1. Introduction

In the age of Globalization, where the survival is a question mark

for the industries growth and development of the organization, depends

only on the employee relations with management. A company with strong

employee relations gets the benefit, because their employees are highly

motivated to expand their best efforts. In exchange, the employees expect

to be treated fairly and recognized for the achievements.. To develop and

sustain relation, employers must keep employees informed of company

policies and strategies. That way, employee can learn new behaviors or

skills as needed and understand the workings of the firm more fully. In

addition employers must have policies that allow employees to discuss

problems with or communicate important information to company

representatives that can fully respond effectively.

HR specialists play a crucial role in employee relations. If they

develop communication policies and procedures that apply appropriate

communication tool in a timely manner, employees can access more

abundant, higher quality information and can work in partnership to

ensure that the communication policies and procedures bolster employee

relations.

Good employee relations involve providing fair and consistent

treatment to all employees, so that they will be committed to the

organization. Companies with good employee relations are likely to have

an HR strategy that place a high value on employees as a stakeholder in

the business. Employees who are treated as stakeholders have certain

rights within the organization and can expect to be treated with dignity

and respect.

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To enhance this idea one such measure that management can take

to enhance the employee relation is through the various welfare measures.

The welfare facilities are designed to take care of the well being of the

employees, but they do not usually result in any monetary benefit. It is

desirable to recollect the services of a typical worker in this context.

Again the employee welfare is that the facilities help to motivate and

retain employees. Most welfare facilities are hygiene factors, which,

according to Herzberg, create dissatisfaction if not provided. Remove

dissatisfaction, place the employee in a favorable position or mood,

provide satisfiers, then motivation will take place. Welfare facilities,

besides removing dissatisfaction, help develop loyalty in workers towards

the organization.

1.2 Employee Structure in Organization:

Every Organization has its own Employee Structure. However, in general

sense the employee structure of an organization is in hierarchical nature.

It goes up from bottom to top or in other words it comes down from top

to bottom. The Head of the Organization, generally known as Chairman

or CEO, is the chief boss or the head of the organization. Below him,

there are few Directors of the respective stream, say, Finance, Personnel

and Technical etc. Below the rank of Directors, there are Chief General

Manager and General Managers, heading the respective departments of

the organizations. The Chief General Manager/General Manager is the

controlling officer of the respective employees working in the

department. They include senior officers as well as junior officer and

Clerical Staff and Secretarial Staff. Peons are the at the bottom line of an

organization. The decision making power lies with the Head / CEO of the

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Organization. Others are supposed to implement the decision taken at the

top level.

1.3 Role of Organization in the Development of Employees:

In the present scenario, an organization has to play an important

role for the development of Employees both in their mental and physical

activities. The behavioral, environmental and structural pattern of the

organization should be aiming towards wholesome development of the

employees. The occupational structure of manpower now-a-days has

moved to accommodate job changes. And realization of training of

people for different job is a must for development. A need for

recognizing various levels of employment and effective use of human

resources has resulted in manpower planning. Training and development

are the key factors for smooth running and success of organization.

Training became the modern euphoria in the wake-up rapid technological

revolution in the world. It is the root of productivity and efficiency.

Hence, training and development are emerged as panacea to all these

providing updated knowledge, skill, better inter-personal skill, better

cooperativeness, good understanding policy and procedure and their

effective implementation avoiding difference of opinions to enhance

productivity.

1.4 Employee Structure in MCL

The Employee Structure in MCL is hierarchical in nature. The

Chief of MCL is known as Chairman-cum-Managing Director, who

heads the company. Below him, four Functional Directors are working in

respective stream, such as Director(Personnel), Director(Finance),

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Director(Operation) and Director(Project & Planning). Below the rank of

Directors, there are Chief General Managers and General Managers,

heading the respective departments of MCL, such as;

01. Chief General Manager (Finance)02. Chief General Manager (Materials Management)03. Chief General Manager (Production)04. Chief of Medical Services05. Chief General Manager (Sales & Mktg.)

06. General Manager (Quality Control) 07. General Manager (Civil/Construction) 08. General Manager (Management Training Institute) 09. General Manager (HRD)

10. General Manager (Project & Planning) 11. General Manager (Safety & Rescue)

12. General Manager (Envt.) 13. General Manager (Contract Management)

14. General Manager (Tech. Cordn.)15. General Manager (Finance/Cost & Budget)16. General Manager (Internal Audit)17. General Manager (Systems)18. General Manager (Personnel)19. General Manager (Excavation)20. General Manager (Electrical & Mechanical)21. General Manager (Land & Rehabilitation)22. General Manager (Washery) 23. Chief of Security24. Head of Legal25. Company Secretary 26. Public Relations Officer

The Chief General Manager/General Manager are the controlling

officer of the respective departments. They have under their control both

Executive and Non-Executive employees. Executive Employees are

Engineers of different discipline, Doctors, Personnel Officers and other

technical professionals.

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The Non-Executive Employees of MCL include technical as well

as ministerial staff (non-technical). In technical cadre, the following

types of employees are engaged in different disciplines.

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Sl. Discipline Position

1. Mining Over man, Mining Sirdar, Loader,

Dragline Operators, Dumper Operators

etc.

2. Electrical Foreman, Electrician etc

3. Excavation Foreman, Fitter etc

4. Civil Engineering Asst., Draftsman etc.

5. Production Surveyor

6. Quality Control Chemist, Technical Inspector

7. Materials Management Stores Keeper

8. Medical Nurse, Pharmacist etc.

9. Systems Computer Operator

10. Land & Revenue Amin

11. Security Security Inspector, Security Guards etc.

Besides, above technical staff, non-technical staffs like Office Superintendents, Clerks, PA, Accountant, Librarian etc. are working in different departments.

1.5 Programme of Training for the Development of Employees:

Administrators of training programmes have a great choice of

imparting learning to the trainees. The particular method is selected after

consideration of cost, time available, number of person to be trained,

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depth of knowledge required, background of the trainees and many other

factors. The major training methods are:

1. On-the-job training method

2. Vestibule Training

3. Classroom Method

a) Lecture

b) Conference

c) Case study

d) Role playing

e) Programmed Institution

f) Computer Assisted instruction

4. Other methods

a) Demonstration

b) Simulation and games

5. Experimental methods like “3” & “4”

1. On – the – job training methods:

This method has the advantages of permitting the trainee to learn

on the actual equipment and in the environment of his job. He can

actually experience a feeling of accomplishment as he produces useful

products. This training may be done either by supervisor of a designated

non supervisory employee. Training on the job is given by variety of

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methods. They are on the job training, job rotation, coaching job

instruction, training through step by step, syndicate method(working in

small groups).This type of training is useful for learning unskilled and

semi-skilled manual type jobs, clerical jobs and sales work.

2. Vestibule training.

Vestibule training is the term used to designate training in a

classroom for semiskilled production and clerical jobs. It is Particularly

appropriate when a large number of employees must be trained at the

same time for the same kind of work,. When it is used, there is a greater

likelihood that management will have well qualified instructors in charge.

The emphasis tends to be upon learning rather than production. This

method has been used to attract clerks, bank tellers, inspectors, machine

operators, tester’s typists etc.

3. Classroom Methods:

Classroom instruction is most useful when philosophy concepts,

attitudes, theories and problem solving attitudes have to be learned i.e. a

considerable depth of knowledge must be acquired there are certain

aspects of meanly all jobs that can be learned better in the classroom than

on the job. Various methods are being used for technical, professional

and management personnel. Some of the classroom methods are

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a) Lecture (b) Conference (c) Case study (d) Role playing and

programmed instruction.

4. Simulation Method:

Simulation is a technique which duplicates as nearly as Possible,

the actual conditions encountered on a job. The Vestibule training method

are the examples of business Simulations. Simulation techniques have

been most widely used in aeronautical industry. This training is essential

in cased in which actual on the job. Practice might result in a serious

injury, a costly error or the destruction of valuable material or resources.

It is for this reason, that the technique is very experienced one.

5. Apprenticeship training.

Apprenticeship training is the oldest and most commonly uses

Method, for training in crafts, trades and in technical areas. The training

period may vary from two to three years for persons of superior ability

and four to five years for others. This training is offered to a range of jobs

of a draftsman, machinist, printer, tools maker, system designer,

mechanic, carpenter, weaver, fitter, jeweler, die sinker engineer and

electricians. A major part of training time is spent on the productive

work. Each apprentice is given a programme of assignments according to

a predetermined schedule, which provides for efficient training in trade

skills.

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Steps in Training Programme.

Usually in the organization of training programmes, the following

Steps are considered necessary:

1. Identifying training needs

2. Getting ready for the job

3. Preparation of the learner

4. Presentation of learner and knowledge

5. Performance try-out

6. Follow-up and evaluation of the programme

Benefits.

Training is a vital and necessary activity in all organizations. It plays a

large part in determining the effectiveness and efficiency of the

establishment.

Following are the major contributions that training can make.

Reduces learning time to reach acceptable performance

By having qualified instructors and carefully controlled learning

situations.

Management in countless cases has been able to obtain short aimed

learning

Periods and higher productivity from new employees.

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1. Improve performance of present job

Training is not only applied to new employees but to the experienced

people as well. It can help employees increase their level of performance

on their present job assignments.

Attitude Formation.

A common objective of company training programme is the mouldings of

employee attitudes to achieve support for company activities and obtain

better co-operation and greater loyalty.

2. Aid in solving Operational problems.

Training of both supervisors and hourly employees can help Reduce

turnover, absenteeism, accidents and grievance rates. It can solve other

operational problems such as low morale, poor customer service,

excessive waste and scrap loss an poor work methods.

