions of Human Resource Department are –

1-Training & Development

2-Employee Involvement (ie, Suggestions, Q.C,

C.F.T) 3-Customer Culture (ie,

Coordination/Facilitation)

4-Enhancing Company Brand

Value 5-Employee Satisfaction

Survey

6-Talent Management

7-SMART (ie, Specific Measurable Achievable Relevant Time frequent)

48
 Nature of HRM

Human Resource Planning

Job Analysis

Recruitment

Selection

Placement

Training & Development

Remuneration

Motivation
Compet
ent & Organizat
Environment Participative Management
Willing ional
Work Goals
Communication
force
Safety & health

Welfare

Promotions, etc.

Industrial Relations

Trade Unionism

Disputes & their Settlement

Future of HRM

Ethical issues in HRM

International HRM

Training
INTRODUCTION:-

49
Successful candidates placed on the jobs need training to perform their duties
effectively. Workers must be trained to operate machines, reduce scrap and avoid
accidents. It is not only workers who need training. Supervisors, managers and
executives also need to be developed in order to enable them to grow and acquire
maturity of thought and action. Training constitutes ongoing process in any
organization.

Training plays an important role in man-power development even at the

level of industrial unit. Training comes next to recruitment and selection. It is
necessary, useful and productive for all categories of workers and supervisory
staff. Training is practical in nature and is useful in order to create sense of
confidence in the minds of the newly recruited workers. It is for developing skills
among workers. Training is necessary due to technological changes rapidly taking
place in the industrial field. Expenditure on training is a profitable investment to
the employer. Training is, now, common in all industrial units. It is an internal
aspect of personality development.

Every organization needs to have well trained and experienced people to

perform the activities that have to be done. If the current or potential job
occupant can meet this requirement, training is not important. But when this is
not the case, it is necessary to raise the skill levels and increase the versatility
and adaptability of employees. As the jobs become more complex, the importance
of employee training also increases. In a rapidly changing environment, employee
training is not only an activity that is desirable but also an activity that an
organization must commit resources to if; it is to maintain a viable and
knowledgeable work force.

The Employment and Training Administration (ETA) oversees programs to

furnish job training and placement services; supervises payment of unemployment
compensation under federal and state laws; and conducts national employment
and training programs for Native Americans, migrant workers, and other
disadvantaged citizens. The ETA includes the U.S. Employment Service,
Unemployment Insurance Service, Office of Job Training Programs, Bureau of
Apprenticeship and Training, and Office of Strategic Planning and Policy
Development.
50
 NEED FOR THE TRAINING

To match employee Specifications with job requirement and

organizational needs

Organizational viability and transformation process

Technological advance

Organizational complexity

Changes in the job assignment

Human relations

Objective of Training:-
51
Objectives of training are as follows:-

Objective of Training

Preparing for Motivating and

Enhancing Avoiding Promotion and Preventing Gaining
Updateing
Employee Employee Skills Managerial Managerial empolyee Organisational
Performance Obsolescence Succession Attrition Excellence

 Imparting new skills help in performance enhancement of the employees

assigned with specific tasks.
 Training systems enable employees to update their abilities and integrate
the technological changes successfully into organizational systems and
processes.
 A manager’s inability to cope with technological advancements is referred
to as managerial obsolescence, as it is the management’s failure to adopt
new methods and processes.
 An employee acquires new skills in a training programme; so can a
manager. He/she accepts challenging tasks and doesn’t hesitate to assume
higher responsibilities. Training makes the transition of the employee from
the present job to the next job easier, faster and smoother.
 An employee needs continuous development to move along the career path
as per the career planning. Training motivates and reinstates organization
commitment.
 Knowledge, skill, and motivation are the dominant determinants of human
performance. A trainee person needs less time and attention from the
supervisors as training makes him/her self-propelled.

Because training seldom is an unlimited bugger item and there are multiple
training needs in an organization, it is necessary to prioritize needs. Ideally,
training needs are ranked in importance on the basis of organizational objectives.
The training most needed to improve the health of the organization is done first
in order to produce visible results more quickly.

Process of Training
52
Assessment of Or ganisational Objectives and
 Strategies
Assessment of Establishment of
Designing Training Needs Training Goals
Training And
Development
Programme
Implementation Evaluation of
of Training
Results
Programme

Process of
Training

 The first step in the training process in an organization is the assessment of

its objectives and strategies.
 Needs assessment diagnoses present problem and future challenges to be
met through training and development.
 Without a training and development programmed and after it has been
implemented, there will be no way of measuring its effectiveness. Goals
must be tangible, verifiable, and measurable.
 Deciding the location and organizing training and other facilities
 Scheduling the training program
 Conducting the programme
 Monitoring the progress of trainees
 The last stage in the training and development process is the evaluation of
results. Since huge sums of money are spent on training and development,
how far the programme has been useful must b e judged. Evaluation helps
to determine the results of the training and development programme. In
practice, however, oranistions either overlook or lack facilities for
evaluation.
There is little generalization about training that can help the practitioner.
Training should be seen as a long-term investment in human resources using
the equation given below.
Performance = Ability * Motivation

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

53
Importance of Training
 Reduction in cost of production
 Minimum possibility of accident
 Stability in organization
 Improvement in the quality and quantity of production
 Helpful to managers
 Increase in understanding

Llmitations of Taining
 Time consuming
 Increase in responsibility
 Loss of investment to organization
 Natural skills of employees remains unexplored
 Sometimes leads to frustration

 Three others factors which could necessitate training

activity. TECHNOLOGICAL ADVANCES: -

There has been tremendous development in industrial technology. To keep pace

with advanced industrialization, the average organization is likely to be
increasingly mechanized or automated. Mechanization and automation of the
plant is necessary for the organization’s survival, hence, it has to train its
employees for more skilled positions.

New skills are required to operate new machinery, or familiarity with new processes
and production techniques has to be introduced.

ORGANIZATIONAL COMPLEXITY: -
With increasing mechanization, automation and development in
technology, many organizations have merged as complex organizations that
produce a wide range of products. Even medium sized organizations have
expanded their business. Expansion has led to a growth in the number of
employees, and layers of hierarchical levels, and variety of complex organizations
structure and control mechanisms.

