PERFORMANCE APPRAISAL USED AT NALCO,PERFORMANCE APPRAISAL USED AT NALCO,

UNDER THE GUIDANCE OF

CORPORATE GUIDE

MR. AMIYA PATTNAIK

DY. GENERAL MANAGER

INDUSTRIAL ENGINEERING & TRAINING

FACULTY GUIDE

DR. PHALGU NIRANJANA

PROF. OF ASBM

PROJECT REPORT SUBMITTED FOR THE PARTIAL FULFILLMENT

OF

POST GRADUATE PROGRAM IN MANAGEMENT

ASIAN SCHOOL OF BUSINESS MANAGEMENT

SUBMITTED BY

SOUMYA PADHI

TABLE OF CONTENT

SL. NO. CONTENTS

PAGE NO.

1 CERTIFICATE FROM THE CORPORATE GUIDE2 CERTIFICATE FROM THE FACULTY GUIDE3 ACKNOWLEDGEMENT4 EXECUTIVE SUMMARY 1

CHAPTER 1INTRODUCTION

5 ALUMINIUM SECTORS IN INDIA 3MILESTONES IN ALUMINIUM BUSINESS IN INDIAFUNCTIONSBENEFITS

6 COMPANY BACKGROUND OF NALCO 4PROFILE OF THE ORGANIZATIONVISION & MISSIONHRM PHILLOSOPHYHRD PHILLOSOPHY

CHAPTER 27 REVIEW OF LITERATURE 17

PERFORMANCE APPRAISALPERFORMANCE APPRAISAL USED AT NALCO

CHAPTER 38 METHODOLOGY 50

SAMPLE PROCEDURE

CHAPTER 49 DATA ANALYSIS 52

CHAPTER 510 CONCLUSION & RECOMMENDATION 6811 BIBLIOGRAPHY 7012 ANNEXURE 71

CERTIFICATE FROM THE FACULTY GUIDE

This is to certify that work entitled the Project title” TRAINING AND DEVELOPMENT AT NALCO, A CASE STUDY ON OHSAS PROGRAM” is a piece of work done by Student’s name MISS. ADITI ANINDITA under my guidance and supervision for the partial fulfillment of degree of Post Graduate Program In Management , 2008-2010, Asian School Of Business Management, Bhubaneswar.

To the best of my knowledge and belief, the thesis:-

a. Embodies the work of the candidate herself.b. Has duly been completed.c. Fulfills the requirements of the rules and regulations relating to the summer internship of the institute. d. Is up-to the standard both in respect to contents and language for being referred to the examiner.

Signature Of The Faculty Guide

Dr. Phalgu Niranjana

DATE (Professor Of ASBM)

DECLARATION

I, ADITI ANINDITA, a student of ASIAN SCHOOL OF BUSINESS MANAGEMENT do here by declare that the project report entitled “Training And Development At NALCO” is a bonafied work done by me at NALCO, Bhubaneswar in partial fulfillment for the award of degree in Post Graduate Program in Management 2008-2010. No part of this report has been submitted to anyone at time before and any other University for award of any degree or diploma.

ADITI ANINDITA

DATE PGPM(A)/08-10/05

ACKNOWLEDGEMENT

I acknowledge my indebtness to our Director DR. BISWAJEET PATTNAYAK for providing me the opportunity to work on this topic. I would like to thank my company guide Mr. Amiya Pattnaik, (Managing partner in Multi location, NATIONAL ALUMINIUM LTD. COMPANY, BHUBANESWAR, ORISSA), for giving me the opportunity to work in their esteemed organization, and helping me to complete the project in a successful manner.

I am obliged to my Faculty guide for providing time, effort and most of all their patience in helping me for preparing this project report..

I feel immense pleasure to express my deep sense of gratitude to Mr. Jiban Mahapatra (CHIEF MANAGER ENVIRONMENT CORPORATE OFFICE OF NALCO, Bhubaneswar) as an external guide whose expert guidance and deep knowledge on OHSAS helped me to complete my project in this short span of time. I am also thankful to all the staff members of HRD Department of NALCO, Bhubaneswar who have extended their hands of cooperation directly or indirectly for the successful completion of the training program.

Last but not least I am thankful to my family members and friends for providing me moral support to do this project successfully.

ADITI ANINDITA

DATE PGPM(A)/08-10/05

EXECUTIVE SUMMARY

Human resources is an increasingly broadening term with which an organization, or other human system describes the combination of traditionally administrative personnel functions with acquisition and application of skills, knowledge and experience, Employee Relations and resource planning at various levels. The field draws upon concepts developed in Industrial/Organizational Psychology and System Theory. Human resources has at least two related interpretations depending on context.

The objective of human resource`s' development is to foster human resourcefulness through enlightened and cohesive policies in education, training, health and employment at all levels, from corporate to national.

At the organizational level, a successful Human Resources Development program will prepare the individual to undertake a higher level of work “organized learning over a given period of time, to provide the possibility of performance change” . In these settings, Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals’ career goals and employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business its human resource by, “attaining or upgrading the skills and attitudes of employees at all levels in order to maximise the effectiveness of the enterprise” .