3. Fill Manpower needs.

One manufacturing company finds it impossible to recruit way to solve

his manpower problem is to establish own Apprentice training

programme.

4. Benefits to employees themselves.

As employees acquire new knowledge and job skills, they increase their

market value and earning power. The possession of useful skills enhances

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their value to their employer and thereby increases their job security.

Training may also qualify them for promotion to more responsible job”2”

& “3”

1.6 Programme & Training for development of Non-Executives

For development of Non-Executives, different training

programmes are undertaken by the Organization. In wider sense, mainly,

the external training & internal training are given to the employees.

External Training.

Based on the needs, of the company as well as the specific needs of the

employees, the executives, supervisors and skilled category employees

are sent for specialized training to external organizations for upgrading

knowledge and skill.

Some employees, depending on the requirements of the company and

the potential of the individuals, are also sent for super specialized training

abroad, like Russia, Ukraine, Indonesia and Australia.

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Internal Training.

Some employees, depending on the requirements of the company and the

potential of individual given training in the company or of the training

institute of company.

Further, most of the Training activities generally centers on

providing multidiscipline training such as:

1. General management Programmes.

2. Functional Skill Programmes

3. Functional skill Programmes

4. Cross-functional programmes

5. Supervisory Development Programmes;

6. Computer Development Programmes

7. Computer Awareness Programme

8. Safety Management Programmes

9. Vocational Training Programmes

10. Refresher Training programmes (Drivers)

11. R.I.Classes programmes

12. Coaching Classes programmes

13. Yoga Training programmes and

.Supervisory Development Programmes.

The Supervisory staff, employed by the company, in all the Technical

disciplines as well as non-technical disciplines, are impaired Training on

various subjects, aspects and activities being carried out by them in their

day to day work schedules for increasing their understanding of the same.

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These programmes are generally of six days duration and the supervisors

are imparted the requisite training by Senior Management Faculties.

Computer Awareness Programmes.

Course comprises of:

Computer fundamentals and Internet, for potential Computer users

Update on latest Info Tech developments

Acquainting the employees with the various aspects of using the

computer, both theoretical and practical, this helps them in better

execution of their work and functions.

Functional Skill Programmes :

Functional skill programmes are conducted for upgrading skills of the

technical staff so that they can unleash their potentials and can enhance

their abilities and contribute whole heartedly the realization of the

objectives and goals of the company.

1.7 Problem of Study:

The research begins with the formulation of problem. The present

study attempts to examine and explain the Training & Development of

Non-Executives in a Public Sector Undertaking. The study focuses in the

examination of the various Training Programme imparted to the

employees for their wholesome development and the involvement of the

company in imparting proper and effective training to the employees.

Further more, the study would examine the results of such training

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programme in PSU and finally it will examine whether the training

programme are actually helping for the development of the non-executive

employees in their service career.

1.8 Objectives:

The objective is the overall study of “Mahanadi Coalfields

Limited” in brief in order to know the detailed structure and functioning

of industry with special emphasis on “Training and Development”

function carried out there.

“Training & Development” studied in detail and cover areas like

1) How training needs are identified.

2) Training policy, programme and formulated methods

prevailing in the organization.

3) Aims of management training and role of trainer as Manager

Perceives trainer as an agent of management development.

4) Inter-action of trainees, trainer, trained employees.

Managerial and executives and how they react on the

objective.

5) How “Training & Development” system meet the

organization objective.

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6) Effectiveness of Training & Development Programme.

Betterment of management workers and above all how it

affects Industrial Relation scene.

7) Study the attitudes of management and trainees in order to

predict the effectiveness of the Training Programme.

1.9 Hypothesis:

a) Training helps in personal development and satisfaction

b) Rate of absenteeism reduced due to training

c) Helps updating knowledge skill and attitude for testing

Invalidity.

d) Helps Employees in their promotion prospects.

e) Training increases productivity.

1.10 Plan of Thesis:

The study has been planned chapter-wise. There are 8 Chapters in

the said Study.

Chapter-I is the Introduction and it deals with Employee Structure

in Organisation, Role of Organisation in the development of Employees,

Employee Structure in MCL, Programme of Training for the

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Development of Employees, Programme & training for development of

Non-Executive employees. Problem of Study, Objectives, Hypothesis etc.

Chapter-II is the Description of Field & Methodology and it deals

with MCL History, Location of the study, Employees & MCL,

Executives, Non-Executives, Methodology Research Design, Sampling,

Tools & Data Collection, Difficulties encountered etc.

Chapter-III is Socio Economic Background of the Respondents and

it deals with the Age, Sex, Position, Years of Service, and Education etc.

of the respondents.

Chapter-IV is History of Family Service and it deals with the

historical background of the parents of the respondents.

Chapter-V is History of Service of the Respondents, which deals

with the details service history of the respondents, the reasons and

change, if any, of the respondents.

Chapter VI is Entry in MCL, which deals with the recruitment and

appointment of employees in MCL.

Chapter VII is Training by MCL, which deals with different

training programme undertaken by MCL.

Chapter VIII is Opinion on Training, which deals with the opinion

of the employees of MCL with regard to the training they have received

and the benefits they have got through such trainings.

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Chapter-IX is Conclusion. The researcher after completing the said

study, has tried to give a note of conclusion.

*******

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2. DESCRIPTION OF THE FIELD & METHODOLOGY:

2.1 Introduction:

The status of methodology in any research work is of cardinal

significance. Methodology is the systematic and sequential operation of

steerage of scientific social survey and research. A proper planning and

methodology helps the researcher in drawing valid and logical inferences.

It would be tough to understand the principle and the contents of research

without an appreciation of the method we designate as scientific.

“Research Design” stands as an adjustment set by various pragmatic

consideration that are needed for a social research, it is not an exclusive

proposition to be strictly followed, but some what a beacon light for the

researcher to proceed in correct line of march. Thus, social research has

been defined as, “a critical and exhaustive investigation having as its aim

the revision of accepted conclusion in the life of newly discovered facts”.

Methodology involves the formulation of the problem and way to

arrive at the conclusion. The research is designed in such a way that the

conclusion and analysis of data will enable the researcher to arrive at a

conclusion. It would be difficult to comprehend the nature and content of

a research without an appreciation of the method. As Karl Pearson says,

“The scientific method is one and the same in all branches of science and

that method is the method of all logically trained minds. The unity of all

science consists along in its methods”.

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2.2 MCL History:

Coal India Limited – The parent company.

Coal India Limited (CIL) is the diamond name of the coal industry

in India contributing almost 86% of coal production in India. Coal India

Limited is the third largest coal producing company in the world after

United States and China having about 5 Lakhs employees with the

headquarter located at Kolkata. It is a holding company under the

Ministry of Coal. Govt. Of India for whole of the coal industry in India.

Formation & Incorporation:-

The Coal India Limited was formed in 21st Oct 1975 as a holding

company having 5 subsidiaries and incorporated under the Companies

Act 1956 & it is now an undertaking company being shared by both govt.

and the private players. Its main objectives are to promote the

development and utilization of the coal reserves in the country for

meeting the present and future requirement of energy of the nation. With

the objective to provide for the energy requirement by the country. Coal

India Limited will give the due importance to the safety of the mines

workers in the industry.

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Subsidiaries of the Coal India Limited.

From the time of incorporation, Coal India Ltd. was functioning as

the parent company of the 5-subsediaries but not it is operating through 8

–subsidiaries out of which 7 subsidiaries are producing coal and the 8 th

subsidiary is in the field of the planning and design consultancy.

Formation of MCL

Chronological sequence of restructuring of Coal India Limited is shown in the chart below :

November 1975Constitution of

holding company|

Coal India Limited

(NEC, DCC)

ECL BCCL CCL WCL CMPDILJanuary 1986

Further ReorganizationCoal India Limited

(NEC, DCC)

ECL BCCL CCL NCL WCL SECL CMPDIL

 Further ReorganizationCoal India Limited

(NEC, DCC) (IICM)

ECL BCCL CCL NCL WCL SECLMCLApril 1992

CMPDIL

On 3rd April 1992 a new Company Mahanadi Coalfields was formed with a sizeable investment bifurcating from South Eastern Coalfields Ltd., Bilaspur. It is the 8th Subsidiary of Coal India Ltd. having its apex Corporate HQ. at Kolkata. At present this Company has 21 mines situated in the states of Orissa comprising 8 Underground Mines and 13

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Open Cast Mines. MCL has 10 Areas in two coalfields, i..e Talcher Coalfields and IB Valley Coalfields. MCL is the 2nd largest coal producing company in Coal India Ltd. The total coal production was 23.14 MTe in the year 1992-93 which has increased to manifold to its record production in 2009-10 to 96.34MTe. It has its Headquarters in Sambalpur (Orissa). Recently the company has been honoured as ‘MINIRATNA” by the Govt. of India.

Power grade coal is mostly available in MCL. Coal from MCL is meeting the demands of different consumers like – Powerhouse, Steel, Cement Plant & Railway etc.

Pattern of Organization:

Organization can be defined as – is a harmonious adjustment of specialized parts for accomplishment of some common purpose.

The members of MCL are nominated jointly by Coal India Ltd. and Ministry of Coal. Board of Director administers MCL. In MCL men, machines and materials work efficiently and perfectly to accomplish the organizational goals.

MCL follows both Line and Staff Form of organizational structure for its administration.

Line Organization – Direct vertical relationship through which authority flows is called line organization.