HUMAN RELATIONS: -

Training in human relations was found necessary for tackling human

problems. The growing complexity of organizations has led to various human
problems, like alienation inter-group problems.

TRAINING INPUTS:-
54
 There are three basic types of inputs those are:-

SKILLS
ATTITUDES
KNOWLEDG
E

SKILLS: -

Training activities now a day encompass activities ranging from the

acquisition of a simple motor skill to a complex administrative one. Training an
employee for a particular skill is undertaken to enable him to be more effective
on the job.

ATTITUDES: -

Through orientation programmes, organizations develop attitudes in new

employees, which are favorable towards the achievement of organizational goals.
Training programmes in industry are aimed at modeling employee attitudes to
achieve support for company activities, and to obtain better cooperation and
greater loyalty.

KNOWLEDGE: -

Training aimed at imparting knowledge to employees in the organization

provides for understanding of all the problems of modern industry. This
knowledge for a worker is specific to his job and related broadly to plant,
machinery, material product, and quality and standard of product. Knowledge for
managerial personnel may be related to complexity of problems in organizing,
planning, staffing, directing and controlling.
AREAS OF TRAINING: -

 Training in company policies and procedures

 Training in particular skills
 Training in human relations
 Training in problem solving
 Managerial and supervisory training
 Apprentice training
TRAINING POLICY: -

A company’s training policy represents the commitment of its top

management to training. And is expressed in the rules and procedures
which govern or influence the standard and scope of training in the
organization. Training policies are necessary for the following reasons. To
highlight the firm’s approach to the training function, provide guidance for
design and execution and to provide information regarding programmers to
all employees. A training policy document helps to communicate the firm’s
intent regarding an employee’s career development, and also gives the
employee the opportunity to better his prospects through training.

How training benefits the organization:

55
 Leads to improved profitability and/ or more positive attitudes towards
profits organization.
 Improves the job knowledge and skills at all levels of the organization.
 Improves the morale of the work force.
 Helps people identify with organizational goals.
 Helps create a better corporate image.
 Fosters authenticity, openness and trust.
 Improves the relationship between boss and subordinate.
 Aids in organizational development.
 Learns from the trainee.
 Helps prepare guidelines for work.
 Aids in understanding and carrying out organizational policies.
 Provides information for future needs in all areas of the organization.
 Organization gets more effective in decision-making and problem solving.
 Aids in developing leadership skill, motivation, loyalty, better attitudes.
and other aspects that successful workers and managers usually display.
 Aids in increasing productivity and/or quality of work.
 Helps keep costs down in many areas, example: production, personnel,
administration etc,
 Develops a sense of responsibility to the organization for being competent
and knowledgeable.
 Improves labor-management relations.
 Reduces out side consulting costs by utilizing competent internal consulting
Stimulates preventive management as opposed to putting out fires.
 Eliminates sub-optimal behavior (such as hiding tools)
 Creates an appropriate climate for growth and communication.
 Aids in improving organizational communication.
 Helps employees adjust to change.
 Aids in handling conflict, thereby helping to prevent stress
and tension.

 Benefits to the individual, which in turn ultimately should benefit the

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

56
  Through training & development, motivational variables of recognition,
achievement, growth, responsibility and advancement are internalized and
operationlised.
 Aids in encouraging and achieving self-development and self-confidence.
 Helps a person to handle stress, tension, frustration and conflict.
 Provides information for improving leadership knowledge, communication
skills and attitudes.
 Increase job satisfaction and recognition.
 Moves a person towards personal goals while improving interactive skills
 Satisfies personal needs of the trainer (and trainee)
 Provides the trainee an avenue for growth and a say in his/her own future
 Develops sense of growth in learning
 Helps a person develop speaking and listening skills, also writing skills
when exercises are required
 Helps eliminate fear in attempting new tasks
 Benefits in personnel an human relations, intra & inter group relations and
policy implementation
 Improves comm8unication between groups and individuals
 Aids in orientation for new employees and those taking new jobs through
transfer or promotion
 Provides information on equal opportunity and affirmative action
 Improves inter-personnel skills
 Makes organizational policies, rules & regulations viable
 Improves morale
 Builds cohesiveness in groups
 Provides a good climate for learning, growth and coordination Makes the
organization a better place to work and live

 ASSESSMENT OF TRAINING NEEDS: -

Training needs are identified on the basis of organizational analysis. Training

program, training methods and course content are to be planned on the basis of training
needs. Training needs are those aspects necessary to perform the job in an organization
in which employee is lacking attitude aptitude, knowledge and skill

TRAINING NEEDS =

JOB AND ORGANIZATIONAL REQUIREMENTS - EMPLOYEE SPECIFICATION

57
TYPES OF TRAINING

There are different kinds of training in relation to different types of classification.

Such as:-

Behavioral training
Technical training
On The Job Training
Off The Job
Training

Behavioral training

Behavioral training are those in which there are needs to change the attitude of
the employee, develop their personality, etc.

Technical training

Technical Training ones are those where a kind of proper knowledge & skills to be
developed. Employees are also have to improve about machine work.

ON-THE-JOB METHODS

It is delivered to employees while they perform their regular jobs. In this way,
they do not lose time while they are learning. After a plan is developed for what
should be taught, employees should be informed of the details. A timetable
should be established with periodic evaluations to inform employees about their
progress.
Important On-The-Job training methods are as followes:-
58
 Job Instruction Training

Apprenticeship

Job rotation

Coaching

Understudy

Mentoring

• Job Instruction Training

JIT is a procedure for training employees one-on-one. It involves an orderly

period of instruction provided by a designated trainer, someone with the job
tasks, well in training techniques and aware of the learning process. For example,
new recruits in banks are provided, with job cards, which provide step by step
instructions to perform various tasks in such departments, such as general
banking, clearing, credit, etc.

• Apprenticeship

It develops employees who can do many different tasks. They usually involve
several related groups of skills that allow the apprentice to practice a particular
trade, and they take place over a long period of time in which the apprentice
works for, and with, the senior skilled worker. Apprenticeships are especially
appropriate for jobs requiring production skills. Internships and assistantships are
usually a combination of classroom and on-the-job training. They are often used
to train prospective managers or marketing personnel.

