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PROJECT REPORT

ON

STUDY OF TRAINING AND DEVELOPMENT OF EMPLOYEES ININDORAMA SYNTHETICS (India) LTD.

BUTIBORI, NAGPUR

SUBMITTED BY

KARAN K KAMDI

GUIDED BY

Mr. S. Subramaniam

Asst. Professor, DMIMS

Datta Meghe Institute of Management and Studies

Ate! "a!out# Nag$u

%&'(()&'(&*


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CERTI+ICATE

This is to certify that Mr. KARAN K KAMDI Studying in MBA

IInd sem of DMIMS Nagur has successfu!!y com!eted this

ro"ect entit!ed ,STUDY O+ TRAINING AND DE-E"OPMENT

O+ EMP"OYEES IN INDORAMA SYNT.ETICS %I* "TD/

BUTIBORI NAGPUR0from #st"u!y to #$thaugust.

%e &as 'ery sincere ( honest in his &or). *e &ish him a!! the

best for his future endea'ors.

M/ S/ Su1amaniam D/Amishi Aoa

Po2e3t Guide Die3to# DMIMS


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DEC"ARATION

I hereby dec!are that ro"ect entit!ed ,STUDY O+ TRAINING

AND DE-E"OPMENT O+ EMP"OYEES IN INDORAMA

SYNT.ETICS %I* "TD/ BUTIBORI NAGPUR0.

is a 1onafied and authenti3 e3od of 4o5 done 1! me

unde su$e6ision of Mr. A"ay dhob!e during academic

session +##-+#+.

The &or) resented here is not du!icated from any other

source ( a!so not submitted ear!ier for any other degreedi!oma

to any uni'ersity.

I understand that any such du!ication is !iab!e to be unished

in accordance &ith the uni'ersity ru!es.

P!ace/ Nagur Mr. KARAN KAMDI


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AC7NO8"EGEMENT

No Pro"ect 0an Be Done 1naided

It is my rofound ri'i!ege to ac)no&!edge &ith dee sense of

gratitude and indebtness to&ards my ro"ect guide Mr. S.

Subramaniam Asst. Professor at DMIMS Institute of

management ( research for her 'a!uab!e guidance.

My sincere than)s to Mr. Ar'ind 2ain 3Asst. 4P5 for gi'ing me a

chance to do ro"ect at IndoRama and Mr. A"ay

Dhob!e3 Manager %uman Resource5 for his e6tensi'e co-

oeration and suort and Mrs. Ba!&inder Sodi Kaur 3 Sr.

7fficer Training and De'e!oment 5 for her e6tensi'e suort

and cooeration.

My secia! than)s to staff members of Indorama &ho he!ed me

during this ro"ect &or). I am a!so than)fu! to the management

of Indorama &ho has gi'en their fu!! cooeration in this study.

KARAN KAMDI


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CERTI+ICATE

This is to certify that Mr. KARAN K KAMDI Studying in MBA

IInd sem of DMIMS Nagur has successfu!!y com!eted this

ro"ect entit!ed ,STUDY O+ TRAINING AND DE-E"OPMENT

O+ EMP"OYEES IN INDORAMA SYNT.ETICS %I* "TD/

BUTIBORI NAGPUR0from #st"u!y to #$thaugust.

%e &as 'ery sincere ( honest in his &or). *e &ish him a!! the

best for his future endea'ors.

M/ S/ Su1amaniam D/ Amishi Aoa Po2e3t Guide Die3to# DMIMS


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IND89

Seria! no. 0haters Page no.

#. Introduction +

+. Training and De'e!oment $

:. 0omany rofi!e of Indorama synthetics #;


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INTRODUCTION


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INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

%uman Resource Management is concerned &ith human beings, &ho are

energetic e!ements of management. The success of an enterrise &i!! deend uon the

abi!ity, strength and moti'ation of ersons &or)ing in it. %uman Resource

Management refers to systematic aroach to rob!ems in any organiation. %uman

Resource Management is concerned &ith a!! asects of managing the human

resources of an organiation.

According to >i)ert,8'ery asect of firms acti'ities is determined by

the cometence, moti'ation and genera! effecti'eness of its human organiation. 7f

a!! the tas)s of management, managing the human comonent is the centra! and most

imortant tas) because a!! deends uon ho& &e!! it is done. This Cuotation sums u

the imortance of human comonent in an organiation and need for managing it

effecti'e!y.

%uman Resources are the most imortant assets of an organiation. Its

ob"ecti'e is the maintenance of better human re!ations in the 7rganiation by the

de'e!oment, a!ication and e'a!uation of o!icies, rocedures and rogrammes

re!ating to human resources to otimie their contribution to&ards the rea!isation of

organiationa! ob"ecti'es.It is concerned &ith getting better resu!ts &ith the

co!!aboration of eo!e.

%uman Resource Management has been defined by 'arious eminent

authors. Some of them are mentioned be!o&/-

The o!icies and ractices needed to carry out the eo!e or human

resources asects of a management osition inc!uding recruiting, screening, training,

re&arding and araising.