Welfare Amenities in MCL:

Right from its inception MCL has launched a lot of welfare measures to make sure the quality of life to workmen. The details of welfare amenities and welfare expenditure on capital and revenue head are given hereunder:

Particulars AS on 03.04.1992 As on 31.03.2011Bank Branches 05 16Extension Counter 05 12Play Ground 08 12Stadium 01 02Children Park 06 16Canteen 19 34Kalyan Mandap 00 02

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Workers Institute 11 14Golf Courses 00 04ATMs 00 07Auditorium 05 14Houses 11666 16736

Year Revenue Capital1992-93 1295.08 9822.151993-94 1796.33 3368.001994-95 2094.26 3394.001995-96 2934.10 4008.001996-97 3604.47 2873.001997-98 4349.93 3256.001998-99 4631.53 3208.001999-00 4698.90 4203.002000-01 5971.93 543.002001-02 6285.98 2018.002002-03 6813.67 989.002003-04 10147.80 875.002004-05 9307.92 189.962005-06 9549.76 281.002006-07 9891.83 761.252007-08 12399.64 441.462008-09 12354.19 409.572009-10 13367.23 427.291010-11 14267.33 489.00

The yearly welfare budget of the Company is submitted in the Welfare Board of the Company consisting of members from both Management and Workers side. The members from the workers side are representatives of recognized Trade Union covered under Industrial Relations System in the Company. The Board, after discussions and suggestions proposed the bill (budget) to be approved by the competent authority.

Housing:

The housing satisfaction of the Company was 55.33% at the time of its formation in April’ 1992 having 11666 houses of various kinds. By the end of 31.03.2011 the housing satisfaction has improved to around 80% with 16736 houses. According to the MCL management information

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efforts are being made to provide housing accommodation to more employees and the welfare budget, each year provided adequate funds towards it.

Water Supply:

In 1992, 61,320 persons were covered for supply of drinking water whereas by the end of 01.04.2007, it has increased to 83110. Filtered water generated during 1992 was 7.70 MGD and now as on 01.04.2011, it has a capacity of 15.70 MGD.

Medical:

As per the provisions of the National Coal Wage Agreement (NCWA) – VII, the employees hospital bed ratio is 1:120. In MCL this ratio is 1:59. In every mine/ project of MCL, there is a well-equipped dispensary with adequate number of qualified medical and Para-medical persons. Besides, there are 5 big hospitals in the Company and out of which two are central Hospitals (250 bed capacity) each at Talcher and Ib Valley Coalfields. These hospitals are having almost all modern facilities and specialist Doctors.

Description 1992 2011( Up to 31.03.2011)

Hospitals 04 06Total No. of Beds 198 364Ratio of Bed and employee 1:101 1:57Total No. of Dispensaries 09 13Total No. of Ambulance 21 38Total Doctors 59 103

a) Specialist --- 36b) GDMO --- 64c) Dental --- 03

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Education:

As a part of Welfare activities considerable emphasis has been given on Education of our employees Children. Though education is a State Subject MCL provides grants/ financial assistance to different schools/ Institutions functioning in and around our Coalfields Areas. The Status of Educational institutions are as follows:-

Type of Institutions Numbers.

DAV Public School 09

Privately Managed Schools 19

NK Mahavidyalaya 01

In addition to the above, MCL is also paying 40% Recurring grant to Indira Gandhi Institute of Technology, Sarang, Talcher which is an institution awarding Engineering Diploma in Electrical, Mechanical and Civil branches. Recurring Grant of 40% is also being given to Orissa School of Mining Engineering Keonjhar for Diploma in Mining. In these Two Institutes 40% seats are reserved for the Wards of Non- Executives of MCL in specified disciplines.

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COALFIELDSOF

MCL

TALCHER IB VALLEY COALFIELDS COALFIELDS

1. JAGANNATH AREA 1. ORIENT AREA 2. BHARATPUR AREA 2. IB VALLEY AREA 3. TALCHER AREA 3 LAKHANPUR AREA 4. LINGARAJ AREA 4. BASUNDHARA-5. HINGULA AREA GARJANBAHAL AREA6. CWS(X) TALCHER 5. CWS(X) IB VALLEY

MCL HAS NINE AREAS IN TWO COALFIELDS WITH 7 UNDERGROUND

MINES AND 15 OPEN CAST MINES.

BESIDES, MCL HAS TWO JOINTVENTURE PROJECTS, NAMELY:

MNH SHAKTI LIMITED MJSJ COAL LIMITED

Name of the Areas Name of the Coal Mining Projects

Talcher Coalfield

Jagannath Area Jagannath OCP, Ananta & Bhubaneswari OCPs.Talcher Area Talcher UGM, Nandira UGMBharatpur Area Bharatpur OCP, Chhendipada OCPLingraj Area Lingraj OCP

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Hingula Area Hingula OCP, Balaram OCP

IB CoalfieldIB Valley Area Samaleswari, Lajkura OCPsLakhanpur Area Lakhanpur, Lilari & Belpahar OCPs.Orient Area Orient Mine Nos. 2,3 &4, HRC & HBIBasundhara Area Basundhara(East) & West, Kulda, Garjanbahal

In addition to the above Areas, there are other 11 non-mining projects are also in MCL. They are, two Central Workshops, two Central Hospitals, two Integrated Water Supply Schemes, two Regional Stores, Two Integrated Power Supply Schemes, One Training Institute etc.

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COALFIELD WISE COAL RESERVES IN ORISSA AS ON 31.03.2011

TALCHER IB VALLEY

39.64 BT, 22.36 BT 63.94% 36.06%

2.3 JAGRITI VIHAR:

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The Corporate Building of MCL Headquarter is situated at Jagriti

Vihar, Burla, Sambalpur with sightsee ting environment and huge amount

of water resources.

CORPORATE BUILING OF MCL HEADQUARTERS

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LOCATION:

Mahanadi Coalfields Limited has two Coalfields i.e. Talcher Coalfield and Ib Valley Coalfield have different areas and projects under its administrative control. The collieries in Talcher Coalfields are located in Districts of Dhenkanal and Angul and Ib Valley fields are located in Jharsuguda and Sundargarh Districts of Orissa. The Headquarters of MCL is situated at Jagriti Vihar, Burla, Sambalpur on the west of National Highway - 6 at a distance of about 14Km away from Sambalpur City towards Mumbai.

TALCHER FIELD

Talcher Coalfield, the largest Coalfield in the country is located in Brahmani Valley to the north of Mahanadi river. Major part of the coalfield falls in Angul district with parts spreading over to the neighbouring district of Dhenkanal, Deogarh and Sambalpur of Orissa. The coalfield is well connected by both rail and road. The Sambalpur-Talcher-Cuttack railway line of south-eastern railway passes near the southern boundary of the coalfield connecting Angul and Talcher Railway Station. The National Highway – 42 connects Sambalpur and Cuttact. N.H. 5 also passes through south of the coalfield maintaining a distance of 10 to 12 Km. The N.H. 23 connects N.H. 42 and N.H. 6 and it also passes through the eastern part of the coalfield.

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IB FIELD

IB Coalfield, the 3rd largest coalfield in India has derived its name from the river Ib. The coalfield is located in the district of Jharsuguda and Sundargarh in the north western part of Orissa and covers an area of about 1460 Sq.Km. The coalfield is well connected by both rail and road, the Howrah-Mumbai main railway of South Eastern Railway passes through the southern and south-eastern part of the coalfield. It is also approachable by all weather road from Jharsuguda, Sundargarh and Rourkela which are situated at a distance of about 14 Kms, 70Kms and 150 Kms respectively from the coalfield.

2.4 EMPLOYEE STRUCTURE:

In this type of organization subordinates should be divided according to the type of work involved.

At present the company is headed by Chairman-cum-Managing Director at Corporate HQ. and Chief General Manager/General Manager at Area level

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Administrative Setup of MCLChairman-cum-Managing

DirectorSri Shree Ramji Upadhyay

Director (Personnel)

Sri S C Padhy

Director (T)(Operation)

Sri Arun Kumar Tiwari

Director (Finance)

Sri B Mohapatr

a

Director (T)(P&P)

Sri A.K.Singh

C.V.OSri N.

K. Pradha

nChief of Medical Services,

CGM(Civil)-for Welfare,PD & Town Admn.,

CGM (A&EE/Welfare

)

GM (P&IR)

Chief of Security,       

GM (HRD)

HOD (Legal) Public Relation

Officer

CGM (Production),

CGM(S&M),

GM (S&R/UG),

GM (Excavation),          

GM (E&M),

GM (QC),

HOD(IED),

CGM/ GMs of IBV CF

CGM (Finance),

GM (Fin) (CA&T),

GM (Fin) (C&B),

GM (Systems),

Chief of  I. A. ,

Company Secretary

CGM(Civil),

CGM (MM),

GM (Envt.),

GM (CP&P),

GM (TC),

GM (CMC),

GM (L&R),

CGM/ GMs of Tal CF

Mgr.  (Vig.)