• Job rotation

It involves moving an employee through a series of jobs so he or she can get a

good feel for the tasks that are associated with different jobs. It is usually used
in training for supervisory positions. The employee learns a little about
everything. This is a good strategy for small businesses because of the many jobs
an employee may be asked to do.

59
 • Coaching

Coaching is the informal, unplanned training and development activities

provided by supervisors and peers. Coaching is a more intensive method of
training that involves a close working relationship between and experienced
employee and trainee. A senior manager must play an active role in guiding and
teaching skills. He tells him how to do a job and corrects the errors. A senior
manager is are referred to as a coach.

• Understudy

The understudy is prepared to perform the work or fill in the position

of another. He is a trainee who, in the future, will assume the duties and
responsibilities of the position currently held by his immediate superior
when the latter separates from the job because of transfer, promotion,
resignation, retirement etc. the understudy techniques is similar to
coaching with difference that the department manager may pick up one
individual from his unit to come for his understudy.

• Mentoring

Mentoring is often referred to as training by experienced workman. It is

about teaching and learning. It playas an important role in learning new
knowledge and skills for all human beings. Mentoring is a tool that
organizations can use to nurture and grow their people.

OFF-THE-JOB METHODES
60
 Under off-the-job training method, the principles of learning by acquiring
knowledge rather than by doing is adopted and the employees are trained away
from the actual performance so that they may be free from the job pressure and
job demand during training period. Location of off-the-job methods may be a
company classroom, an outside place owned by the organization, an education
institution or association, which is not a part of the company.

The important Off-The-Job training methods are as followes:

Lectures

Case Study

Role-Playing

Conferences

Seminar

Group Discussion

Simulations

Sensitivity Training

Brainstorming

Vestibule Training

Syndicates

Programmed Instruction

• Lectures

Lectures is a very popular and simple method. The concepts, ides, theories,
principles are explained through lectures. The speaker is an export who
collects the material and delivers a lectures to the trainee executives. He
or She may use hansouts, visual aids, question/answer, or posters to
support the lectures.

• Case Study
61
The case is an actual situation, which is written for discussion purpose. Analysis
would need problem identification, analysis of the situation and of its causes.
There could be several solutions to the problem and each of these alternatives
and their implications needs to be examined. In real world, on many occasions a
manager may not have all the relevant information with has before taking
decision. Similarly, the case method approximates this reality and in many
Situations decision is taken with limited data, or what are rearmed decisions
making under uncertainty. The managerial response in such a situation I s explore
and understood and learning consists of developing problem solving skills.

 Role-Playing

The role-play method requires participants to enact roles on this basis of written
script or on an oral description of a particular situation. The enactment process
provides an insight an insight and understanding of the demands and situations of
the assigned role, thereby facilitating empathy with another’s role. The main
emphasis in management. Training is in facilitating a fetter understanding of
interpersonal problems and attitudes change.

• Conferences

Conference method is usually a high structure device for conveying a

message or a messages on a large scale, often to an audience of several
hundred people. It attracts delegates with common interest from a wide
cross-section of the society attend the same seeking an opportunity to hear
the views and comments of authorities in areas covered.

• Seminar

The word ‘Seminar’ is derived from the Latin word “Seed Plot” means that
seminar methods is a good ground for sowing, nurturing, and developing
ideas. The seminar method is usually centered on a single theme which is
examined in detail. The speakers are acknowledged specialists who are
asked to make brief presentation on the topic of discussion and lead the
members towards exploring the subjects of discussion more in detail.

62
• Group Discussion

Group Discussion is a form of conversation in which several

members of a group participate and express their views on a subject of a
controversial nature. Each member expresses his opinion on the job subject
which is announced at the time. It is not pre-planned and is a spontaneous
conerstion among trainees. The trainer conducts a group discussion with
the purpose of solving a problem, getting feedback, sharing experiences,
establishing a consensus or for exchanging ideas. This is a popular method.

• Simulations

They are training techniques that attempt to bring realistic decision

making situations to the trainee. Likely problems and alternative solutions
are presented for discussion. The adage there is no better trainer than
experience is exemplified with this type of training. Experienced
employees can describe real world experiences, and can help in and learn
from developing the solutions to these simulations. This method is cost
effective and is used in marketing and management training.
• Sensitivity Training
Sensitivity Training is also known as T-group training and
laboratory training although T-group training is carried-out as a group
activity, is is aimed at the individual rather than the group. A T-group
consists of interdependent individuals who are committed to a share
examination of the behavior and inter-relationships of themselves and
others. The focus of attention I not on abstractions, but on real, ‘here and
now’ behavior.
• Brainstorming
Brainstorming method is one of the training methods and the
only method in recent times which attempts at developing creative ability
through uninhabited expression in a formal setting. Brainstorming is a
process for developing creative solutions to problems. One of the reasons it
is so effective is that the brainstorming not only come up with new ideas in
a session, but also spark-off from associations with other people’s ideas by
developing and refining them.

•
63
• Vestibule Training
This training method attempts to duplicate on-the-job situation in a
company classroom. It is a classroom training that is often imported with
help of the equipment and machines, which are identical with those used in
the place of work. This type of training is often used to train bank tellers,
inspectors, machine operators, typists etc.
• Syndicates

Syndicates is a group of individuals or organizations combined or making

a joint effort to undertake some specific duty or carry-out specific
transactions or negotiations. It is not actually one group that constitutes the
components of syndicate method. This method was experimented, found
useful and was widely used in teaching-learning situations, especially in top-
level management training.

• Programmed Instruction
Programmed Instruction is a computer based training that
comprises of graphics, multimedia, text that is connected to one another
and is stored in memory. Programmed instruction is the procedure of
guiding the participants strategically through the information in a way that
facitilities the most effective and efficient learning. it provides the
participant with content, information, asks questions and based on the
answer goes to the next level of information.

 TRAINING BUDGETS: -

A training budget for each internal program as to be prepared

which would include cost of facilities like training room, food, transport,
guest faculty, if any and cost of teaching materials intact, the cost of the
organization should also include the wages and salaries of employee
participants who would be temporarily pulled out of the regular jobs and
sent for training at organizational requirements would necessity the jobs
being done by some one else, either by a Temporary transfer or by placing
an additional burden or some one else the reason for costing the trainee
employee’s would be that they would Be that they would not be making
any contribution to the company during the training period and that this is
an additional burden on the company’s finances.