This project report contains 5 different chapters. The report begins with the introduction part which gives a brief idea regarding NALCO company where the project is undertaken, its area of operation, its organization structure, its achievements, social responsibilities etc. This chapter also provides some idea or deals with the ABC of the alumininium sector, its milestones, functions, etc. In addition to the above two points it also contains the objectives and limitations of preparing this management thesis.

The second chapter displays an overview on the topic. It gives an idea about 5Ws and 1Hs of training and development. It includes procedure, method, types and also benefits of the training.

The third chapter highlights the methodology adopted in preparing this report. It covers the sample procedure, types of data, preparation of questionnaire used and the data collection method.

The fourth chapter provides a comprehensive coverage of forecasting concepts and techniques which shows the analysis of data through tabulation, computation, comparison and graphical representation and the standardization of data collected from survey.

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The fifth chapter deals with the discussion and conclusion part relating to the effectiveness of training program in NALCO. As we know that only analysis and conclusion is not the end of a research.

In each of the five chapters as described above, every chapter has been scheduled in a manner so as to enable the reader to appreciate the contents easily. The report is supported by figures and data wherever necessary with a view to assist the reader in developing a clear cut understanding of the topic.

I hope this report will be extremely useful for those it is meant. Constructive and healthy suggestions for improvements of the report will be great fully appreciated.

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CHAPTER-1

INTRODUCTIONINTRODUCTION

ALUMINIUM SECTOR IN INDIA

MILESTONES IN ALUMINIUM BUSINESS IN INDIA:-

India entered the field of aluminum smelting in 1943 with the setting of 2500 tones capacity smelter by Indian Aluminum company at Alupuram, at Kerala. The production of Aluminum in 1943 was 1292 tones only, but it was after 1960 that aluminum industry in India made a rapid growth when HINDALCO was established in and JINDAL expanded its capacity by putting up more smelters. The 1991 policy changes for opening up economic and liberalization, since 1991has brought about considerable opportunities for Indian industry and has generated lot of interest by multinational companies to participate in joint ventures with Indian companies by way of technology, investment, marketing and franchise arrangements with the present opportunities.

Indian Aluminum industry has already entered the world arena and registered its presence in global market after the entry of NALCO Alumna and Aluminum on the world market. Government of India entered in the field of Aluminum with setting up BALCO in 70s. However till1980, Indian Aluminum production was not sufficient to meet its domestic demand and there was not sufficient for domestic demand and there was no global presence of Indian aluminum industry. In 1981 National Aluminum Company in public sector was set up as a largest integrated alumina aluminum company in Asia. It is only NALCO came up in 1987 with its world class Aluminum and metal capabilities, India could enter the global arena in aluminum and alumnae.

FUNCTIONS:- The functions of aluminium is it is used in different sectors like automobile, electrical, packaging, consumer durables and construction sectors. In automobile sectors aluminium is used for making automobiles. In electrical sectors aluminium is used for aluminium coils, electrical gadgets and electric wire. In packaging food, soft drinks, etc aluminium is used as aluminium foil and tin etc. In construction sectors aluminium is used for construction of buildings.

BENEFITS:- The benefits of aluminium is benefit for India as it is manufactured for gaining profits. In India aluminium manufacturing industries are JINDAL, NALCO, BALCO & HINDALCO. They are the topmost supplier of aluminium in India.

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NATIONAL ALLUMINIUM COMPANY LTD

NALCO National Aluminium Ltd which is Asia’s largest integrated aluminium complex, encompassing bauxite mining, alumina refining, aluminium smelting and casting, power generation, rail and port operations. It boasts of some of the world’s latest and finest technology in the aluminium manufacturing industry. In 1981 NALCO became a public sector enterprise of the government of India.

Commissioned during 1985-87, Nalco has emerged to be a star performer in production and export of alumina and aluminium, and more significantly, in propelling a self-sustained growth.

NALCO is considered to be a turning point in the history of Indian Aluminium Industry. In a major leap forward, Nalco has not only addressed the need for self-sufficiency in aluminium but also given the country a technological edge in producing this strategic metal to the best of world standards. Nalco was incorporated in 1981 in the Public Sector, to exploit a part of the large deposits of bauxite discovered in the East Coast. The Captive Power Plant (CPP) & Smelter Plant are situated near Angul.

The main units of NALCO are at damanjodi (mines & refinery complex) and Nalconagar-Angul (smelter & power plant complex). The bauxite mines called “Panchpatmalli mines” is situated a top a set of five mountains called Panchpatmalli. These mines are open cast mines. The refinery complex for producing bauxite is located in Damanjodi. The smelter unit of NALCO is located in Nalconagar, Anugul. The company’s headquarters are located in Bhubaneswar, which is the capital of the Indian state of Orissa.

1). 1). ALUMINIUM SMELTERALUMINIUM SMELTER   

Smelter Plant, Angul 

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The 2,30,000 tpa capacity Aluminium smelter is located at Angul in Orissa. Based on energy efficient state-of-the-art technology of smelting and pollution control, the smelter plant is in operation since early 1987. Presently the capacity is being expanded to 3,45,000 tpa.