NON-EXECUTIVE EMPLOYEE :

The manpower of MCL at the time of inception of MCL i.e. on 3.4.1992 was 21742 and the manpower as on 31.03.2011 was 20932 and out of which 1245 are executives. The category wise and year wise details are given below:

Area Executive Non-Executives Grand

32

s TotalMonthly

rated

Daily rated

Piece rated

Badlis Total

Ib-valley122 723 970 1 0 1694 1816

Orient 136 719 3801 200 1 4721 4857Basundhara 74 228 475 0 0 703 777

Talcher 79 339 2504 10 0 2853 2932

Jagannath 124 742 1559 0 0 2301 2425

Bharatpur 87 307 1009 0 0 1316 1403

Hingula 95 368 1199 0 0 1567 1662

CWS (X) TAL

30 79 346 0 0 425 455

Kolkata 8 12 2 0 0 14 22

Bhubneswar 4 15 6 0 0 21 25

CWS, IBV 18 41 183 0 0 224 242

Lingaraj 70 332 974 0 0 1306 1376

Lakhanpur 124 554 1299 0 0 1853 1977

NSCH & RH 49 135 136 0 0 271 320

Grand Total 1245 4878 14601 211 1 19698 20943

2.5 Executives:

As on March, 2011, there are 1245 Executives posted in MCL, out

of which 225 Executives are posted in MCL HQ. alone. The discipline

and grade wise executives posted in MCL HQ. are given below :-

Discipline E1 E2 E3 E4 E5 E6 E7 E8 Total

33

Co.Secy 1 1

Civil 1 12 5 1 19

Coal

Preparation

2 2

Coal Tech. 1 1

Chemical

Engg.

0

E&M 6 7 11 3 27

E&T 1 3 4

Envt. 1 1 1 3

Estate 1 1

Excavation 2 5 5 1 13

Finance 1 11 13 4 4 1 34

Geology 0

Hindi 1 1

HRD/MD&T 1 1

Industrial

Engg.

1 1 2

Legal 1 1

Materials

Management

6 2 1 1 10

Medical 2 1 1 1 5

Mining 2 12 12 13 3 42

Personnel 11 9 2 1 1 23

Public

Relation

0

34

Safety &

Rescue

0

Sales &

Mktg.

4 4 1 1 1 11

Security 1 1

Secretarial 3 4 7

Statistics 1 1

Survey 4 2 6

Systems 3 2 1 6

Vigilance 1 1

Total 0 3 15 41 77 51 31 7 225

2.6 Non-Executives:

There are 19698 Non-Executives working in MCL as on

January,2011. Out of which, 429 are posted in MCL HQ. The Non-

Executives are divided into Daily Rated and Monthly Rated. Out of 429

non-executives in MCL HQ., 23 are female non-executives. The

following table shows the details posting of MR & DR & Female non-

executives in different departments of MCL HQ.

Deptt. MR DR Female Total

Administration 15 29 1 44

35

Civil Deptt. 19 16 35

CMD Sectt. 9 4 13

Commercial 1 0 1

Company Sectt. 3 1 4

Contract Management Cell 6 2 8

Director(Personnel) Sectt. 3 5 1 8

Director(T) Sect. 4 4 8

Director(T/PP) Sectt. 3 3 6

Director(F) Sect. 2 3 5

E&M 8 18 26

E&T 11 1 12

E Procurement 1 1 2

Environment 3 1 4

Excavation 4 1 5

Executive Estb 5 4 9

Finance 24 4 1 28

HRD 2 2 1 4

L&R 3 3 1 6

Legal 6 0 6

MM 8 2 10

Medical 14 11 11 25

MTI 4 4 1 8

MNH 4 1 1 5

Personnel 7 6 2 13

Pension Cell 2 2 4

Prodn. & IED 6 2 8

Project & Planning 5 1 1 6

36

Public Relation Officer 5 0 5

Quality Control 5 0 5

Safety & Rescue 2 1 3

Sales & Mktg. 10 0 1 10

Security 63 8 71

Systems 3 1 4

Tech.Sectt. 3 0 3

Vigilance 5 4 9

Welfare 5 1 1 6

Total 283 146 23 429

Objectives of MCL

To carry on the business of the Coal mining

Acquisition of coal mining

Production, sale and dispatch of coal mines taken over by

the Govt.

Policy formulation and advisory functions

To act as the entrepreneur on the behalf of the state in

respect of coal industry

To finance the replacement expenditure

To develop the technical know-how

Exploration & prospecting

To manufacture and self coal as a patent fuel.

Main Functions of Mahanadi Coalfields Limited

37

To act towards achieving corporate objectives and approve and review

strategies for Achievement of this objectives.

2.7 Methodology, Research Design :

Methodology refers to the methods allowed to arrive at a

Conclusion.

A study or research design is a plan comprising of the researcher’s

decisions about the procedures, sampling, collection and analysis of data

for a given study, which aims to fulfill the purpose without wasteful

expenditure of time, energy and money. It is economical in the long run

because, it forestalls the possibility of a fruitless inquiry. It differs

according to the research purpose and its categorized under four groups,

viz. (1) Exploratory, (2) Description, (3) Diagnosis, and (4)

Experimentation.

In the present study, exploratory cum descriptive study design has

been followed.

2.8 Sampling:

Sampling is the smaller representation of the larger whole. It is the

representation of the universe in miniature. Sampling method is

economical in terms of time, money and energy. Detail study is possible

due to contact with every sample units and it has a scientific base. There

are only two requirements of the sampling procedure: It must be

38

representative and adequate, there are different methods of sampling such

as random sampling, stratified sampling, purposive sampling etc.

In the present study 50 workers were selected at random from the

universe. The researcher personally met the respondent by asking them

various questions regarding their own life, relationship with the

management and their involvement in trade unions.

2.9 Tools & Data Collection:

Having drawn adequate samples from the universe the next step of

research was collection of data regarding the various aspects of the study.

There are several tools of data collection like Observation, Case study,

Interview schedule, Questionnaire etc.

Here the interview schedule has been used as the main tool for data

collection, and side by side observation in a non-participant way.

Interview is the development of precision focus reliability is

another common social act conversation. The objections of interview may

be exchange of ideas and experiences, eliciting information pertaining to

a wide range of data in which the interviewer may wish to rehearse his

past, define his present and canvas his future possibilities. It is a mutual

view of each other. According to P.V. Young, “Interview may be

regarded as a systematic method by which a person enters more or less

imaginatively, into the life of a comparative stranger. In interviewing the

interviewee, we make use of the interview schedule. Interview schedule

39

consists of a number of questions which the interviewer himself has to

ask and fill up after getting information from the respondents.

While applying interview schedule, the researches made use of the

observation technique in a non-participant form. Although, the external or

non-participant observer is not welcomed to the group, but, he can

maintain a distance without involving into the group situation. It gives the

way for a more systematic study. So while interviewing the respondents

the researcher observed the behaviour, facial expression, without

participating in group situation.

The Interview Schedule deals with the socio-economic background

or the bio-data of the respondents, the service history of the respondents

and finally the opinion / views regarding training they are receiving from

the organization.

A heap of collected data serves no purpose for any study as it does

not give any specific information or knowledge. So in order to derive

proper information, the collected data must be interpreted and analysed

which in turn involves a number of tasks like classification and

tabulation.

In classification, the collected data were arranged in different

groups on the basis of their similarities. In the present study, the data

collected have been classified on the basis of their different education

level, caste, type of family income etc.

40

The next step is tabulation. For this purpose the researcher has

placed some data in different tables to find out the number of frequency

and percentage of each group.

Information collected from both the sources i.e. primary and

secondary.

i) Primary:

Some data collected by observing employees and asking questions

are called primary data. For collection of primary data, questionnaires

were prepared depending on category of personnel involved. It is a form

containing some questions which are to be filled by respondent.

ii) Secondary

Secondary data are collected both from published and non-

published sources, Published sources include magazines, bulletins,

memoranda, pamphlets etc… Non-published sources include official

files, record, log books etc. Booklets quarterly reports, annual reports,

journals, records of the Company are also used. Text books, published

and non-published project reports are also referred for proper

understanding of study.

2.10 Difficulties encountered:

The experience during the field work has left an indelible

impression and was both a bitter and sweet one. The respondents were

41

personally contacted and duly told what it was all about. Some of the

respondents were very co-operative and even agreed for formal

interviews, whereas some respondents failed to understand the essence of

data collection and refused to give time for the interview as they were

busy with their work.

2.11 Conclusion:

“Training & Development” find its vital role in recent decade. And

every industry for its survival must have to embrace “Training &

Development” and try to absord its good results in day-to-day working

and use its side effects in a constructive purpose. Hence, one month

period was very short to study. “Training & Development” and its

effectiveness in a quality concerned industry. Period was very short again

to watch the same group of workers before training and after it.

The present study undertaken by the researcher suffers from some

limitations. The sample drawn was on random basis and can not be

generalized. The data collected only from 50 respondents do not differ

any valid ground for drawing generalization.

*******

42

3. SOCIO-ECONOMIC BACK-GROUND OF THE

RESPONDENTS:

3.1 Introduction:

The caste, religion, occupation and life experiences of an

individual are crucial in determining how one will think and act in

different situations. Individuals are substantially affected, by nature and

mechanism of socialization, family background and socio-economic

attitude set up which in turn affect their attitudes, ways of training and

philosophy of life.

In other words the implicit assumption is that the beliefs,

role, perception and behaviour learned as a result of social antecedent and

the social environment in which one is brought up are more influential in

determining the extent of role commitment and role performance. The

chapter seeks to identify the socio-economic profile of the 50 respondents

of Mahanadi Coalfields Limited, Burla of Sambalpur District of Orissa

43

State in terms of their Age, sex, occupation, income, educational

qualification.

All the data relating to the socio-economic background of

the respondents have been represented in the tabular form.

3.2 Age & Sex:

Age reveals the experience on as gained about life. An individual’s

working capability and strength is known from his age. It is a temporary

concept as we all know. “Time and tide waits for none”, similarly with

the passage of time an individual age also grows and a time comes when

the individual decays.