 EVALUATION OF TRAINING: -
64
 Evaluation of any activity is important since in evaluating one try to
judge the value or worth of the activity, using the information available.
Reaction from trainees about training program can help identified
its strength and weakness these reactions can be used as a base for the
improvement of the programmers, but those evaluating must be definite
about aspects their interested in investigating.
An evaluation of training method are system must also taken to
account the suitability of objectives if the objectives were inadequately
formulated in the first place even a good training program has really no
chance to be effective.
Objectives have to be clear cut must relate the needs and make
way for changes, may result in improved overall organizational efficiency.
Evaluation of objectives helps to bridge the gapes between needs and
objectives.
Evaluation has its problems. There are bound to be errors
evaluating, some times through a lack of objectivity and through the
common problem of improper interpretation of findings and in
appropriative use of results.
Unless relevant data are collected and scientifically tabulated and
used, it is difficult to find out if a particular training procedure has
contributed in any way to change that seems apparent. Often the changes
could be due to the influence of other factors. A significant problem lies in
trying to achieve desired results and modifying training procedures to suit
individual needs.
Even if training program as beneficial results it may not be in areas,
which are significant in promoting organizational goals. Any training
program, to be effective must have specific objects also those evaluating
program must do so professionally suing all their knowledge and skills to
identify significant weakness and draw conclusions on which
recommendations for improvement can be based. Only they can an
evaluation serve any real purpose.

 THE EVALUATION PROCESS: -

65
Kirkpatrick
In setting up systems and methods to answer the questions for just one
group, it is quite possible that answering these key questions for the other two
groups becomes difficult at best. These are all valid questions for each audience,
perhaps the most famous early attempt to address these issues was made by
Donald Kirkpatrick in the late 1950s with his now-famous 4 levels*:

 ROI
Arguably Kirkpatrick’s Level 4 doesn’t readily address the question of
whether it was worth it. In 1991 Jack Phillips added a 5th level to the
Kirkpatrick approach, called ROI or Return On Investment.
One can tie training needs to business results by isolating critical
knowledge and skills areas that impact results directly, thus establishment
linkage between training efforts and results.

 Calculate ROI:-

ROI(in percent)= Programme Benefits66/ Prorramme Cost * 100

 DEVELOPMENT

Today’s business is characterized by constant change and dynamism in every

sphere. Organizations have become more human resources oriented and it is the
human resources capital that play’s a dominant role in helping the organizational
to stand apart in the crowd.

Management development is a long term process utilizing a systematic and organized

procedure by which managerial personal get conceptual and theretical knowledge.

The purpose of human resources development is to improve the intellectual and

emotional abilities needed to handle greater responsibilities though formal or informal
means.

 IDENTIFICATION OF DEVELOPMENT NEEDS: -

An effective management and career developmental program must meet the

needs of organization thus it is essential for the management to determine it needs and
convert them into objectives in order to guide the formulation of a program.

Process of Management development

Assessing the
Company's Evaluating the Evolving
Strategic Skiills and Strategies foe
Needs Competencies Development
of Managers of Manager

Techniques of management development

67
On-tOhe-job Techniques
Off-the-job Techniques

Coaching Case Study

Job Rotaion Incident Method

Underdtudy Role-Playing

Mentoring Business Games

Committee Assignments Sensitivity Training

Planned Progression Simulation

Creation of Assistant-to Positions Grid Training

Temporary Promotions Conferences

Lectures

Special

Projects
 On-the-job Techniques
Organistion Development

Follow the technique of management development are as followes:-

 Coaching:
In coaching, the trainee is placed under a particular supervisor who acts as an
instructor and techs job knowledge and skills to the trainee.

 Job Rotation:

This is particularly useful in the development of diversified skills and to

give the executives a broader outlook, which are very important to the
upper management level.

 Understudy:

68
 An understudy is normal chosen with forethought of making available
to the organization a subordinates who is equal to his superior in the event
of retirement, illness or death of the superior.

 Mentoring:
Mentoring is about teaching and learning. It plays an important role in
learning new knowledge and skills for all human beings. Mentoring is a
relationship in which a senior manager in a organization assumes the
responsibility for grooming a junior person.

 Committee Assignments:
Committee Assignments is also known as multiple management or
junior board. Under this techniques, a committee consisting of some
managers is formed and gives an assignment to study the company
problems and to make advice or give recommendation to the top
management.

 Planned Progression:
This techniques guide managers in their path of development. It clearly
identifies the aspects of their performance that need to be improved. It
provides them clear guidelines as to where they stand and what aspects of
their performance need to be improved.

 Creation of “Assistant-to” Positions:

This method helps subordinates gain useful insights by working in close
coordination with experienced superiors. To assess the performance of
trainees and provide feedback, manager conduct various tests.

 Temporary Promotion:
When a manager is no vacation, falls ill, or is awey on an extended
business trip, or when a position in vacant, individuals are frequently
appointed as “acting” manager. This method of learning can be effective if
the ‘acting manager’ is allowed to shoulder the responsibilities of the
managers and take decisions.


69
 Off-the-job techniques

Off the job techniques includes the following:

 Case study:

This technique is particulary useful in the development of executive’s

analytical and decisionmaaking skills.

 Incident Method:
This method combines intellectual ability, practical judgement, and social
awerness of the managers. Uunder this method trainee are developed in a
group process.

 Role-Playing:
Role-Paying helps executive in understanding people better by giving them
vicarious experiences.

 In-Basket Method
This is a stimulation training technique designed around the “incoming
mail” of a manager. A variety of situations are presented which an
executive would usually deal with in his working day. His reactions and
response are taken down in writing and then analyzed; feedback on his
decisions forces him to reconsider not only his administrative actions but
also his behavioral style.

 Business games
This techniques may be used in order to develop organizational ability,
quickness of thinking and leadership.

 Sensitivity Training
The main objective of sensitivity training is to provide manager with
increased awareness of their own behavior and how others perceive them,
greater sensitivity to behaviors of other, and increased understanding of
group processes.