Dictionary of %uman Resource Management and Personne! Management.

%uman Resource Management is that art of the managements rocess &hich is

rimari!y concerned &ith the human constituents of an organiation.

-8.E.>.Breach.


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INTR7D10TI7N 7E T%8 T7PI0

7ne of the most ta!)ed sub"ects in cororate circ!es, in recent times is ho&

to otimie the contributions of human resources in achie'ing organiationa! goa!s.

An efficient and satisfied &or)force is the most significant factor in organiationa!

effecti'eness and margina! e6ce!!ence. But e6eriences in business and ser'ice

organiations ho&e'er indicate that management, comarati'e!y sea)ing, besto&

more time and attention to o!icies and systems re!ating to roduction, techno!ogy,

in'estment, in'entory, mar)eting, etc than to human resources.

0omu!sion of modern business en'ironment is ho&e'er romoting

cororate managements to systematica!!y re'ie& their current attitudes, be!iefs and

o!icies to&ards human resources for they contribute most significant!y to the

sur'i'a! and gro&th of organiation. 8n!ightened and rogressi'e managements ha'e

therefore come to be!ie'e that eo!e are not rob!ems but oortunities. Training and

De'e!oment acti'ities are imortant art of e6!oring these oortunities.

Training and De'e!oment acti'ities are designed to imart secific s)i!!s,

abi!ities and )no&!edge to em!oyees. Training is a !anned effort by an organiation

to faci!itate em!oyees !earning of "ob re!ated )no&!edge and s)i!!s for the urose of

imro'ing erformance. De'e!oment refers to !earning oortunities designed to

he! em!oyees gro& and e'o!'e a 'ision for future.


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TRAINING AND DE-E"OPMENT


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DISTINCTION BET8EEN TRAINING AND DE-E"OPMENT

TRAININF D848>7PM8NT

#.Training means !earning s)i!!s and

)no&!edge for doing a secific "ob.

#.De'e!oment means gro&th of an

em!oyees in a!! resects.

+.It is concerned &ith maintaining and

imro'ing current "ob erformance.

Thus, it hasshort-termersecti'e.

+.It see)s to de'e!o cometence and

s)i!!s for future erformance. Thus, it has

a long-termersecti'e.:.It isjob-centeredin nature. :.It is career-centeredin nature.

7PM8NT

M8ANINF 7E TRAININF AND D848>7PM8NT/-

In sim!e terms, training and de'e!oment refer to imarting secific s)i!!s,abi!ities

and )no&!edge to an em!oyee.

A forma! definition of training and de'e!oment is/-

GIt is any attemt to imro'e current or future em!oyee erformance

by increasing an em!oyees abi!ity to erform through !earning, usua!!y

by changing the em!oyees attitude or increasing his s)i!!s and

)no&!edge.H


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The need of training and de'e!oment is determined by em!oyees erformance

deficiency, comute as fo!!o&s/-

Training is an organised acti'ity for increasing the )no&!edge and s)i!!s of eo!e for

a definite urose. It in'o!'es systematic rocedure for transferring technica! )no&-

ho& to em!oyees so as to increase their )no&!edge and s)i!!s for doing secific "obs

&ith roficiency.

According toEd!n "# $l!%%o, GTra!n!ng !s the act o& !ncreas!ng the 'noledge And

s'!lls o& an em%lo(ee &or do!ng a %art!c)lar job#*

Training in'o!'es the de'e!oment of s)i!!s that are usua!!y necessary to erform a

secific "ob. Its urose is to achie'e a change in the beha'ior of those trained and to

enab!e them to do their "obs better. It ma)es ne&!y aointed &or)ers fu!!y roducti'e

in the minimum of time. It is eCua!!y imortant for the o!d em!oyees due to freCuent

changes in techno!ogy.

Training and de'e!oment need Standard erformance J Actua!

erformance.


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PROCESS O+ TRAINING AND DE-E"OPMENT

Process of training and de'e!oment is a &e!! !anned rocess. The fo!!o&ing grah

reresents this in a grahica! manner/-

TRAINING AND DE-E"OPMENT PROCESS

7RFANISATI7NA>

7B280TI48S AND

STRAT8FI8S

8STAB>IS%M8NT 7E

TRAININF AND

D848>7PM8NT F7A>S

D84ISINF TRAININF

AND D848>7PM8NT

PR7FRAMM8

IMP>8M8NTATI7N 7ETRAININF AND

D848>7PM8NT

84A>1ATI7N 7E

R8S1>TS

ASS8SSM8NT 7E

TRAININF N88DS


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NEED O+ TRAINING AND DE-E"OPMENT

Training is imortant not on!y from the oint of 'ie& of organiation but a!so for

the em!oyees. Training is 'a!uab!e to the em!oyees because it &i!! gi'e them greater

"ob security and oortunity for ad'ancement.

The need of training arises in an enterrise due to fo!!o&ing reasons/-

CHANGING TECHNO+OG,/-Techno!ogy is changing at a fast ace. The

&or)ers must !earn ne& techniCues to ma)e use of ad'anced techno!ogy. Thus,

training shou!d be treated as a continuous rocess to udate the em!oyees in ne&

methods and rocedures.