The following table reveals the age composition of 50

respondents.

TABLE – 3.1

Age Composition

Various categories of

respondents on the basis of Age

Total No. Percentage

18 – 25 Nil Nil

25 – 35 16 32%

35 – 50 33 66%

44

50 & above 1 2%

TOTAL 50 100%

The table 3.1 shows that out of 50 (100%) respondents, no one lie

within 18 – 25, 16 (32%) within 25 – 32, 33 (66%) with 35 – 50 and 1

(2%) lie within 50 and above group. Hence majority of respondents

belong to the 35 – 50 age group.

SEX COMPOSITION:

The following table reveals the sex composition of 50 respondents.

TABLE – 3.2

Sex Composition

Various categories of

respondents on the basis of Sex

Total No. Percentage

Male 45 90%

Female 5 10%

TOTAL 50 100%

The table 3.2 shows that out of 50 (100%) respondents, 45 (90%)

are male and 5 (10%) are female. Hence majority of respondents belong

to male.

3.3 Position held:

45

The following table reveals the position held by the 50

respondents.

TABLE – 3.3

Position held by the Respondents

Various categories of

respondents on the basis of

position held

Total No. Percentage

Clerk 30 60%

PA 10 20%

Electrician 2 4%

Storekeepers 2 4%

Peon Nil 0%

Others 6 12%

TOTAL 50 100%

The table 3.3 shows that out of 50 (100%) respondents, 30 (60%)

are Clerk, 10 (20%) are Pas, 2 (4%) are Electrician, 2 (4%) are

Storekeepers and 6 (12%) belong to other categories. Hence majority of

respondents belong to Clerk.

3.4 Years of Service:

The years of service refers the length of service the respondents

have already put in in the organization. This shows the experience in their

respective service career The following table reveals the years of service

of the 50 respondents.

46

TABLE – 3.4

Years of Service

Various categories of

respondents on the basis of

Years of Service

Total No. Percentage

0 – 3 Years Nil Nil

3 – 5 Years 10 20%

5 – 10 Years 15 30%

10 - 15 Years 20 40%

Above 15 years 5 10%

TOTAL 50 100%

The table 3.4 shows that out of 50 (100%) respondents, no one lie

within 0-3, 10 (20%) within 3 – 5, 15 (30%) within 5 – 10, 20 (40%)

within 10-15 and 5 (10%) lie above 15 years group. Hence majority of

respondents belong to the 10-15 years group.

3.5 Education:

47

Education is the important means of socialization and one of the

basic activities in all human societies. Anderson is of the view that

“education is the social process by which an individual learns the things

necessary to fit him to the life of his society”. It is the process whereby

the social heritage of a group is passed on from one generation to another

and whereby the child learns the rules of social behaviour. It is an attempt

to shape the development of the coming generation in accordance with

the social ideals of life.

Hence, it is necessary to know the educational background of the

respondents. It is depicted in the following table.

TABLE – 3.5

Educational Qualification

Various categories on the basis

of Education

Total No. Percentage

Under Matric 2 4%

Matric 10 20%

Inter-mediate 3 6%

Graduation 20 40%

Above Graduation 15 30%

TOTAL 50 100%

48

The above table shows that, out of 50(100%) respondents, 2 (4%)

were under matric, 10 (20%) were educated upto Matric, 3 (6%) were

intermediate, 20 (40%) were graduate and 15 (30%) were above

Graduation. Hence, majority of respondents were educated.

3.6 Conclusion:

As the study has been conducted in the semi-urban area of Burla of

Sambalpur district in Orissa, the place of resident of all the respondents is

semi-urban. The respondent’s age group is ranging from 25 to 50 years. It

is a male dominated industry. The education level of the respondents is

very good. Majority of them, that is, nearly 40% were graduate.

The socio-economic background of the respondents reveals that,

majority of the respondents are males, well educated and have got

experience in their service field. .

49

4. HISTORY OF FAMILY SERVICE:

4.1 Introduction:

Family plays the first and most important role in formulating the

career of an individual. It mostly depends on the background of the

family, which affects the behaviour of the human beings. It is seen that a

good and peaceful family always provides a better platform for the

members to perform well in every sphere of his life. Similarly,

family having bad reputation accordingly reflects otherwise.

4.2 Fa Fa :

The record of service of the parents of the respondents is also

notable in order to reach into a state of mind about their position and

psychological attachment to the organization. The table shows the history

of service of the parents group in the organization.

50

TABLE – 4.1

History of Service in the Organization of the parents of 50

respondents

Generation Service No. % Service

Fa 25 50%

Mo 10 20%

Fa fa 5 10%

FaMo 10 20%

TOTAL 50 100%

The above table shows that, out of 50(100%) respondents, father of

25 (50%) were in service, whereas mother of 10 (20%) were in service

and both father and mother of 10 (20%) were in service.

4.4 Father:

Father is the pivotal member of a family. He is in charge of the

livelihood of the family. All the major decision of the family is taken by

him. His position determines the status of the family. The ideology of a

father is injected to the next generation. It is found that if the father of a

respondent was an employee of the organization, his economical

condition is better than others and the respondents has got proper

education and are well established in the society.

4.5 Conclusion:

The History of family service provides a clear picture about the

position of the individual at present. The father and mother of whose

51

respondents are in service, his economical condition is much better, but

sometimes they have been neglected in their building a good career, due

to absence of both father and mother in the home. Where the father is the

only service holder and mother is a house-wife, it is found that such

family are very peaceful as well as very successful.

*******

5. HISTORY OF SERVICE OF THE RESPONDENTS:

5.1 Introduction:

History is the past record. The history of Service record confirms

the background of the person. The more the service period, the more the

experience gained in the respective field. About experience, one can say

it is gradually achieved through the passage of time. Hence, History of

service is essentially required to be noted, to reach at a more concrete

conclusion.

5.2 History of Service:

In the present study, it was found that the some respondents before

joining MCL, were engaged in different organizations. And in

comparison, their experience in dealing and discharging official work is

better than those who were initially in MCL.

52

Hence, it is necessary to know the History of Service of the

respondents. It is depicted in the following table.

TABLE – 5.1

History of Service of the 50 respondents

Organisation No. %

MCL 25 50%

Public Sector 3 6%

Govt. Sector 7 14%

Private Sector 15 30%

TOTAL 50 100%

The above table shows that, out of 50(100%) respondents, 25

(50%) were in MCL from the beginning, whereas 3 (6%) from Public

Sector, 7 (14%) from Govt. Sector and rest 15 (30%) from Private Sector.

Hence, 50% were from outside organization, before joining MCL.

5.4 Reasons and Change:

When asked about the reasons for changing / switching over to

MCL from other organizations, majority of respondents answered in

53

terms of better salary and facilities in MCL in comparison to other Govt.

and Private sector. It is also noted that the respondents who were in

private sector, got the service in MCL on rehabilitation scheme. Hence,

they chose to join MCL and left the private organization obviously.

5.5Conclusion :

We can derive from the aforesaid facts that better emoluments and

facilities can attract people from other sectors. Moreover, in this process,

an organization is benefited in getting more experienced people. In the

present organization, more persons from private sectors have joined not

from Govt. Sectors.

6. ENTRY IN MCL:

6.1 Introduction:

MCL is a Coal Producing Company. The target of Coal production

has now surpassed 110 MT, which is a huge task. The primary steps for

producing coal is acquisition of Land, where coal can be excavated. The

land may be both forest land as well as cultivable and residential land of

the land owners. To acquire forest land, the company has to approach the

Govt. for mining purpose on the same and is dealt accordingly as per the

Forest Land Act. However, for acquisition of private land, there is lot of

difficulties faced by the company. Before acquiring the private land,

proper rehabilitation of the inhabitants and nearby villagers are required

to be done. As per the rule, the company has to provide service to the

family members of the land owners accordingly to their size of land.

Hence, people get appointment through rehabilitation scheme. In order to

get technical staff to run the company, MCL through open advertisement,

also appoints various staff in various discipline/cadre.

54

6.2 Type of Entry:

As discussed, there are two types of entry in MCL i.e. direct entry

through open recruitment and Rehabilitation entry through land

acquisition policy. There is also another entry on medical ground/death

case, whereby due medical unsuitability or death of the employees, their

children get employment, as per terms of the company.

TABLE – 6.1

Type of Entry in MCL (50 respondents)

Type of Entry No. %

Direct Recruitment 10 20%

Through Rehabilitation scheme 30 60%

On death/medical ground 10 20%

TOTAL 50 100%

The above table shows that, out of 50(100%) respondents, 10

(20%) got the job in MCL by direct recruitment, whereas 30 (60%)

through rehabilitation scheme on losing their land and rest 10 (20%) on

medical ground/death case of their father. Hence, majority of 60%

entered MCL through Rehabilitation scheme.

6.4 Years & Change of Service in MCL :

The years of service refers the length of service the respondents

have already put in the organization. This shows the experience in their

55

respective service career. The following table reveals the years of service

of the 50 respondents.

TABLE – 6.2

Years of Service in MCL

Various categories of

respondents on the basis of

Years of Service

Total No. Percentage

0 – 3 Years Nil Nil

3 – 5 Years 10 20%

5 – 10 Years 15 30%

10 - 15 Years 20 40%

Above 15 years 5 10%

TOTAL 50 100%

The table 6.2 shows that out of 50 (100%) respondents, no one lie

within 0-3, 10 (20%) within 3 – 5, 15 (30%) within 5 – 10, 20 (40%)

within 10-15 and 5 (10%) lie above 15 years group. Hence majority of

respondents belong to the 10-15 years group.