SALIENT FEATURES:-  

- Advanced 180 KA cell technology.

- Micro-processor based pot regulation system.

- Fume treatment plant with dry-scrubbing system for pollution control    and fluoride salt recovery.

- Integrated facility for manufacturing carbon anodes, bus bars, anode    tems etc.

- 4 x 35 tone and 4 x 45 tone furnaces and 2 x 15 tph and 2 x 20 tph     ingot casting machines.

- - 4 x 45 tonne furnaces and 2 x 9.5 tph wire rod mills.

- - 2 x 45 tonne furnaces and 60/42 per drop billet casting machine.

- - 2 x 1.5 tonne induction furnace with a 4 tph alloy ingot casting machine.

- - 26,000 tpa strip casting machines.

With the acquisition and subsequent merger of International Aluminium Products Limited (IAPL) with Nalco, the 50,000 tpa export-oriented Rolled Products Unit is all set to produce foil stock, fin stock, can stock, circles, coil stock, cable wraps, standard sheets and coils.

Aluminium Smelter

Aluminium(In MTs)

2002-03 2003-04 2004-05 2005-06 2006-07

2,44,708 2,98,207 3,38,483 3,58,954 3,58,734

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ENVIRONMENTENVIRONMENT

Hooding of pots and adsorption of fluorine gas by dry scrubbing with alumina in Fume Treatment Plant.

Defluoridation to reduce fluorine level of contaminated surface water.

Specially designed preservation system for spent potlines.

2). 2). CAPTIVE POWER PLANTCAPTIVE POWER PLANT

Captive Power Plant, Angul

Close to the Aluminium Smelter at Angul, a Captive Power Plant of 720 MW capacity, comprising 6 x 120 MW clusters, has been established for firm supply of power to the Smelter. Presently, the capacity is being expanded to 960 MW.

SALIENT FEATURES:-

- Micro-processer based burner management system for optimum thermal efficiency.

- Computer controlled data acquisition system for on-line monitoring.

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- Automatic turbine run-up system.- Specialy designed barrel type high pressure turbine.

- Electrostatic precipitators with advanced intelligent controller.- Wet disposal of ash.

The water for the Plant is drawn from River Brahmani through a 7 km long double circuit pipeline. The coal demand is met from a mine of 3.5 million tpa capacity opened up for Nalco at Bharatpur in Talcher by  Mahanadi Coalfields Limited. The Power Plant is inter-connected with the State Grid.

Captive Power

Power(In MUs)

2002-03 2003-04 2004-05 2005-06 2006-07

4,291 5,122 5,613 5,679 5,968

ENVIRONMENTENVIRONMENT

Electro-static precipitators with advanced intelligent controllers and effective stack emission control.Efficient burner management to reduce emission of carbon monoxide.Ash pond with zero discharge and recycling of waste water.

P a g eP a g e | 7 | 73). 3). BAUXITE MINESBAUXITE MINES

On Panchpatmali hills of Koraput district in Orissa, a fully mechanized opencast mine of 4.8 million tpa capacity is in operation since November, 1985, serving feedstock to Alumina Refinery at Damanjodi located on the foothills. Presently, the capacity is being expanded to 6.3 million tpa.

SALIENT FEATURES:-

Area of deposit – 16 sq. km.Resource – 310 million tonesOre quality – alumina 45%, silica 2%Mineralogy – over 90% gibbsitic

Over burden – 3 meters (average) Bauxite Mines

Bauxite(In MTs)

2002-03 2003-04 2004-05 2005-06 2006-07

47,77,003 48,16,762 48,51,726 48,54,253 46,23,27

ENVIRONMENT

Periphery barrier of 15m width having green cover around mines.Garland drains and drainage control within the mines.Dust suppression at source and sprinkling of water.Total overburden excavated with top soil used for reclamation and rehabilitation of mined out areas with vegetation cover.

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4). ALUMINA REFINERY:-

The 15,75,000 tpa Alumina Refinery, having three parallel streams of equal capacity is located in the picturesque valley of Damanjodi in Koraput district. In operation since September, 1986, the Refinery is designed to:

Provide Alumina to the company’s Smelter at Angul.Export the balance Alumina to overseas markets through Visakhapatnam Port.

SALIENT FEATURES

Atmosphere pressure digestion process.Pre-descilication and inter-stage cooling for higher productivity.Energy efficient fluidized bed calciners.Co-generation of 3x18.5 MW power by use of back pressure turbine in steam generation plant.Advanced red mud disposal system.

Alumina Refinery

Alumina(In MTs)

2002-03 2003-04 2004-05 2005-06 2006-07

14,96,600 15,56,100 15,75,500 15,90,000 14,75,200

ENVIRONMENT

Highly efficient ESPs at Calciners and Steam Generation Plant.Multistage washing of red mud and its storage in specially designed pond.Use of dust collectors at handling and transport areas of bauxite, coal, lime and alumina.Recycling of waste water.

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4). PORT FACILITIES

On the Northern Arm of the Inner Harbour of Visakhapatnam Port on the Bay of Bengal, NALCO has established mechanized storage and ship handling facilities for exporting Alumina in bulk and importing Caustic Soda.