UA+IT, CONSCIOUS CUSTOMERS/-0ustomers ha'e become Cua!ity

conscious and their reCuirements )ee on changing. To satisfy the customers, Cua!ity

of roducts must be continuous!y imro'ed through training of &or)ers.

GREATER .RODUCTI/IT,/-It is essentia! to increase roducti'ity and Reduce

cost of roduction for meeting cometition in the mar)et. 8ffecti'e training can he!

increase roducti'ity of &or)ers.

STA"+E 0OR1.+ACE/-Training creates a fee!ing of confidence in the minds of

the &or)ers. It gi'es them a security at the &or)-!ace. As a resu!t, !abor turno'er and

absenteeism rates are reduced.


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TRAINING AND DE-E"OPMENT OBJECTI-ES

Training ob"ecti'es are formed )eeing in 'ie& comanys goa!s and

ob"ecti'es.

To reare the em!oyee Lboth ne& and o!d to meet the resent as &e!! as

changing reCuirements of "ob and organiation.

To imart to the ne& entrants the basic )no&!edge and s)i!! needed for the

erformance of a definite "ob.

To assist em!oyees to function more effecti'e!y in their resent ositions by

e6osing them to !atest concets, information and techniCues and de'e!oing

the s)i!! sets that may need further.

To de'e!o the otentia!ities of eo!e for the ne6t !e'e! of "ob.

To ensure smooth and efficient &or)ing of deartment.

To bridge the ga bet&een Ge2!st!ng %er&ormance ab!l!t(H and Gdes!red

%er&ormance*#

To imro'e organiationa! c!imate since an end!ess chain of ositi'e reactions

can resu!t from a &e!! !anned training rogramme.


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IMPORTANCE O+ TRAINING AND DE-E"OPMENT

Training !ays an imortant ro!e in human resource deartment. It is necessar(,

)se&)land%rod)ct!3efor a!! categories of &or)ers and suer'isory staff.

The imortance of training and de'e!oment in an enterrise are/-

O.TIMUM UTI+I4ATION O$ RESOURCES/-Training and de'e!oment

he!s in otimiing the uti!iation of human resources that further he!s the

em!oyees to achie'e the organiationa! as &e!! as their indi'idua! goa!s.

DE/E+O.MENT O$ S1I++S O$ EM.+O,EES/- Training and de'e!oment

he!s in increasing the "ob )no&!edge and s)i!!s of em!oyees at each !e'e!.

It he!s to e6and the horions of human inte!!ect and an o'era!! ersona!ity

of the em!oyees.

.RODUCTI/IT,/-Training and de'e!oment he!s in increasing roducti'ity of

the em!oyees that he!s organiation to achie'e its !ong-term goa!s.

TEAM S.IRIT/-Training and de'e!oment he!s in incu!cating the sense of

team-&or), team sirit, and inter-team co!!aborations.

UA+IT,/-Training and de'e!oment he!s in imro'ing uon Cua!ity of &or)

and &or)-!ife.


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TYPES O+ TRAINING

7n the basis of urose, se'era! tyes of training rogrammes are offered to

em!oyees. The imortant tyes of training rogrammes are as fo!!o&s/

INDUCTION TRAINING/-Induction is concerned &ith introducing a ne& em!oyee

to the organiation and its rocedures, ru!es and regu!ations. *hen a ne& em!oyee

reorts for &or), he must be he!ed to get acCuainted &ith the &or) en'ironment and

fe!!o& em!oyees.It is better to gi'e him a friend!y &e!come &hen he "oins the

organiation, get him introduced to the organiation and he! him to get a genera! idea

about ru!es and regu!ations, &or)ing conditions, etc of the organiation.

5O" TRAINING/-2ob training re!ates to secific "ob &hich &or)ers has to hand!e. It

gi'es information about machines, rocess of roduction, instructions to be fo!!o&ed,

methods to be used and so on. It de'e!os s)i!!s and confidence among the &or)ers

and enab!es them to erform the "ob efficient!y. It is the most common of forma! in-

!ant training rogrammes.It he!s in creating !nterestof the em!oyees in their "obs.

A..RENTICESHI. TRAINING/-Arenticeshi training rogrammes tend more

to&ards education than mere!y on 'ocationa! training. 1nder this, both s)i!!s and

)no&!edge in doing a "ob or a series of re!ated "obs are in'o!'ed. The go'ernment of

'arious countries ha'e assed !a&s &hich ma)e it ob!igatory on certain c!asses of

em!oyers to ro'ide arenticeshi training to young eo!e. The usua!

arenticeshi rogrammes combine on the "ob training and e6erience &ith c!ass

room instructions in articu!ar sub"ects. This training is desirab!e in industries &hich

reCuires a constant f!o& of ne& em!oyees e6ected to become a!! round craftsmen. It

is 'ery much re'a!ent in rinting trades, bui!ding and construction and crafts !i)e

mechanics, e!ectricians, &e!ders, etc.