6.5 Conclusion:

MCL is a coal producing industry. Land acquisition is always a

major problem in the coal industry. Proper rehabilitation and resettlement

of the people is a challenge for the company. In the rehabilitation scheme,

the land owners are offered job in the industry in lieu of their lands in

addition to cash compensation. Hence, the majority of employees of MCL

have got service through rehabilitation scheme.

56

*******

7. TRAINING BY MCL:

7.1 Introduction:

The Department of Human Resource Development of MCL lays

emphasis on imparting the requisite technical, operational & executives,

Supervisory staff and other employees. , commensurate with the rapidly

changing economic scenario and its HRD Policy . Keeping in view the

hazardous nature of the coal industry, specific attention is given to

increase the safety awareness and safety management standards among

the employees.

Hence, the company is focusing on the upgrade of the skills of the

entire manpower inventory, based on the needs of the organization as

well as those of its importance.

HRD Policy.

Training & Development of the employees of MCL through need-based

57

Training programmes to help, create and nature for the organization

around and healthy work culture conducive to all around excellence.

Objectives

In line with the broad based policies of the company, as narrated above,

the following objectives are sought to be accomplished.

Assessing the discipline-wise, level-wise, job-wise grade-wise training

need of the company.

To strive to fulfill the training needs of entry level, middle level and

senior level executives through formal and non-formal means, for

meeting the organization goal.

To bring about attitutional change and harness managerial potential in

pursuit of individual and organizational excellence.

To disseminate knowledge through workshop, conference, seminar , etc.

To catalyze creativity, fellowship bond, leadership, team spirit, discipline

and respect for values.

7.2 Training Programme in MCL:

In MCL mainly the external training & internal training are given

to the employees.

External Training.

58

Based on the needs, of the company as well as the specific needs of the

employees, the executives, supervisors and skilled category employees

are sent for specialized training to external organizations for upgrading

knowledge and skill.

Some employees, depending on the requirements of the company and the

potential of the individuals, are also sent for super specialized training

abroad, like Russia, Ukraine, Indonesia and Australia.

Internal Training.

Some employees, depending on the requirements of the company and the

potential of individual given training in the company or of the training

institute of company.

In MCL most of the Training activities generally centers on providing

multidiscipline training and comprise of:

1. General Management Programmes.

2. Functional Skill Programmes(for Executives)

3. Functional Skill Programmes (for workmen)

4. Cross-functional programmes(for executives)

5. Supervisory Development Programmes;

6. Computer Development Programmes

7. Computer Awareness Programme(for Management & Workmen)

8. Safety Management Programmes

9. Training programmes for Members of Safety Committee

59

10. Induction Training programme

11. Vocational Training Programmes

12. Refresher Training programmes(Drivers)

13. R.I.Classes programmes

14. Coaching Classes programmes

15. Special programmes in collaboration OEMs;

16. Yoga Training programmes and

17. Workshops, Seminars, Symposiums.

General Management Programme

This programme is structured for the Executives of all Disciplines from

E 1 to E-2 grade and is a week long programme with focus on impairing

up-to date knowledge of various disciplines that are strategically linked to

the core activities of the Company.

Focus of the programme is on;

1. Developing strategic intent;

The Executives through these programmes,. are given exposure of the

cross functional areas of the organizational problems while taking a

decision.

.Supervisory Development Programmes.

The Supervisory staff, employed by the company, in all the Technical

disciplines as well as non-technical disciplines, are impaired Training on

60

various subjects, aspects and activities being carried out by them in their

day to day work schedules for increasing their understanding of the same.

These programmes are generally of six days duration and the supervisors

are imparted the requisite training by Senior Management Faculties.

Computer Awareness Programmes.

Course comprises of:

Computer fundamentals and Internet, for potential Computer users

Update on latest Info Tech developments

Instructors and faculties from reputed Computer education and training

Institutes like NIIT, APTECH AND SSI are engaged throughout the year

for acquainting the employees with the various aspects of using the

computer, both theoretical and practical, which helps them in better

execution of their work and functions.

.Specialised Computer Programmes.

Training on advance applications like Oracle, Java, etc. are also held in

between the Computer Awareness Programmes for equipping the Officers

and Supervisory staff of the Systems Deptt. with advanced knowledge

regarding the various Software applications.

1. Cost Management

2. Quality management and customer care;

3. Attitudinal change

4. Human values and Business ethics.

61

Thus, the programme attempts to bring awareness in the key-result areas,

to enhance the capabilities of Exercise in handling various situations and

bring about quality management in their domain of operations.

Functional Skill Programme(for Executives)

The programme aims to upgrade the existing skills and knowledge of the

Executives in their functional areas by equipping them applications

therein taking place in Indian coal mining industry.

Functional programmes are held for the following disciplines:

Mining Excavation, Electrical & Mechanical.

Civil Computer, Finance and Personal & Administration

Functional Skill Programmes for Workmen;

Functional skill programmes are conducted in different batches at BTI

Bandhabahal & MEETI, Talcher for upgrading skills of the Dumper

Operators, Fitters and Electrical, other HEMM Operations and medical

staff so that they can unleash their potentials and can enhance their

abilities and contribute whole heartedly the realization of the objectives

and goals of the company.

Cross Functional Programmes

These programmes are held for the objectives in the following cross

disciplines: Finance, Materials Management, and Personal & IR.

These programmes are conducted by the experienced

faculties/instructions of organizations like TATA CONSULTANCY

SERVICES, APTECH, etc

62

PROGRAMMES FOR THE MEMBERS OF THE SAFETY

COMMITTEES AND SAFETY MANAGEMENT PROGRAMMES..

Due to the hazardous nature of the Coal industry, for working in deep

coal zones(in underground coal mining) as well as in the vast expanses of

open-cast quarries(with fast and enormous activities taking place due to

numerous Heavy Earth Moving Machines) it is imperative to instill

absolute safety awareness amongst the people working there.

With the above objective, regular programmes are held on the safety

management and for the Safety Committees to inculcate the requirement

(to adhere to the safety norms)amongst all the persons engaged in the

mining activities so that they go to their workplaces, work safely and

come back to their homes to rejoin their families.

1. INDUCTION TRAINING PROGRAMMES;

TRAINING OF NEW ENTRANTS: The newly appointed or promotes to

executive cadres are given Induction Training.

Focus is on development of:

.Knowledge and skills for earlier contribution to productivity,

profitability

.Customer satisfaction

.Physical and mental fitness

.Spirit of fellowship, fraternity belongingness

63

.Leadership quality.

For those workers joining the Computer for the first time, in order to

equitant the with the working environment as well as impart the requisite

knowledge about the task that they will be entrusted to, these programmes

are held as an absolute necessity. The programmes are especially

designed are conducted for certain skilled category of personal like

Mining Sirdar, Jr.Overman and Operator Trainees, Fitter Trainees, Amin

and Trainees, nursing trainees etc.

2. Vocational Training Programmes

These programmes are conducted at a Group Vocational Training Centres

in the Coalfields Areas and relates to various programmes for improving

the knowledge and efficiency of the Operators, Fitters, Technical

Supervisory staffs and other skilled and semi skilled workmen deployed

in the underground as well as open cast mines.

3. Refresher Training Programmes

Employees, working as Drivers, in various department in the Coalfields

are imparted Refresher Training to brush-up their existing knowledge

with respect to driving various vehicles and to make themselves

acquainted with the working conditions in the mining premises,

especially in the open cast mines, so that they can adhere to the safety

requirements.

64

4. R.I.Classes for Trade Apprentices:-

The Related Instructions classes organized and conducted at BTI and

MEETI Talcher

5. Coaching Classes programmes.

For those employees who aspire to come Managers, coaching classes are

held for their actual Examinations for preparing them and make them

conversant with the various subjects of their discipline so that it receipts

them in realizing their aims and mobilizations.

For conducting such programmes, the company makes the services

arrangements making available the services of highly convinced and

senior faculties so that the employees can prepare well for the required.

6. Special Programmes in Collaboration with the OEMs

Due to diverse range of equipment that in operation in the Mines

premises and these equipment being complex, for making the employees

aware of the various pros and cons of the equipment, its working

procedures the techniques associated for putting in use during particular

situations, the company organizes specific related programmes of their

equipment from time to time. These programmes are conducted in

collaboration with the Original Equipment Manufactures and held

throughout the establishments wherever these equipment are installed/put

in operation. These OEMs are from the Public as well as the private

sectors, are organizations like BEML, GMMCO INGERSOLL RAND,

RECP, L&T, LuCAS, CATERPILLAR, CUMMIS,

7. Yoga Training Programmes.

65

A healthy body and healthy mine is the foremost requirement of every

human being for every activity that is done. The significance of this

increases more if one is employed in an industry and even much more if it

happens to be a vast and hazardous one like coal.

Therefore, for imparting certain basis yoga education and certain special

need-based Yogic Abhyas Qualified Instructors from Yoga Darshan

Ashram, Sambalpur (which is guided by Bihar School of Yoga, Munder)

regularly conducts classes, round the at the Yoga Prashikshan Kendra, in

the Management Institute Premises, Company Headquarters. The

employees interested, as well as their dependents, receive training at this

Kendra.

8. RAJVASHA (Hindi)

Special emphasis is being given to promote Rajvasha of MCL. For this

purpose regular training to increase knowledge about Rajvasha is being

conducted at project level/Area Level as well as Hqr. level. Healthy

competitive examination/Seminar for Rajvasha is conducted.