SALIENT FEATURES

Maximum ship size – 35000 DWTAlumina reception – 48x53 tone payload wagonsAlumina storage – 3x25000 ton RCC SilosShip loading rate – 2200 tph

5). ROLLED PRODUCTS UNITS

NALCO has set up a 50000 MT per annum rolled products unit, integrated with the smelter plant at angul, for production of aluminium cold rolled sheets and coils from continous caster route, based on the advanced technology of FATA Hunter, Italy.

HISTORY OF NALCO

In 1975 bauxite was discovered in the east coast. In 1979, July NALCO’s feasibility report was prepared. In 1980, January government decided to invest money on NALCO. In 1981, January

there was a collaboration agreement on INDO-FRENCH. In the same year NALCO was

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formed and in march foundation stone laid by late Smt Indira Gandhi. In 1982, February there was signing of major Euro-Dollar loan agreement and in February Civil Work Starts.

In 1985 under commissioning dates in September port facilities was provided and in November bauxite mines were developed. In 1986, September alumina refinery and captive power plant were built after that NALCO gradually started establishing Smelter plant in march, 1987 and in may commencement of sale of aluminium. In 1988, January commencement of alumina export and it was repeated in September also. In the same year NALCO got it’s first award for mines safety award and then for CAPEXIL export award. In 1989, may NALCO was given recognition for London metal exchange and in june NALCO was dedicated to nation by late Rajiv Gandhi.

PRESENT STATUS OF NALCO:-

NALCO is a bright example of India’s industrial capability. Today as an ISO 9001, ISO 14001 and OHSAS 18001 company, with its products registered in London metal exchange, NALCO has emerged as the largest integrated bauxite-alumina-aluminium complex in Asia. Within a short period of time the company is emerged as a leader in the field of Aluminium production in the country and has its impacts abroad. The company has helped the country to make a quantum jump in the production of aluminium and has been earning substantial foreign exchange through creditable export performances year after year.

With a consistent track record in capacity utilization, technology absorption, quality assurance, export performance and committed man power, with excellent teamwork. NALCO emerged as India’s leading aluminium company. NALCO has been contributing significantly to the state and central government exchequers over the years through increased production and consistent posting of profits. With its second phase expansion, involving an investment of over Rs 5000 crore, schedule to be completed, the company is all set for third phase expansion. Besides, plans are afoot for Greenfield projects in countries like Indonesia, South Africa and Iran.

With time, all these remarkable achievements have translated into another creditable title for NALCO, now a Navaratna from 2nd may 2008.

PRODUCTS MIX

ALUMINIUM

IgnotsSowsBilletsWirerodsAlloy wire rodsCast strips

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ALUMINA

Calcined aluminaAlumina hydrate

ZEOLITE-A

SPECIAL PRODUCTS

SpecialtyHydrate/alumina (alumina chemicals)

ROLLED PRODUCT

Aluminium Rolled products

MANAGEMENT

The Company is a government of India enterprise under the administrative control of ministry of mines. A board of directors appointed by the president of India manages the company. The board consists of directors including the Chairman cum Managing Director of the Company. Apart from C.M.D, there are four director heading Production, Finance, Project, Technical and Personnel and Administration disciplines. There are two senior government officials nominated to the board of directors by the Govt. of India.

Beside there are non-official directors in the board.

The management control system is based on the delegation of authority and individual accountability for results. The Chairman-cum-Managing Director to different level in management hierarchy delegates the responsibility and authority to take decision on various matters. For personnel matter such as appointment conformations, promotions, discipline, transfer, grant of various benefits, etc powers have been delegated to different level of executives, in conformity with the principles and policies of management.

VISION- To be reputed company in the metals and energy sectors.

MISSION- To achieve growth in business with global competitive edge providing satisfaction to the customer, employees, shareholders and community at large.

EXPANSION:-Nalco is planning to invest around 40,000 crores of Indian rupees in the next five years starting 2008. The investments will be made in alumina smelters and power projects in Indonesia, South Africa, Iran and within India.

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HRM PHILLOSOPHY

The philosophy of Nalco in the field of human resources and management has been:To attract competent personnel with  growth potential and develop their skills and capabilities in a congenial work and social environment through opportunities for training, recognition career advancement and other incentives.

To develop and nurture favorable attitude among employees and to obtain their best contribution to the organization by providing stable employment, safe working conditions, job satisfaction, quick redress of grievances and through good pay and welfare amenities, commensurate with the company's capacity to spend and the governments guidelines. To foster fellowship and sense of belongingness among all sections of employees through closer association of employees with the management and by encouraging healthy trade union practices.

HRD PHILLOSOPHY

HRD is the process of enabling people to make things happen. It deals with the process of competency development in people and creation of conditions to help people apply these competencies for their own benefit and for that of others.

GOALS OF HRD SYSTEM IN NALCO:-

1). To create an enabling climate that can be continuously identified, nurtured and utilize the capabilities of employees.

2). To devote the capabilities of each employee in each relation to his or her present job or role.