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INTERNSHI. TRAINING/-1nder this method, the educationa! and 'ocationa! institute

enters into arrangement &ith an industria! enterrise for ro'iding ractica!

)no&!edge to its students. This training is usua!!y meant for such 'ocations &here

ad'anced theoretica! )no&!edge is to be bac)ed u by ractica! e6erience on the

"ob. Eor instance, engineering students are sent to big industria! enterrises for

gaining ractica! &or) e6erience and medica! students are sent to hosita!s to get

ractica! )no&!edge. The eriod of such training 'aries from si6 months to t&o years.

RE$RESHER TRAINING/-As the name im!ies, the refresher training is meant for the

o!d em!oyees of the enterrise. The basic urose of this training is to acCuaint the

e6isting &or)-force &ith the !atest methods of erforming their "obs and imro'e

their efficiency further. In the &ords of Dale ,oder, GRetraining rogrammes are

designed to a'oid ersonne! obso!escence.H The s)i!!s &ith the e6isting em!oyees

become obso!ete because of techno!ogica! changes and of the human tendency to

forget.

TRAINING $OR .ROMOTION/-The ta!ented em!oyees may be gi'en adeCuate

training to ma)e them e!igib!e for romotion to higher "obs in the organiation.

Promotion means a significant change in the Resonsibi!ities and duties. Therefore, it

is essentia! that em!oyees are ro'ided sufficient training to !earn ne& s)i!!s to

erform their "obs more efficient!y. The urose of training for romotion is to

de'e!o the e6isting em!oyees to ma)e them fit for underta)ing higher "ob

resonsibi!ities. This ser'es as a mot!3at!ngforce to the em!oyees


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MET.ODS O+ TRAINING

The 'arious methods of training may be c!assified into the fo!!o&ing categories/

On-the-job tra!n!ng

/est!b)le tra!n!ng

O&&-the-job tra!n!ng

ON-THE-5O" TRAINING/-7n-the-"ob training is considered to be the most effecti'e

method of training the oerati'e ersonne!.1nder this method, the &or)er is gi'en

training at the &or) !ace by his immediate suer'isor. In other &ords, the &or)er

!earns in the actua! &or) en'ironment.It is based on the rinci!e of Glearn!ng b(

do!ngH.

There are four methods of on-the-"ob training described be!o&/-

COACHING/-1nder this method, the suer'isor imarts "ob )no&!edge and s)i!!s to

his subordinate.The emhasis in coaching the subordinate is on !earning by

doing.This method is 'ery effecti'e if the suerior has sufficient time to ro'ide

coaching to his subordinates.

1ND8RST1D/-The suerior gi'es training to a subordinate as his assistant. The

subordinate !earns through e6erience and obser'ation.It reares the subordinate to

assume the resonsibi!ities of the sueriors "ob in case the suerior !ea'es theorganiation. The urose of understudy is to reare someone to fi!! the 'acancy

caused by death, retirement, transfer, or romotion of the suerior.

P7SITI7N R7TATI7N/ The urose of osition rotation is to broaden the

bac)ground of the trainee in 'arious ositions. The trainee is eriodica!!y rotated

from "ob to "ob instead of stic)ing to one "ob so that he acCuires a genera! bac)ground

of different "obs. %o&e'er, rotation of an em!oyee from one "ob to another shou!d


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not be done freCuent!y. %e shou!d be a!!o&ed to stay on a "ob for sufficient eriod so

that he may acCuire the fu!! )no&!edge of the "ob.

27B R7TATI7N/-2ob rotation is used by many firms to de'e!o all-ro)nd&or)ers.

The em!oyees !earn ne& s)i!!s and gain e6erience in hand!ing different )inds of

"obs. They a!so come to )no& !nterrelat!onsh!%bet&een different "obs. It is a!so used

to !ace &or)ers on the right "obs and reare them to hand!e other "obs in case of

need.

48STIB1>8 TRAININF

The term 'estibu!e training is used to designate training in a c!ass-room for semi-

s)i!!ed &or)ers. It is more suitab!e &here a !arge number of em!oyees must be

trained at the same time for the same )ind of &or). *here this method is used, there

shou!d be &e!! Cua!ified instructors in charge of training rogrammes.%ere the

emhasis tends to be on learn!ngrather than roduction. It is freCuent!y used to train

c!er)s, machine oerators, tyists, etc.

4estibu!e training is adated to the genera! tye of training rob!em that is faced

by on-the-"ob training. An attemt is made to du!icate, as near!y as ossib!e, the

materia!s, eCuiments and conditions found in rea! &or) !ace. The human resources

deartment ma)es arrangements for 'estibu!e training &hen the training &or) e6ceeds

the caacity of the !ine suer'isors. Thus, in 'estibu!e training, the &or)ers are

trained on secific "obs as they &ou!d be e6ected to erform at their &or) !ace.

4estibu!e training has certain demerits a!so. The artificia! training atmoshere may

create ad"ustment rob!em for the trainees &hen they are sent to their actua! &or)

!ace. It is re!ati'e!y e2%ens!3eas there is du!ication of materia!s, eCuiments and

conditions found in the rea! &or) !ace.