 Simulation:
Problem-solving through decision-making can be developed quite well
with the help of simulation.

70
 Grid Training:
Grid training involves the six phases. To develop leadershship
qualities in executives over long period of time this techniques is adopted.

 Conferences:
The most difficult thing for any one is to change his attitude. This
techniques develops the ability in the executives to modify their attitudes,
when needed in the interent of the organistion.

 Lectures:
The present training material verbally and are used when the goal is
to present a great deal of material to many people. It is more cost
effective to lecture to a group than to train people individually. Lecturing
is one-way communication and as such may not be the most effective way
to train. Also, it is hard to ensure that the entire audience understands a
topic on the same level; by targeting the average attendee you may under
train some and lose others. Despite these drawbacks, lecturing is the most
cost-effective way of reaching large audiences.

 Special Project:
In this method, a trainee is put on a project closely related to the
objectives of his department. One such special project is called action
learning, which derives its name from the fact that the trainees can learn
by doing. Candidiates are given real problem generated by management.
Trainees might be given a written assignment that specifies objectives,
action planes, tagnrget dates, and the of the person responsible for
monitoring the completion of the assignment.

 Organization Development:
Organization Development is a Development method which aimed at
changing the attitudes, values, and beliefs of employees so that employees
can improve the Organization. It is an educational strategy which focuses
on the whole culture of the Organization in order to bring about planned
change.

71
ROLE OF HUMAN RESOURCES DEVELOPMENT: -

HRD plays a vital role in determining training and development needs. In an

organization the human resource specialist must involve other manager also in
trainee and development efforts. The supervisors play a major role as approve
the goals of the development program and help to pursued potential participants.
They also determine those employees who are to attend the development
program.

The HRD development also serves as information source. It provides information

about training programs offered by other institutions.

FORMULATING THE EMPLOYEE DEVELOPMENT PLAN: -

First, strategy is formulated which involves the setting of over all

objectives then employee development needs or assigned priorities and the
resources allocated in order of priority.
After the priorities are determined they must be codified in the form of an
employee development plan that identifies.

 Who will be trained

 The type of programs
 The time frame
 The persons responsible and
The resources and facilities to be
used

THE EMPLOYEE DEVELOPMENT PROCESS: -

Employee development is considered, as processes consisting of

interrelated pages are steps.

It starts of with the identification of an employee’s development needs. Once

the needs are clarified the development plan is formed which shows the over all
objectives, programs, priorities and resource allocations and indicated who will
be trained in what, by whom and when.

Then, the trainee is matched with the training opportunities that occur either
in-house or out side. After this, that training takes place followed by evaluation.
The results of evaluations then go back those who plan such future programs.
72
PROBLEMS IN DEVELOPMENT: -

Some of the common problems development, which is often repeated, is:

a) Inaccurate need analysis

b) Training to substitute training for selection and
c) Encapsulate development

The problems of encapsulated development are a result of sending

employees to learn new methods and ideas but no changing the old attitudes and
methods existing in the organization. Therefore the new knowledge learnt by the
trainee remains encapsulated because of his inability to implement them in the
unchanged work situation.

TRAINING AND DEVELOPMENT SYSTEM AT JKPM

73
Training was judicially used as a tool in various stages of development and growth of JKPM
from the inception to the present state of a high profile group of companies. The

Training was judicially used as a tool in various stages of development and

growth of JKPM from the inception to the present state of a high profile group of
companies. The main focus was on developing a team of professionals drawn from
diverse sectors like government, public sector and private sector and uniting and
initiating them into a culture of “family” concept. Today, every employee of the
JKPM group takes pride to be a member of JKPM family.

Training process at JKPM:

Training
Identification
T&D
Clender
T&D
Implimentio
n
Team
Targe
t

Feedback

IMPACT OF TRAINING POLICY:

JKPM attaches great importance to HRD and the training programmers are
therefore designed to expose technical personnel to classroom session on latest
technology and process in the spare parts industry. Arrangements are being made
to give practical training to technical personnel in modern technology.

 To indicate company’s intention to develop its personnel.

 To provide guidance for the training and implementation of various
programmer.
 To provide information concerning them to all concerned.
 To discover critical areas where training is to be given on a priority basis.
 To provide suitable opportunities to the employees for their
own development.

74
Objectives of Training:

 To impart basis knowledge and skills among the employees.

 To assist trainees to function more effectively in their position.
 To make the employees aware of the latest concepts and technology.
 To build trainees as competent technicians and help them in their career
development
 To provide opportunities for developing skills.
 Concepts and technology.
 To build trainees as competent technicians and help them in their career
development.
 To provide opportunities for developing skills.

Training for existing Employees on JKPM

Internal Training
External Training
On the JOB Training [95%]
Off the Job Training [35%]

 Training for workmen (Opr)

 Training for supervisors/workmen staff

 Training for senior executives

 (Mgr./DGM/ GMs)

75
 Workmen (Opr)

For all
Workmen For
For Operational
(opr) maintenance For Contractor
Workmen
*TQM & ISO-9001 crew Worker
*Safety *Process
*Env. Mgt. & ISO-4001 * Workmen skill *Safety & EMS
Education
Development Modules.
*TPM Modules

Supervisors/Workmen staff

For all Job

Knowledg
e Training

Safet
y Env.Mgt. Process Systematic
Education Plant

76
 Senior executives (Mgr./ DGM / GMs)

TQM & ISO-9001

Strategic Planning.

Environment Mgt. & ISO-14001

TPM Awareness

TRAINING SYSTEM FOR FRESHERS

 On joining, Trainees are briefed about the organization, their role in the
organization and “Quality Policy” & “Environmental Policy”.

 Their names are entered in the register. Each trainee, on the first day of
joining, is provided with “QUALITY POLICY”& “Environmental Policy’ Card.

 Orientation schedule to acquaint the trainee with organization is chalked

out on the standard format specifying duration of orientation training for
different category of trainees which is as under.

 Orientation period is 12 days.