Training Institutes

Internal Training Programmes are conducted by the following Institutes

located at three Central locations within the company namely.

1. Management Training Institute (MTI) at MCL HQ, Sambalpur

66

2. Belpahar Training Institute (BTI) at Belpahar in Lakhanpur Area of

MCL

3. Mining, Engineering & Excavation Training Institute (Popularly

known as (TTI) in Talcher Coalfields of MCL.

MTI is conducting both Managerial and Supervisory Training

Programmes.

BTI, & MEETI Talcher are conducting, especially, the Vocational

Training Programmes for workmen.

Management Training Institute, Sambalpur.

On 08.06.1998 under dynamic leadership of the then CMD

Shri N.Sharma this Institute was started in the vacated premises of earlier

office of the CMD, with the objective to impart Training to the Junior

level Executives (e-1 to E5 Grade) and the Supervisors of all Disciplines

so that the First-level people, who are directly in touch with the workers

and staff, can efficiently and economically manage for realization of the

company’s objectives.

Gradually, Computer Awareness programmes for the Staff, Supervisors

and Executives were commenced with the mission to make them

acquinted with the functioning of the Computer, a must nowadays for

every organization to grow at a fast pace. During the course of time it

also became imperative to conduct several Functional, Cross-functional

programmes, short programmes as well as need-based programmes,

67

including Coaching Classes for Examinations in various disciplines,

Induction programmes as well as re-orientation programmes.

Over the years, the Institute has grown to such extent that

Work-shops/Seminars on Rajbhasa as well as other Specific subjects are

also being conducted in the Institute. The Institute also house a

Library(with 2980 books in Hindi, English and Oriya); several

National/Regional Magazines, periodicals and Newspapers are also

subscribed to, for the benefit of the interested readers.

Activities of the Sambalpur Chapter of India (ISTD), opened from July

1999, are organized too in the Institute premises Most of the programmes

conducted as Residential as well equipped accommodation in the trainees,

from the Coalfields, is provides at Kalinga Bhavan, having 30 bed

capacity.

In the MTI premises a Prasikshan Kendra has been functioning the

9.1.2004. The Trainees coming to MTI to various Training Programmes

also participate in Yoga Training.

Belpahar Training Institute (BTI)

Training Institute at Belpahar Original set up as MEETI(Mining

Engineering & BTI,is imparting training to the employees especially the

Technical Staff and worksmen for upgrading their skills commensurate

with the changing working environment.

Situated in the Industrial Belt of Belpahar (with Tata Refractories Ltd. IB

thermal Power Station in close vicinity) the Training Institute, with all its

infrastructure including a Hill-top Hostel, Auditorium Conference rooms,

68

Museum, HEMM culture Models, Environment Laboratory, Library etc.

began functioning from 1993.

The various programmes being conducted by the Institute are:

1. Supervisory Development Programmes

2. Maintenance Management Programmes

3. Safety Management trainees

4. Training programmes for Management Trainees

5. R.I.Classes for Trade Apprentices

6. Basic training programmes for Dumper Operators,Fitters,Auto

electricians etc.

7. Refresher Training programmes for Drivers.

8. Training programme for Office Staff.

9. Special Training Seminars in collaboration with OEMS

10. Need-based Training programmes Seminars (Symposium and

Workshops)

11. Exhibition by District Administration & other Departments a and

when required and permitted by the Management.

69

MEETI, Talcher

This Institute was inaugurated on 3.2.09. The Institute has started

Training programmes for workers and Supervisor personal of Talcher

Coalfields. This Institute is mainly conducting programmes such as:-

Refresher Course for Operators of different HEMMs.

Refresher Course for Fitters and Electricians working in different

HEMMs

Basic Training Course for Operators and Fitters.

Group Vocational Training Centres.

There are Group Vocational Training Centres in Orient, Lakhanpur and

Basundhara Areas in the IB-Valley Coalfields & in Talcher and

Jagannath Areas in the Talcher Coalfields. These Centres(Lakhanpur,

Basundhara and Jagannath) are conducting Statutory, Initial, Special and

Refresher Training programmes for the Company employees as wellas

for the Contractors Workers engaged in Mines as per V.T.Rules. The

Orient and Talcher GVTCs are imparting training to only the Company’s

employees working in underground Collieries below ground and on

surface.

MEETI, Talcher

70

This Institute was inaugurated on 3.2.09. The Institute has started

Training programmes for workers and Supervisor personal of Talcher

Coalfields. This Institute is mainly conducting programmes such as:-

Refresher Course for Operators of different HEMMs.

Refresher Course for Fitters and Electricians working in different

HEMMs

Basic Training Course for Operators and Fitters.

Group Vocational Training Centres.

There are Group Vocational Training Centres in Orient, Lakhanpur and

Basundhara Areas in the IB-Valley Coalfields & in Talcher and

Jagannath Areas in the Talcher Coalfields. These Centres (Lakhanpur,

Basundhara and Jagannath) are conducting Statutory, Initial, Special and

Refresher Training programmes for the Company employees as well as

for the Contractors Workers engaged in Mines as per V.T.Rules. The

Orient and Talcher GVTCs are imparting training to only the Company’s

employees working in underground Collieries below ground and on

surface.

DATA ANALYSIS AND INTERPRETATION.

1-Year wise employee trained.

Year Executive

Development

Programme

Supervisory

Development

Programme

Skill

Development

Programme

Total

1993-94 250 203 203 453

1994-95 250 103 330 683

1995-96 366 382 308 1056

1996-97 255 148 574 977

1997-98 277 216 481 974

71

1998-99 824 480 726 2030

1999-00 1013 591 944 2548

2000-01 1037 615 1106 2758

2001-02 1202 707 1069 2978

2002-03 1334 589 744 2667

2003-04 1189 497 922 2608

2004-05 1412 656 1038 3106

2005-06 1684 610 1007 3301

2006-07 944 965 1593 3502

2007-08 980 977 1599 3556

2008-09 1212 1023 1621 3856

2009-10 1259 1129 1681 4069

2- Training imparted by different institution.

Year External MTI BTI MEETI

1993-94 -- -- 453 --

1994-95 -- -- 683 --

1995-96 -- -- 1056 --

1996-97 -- -- 977 --

1997-98 -- -- 974 --

1998-99 478 381 1171 --

1999-00 732 616 956 244

2000-01 726 729 883 420

2001-02 838 710 1071 359

2002-03 989 443 1001 234

2003-04 1075 575 776 182

2004-05 938 717 972 258

2005-06 1033 441 674 134

72

2006-07 1112 440 1112 421

2007-08 935 421 781 380

2008-09 1021 486 957 397

2009-10 1156 549 1125 402

3.Outside training of employees

Year Executive

Development

Programme

Supervisory

Development

Programme

Skill

Development

Programme

Total

2006-07 378 149 595 1122

2007-08 684 32 19 735

2008-09 660 148 60 868

2009-10 540 132 149 821

2010-11 389 75 120 584

4-Inside Training of employees

Year Executive

Development

Programme

Supervisory

Development

Programme

Skill

Development

Programme

Total

2006-07 566 816 998 2380

2007-08 153 435 744 1332

2008-09 203 744 609 1556

2009-10 289 826 786 1901

2010-11 337 679 897 1913

Training imparted by BTI, & MEETI, at MCL.

73

2010-11: Vocational training =

132

Field training =

179

Vocational training on MBA = 49

Vocational training on summer degree = 42

Vocational training on degree engg. = 17

Vocational training on Diploma engg =

435

Study tour =

139

Foreign Training

(2006-2011) for last 5 year = 24

7.3 Training received by Non-Executives:

Mostly the following training programme are conducted for non-

executive employees of MCL :-

1. General management Programmes.

2. Functional skill Programmes (for workmen)

3. Supervisory Development Programmes;

4. Computer Development Programmes

5. Computer Awareness Programme(for Management & Workmen)

6. Safety Management Programmes

74

7. Induction Training programme

8. Vocational Training Programmes

9. Refresher Training programmes(Drivers)

10. R.I.Classes programmes

11. Coaching Classes programmes

12. Special programmes in collaboration OEMs;

13. Yoga Training programmes and

14. Workshops, Seminars, Symposiums.

The following table shows the duration of training programme

conducted by the Training Deptt. of MCL HQ. in a year :-

TABLE – 7.1

Duration of Training Programme in MCL HQ.

Duration of Training Programme Total No.

3 Days 10

5 Days 05

7 Days 20

30 days 05

The table 7.1 shows that one week training programme are

frequently being conducted by the Training Institute.

As discussed above different types of training programme are

being conducted by MCL. However, the following major training

programmes for non-executive employees are being done through out the

year, as depicted in the table:

75

TABLE – 7.2

Types of Training Programme availed by Non-Executives at HQ.

(Out of 50 programme)

Types of Training availed Total No. Percentage

Supervisory Development Programme 10 20%

Computer Awareness Programme 10 20%

Vocational Training Programme 08 16%

Functional skill Programme 10 20%

Refresher Training programme 7 14%

Yoga Training programme 5 10%

TOTAL 50 100%

7.4 Conclusion:

It is found that in MCL different training programme are almost

equally distributed through out the year. Even Yoga training are being

conducted for the non-executive employees, for their physical fitness and

mental concentration. Supervisory development and skill development of

the workers are also taken care off. Computer Awareness amongst the

workers has also been given due importance.

*********

76

8. OPINION ON TRAINING:

8.1 Introduction:

Training & Development is considered as an investment in the

organization. It is felt that training and development deptt. is very

beneficiary for all the employees. Training in the organization provided

for future development of the employees. Training helps in increasing

efficiency/work culture of employees in the organization. With these

propositions, the researcher tried to find out the opinion of the

respondents.