3). To develop the capabilities of each employees as an individual.

4). To develop a mutual supporting relationship but each employee and his or her superior.

5). To develop overall health and self-renewing capabilities in the organization.

6). To develop the team spirit and effective function of every sub system in the organization.

Nalco: A Benchmark In Corporate Social Responsibility

In Orissa, for setting up Asia's largest integrated alumina-aluminum complex in 1981, National Aluminum Company Limited (Nalco) had acquired 7263 acres of land at Damanjodi in Koraput district and 4057 acres at Angul. During the inception of the company, 635 families in 51 villages were displaced - 600 families in Damanjodi sector and 35 families in Angul sector. From these 635 displaced families, employment has been provided to 625 nominees. Confusion regarding educational background and nomination status of balance 10 families has been taken

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up at appropriate level. Besides, 1495 families were substantially affected (i.e. parting with one third or more land) in Angul sector. Even from these, jobs have been provided to 1060 persons. Nalco has also been sponsoring ITI training to such persons and 543 have been technically trained so far. Apart from financial compensation, employment and rehabilitation packages, Nalco has also spent more than Rs. 100 crore towards various social sector development activities. Creation of infrastructure in the surrounding villages for communication, education, health care and drinking water gets priority in the periphery development plans of the company. Community participation in innovative farming, pisciculture, social forestry and sanitation programmes apart, encouragement to sports, art, culture and literature are all a part of Nalco's deep involvement with the life of the community. Successful operations of the company have led to employment and income generation for the local people in many significant ways.

Caring For Culture: Illumination Of Lord Lingaraj Temple

As a corporate policy, Nalco has been allocating 1% of its net profit of the year for social sector activities of the succeeding year. For example, during the 2006-07 fiscal, Nalco made a net profit of Rs. 2381 crore. Accordingly, for the current year, the company has earmarked Rs. 23.81 crore for various developmental activities in State.

These apart, during natural calamities, Nalco has been donating to Chief Minister's Relief Fund and Prime Minister's National Relief Fund. Soon after Super Cyclone in Orissa, Nalco created 197 primary school-cum-cyclone shelters in the coastal districts. Besides, illuminating Lord Lingaraj Temple, Nalco has created Mahatma Gandhi Park and Biju Patnaik Park at Bhubaneswar and Gandhi Ghat Park at Puri. Nalco has also committed Rs. 2 crore for the renovation of Ananda Bazar in the premises of Lord Jagannath Temple.

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Caring People: Free Eye-Camp

SCOPE

NALCO has been for the scope of the study in general and HRD department in particular. This is the scope of the study includes the areas such as:

i). Man power planning

ii). Recruitment

iii). Selection

iv). Induction

v). Trainig and development

vi). Performance appraisal

vii). Promotion and separation

RECRUITMENT

For recruitment NALCO recruits two categories of employees they are GET’s (Graduate engineering technology) and MT’s (Management trainees) with 65% marks in aggregate. Then age not more than 30 years. Then they have number of posts i.e. total posts is 60 for GET’s and 12 for MT’s which is categorized under castes reservation.

For selection candidates goes through written test comprising of general aptitude test and subject knowledge test. And then the short listed candidates are called for personal interview. While joining the company the trainees first sign a contract bond of apprenticeship and non-judicial stamp paper for 12 months training. Then they are placed in different scale (industrial dearness allowance pattern). They also see that the candidate is medically fit or not.

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VALUES AND BELIEFS:

SLOGAN OF NALCO:- Ordinary people, extraordinary attitude.

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Team Work Team Work

Excellence Excellence Integrity Integrity

Values and Beliefs

Values and Beliefs

Honesty Honesty

Knowledge Knowledge

Caring Caring

CHAPTER -2

REVIEW OF LITERATUREREVIEW OF LITERATURE

TRAINING NEED ANALYSIS( PERFORMANCE APPRAISAL)

WHAT IS PERFORMANCE APPRAISAL?

Performance appraisal is also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is method of evaluating the behavior of employees in the workspot, normally including both the quantitative and qualitative aspects of job performance. It is a systematic and objective way of evaluating both work-related behavior and potential of employees. It is the systematic evaluation of the individual to his or her potential for development. Performance appraisal is a part of career development. Performance appraisals are regular reviews of employee performance within organizations.

WHY PERFORMANCE APPRAISAL IS GIVEN TO THE EMPLOYEES?

Generally, the aims of a performance appraisal are to give feedback on performance to employees. It identifies employee training needs. It’s documental criteria is used to allocate organizational rewards. It forms a basis for personnel decisions: salary increases, promotions, disciplinary actions, etc. It provides the opportunity for organizational diagnosis and development. It facilitates communication between employee and administrator. It validates selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.

METHODS OF PERFORMANCE APPRAISAL:

Management by objectives 360 degree appraisal- A common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes. In some companies, employees receive assessments from their manager, peers, subordinates and customers while also performing a self assessment. This is known as 360° appraisal.