77
 On Placement For On The Job Training:

 On completion of orientation training departments for their on the job

training., trainees are placed in specified
 Each trainee is attached to a trainer; an officer nominated by the
Management Role of the trainer is to provide guidance to the trainee & to
ensure his performance to carry out the present & future tasks assigned
to him.
 Following training programmes which have already been identified
keeping in view the organizational requirements are considered for
trainees before the completion of Training period TPM, Safety, First Aid,
Fire Prevention, Environment-Mgt. & Cost Awareness.
 Apart form the above training programmes, trainees are exposed to other
training programmes based on identification of Training needs (On going),
which is done annually.

Training
for: Graduates
Technician
Trade apprentices
Above the trainee follow the training programs are
conducted:
 Induction Training
 Weekly class room Training
 On the Job Training

 Following the organization Class:

1) TQM
2) Induction
3) Safety
4) Discipline
5) TPM

78
 Daily dairy

Issue daily diaries with instruction sheets to every Apprentice and ensure
maintenance, putting up before the trainer and DGM (HRD) on alternate months.
Determine the training requirement’s for employees keeping in view the
Organizational / Departmental Goals, assigned tasks and knowledge, skill and
attitude required to perform the tasks effectively.

While determining training requirements, training programmes the

employee(s) have already been exposed to, is to be taken into consideration. Do
the employees need refresher / repeat course on the same topic already exposed
or any other training programmes to be exposed to.

 Categories Of Trainees

JK Paper Mills generally employees the following six categories of trainees:

a) Management Trainee (M T)

b) Graduate Engineer Trainee (G E T)

c) Executive Trainee (E T)

d) Staff Apprentice (S A)

e) Trade Apprentice (T A)

f) Craftsman Trainee (C T) / Workman Trainee (W T)

 Training Period:

 M T, G E T, E T is for a period of ‘1’ year.

 S A, & C T/W T is for a period of ‘2’ years.

 Training Stipend:

 Apprentice

Paid Paid

 SIP Unpaid

79
  Training stipend is fixed as per the TRAINING Scheme and different
categories of trainees have different stipend rates. The stipend rates are
revised by the management from time to time. During the interview itself
the trainees are informed by the Personnel department about their
stipends and the salary and designation they will get on successful
completion of training.

 Accommodation:

- M.T, G.E.T and E.T. are accommodated in the Bachelors’ Hostel and Staff
Apprentices are accommodating in the Staff Apprentice Hostel.
- Messing facilities are available in both the Hostels.

 Categories of Employees
The 3 categories of employees working in the Mills are as follows;
 MCS

 Workman (Operatives)

 Contractors

Apart from permanent employees, for casual and extra jobs there is a pool of
casual mazdoors. Various jobs like loading and unloading and civil construction
works are done through contract labour. To have a trained, developed and
educated manpower for future needs and requirements, there are various
categories of Trainees like Management Trainees, Executive Trainees, Staff
Apprentices, Trade Apprentices and Craftsman Trainees.

 Classification of jobs for workman:

• Unskilled workers
• Semi-skilled workers
• Highly skilled workers
Except the workers working in Finishing House and
Feeding jobs, stitching and stacking of paper Reams and Reels, who
are paid on piece rate basis, all other workers are time rated wage
earners on daily basis. Wages are distributed monthly.

80
  SHIFT TIMINGS:

The JKPM Follows 3 Shifts and General Shift.

‘A’ Shift 6.00 A M to 2.00 P M

‘B’ 2.00 P M to 10.00 P M
Shift 10.00 P M to 6.00 P M
‘C’
Shift
 GENERAL SHIFT
8.00 A M to 12.30 P M
1.30 P M to 5.00 P M
Commencement and finish of shift period is indicated through blowing of
siren and a siren also blows 30 minutes before the commencement of each shift.

 Age and superannuation

The retirement age for Officers and Supervisors is 60 years age of

35 years of continuous service, whichever is earlier, and for workmen (Operatives)
Sub-ordinate Staff and workman (Staff) retirement takes place on their attaining
60 years of age.

 Infrastructure facilities:

In JKPM Total 5 Training halls we can see.

They are providing LCD, Projector, Computer, Furniture etc.
It is the backbone and vital ingredient required for a success of any
training programmers. It is essential to create a congenial learning
atmosphere in order to achieve the effectiveness of the training
programmers.
81
Chapter-4

DATA ANALYSIS AND DATA INTERPRETATION

QUESTIONNAIRE
82
This questionnaire is being distributed / circulates to learn about the T&D at
JKPM. It is purely for study basis to submit for the project work to the
institution. Your opinion is highly appreciated.
Name of the Employee (Optional) –
Department – Designation –
Tenure in JKPM – (In Year)

1. Awareness of training and development system of JKPM.

Poor Fair Good Very Good Excellent
2. Alignment of training and development system towards organizational
growth.
Poor Fair Good Very Good Excellent
3. Systematic identification and implementation of training needs.
Poor Fair Good Very Good Excellent
4. Relevance of provided training to professional life.
Poor Fair Good Very Good Excellent
5. Selection criteria of individual for deputing training.
Poor Fair Good Very Good Excellent
6. Availability of opportunity to participate in training
programs. Poor Fair Good Very Good
Excellent
7. Supervisors commitment and responsibility for sub-ordinates growth and
development.
Poor Fair Good Very Good Excellent
8. Training sessions for professional and personal growth.
Poor Fair Good Very Good Excellent
9. Training and development system at JKPM.
Poor Fair Good Very Good Excellent
10. Implementation of training plans as per Performance Management System.
Poor Fair Good Very Good Excellent
11. Pre and Post-evaluation of training program.
Poor Fair Good Very Good Excellent
12. How far do you think training programs helped to achieve your personal
objective?
Poor Fair Good Very Good Excellent

Thank you for filling the Questions.