8.2 Training Received:

As discussed training is beneficiary for all the employees. It helps

in increasing efficiency/work culture amongst the employees. The

following table shows the training received by the respondents of MCL:-

77

TABLE – 8.1

Training received by the Respondents (50)

Total No. Percentage

Training received 35 70%

Training not received 15 30%

TOTAL 50 100%

The table 8.1 shows that out of 50 (100%) respondents, 35 (70%)

have received training, whereas 15 (30%) have not. Hence majority of

respondents have received training.

8.3 Benefits received:

In general it can be said that the training and development deptt. of

MCL fulfill the objective as most the workers feel that training and

development deptt. is very beneficiary for them. The Employees are

getting promotion to the higher posts through adequate training. The

following table shows the benefits received by the respondents.

TABLE – 8.2

Benefits received by the Respondents (50)

Total No. Percentage

Benefits received 30 60%

Benefits not received 20 40%

TOTAL 50 100%

78

The table 8.1 shows that out of 50 (100%) respondents, 30 (60%)

have received training, whereas 20 (40%) have not. Hence majority of

respondents have received benefits out of training they have received.

8.4 Suggestion:

In order to increase the satisfaction and educational level of the

employees the following measures can be adopted

Pay greater attention to the detail courses and appoint respective

officers to know where the employees are lacking behind or in which

field they are deficient.

Invite recommendations from the employees themselves relating to

their respective areas of concern.

The management should ensure that the planning of providing

important training not only be put on paper but also should be practiced

so that the employees be trained and motivated to the new works.

Employees also on the other hand try to cooperate with the

management in times of delay in ensuring any kind of training facilities

so that smooth and effective relations are developed between them.

For better result of T&D programme the management should

increase the infrastructure of training institution present in different

places.

79

8.5 Conclusion:

The study reveals that “Most of time, Training in the organization

is provided for future development in MCL”. It can be seen that workers

of MCL are agreed to the proposition that the assessment facility of

training needs by MCL for future development of the employees.

It can be concluded that training is provided to employees in the

case of promotion so that the employee doesn’t face any difficulty to cope

up with the work which he will get after promotion.

In general it can be concluded that the assessment of training needs

require the performance of workers, change in strategy of the

organization, emergence of machine needs and whether the workers have

KAS(Knowledge, ability, Skill). The facility provided by MCL is quite

good and is beneficiary for the employees for the training of the

employees and for future development.

*********

80

9. CONCLUSION

The training and development facility provided by MCL can be truly

measured by the level of knowledge and skill being experienced by their

employees. Survey analysis and data interpretation have proved to be a

yardstick in the process of measurement and the degree of development.

The entire project has showed that the employees of this organization

are quite satisfied by the training facility being extended to them.

Training and Development courses are beneficiary to the employees of

the MCL.

The employees of the MCL are very much satisfied by the given

training facilities. The workers, supervisors, clerks and officers are

getting the initial, promotional and refresher trainings from time to time

according to the situations and needs, which improve the performance of

81

the employees, to help them how to cope up with the changing strategies,

providing them knowledge about the modern machines. The training is

helping them in getting the respective knowledge needed for the

respective work necessary ability needed for that work and last but not

the least the skill needed to perform the work and complete it

successfully. However a greater degree of effort is needed on the part of

the management to provide technical & educational benefits to the

employees such as providing more and improved knowledge about the

upcoming machines launched in the market for their benefit so that when

they will be said to use it, they wouldn’t face any difficulty and assessing

them with the required knowledge needed for the respective post.

Therefore to conclude it can be said that the MCL needs to extend

its training and development courses facilities to a great extent so that it

can ensure greater training facility and development of the employees to

reap greater rewards and profits.

****************************

82

PREFACE

The present dissertation paper is an outcome of about a month long

field work undertaken as a preliminary training in fulfillment of PGDM,

realizing the potential significance involved in the study of employees of

MCL.

For the convenience sake, the research study has been divided into

few chapters where a different dimension of Training & Development on

Non-Executive Employees of MCL has been discussed. The criteria like

83

Training Programme, Benefits of Training Programme, and Opinion of

Employees on Training etc. shows here to define.

Finally in the last i.e. concluding chapter the essence of the report

is summed up briefly and systematically from a sociological stand point.

(SURAJ KUMARPATEL) (ASIT KUMAR SAHANI)

CERTIFICATE

This is to certify that Mr. SURAJ KUMAR PATEL done his PGDM dissertation work on “Training & Development of Non-Executive Employees in Public Sector Undertakings, “A Study among the Employees of MCL in Jagriti Vihar, Burla”, District Sambalpur, Orissa, under my supervision and guidance for the part time fulfillment of “POST GRADUATE DIPLOMA IN MANAGEMENT” for REGIONAL COLLEGE OF MANAGEMENT (Autonomous) College, BHUBANESWAR. I further verify that his thesis is the record of the original work conducted by him and that to the best of my knowledge no part of the content has ever been submitted either by him or anybody else. I am forwarding his thesis to be examined for part fulfillment of PGDM REGIONAL COLLEGE OF MANAGEMENT(Autonomous)COLLEGE, BHUBANESWAR.

84

(R.C. SAMAL) Sr. Manager (Personnel), Mahanadi Coalfields Limited, At/Po: Jagriti Vihar, Burla, Sambalpur-768020

ACKNOWLEDGEMENT

This came out, is positively not my single soul effort. Rather

I would say it’s even incomplete without the extension of gratitude to

them who figures behind this issue. Here, I appreciate from my heart, my

guide regardless who fed me healthy. Specifically Shri R.C. Samal, Sr.

Manager (Personnel) master mind has a prevailing role throughout the

whole work. Sri R.P. Nanda’s tips and counseling in incredible in

systematizing and presentation of the stocks; Mr. D. Chattopadhyay,

GM(HRD), MCL, field supervision and advice at the time of need has

some splendid share. Above all Shri R.C. Samal, Sr. Manager

(Personnel)’s important tips helped me a lot to complete this work. This

thesis could not have been possible without the timely help of the above

mentioned figures.

85

Again it is a reserve of my gratitude for the employees of Mahanadi

Coalfields Ltd., for their marvelous response in the field work. Special

credit goes to Mr. D. Sethi and Mr. M.R. Pujari of HRD Deptt. of MCL,

for their enormous help during the field study.

Specially I am thankful to my friends for providing me with some

important materials related to my topic. But apart, the Central Library, as

a whole remained an exclusive resort for substantial.

(SURAJ KUMAR PATEL)

(ASIT KUMAR SAHANI)

CONTENTS

SL.NO. CHAPTER SUBJECT PAGES

1. INTRODUCTION 1 to 181.1 Introduction1.2 Employee Structure in Organization1.3 Role of Organization in the

Development of Employees1.4 Employee Structure in MCL1.5 Programme of Training for the

Development of Employees1.6 Programme & Training for

development of Non-Executives1.7 Problem & Study1.8 Objectives1.9 Hypothesis1.10 Plan of Thesis

2. DESCRIPTION OF THE FIELD & METHODOLOGY

19to 42

2.1 Introduction 2.2 MCL History

86

2.3 Jagriti Vihar, Location2.4 Employees & MCL2.5 Executives2.6 Non-Executives2.7 Methodology Research Design2.8 Sampling2.9 Tools & Data Collection2.10 Difficulties encountered2.11 Conclusion

3. SOCIO-ECONOMIC BACKGROUND OF THE RESPONDENTS

43 to 49

3.1 Introduction3.2 Age & Sex3.3 Position held3.4 Years of Service3.5 Education3.6 Conclusion

4. HISTORY OF FAMILY SERVICE 50 to 514.1 Introduction4.2 Fa Fa 4.3 Father4.4 Conclusion

5. HISTORY OF SERVICE OF RESPONDENT 52 to 535.1 Introduction5.2 History of Service5.3 Reasons & Change5.4 Conclusion

6. ENTRY IN MCL 54 to 566.1 Introduction6.2 Type of Entry6.3 Years & Change of Service in MCL6.4 Conclusion

7. TRAINING BY MCL 57 to 767.1 Introduction7.2 Training Programme in MCL7.3 Training received by Non-Executives7.4 Conclusion

8. OPINION ON TRAINING 77 to 808.1 Introduction8.2 Training received8.3 Benefits received

87

8.4 Suggestion8.5 Conclusion

9. CONCLUSION 81 to 8210. APPENDIX – I : BIBLIOGRAPHY

CHAPTER – 1

INTRODUCTION

88

CHAPTER – 2

DESCRIPTION OF THE FIELD

& METHODOLOGY

89

CHAPTER – 3

SOCIO-ECONOMIC

BACKGROUND OF THE

90

RESPONDENTS

CHAPTER – 4

HISTORY

OF

FAMILY

SERVICE

91

CHAPTER – 5

HISTORY OF THE

SERVICE

RESPONDENT

92

CHAPTER – 6

ENTRY

IN

MCL

CHAPTER – 7

93

TRAINING

BY

MCL

CHAPTER – 8

OPINION

94

ON

TRAINING

CHAPTER – 9

CONCLUSION

95

APPENDIX – I

BIBLIOGRAPHY

1. L.M. Prasad : Human Resource Management

2. P. Subha Rao : Human Resource and Personnel Management

3. R.K. Sahu : Training for Development

4. T.N. Chabra : Training and Development

96

APPENDIX – II

INTERVIEW SCHEDULE

97

98