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7EE-T%8-27B TRAININF/-It reCuires the &or)ers to undergo training for a secific

eriod a&ay from the &or) !ace. 7ff-the-"ob methods are concerned &ith both

)no&!edge and s)i!!s in doing certain "obs. The &or)ers are free of tension of &or)

&hen they are !earning.

There are se'era! off-the-"ob methods of training as described be!o&/-

SP80IA> >80T1R8 01M DIS01SSI7N/-Training through secia! !ectures is a!so

)no&n as Gc!ass-room trainingH. It is more associated &ith imarting )no&!edge than

s)i!!s. The secia! !ectures may be de!i'ered by some e6ecuti'es of the organiation

or secia!ists from 'ocationa! and rofessiona! institutes. Many firms a!so fo!!o& the

ractice of in'iting e6erts for secia! !ectures for the staff on matters !i)e hea!th,

safety, roducti'ity, Cua!ity, etc.

07NE8R8N08 TRAININF/-A conference is a grou meeting conducted According

to an organised !an in &hich the members see) to de'e!o Kno&!edge and

understanding by ora! articiation. It is an effecti'e training de'ice for ersons in

the ositions of both conference member and conference !eader. As a member, aerson can !earn from others by comaring his oinions &ith those of others. %e

!earns to resect the 'ie&oints of others and a!so rea!ies that there is more than one

&or)ab!e aroach to any rob!em.

0AS8 ST1D/-The case method is a means of stimu!ating e6erience in the

c!assroom. 1nder this method, the trainee are gi'en a rob!em or case &hich is more

or !ess re!ated to the concets and rinci!es a!ready taught. They ana!ye the

rob!em and suggest so!utions &hich are discussed in the c!ass. The instructor he!s

them reach a common so!ution to the rob!em. This method gi'es the trainee an

oortunity to a!y his )no&!edge to the so!ution of rea!istic rob!ems.


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COMPANY

PRO+I"E


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ABOUT INDORAMACOMPANY

INDORAMA# the giant te6ti!e !td. 0omany ran)s #$thg!oba!!y andis the +nd!argest te6ti!e comany in India. The history of this successfu!

comany begins &ith the estab!ishment of the Asho) Te6ti!e Industry 3P5

>td, in Nea! in the year #;?;. The grou &as founded by Mr. M.>>ohiya &ith the estab!ishment of PT. IndoRama Synthetics in Indonesia.

This &or!d-reno&ned grou &as then e6tended to Thai!and, Sri!an)a, and

India.

In India the first sinning mi!! &as set at Pithamur, &hich manufactured

Synthetic yarns &ith a caacity of +#,#+ Sind!es.

In the year #;;+ the grou came in Butibori, Nagur &ith its ne& !ant,

&hich actua!!y started functioning in the year #;; are a!so sent in the Butibori industria! area. These inc!ude the Te6t

rint o'erseas >td, and t&o units of 1ni&orth 'i, *oo!&orth Ind. >td.

and Eab&orth Ind. >td.

The net rofit of the comany in the year +=-@ is Rs. #$ 0r. In one

Cuarter of the year. The on!y cometitor to this grou in India is the

Te6ti!e ( Po!yester giant Re!iance. In techno!ogica! asect Indorama

ran)s first in the country, &ith its techno!ogy imorted from 1SA , 2aan,

and Fermany.The comany is under technica! co!!aboration &ith MS D1P7NT, 1SA,

MS T77B7, 2aan and uses most sohisticated machines from the

BARMAF, Fermany and 0%8M8T89 INT>, 1SA.

As er memorandum and artic!es of Association, the Board of Director of

the comany sha!! consist of not more than #+ Directors. The resent

Board comrise of ; Director of &hom : be!ong to the romoter and < are

out side rofessiona!s, one nominee each of IE0I and MPA4N.


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PRODUCTS

The comany is basica!!y roducing fi'e different roducts/-

#. PSE/ Po!yester Sta!e Eiber.

+. P7/ Partia!!y 7riented arn.

:. DT/ Dra& Te6tured arn.


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ORGANISATION STRUCTURE

TOP MANAGEMENT "E-E" AT IRS"

0%AIRMAN 3IND7RAMA FR71P5

MANAFINF DIR80T7R 3IRS>5

PRESIDENT %IRS"*

4P 4P Sr. 4P 4P 4P Asst. 4P

3P7>5 38NFI5 3MKTF.5 3MAT8RIA>5 3EIN. ( A00.5 3P8R(ADMIN5


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MANAGEMENT .IERARC.Y

PRESIDENT

S/ -ICE PRESIDENT

GENERA" MANAGER

D!/ GENERA" MANAGER

S/ MANAGER

D!/ MANAGER

Asst/ MANAGER

S.I+T In) C.ARGE

SUPER-ISOR

8OR7MEN

MANAGING DIRECTOR

MANAGER


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.IERARC.Y O+ PERSONA" DEPARTMENT