Behavioral Observation Scale

Behaviorally Anchored Rating Scale

OBJECTIVES OF PERFORMANCE APPRAISAL

It reviews the performance of the employees over a given period of time as to judge the gap between the actual and the desired performance. It helps the management in exercising organizational control. To strengthen the relationship and communication between superior – subordinates and management – employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. Provide clarity of the expectations and

responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees

BENEFITS OF PERFORMANCE APPRAISAL

FOR THE APPRAISEE- It makes the employee better understanding of his role in the organization what is expected and what needs to be done to meet these expectations. Clear understanding of his strengths and weaknesses so as to develop himself into a better performer in future. Increased motivation, job satisfaction, and self-esteem. Opportunity to discuss work problems and how they can be overcome. Opportunity to discuss aspirations and any guidance, support or training needed to fulfill these aspirations. Improved working relationships with the superiors.

FOR THE MANAGEMENT- It identifies the performers and non-performers and their development towards better performance. It gives opportunity to prepare employees for assuming higher responsibilities. It gives opportunity to improve communication between the employees and the management. It identifies the training and development needs of management. It generates ideas for improvement. It gives better identification of potential and formulation of career plans.

FOR THE ORGANIZATION- It improves performance throughout the organization. It creates a culture of continuous improvement and successs. It conveys message that people are valued. Performance appraisal is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze his achievements and evaluate his contribution towards the achievements of the overall organizational goals.

PITFALLS OF PERFOMANCE APPRAISAL

• Shifting standards• Different rater’s pattern• Central tendency• First impression• Halo effect• Horn effect• Stereotyping• Spill-over effect• Sampling problem• Recency effect• Infrequent observation• Cognitive processing of observed behavior

– Emotional state– Observation of behavior

Performance appraisal is necessary to measure the performance of the employees and the organization to check the progress towards the desired goals and aims. Performance appraisals is

formal and properly structured, it helps the employees to clearly understand their roles and responsibilities and give direction to the individual’s performance. It helps to align the individual performances with the organizational goals and also review their performance.

Performance appraisal takes into account the past performance of the employees and focuses on the improvement of the future performance of the employees. Here at naukrihub, we attempt to provide an insight into the concept of performance appraisal, the methods and approaches of performance appraisal, sample performance appraisal forms and the appraisal softwares available etc. An attempt has been made to study the current global trends in performance appraisal.

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TRAINING AND DEVELOPMENT ACTIVITIES OF NALCO

Training is an expensive area of the company’s personal budget, which requires due attention in correlating training functional necessities and developmental needs of the individual and the organization.

The company fulfills its task of training and development its employees to the optimum extent by sponsoring them to various in-house programs and to the course offered by the reputed instituted in the country and abroad.

A training proposal may either come from the department where an employees is working or it may come in the form of suggestion from the training department on the basis of the training needs reflected in the appraisal and annual assessment reports.

Besides short range and prospective training, plans are also made for various groups of employees after elaborate consultations with the department.

The training proposals including proposal of participation in seminars and conferences are processed by the training departments.

POSITION OF T&D IN NALCO’s CORPORATE OBJECTIVE

The following aspects concerning Training & Development are directly derived from the corporate objectives of NALCO - thus emphasizing the importance of Training & Development function in the organizational perspective:

1. To upgrade the skills, abilities, capacities, of workers to handle their respective work more effectively.

2. To design and implement training programmer at all levels to develop the employs skills and thus maximize job satisfaction and give opportunity for career growth.

3. To help the workers to use more effectively the company's existing resources.

4. To be able to move towards realizing the organization need for succession, promotion and better performance.

5. To develop workers through problems of business by using experience on the jobs through the powerful instructions of learning and thereby improve performance of the workers as well as operation of the business.

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OBJECTIVES & SCOPE OF TRAINING & DEVELOPMENT IN NALCO

One of the primary objectives in the area HR has been to provide effective, job-based as well as developmental training inputs to the employees.

The Company's approach has been two-pronged

a) To reinforce desired behavioral traits and job skills by exposing employees to specific tailor-made training program on a continual basis.

b) To take fresh initiatives by organizing training program in new areas.

Employees are sponsored for in-house, external as well as foreign trainings; the thrust has been on developing capabilities. Training institutes at the different production units as well as in the corporate office organize their respective training program for in-house training. The HRD Centre of Excellence at the Corporate Office addresses training needs of the organization as a whole & also provides training infrastructure for outside organizations, thus acting as a profit centre.

Training of the employees has been a priority area for the Company from the very beginning. This has resulted in successful operation of plants and facilities by the employees, who had no prior knowledge and skills in the required fields. Quick assimilation of imported know how is another result of adequate training efforts of the company.

However, while the skill development training is being considered near adequate leaving scope for only refresher training, the need for various culture building and behavioral training is being increasingly felt in the organization. Hence, in the last few years there has been a shift in the training focus. Now, such new areas like Emotional intelligence, Neuro Linguistics Programming etc. are being explored. Program have been initiated to develop skills of SC/ST employees and Land displaced employees. Exposure of senior executives to quality management, strategic planning, human process lab; behavioral training for all executives; cross-functional training's for areas like materials, HR, finance; specialized training's for Trade Union representatives; and productivity mission to organizations of repute are some of the other efforts to train and develop manpower.