83
 DATA ANALYSIS AND
DATA INTERPRETATION
QUESTIONNAIRE Poor fair Good Very Good Excellent

 Awareness of training and development system 0 3 12 10 3

of JKPM

 Alignment of training and development system 1 2 14 11 0

towards organizational growth

 Systematic identification and implementation 0 5 12 9 2

of training needs

 Relevance of provided training to professional 0 5 8 14 1

Life

 Selection criteria of individual for deputing 2 1 17 6 1

Training

 Availability of opportunity to participate in 1 1 11 13 2

training programs

 Supervisors commitment and responsibility 0 4 12 11 1

for sub-ordinates growth and development

 Training sessions for professional growth 0 5 15 8 0

 Training and development system at JKPM 0 3 13 11 1

 Implementation of training plans as per PMS 0 4 10 12 2

 Pre and post-evaluation of training program 0 5 16 7 0

 How far do you think training programs 0 2 10 11 5

84
QUESTION NO. -- 1:
Awareness of training and development
system of JKPM.
Very
Levels Poor Fair Good Good Excellent
Rating of
Respondents 0 3 12 10 3

Rating of Respondents
14
12
12
10
10
8
6
Rating of Respondents
433
2
0
0
PoorFairGood Very Excellent
Good

ANALYSIS
:
 3.36% of the JKPM think that T&D is good, 2.8% is very good, 0.6
is excellent, 0.6 is fair for them and 0% thinks that they are poor
with what knowledge they have got from JKPM.
 For this question, the above surveyed graphical representation
shows that excellent level of the employees should be increased.
SUGGESTIONS:
 I think that employees can be much aware of the T&D system at
JKPM by giving timely notifications.
 By regularly publishing the future upcoming training programs.
 By providing monthly, quarterly, and yearly training calendars.

85
QUESTION NO. -- 2:
Alignment of training and development system
towards organizational growth.
Very
Levels Poor Fair Good Good Excellent
Rating of
Respondents 1 2 14 11 0

Rating of Respondents
16 14
14
12 11
10
8
6
4
2 Rating of Respondents
0
2
1
0

PoorFairGood Very Excellent

Good

ANALYSIS:

 The above surveyed graphical representation shows represents that

for any organizational development and growth, the Training and
Development system is very necessary.
 But we look at the excellent level; the graph is too low, which
indicates that the alignment of Training and Development system of
JKPM doesn’t play that important role in the company’s growth.

SUGGESTION:

 I would like to suggest that the Training and Development system of

JKPM has to improve itself.

86
QUESTION NO. -- 3:
Systematic identification and implementation
of training needs.
Levels Poor Fair Good Very Good Excellent
Rating of
Respondents 0 5 12 9 2

Rating of Respondents
14
12
12
10
9
8
6
5 Rating of Respondents
4
2
2
0

Poor Fair Good Very Excellent

Good

ANALYSIS:

 The above graph shows that 100% of the employees know that training
programs are useful in the development of the organization.
 Whereas 3.36% are good, 2.52% are very good,1.4% are Fair and 0.56% are
Excellent of the Know training programs are implemented on the daily
basis at JKPM.
SUGGESTIONS:

 Training programs should be correctly identified.

 Programs should be done according to category wise,
 They should be done basing on the needs of the employees, which can be
done by knowing the employees closely.

87
QUESTION NO. -- 4:
Relevance of provided training to professional
life.
Very
Poor Fair Good Good Excellent
Rating of
Respondents 0 5 8 14 1

Rating of Respondents
16
14
14
12
10
8
6 8
4
2 5 Rating of Respondents
0

1
0

PoorFairGood Very Excellent

Good

ANALYSIS:

 3.92% know the importance of these training programs.

 And 0.28% of employees says that excellent, 2.24% of employees says that
good and 1.4% of employees are fair.

SUGGESTIONS:

 Employees should be made to know about the importance of the training

programs that are being given.
 They should be aware about how will these programs help in increasing the
productivity.

88
QUESTION NO. -- 5:
Selection criteria of individual for deputing
training.
Levels Poor Fair Good Very Good Excellent
Rating of
Respondents 2 1 17 6 1

Rating of Respondents
18 17
16
14
12
10
8
6
6 Rating of Respondents

4
2
2 1 1
0
PoorFairGood Very Excellent
Good

ANALYSIS:
 The above surveyed report reveals that 4.76 % think that there should be
selection criteria for deputing training.
 And 1.68 are very good, 0.28 are excellent, 0.28 are fair with the present
selection process of JKPM.
 It also gives a clear picture that 0.56% of the members of JKPM are still
poor with the present selection system. They think that there should be
some other ways for selection.

SUGGESTION:

 Selection should be done category wise.

 By knowing the needs and wants of the employees.
 By asking the trainees themselves what type of training do they need.

89
QUESTION NO. -- 6:
Availability of opportunity to participate in
training programs.
Levels Poor Fair Good Very Good Excellent
Rating of
Respondents 1 1 11 13 2

Rating of Respondents
14 13

12 11
10
8
6
Rating of Respondents
4
2
2 1 1
0
Poor Fair Good Very Excellent
Good

ANALYSIS:

 The graphical diagram shows that 3.64% very good, 3.08% good, 0.56%
excellent and 0.28% fair.
 Whereas 0.28% are poor with the availability.

SUGGESTIONS:

 The employees have to be given more opportunity for participating in

different training programs.
 Mainly the employees have shift duty problem due to which they are not
able to attend the programs. So the managers have to over look this and
allow the employees to let go.
 And the employees have to be asked personally what type of training do
they need, so that they can be beneficial.

90
QUESTION NO. -- 7:

Supervisor’s commitment and

responsibility for
sub-ordinates growth and development.
Levels Poor Fair Good Very Good Excellent
Rating of
Respondents 0 4 12 11 1

Rating of Respondents
14
12
12 11
10
8
6
Rating of Respondents
4
4
2
1
0
0
Poor Fair Good Very Excellent
Good

ANALYSIS:

 The pictorial representation report shows that 3.36 % are good, 3.08% are
very good, 1.12 are fair and 0.28% are excellent of the employees feel that
there should be supervisors’ commitment for the sub- ordinates growth and
development.

SUGGESTIONS:

 They should know whether it is the trainer, in person, who is wrong, or is

he not communicating with the employees in a proper manner.

91
QUESTION NO. -- 8:

Training sessions for professional and personal

growth.
Levels Poor Fair Good Very Good Excellent
Rating of
Respondents 0 5 15 8 0

Rating of Respondents
16 15
14
12
10
8
6 8
4
2 5 Rating of Respondents
0

0 0

PoorFairGood Very Excellent

Good

ANALYSIS:

 4.2% are good, 2.24% are very good, 1.4% are fair the employees think
that training is not only important for professional life, but also is
important for the personal life.
 But the excellent level is too low which indicates that the trainees are
not satisfied with what training they are getting.