IR SECURITYADMINISTRATION

ManageManage

Offi3e

Manage

.R %-P*

PERSONA"

Manage

Asst/ Manage

Conta3t

mgt///

Asst/ Manage

Attendan3e

mgt/

Asst/

Manage

Sa:a!

mgt/

Offi3e Offi3e Offi3e

Offi3e

Asst/Manage

T;D

Asst/Manage

Re3ut


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OBJECTI-ES


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OBJECTI-ES O+ T.E PROJECT

The ro"ect is entit!ed as, GStudy of Training and De'e!oment of em!oyees in

Indorama synthetics 3India5 !td. Butibori, Nagur.HSo, the basic ob"ecti'es of the

ro"ect is as fo!!o&s/-

To acCuire a thorough )no&!edge base on sub"ect of Training and De'e!oment.

To study ho& Training and De'e!oment rogrammes are underta)en in the

organiation.

To )no& rocess of Training and De'e!oment at Indorama synthetics 3i5 !td.

Butibori, Nagur.

To study the induction rogramme at IRS>.

To study the effecti'eness of Training and de'e!oment in the organiation.

To measure the satisfaction !e'e! of em!oyees regarding training and

de'e!oment.


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TRAINING AND DE-E"OPMENT

AT INDORAMA SYNET.ETIC

%India* "TD/

TRAININF AND D848>7PM8NT AT IND7RAMA SN8T%8TI0

3India5 >TD.


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The 'ision is to, GTHIN1 G+O"A+ GRO0 G+O"A+*

Training is the rocess of increasing the )no&!edge and s)i!!s for doing a articu!ar

"ob. It is organied rocedure by &hich eo!e !earn )no&!edge and s)i!! for a definite

urose. The urose of training is basica!!y to bridge the ga bet&een "obs basica!!y

to bridge the ga bet&een "ob reCuirement and resent cometence of an em!oyee.

Training is c!ose!y re!ated &ith the education and de'e!oment.

8m!oyee Training is distinct from management de'e!oment. Training is

the short term rocess uti!iing a systematic ( organied rocedure by &hich non J

manageria! ersonne! !earn technica! and mechanica! oerations of machines. It for

short duration and for secific "ob re!ated urose.

De'e!oment is the !ong term rocess uti!iing a systematic and organied

rocedure by &hich manageria! ersonne! !earn concetua! and theoretica! )no&!edge

for genera! urose. It in'o!'es hi!osohica! and theoretica! educationa! concet and

it is designed for manager.

The IRS> ro'ides the training session to the e'ery !e'e! of em!oyee in the

organiation. It begins from manager !e'e! to the &or)er !e'e!.

8'en the ne& fresher inc!uding Management trainee 3MTs5 and Fenera! engineering

trainee 3F8Ts5 gets the training.

TRAINING PROGRAME


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The training rogram is gi'en at IRS> at e'ery month according to the training

ca!endar is being schedu!e. The induction rogram at IRS> is norma!!y of ? month. It

is designed as er the deartmenta! reCuirements.

In the beginning of this rogram, the em!oyee is reCuired to fi!! a articu!ar form.

This form contains his basic information. The induction rogram for the em!oyee is

designed after studying this form, ta)ing into consideration his bac)ground, areas of

interests, &ea)nesses, strengths etc.

Norma!!y, Butibori is the on!y centre for induction at IRS>. 8m!oyees from different

!ace are trained at Butibori !ant. To begin &ith the induction the 'ery first thing is to

de'e!o amongst these em!oyees, a fee!ing of togetherness. Eor this, these em!oyees

are gi'en c!assroom training for about a month. 4arious deartments come to the c!ass

room to de!i'er !ecture. During these c!assrooms training the em!oyees get fami!iar

( friend!y &ith each other. To strengthen the fee!ing of togetherness (de'e!o a

sense of be!onging grous are formed in the c!assroom. These grous are gi'en

'arious tas)s and intergrou cometitions are conducted. Thus they are )et busy a!!

the time.

In the e'ening these em!oyees are ta)en for !ant 'isits. 7uting is a!so !anned to

frame eo!e in the area. During this one month training e6aminations business

games, resentations are ta)en after this # month.

%ere the F8Ts and MTs are ta)en to different units. In this training they !earn the

setu of the comany. 1nti! this rotationa! training the !acements of the candidates

are not disc!osed. P!acements are decided on com!etion of the rotationa! training. At

!acement branch again the candidate is sent to different deartment. This may ta)e +-

< months. Then they are bac) to their resecti'e deartments. No !ea'es are a!!o&ed

during the ? months of induction eriod. After the com!etion of induction eriod a

&ee)s !ea'e is ermitted before "oining.


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The difference bet&een the induction of F8Ts and MTs is that the MTs ha'e to go

deeer into the management art than the technica! art.

At the end of the induction a reort and feedbac) s has to be submitted by the

em!oyee.

Induction of the FM and abo'e !e'e! inc!udes on!y the 'isit to different deartment

eo!e. Induction rogram for &or)ers is restricted to his deartment ( !ace at &or).