Thus, in a nut shell, the objective of the Training & Development activities in the organization is to

Achieve systematic integration of training with the organization's mission;

Update the skills, abilities and capabilities of employees;

Stimulate constructive interaction among all level of employees;

Establish a distinctive work culture in the organization; and

Meet the organization's need for succession, promotion, better performance and growth

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SCOPE OF TRAINING & DEVELOPMENT ACTIVITY IN NALCO:-

Review and assessment of individual and organizational training needs.

In-company and development program.

Training and development through external programs in India and abroad.

Research and project trainees.

Training under Apprentices act.

Induction training at various levels.

TRAINING INSTITUTES OF NALCO:

The corporate training & development center at corporate office Bhubaneswar

Training institute at Angul

Training institute at Damanjodi

Mines vocational training at Panchpatmali

ROLE OF TRAINING AND DEVELOPMENT DEPARTMENT IN NALCO:- Nalco believes that training is a continuous process throughout the career of every employee with the view to develop its technical, human & conceptual skills as required for its current job his future career growth.

While knowledge in these areas can be imparted through well conceived training programs conducted by in house or external agencies, skills & attitude can be developed & strengthen mostly on the job . real development of the employees, therefore takes place on the job provided there is a continuous challenge & demand for superior performance.

The Training Set-UP In NALCO :Infrastructure

Training Institutions in NALCO include –

1. Human Resources Development Centre, S&P Complex Angul.2. Human Resources Development Centre, M&R Complex, Damonjodi.3. HRD Centre of Excellence, Bhubaneswar.4. Mines Vocational Training Centre, Panchpatmali Mines, Damonjodi.

P a g e | 361. Human Resource Development Centre Angul :-

Headed by a Chief Manager (Training), the Centre caters to the training needs of the Alunimium Smelter Plant and Captive Power Plant, located at Angul. the main functions are :

To provide statutory training to St. Operative Trainees (SOT’s)& Jr. Operative Trainees (JOT’s) – the two entry level for non – executive technical employees. technical training to SOT’s & SOT’s To conduct Supervisory Development Programs & Workers Education Programs. To Provide Technical Training to Graduate Engineer Trainees (GET’s)

Beside these, the Centre Provides specialized training in the following fields.

Technical of Aluminium making. Power plant operation, maintenance, power generation, transmission &

distribution. Mechanical & Electrical maintenance of Aluminium Smelter. Electronics & Instrumentation. Computer-related packages TOTAL QUALITY MANAGEMENT Safety, Health & Environment

2.Human Resource Development Centre, M&R Complex, Damanjodi:-

Headed by a Chief Manger (Training), the centre caters to the requirements of the employees of the Mines & Alumina Refiner Complex at Damanjodi. the functions are similar to that of Anugul

HRD centre except for the following specialized. Training’s –

(a) Technology of Alumina making process.

(b) Mechanical & Electrical maintenance and Automobile engineering.

(c) Mining & Geology.

3.HRD Centre of Excellence, Bhubaneswar:-

Headed by General Manager (HRD), the HRD Centre of Excellence caters to the following requirements –

(a) To plan and coordinate implementation of the appropriate training and development

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strategies for the employees of the Organizational level.

(b) To plan and coordinate implementation of the appropriate training and development strategies for the employees on the Organizational level.

(c) To prepare and update curriculum training materials.

(d) To organize nomination of executives to outstation training programs, seminars and conferences based on annual training plans.

(e) To coordinate upgradation of the technical literature relevant to NALCO and maintain an archive of all technical literature. Concerning the organization, apart from maintaining a well equipped library.

(f) To conduct action oriented research and surveys on the employees’ morale, motivation and other organizational issues.

(g) To consolidate training needs of employees based on their performance appraisal reports and make it a basis for organizational training need analysis.

4.Mine vocational Training Centre, Panchapatmalli Hill Top, Koraput:-

Set up under the statutory requirement of Mine Vocational Rule, 1996, with a view to develop the personnel working in the Bauxite Mine, Te centre in headed by Mining Engineer (equivalent to the rank of a Dy Manager) having a first class mines Manager certificate f competency. the centre provides training in-

(a) Mines Safety

(b) Mines Fire Hazards

(c) Statutory Mining Requirements.

Function Of The Training Department:-

Necessity Of Training

Principles of Training

Training Methods

Training Aids and Equipment

Necessity Of Training:-

The need for training of the employees could be clear from the following observations.

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(1). The Increase Productivity: Instructions can help employees to increase their level of

performance on their present assignment increased human performance often directly leads to company's profits. Training is required for new employees because they are not aware to the most efficient and effective ways of performing their jobs.

(2). To Improve Quality: Better-informed workers are less likely to make less operational mistakes. Quality increases the company's productivity.

(3). To Help Company Fulfill Its Future Personal Needs: Organizations have 2 good internal educational programs, which helps in making less drastic manpower changes and adjustments in the event of sudden personal vacancies can more easily be staffed from internal sources program for both its non-supervisory and managerial employees.