SUGGESTION:

 The excellent level has to be increased at any cost. Because it is the

employees who are the real wealth of the organization. If they are not
satisfied, or if they are not able to know the importance of training in
personal life, then it is the responsibility of the trainer to fulfill the
existing gap.

92
QUESTION NO. -- 9:

Training and development system at JKPM.

Levels Poor Fair Good Very Good Excellent
Rating of
Respondents 3 13 11 1

Rating of Respondents
14 13

12 11
10
8
6
Rating of Respondents
43
21
0

PoorFairGood Very Excellent

Good

ANALYSIS:

 The above graph suggests that 3.64% are good, 3.08 are very good,
0.84% are fair and 0.28% are excellent of the employees of JKPM feel
the importance of the presence of the Training and Development system
at JKPM.

SUGGESTIONS:

 For increasing the excellent level, the employees have to be explained

in detail what profits did the company incur after the involvement of
Training and Development system in the business.
 They have to be informed about the name and fame JKPM has acquired
in the global scenario which was possible only by the commitment of the
Training and Development department i.e. the HRD department.

93
QUESTION NO. -- 10:

Implementation of training plans as

per Performance
Management System.
Levels Poor Fair Good Very Good Excellent
Rating of
Respondents 0 4 10 12 2

Rating of Respondents
14
12
12
10
10
8
6
Rating of Respondents
4
4
2
2
0
0
Poor Fair Good Very Excellent
Good

ANALYSIS:

 The above figure shows that 3.36% are good, 2.8% are good, 1.12% are
the fair and 0.56% excellent rating of respondents regarding the
implementation of training plans as per Performance Management
System.

SUGGESTIONS:

 In order to increase the excellent level, the system of PMS has to be

more accurately done.
 It may be done either by more specifically accessing the review results,
may be quarterly or annual.

94
QUESTION NO. -- 11:
Pre and Post-evaluation of training program.
Levels Poor Fair Good Very Good Excellent
Rating of
Respondents 0 5 16 7 0

Rating of Respondents
18 16
16
14
12
10
8
6 7
4 Rating of Respondents
5

2
0 0
0
PoorFairGood Very Excellent
Good

ANALYSIS:

 The pictorial representation shows that the evaluating the training

programs before and after the sessions is good.
 But the excellent graph indicates the there is no such improvement in
the standard of the training programs even after pre-assessment.

SUGGESTIONS:

 The suggestion for this can only be that there should be increase in the
standard and quality of the training programs.
 The quality of the training organizations should not be considered, but
the quality of the training personnel should be considered.
 It must also be considered that where exactly the problem lies. Is it
with the training personnel or is it with the employees of our own
organization.

95
QUESTION NO. -- 12:

How far do you think training programs helped

to achieve your personal objective?
Levels Poor Fair Good Very Good Excellent
Rating of
Respondents 0 2 10 11 5

Rating of Respondents
12 11
10
10

65
Rating of Respondents
4
2
2

0
Poor Fair Good Very Excellent
Good

ANALYSIS:

 The graph clearly shows the high level of good and very good of training
programs in achieving personal objectives.
 And the excellent level of the employees in this regard is up to the mark.

SUGGESTION:

 I would like to suggest that if the T & D department should take

necessary steps in order to fill the gap.

96
Chapter-5

FINDING
BIBLIOGRAPHY
CONCLUSION

97
 FINDING

 Most of the employees were responded that the existing training system is
good; however most of the employees are happy with the training
evaluation system of the company.
 In JKPM employees have a great team work and their problems are solved
by themselves only.
 It was observed that the company uses all the sources such as external and
internal to train their employees.
 It was found that the JKPM, being a Paper industry its training has been
focusing on safety, Q.C and induction to understand hazardous and first-aid
aspects in our organization.
 Most of the employees have felt that systematic identification and
implementation of training needs are given more importance, as it
contributed to increase in the efficiency of the work.
 Most of the employees were agreed that the training is helpful to achieve
their individual goals.
 Most of the employees were felt that the training is useful to maintain
relation with supervisors and subordinates.
 Most of the employees were agreed that the training plan is mentioned in
our organization.
 Most of the employees were agreed with retraining process in our
organization.

98
 BIBLIOGRAPHY

 K.Aswathappa, Human resource Managemnet, Tata McGraw Hill.

 Information collected from the records of HR department of JKPM.

Selectes Sites

 WWW.GOOGLE.COM
 www.JKPAPER.COM
 www.ManagementParadise.com

99
 Conclusion:-
J.K. Paper Mills have been continuously upgrading the technology by modernizing and
renovating the plant & machinery and equipment to face challenges of the present day
and preserve the environment. J.K. Paper Mills believes in participative style of
management. Employees at all levels take part in the decision making process Quality
Circles, Suggestion Schemes and various review committees. It is the first paper mill in
the country to be certified with ISO – 9001: 2008 version and ISO 14001:2004 for quality
and environment systems by DNV, Norway. The paper mills has now adopted an
integrated Environment, Occupational Health & Safety management system and also
certified with OHSAS 18001:2007.

JKPM is very large organization having very diversified activities like

production of different varieties paper which have high class quality and also such
commercial activities like marketing in the international area and managing and
continuously upgrading state-of –the-art technology. When JKPM was incorporated
in the year 1962, very few people could have imagined the success it was all set
to achieve. But, in a very short span of time, JKPM established itself as a leader
in its fields of activity. And, in all this the most significant factor contributing to
the success story has been its human resource.

No doubt that a major contribution for achieving this success has come
through proper harnessing of human resource. Since inception, the training
department has played a significant role in sharpening the human skills. Training
such manpower to work in the state-of –the-art-technology was a challenging job,
very successfully executed by training function of JKPM. The company’s training
departments have also strived to continuously upgrade their training methodology
to suit with the changing times. JKPM has always given top priority to training of
employees, evident from the Man days diverted for training and the budgetary
allocation for training. The HRD Center is a remarkable example of the futuristic
infrastructure’s outlook of the training function in the organization and has few
parallels in the industry.

100