+"O8C.ART O+ TRAINING PROCEDURE


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Identif! taining needs

Taining needs assessment foms

Identif! em$:o!ees fo taining

Pogam

+i:eEm$:o!)ee

tanning

e3od

Design taining $ogam

Pogam s3hedu:e

Pe$ae taining 3a:enda

Taining 3a:enda

A


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s

A

Send nomination

Nomination :ette

+i:e

Pog/ +eed1a35

fom 1e:o4

taining Mgt/

Pog/ +eed1a35

fom 4o5e

+i:e

Ogani=e taining $ogam

Co::e3t feed1a35 assess 3om$eten3!

Pog/ +eed1a35

fom Mgt/ and

a1o6e

+i:e +i:e


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+o::o4 u$ a3tion

U$date em$:o!ee taining e3od

+o::o4 u$ a3tion on feed1a35

B

B

Em$:o!ee taining e3od

+i:e

+i:e


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B8%A4I71RA> TRAININF IN IND7RAMA SNT%8TI0S 3India5 >TD.

The rocedure for imarting training based on organiationa! needs to em!oyees in

Indorama are as fo!!o&s/-

7rganisationa! training needs/- Training needs based on organiationa! needs &i!! be

identified by the manager using training needs identification form. The base for such

training is organiationa! reCuirements, change in system, rocedure.

P!anning and 7rganising Training rogrammes /- The %RD &i!! ma)e !an for

training rogramme based on needs of the firm. This may inc!ude training re!ated to

roduct image, rocess change, fire and safety, en'ironmenta! change, etc.

Secific Training Needs Through Resecti'e Deartmenta! %eads/- Based on

Training !an, training rogrammes &i!! be organised in-house or outside Eacu!ty.

Particiant may a!so be sent for outside training rogrammes for Secific training

needs through resecti'e deartmenta! head. Eor the Purose of organiing in-house

training rogramme, the deartment can Maintain a !ist of facu!ties a'ai!ab!e in the

comany. This !ist &i!! ser'e as a Fuide!ine documents. Records of training

rogrammes conducted &i!! be Maintained.

8'a!uation of Training rogrammes/- The %RD &i!! monitor rogress on training

needs co!!ected &ith resect to !an. The e'a!uation &i!! be done and record &i!! be

maintained for each em!oyee to &hom training has been imarted.


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Measure of 8ffecti'eness/- The measure of effecti'eness of training rogrammes is

done in fo!!o&ing &ays/ 7'era!! imro'ement of indi'idua!. Eu!fi!!ment of firms

goa!s. Kno&!edge 8nrichment. 8nhancement in 8m!oyee Satisfaction Inde6.

Eeedbac) obtained from the em!oyees.

RESEARC. MET.ODO"OGY

.


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R8S8AR0% M8T%7D7>7F

Research in common ar!ance refers to the search for )no&!edge. It can be a!so

defined as a scientific and systematic search for ertinent information on secific

toic. Infact, search is an art of scientific in'estigation. In sim!e terms, research

means, a care&)l !n3est!gat!on or en6)!r( es%ec!all( thro)gh search &or ne &acts !n

an( branch o& 'noledge.

>7FI0A> E>7* 7E R8S8AR0% IS AS E7>>7*S

Identification of rob!em

Research ob"ecti'e

Sources of data

Data co!!ection

Sam!e

Sam!e Sie

Data interretation

Data ana!ysis

Einding and obser'ation

0onc!usion

Recommendation


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R8S8AR0% D8SIFN

Research design can be thought of as the structure of research. It is thegl)ethat ho!ds

a!! the e!ements in a research ro"ect together. Research design is a 'ita! art of the

research study. It is the !ogica! and systematic !anning and directing of iece of

research. It is the master %lanand bl)e %r!ntof the entire study.

S71R08S 7E DATA

The sources of the data are as fo!!o&s/-

PRIMAR DATA/-

Interna! data about &or)ing of %R deartment gathered from organiation.

Inter'ie&.

7bser'ation.

Sufficient data co!!ected through feedbac) forms by the em!oyees.

L Ouestionnaires .

S807NDRA DATA/-

Magaines, "ourna!s, brochures , etc.

*ebsite of the comany. L&&&.irs!.com .

Boo)s.

8ar!ier researches on simi!ar toic.

SAMP>8S


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*e a!&ays ha'e to &or) &ith a sam!e of sub"ects rather than the fu!! ou!ation. But

eo!e are interested in the ou!ation, not the sam!e. To genera!ie from the sam!e

to the ou!ation, the sam!e has to be reresentati'e of the ou!ation. The safest

&ay to ensure that it is the reresentati'e is to use aRandom select!on %roced)re.

M8T%7D 7E SAMP>INF 1S8D/ G RAND7M SAMP>INF M8T%7DH

In the random sam!ing method, a!! items ha'e some chance of se!ection that can be

ca!cu!ated. Random sam!ing techniCue ensures that bias is not introduced regarding

&ho is inc!uded in the sur'ey.

SAMP>8 SI8

The sam!e sie ta)en is + em!oyees from the %uman Resource Deartment of

Indorama synthetics 3India5 !td. Butibori, Nagur.

DATA 07>>80TI7N

Sur'ey-Cuestionnaire/- Beha'iors, be!iefs and obser'ations of secific grous are

identified, reorted and interreted.


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DATA ANA"YSIS SIS AND DATA

INT8RPR8TATI7N

O #. our organiation considers training as a art of organiationa! strategy. Do

you agree &ith this statementQ

No of

em!oyeesStrong!y agree Agree Disagree

Some&hat

agree

+ @ # # #

According to the abo'e data, it is c!ear that out of # em!oyees of Indorama /

$ of em!oyees consider training as a art of firms strategy.


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O.: *hat are the barriers to training and de'e!oment in your firmQ

No of

em!oyees

Time >ac) of

interest

Money Non a'ai!abi!ity

of s)i!!ed

trainer

+ = @ : +

According to abo'e data, out of # em!oyees fo Indorama/

:$ of em!oyees consider time as a barrier in their training.


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O.< *hat mode of training method is used in your firmQ

No of

em!oyees

2ob re!ation 0onferenceDiscussion 86terna!

training

Programmed

instruction

+ ? @ : :

According to the abo'e data, out of # em!oyees in Indorama/

: of em!oyees said "ob re!ation is used as a mode of training.


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O.$ G Training and de'e!oment sessions conducted in your firm are usefu!.H

Do you agree &ith this statementQ

No of

em!oyees

Strong!y agree Agree Disagree Some&hat

agree

+ $ #: # #

According to abo'e data, out of # em!oyees in Indorama/

+$ of em!oyees strong!y agree &ith the statement.

?$ of em!oyees agree &ith the statement.

$ of em!oyees disagree &ith the statement.

$ of em!oyees some&hat agree &ith the statement.


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O.? %o& !ong does it ta)e to im!ement the trained rocessQ

No ofem!oyees

>ess than onemonth

#-+ months +-< months More than ac) of interest in em!oyees act as a barrier in training rogrammes.

Ma6imum em!oyees said that they get he! &hene'er they reCuire.

8m!oyees are satisfied &ith the training and de'e!oment rogrammes gi'en

to them.

The training rogrammes has he!ed in de'e!oing s)i!!s of the em!oyees.

After attending the training rogramme most of the &or)ers find their attitude

better to&ards the "ob.

Most of the em!oyees &ants to the &or)!ace to be redesigned &here the

training sessions are been conducted.

8m!oyees fe!t the time &astage during training session. But trainees &ere

satisfied &ith acti'ities conducted during training rogram because it &as

re!ated to their "ob.


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RECOMMENDATION


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BIB"IOGRAP.Y


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BIB>I7FRAP%

B77KS R8E8RR8D/

Personne! and %uman Resource Management by P. Subba Rao.

Personne! Management by 0. B. Mamoria.

%uman Resource and Personne! Management by K. As&athaa.

%uman Resource Management by An"a!i Fhane)ar.

%uman Resource Management by T. N. 0hhabra.

*8BSIT8S/

&&&.gogg!e.com

&&&.&i)iedia.org

&&&.irs!.com
http://www.goggle.com/http://www.wikipedia.org/http://www.irsl.com/http://www.goggle.com/http://www.wikipedia.org/http://www.irsl.com/


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ANNE9URE


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ANN891R8

IND7RAMA SNT%8TI0 3India5 >TD.B1TIB7RI, NAFP1R.

O18STI7NNAIR8

P8RS7NA> D8TAI>S/

NAM8/

AF8/

F8ND8R/ MA>8 E8MA>8

O.# our organisation considers training as a art of organisationa! strategy.Do

ou agree &ith this statementQ

Strong!y agree

Agree

Disagree

Some&hat agree

O.+ To &hom is training gi'en more in your organisationQ

Ne& staff

2unior staff

Senior staff

Based on reCuirement


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O.: *hat are the barriers to training and de'e!oment in your organisationQ

Time

>ac) of interest

Money

Non a'ai!abi!ity of s)i!!ed trainer

O.< *hat mode of training is norma!!y used in yur organisationQ

2ob re!ation

0onferenceDiscussion

86terna! training

Programmed instruction

O.$ G Training and De'e!oment sessions conducted in your firm are 1sefu!.HDo

you agree &ith this statementQ

Strong!y agree

Agree

Disagree

Some&hat agree

O.? %o& !ong does it ta)e to im!ement the trained rocessQ

>ess than one month

#-+ months

+-< months

More than < months


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O.= %o& &e!! the &or) !ace of training is organisedQ

86ce!!ent

Food

Bad

A'erage

O.@ . *hat are the conditions that ha'e to be imro'ed during training

sessionsQ

Re organise the "ob

Remo'e interference

Re organise the &or)- !ace

1 grade the information of materia!

gi'en during training.

O.; . *hat are the genera! com!aints about training sessionsQ

Ta)e a&ay recious time of &or)ers

Too many gas bet&een the sessions.

Training sessions are un!anned.

Boring and not usefu!.


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