(4). To Improve Organizational Climate. : Due to training the quality of any product may improve, financial incentives may increase internal promotion become stress and in result basic pay rate but the most important thing is the current state of an organization’s educational Endeavour.

(5). Obsolescence Prevention: Training and Development program faster the initiative and creativity of employees and help to prevent manpower obsolesce, which may be due to the permanent or motivation, or the inability of a person to adapt him to technological changes.

(6). Personal Growth: Employees on a personal basis gain individuality from their exposure to educational experiences. Training and development program give participants a wider awareness, an enlarged skill and enhances personal growth.

(7). To Improve Health And Safety: Proper training can help in preventing industrial accidents. A safer work environment ensures stable mental attitude on the part of the employee.

Training Aids And Equipments :-

A well-maintained store having all types of materials which are required at the time of training are present in the training centre. And they are:

1. Television (29” size

2. One 25 mm projector

3. Audio and video cassettes (200 no.’s)

4. Movable blackboards

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5. Screen (6 nos.)

6. VCR

7. Printer

8. Slide projector

9. Conference Hall (2 nos.)

10. Open forum hall

11. Syndicate room (seating capacity 25)

12. Computer room with latest facility

13. Technical library

Organization Chart Of Training Department:

Chief Of (H&A)

HOD (HRD)

Training

Training Facilitator -1

Training Facilitator -2

RESPONSIBILITY AND AUTHORITY:-

Responsibility:

1. Chief of (HRD & A):-

(a) He is responsible for all HRD and Administration activities in the unit.

(b) He is responsible for training activities in the unit.

2. HOD (JRD), Training :-

(a) Co-ordination of identification of training needs of.

Employees.

(b) Preparation of annual training plan and training

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Calendar:

(c). Co-ordination with corporate HRD department for nomination employees in company and external programs.

(d) Preparation of training modules.

(e) Overall coordination of all training functions.

3. Training Facilitator-1:-

a. Co-ordination of external and in house training programs.

b. Documentation activities as per EMS (ISO-14001) and QMS (ISO-9002) requirements.

c. Infrastructure facilities of HRD centre, procurement and maintenance of AV aids and other materials.

d. Faculty assistance in in-house training programs.

e. Feed back analysis, activities including presentation follow up actions.

f. Co-ordination of all types of financial matters. Of Apprentices Act.

g. Reading materials for in-house training programs and other activities.

h. Administration / implementation of provisions of Apprentices Act.

i. Co-ordination of activities pertaining to seminar/presentation and VIP visits.

j. Co-ordination of all categories of trainees, preparation of reading materials /course materials for trainees/trainees/training program belonging to his area of work and co-ordination with HODs for preparation of training modules for on the job training /shop floor training.

k. Co-ordination of induction training activities.

l. Any other job assignments time to time

(4) Training Facilitator-2:-

a. Co-ordination and monitoring of on the job training of all categories of trainees, preparation of reading materials for trainees/ training program belonging to his area of work and co-ordination with HODs for preparation of training modules for on the job training / shop floor training.

b. Provide faculty assistance as and when required.

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c. Supervision of all categories of apprentices under Apprentices Act for on the job training.

d. In change of hostels for all categories of trainees.

e. Co-ordination of plant visits for students/VIPs

f. Co-ordination with departments for in house training nominations.

g. Feed back analysis and presentation of all out company programs and co-ordination with HODs for its effectiveness.

h. Co-ordination of activities with the central store.

i. Any other job assigned from time to time.

Authority

OBJECTIVES OF POLICY OF NALCO:-

1). Make learning one of the fundamental values of the company.

2). Ensure value addition to the organizational business process through effective training inputs.

3). Integrate organizational and individual development needs.

4). Enable employees to keep abreast with the latest knowledge and skills and enable them to undertake current and future responsibilities effectively.

5). Facilitate each and every employee to get the benefit of comprehensively training programs organized for time to time.

GUIDING PRINCIPLES OF NALCO:-

1). MAXIMISING OPERATIONAL EFFICIENCY:- It means the training given to the employees of NALCO should help them to maximize the efficiency of operational efficiency so that the outputs or the products will increase.

OBJECTIVES:- NALCO used this principles as it has objectives that is to finalizing the specific training need of executives, to finalizing the annual training plan and implementing the annual training plan.

TARGET:- Within 30 days the individual training need should be given to the employees. Within 30 days the training need finalization should be given. In-house-should be 102programs, external should be 120 persons and total man days should be 750.

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REMARKS:- Remarks or feedback of individual training need of executives should be given

latest by January of every year. Feedback of the annual training plan should be given latest by march of every year. Implementation of annual training plan’s feedback should be review every quarter by head of training.

OBJECTIVES:- Obtaining feedback from participants and obtaining feedback from HOD’s regarding effectiveness of training.

TARGET:- 100% for all type of programs and 100% for all skill based training.

REMARKS:- Remarks should be as per the remarks of operational efficiency.

3). CONTINUAL IMPROVEMENT OF SYSTEMS, PROCESS AND

PRACTICES:-

NALCO always believes in continual improvement.

OBJECTIVES:- Improving training program, reference material etc based on suggestions received from participants and improving training facilities infrastructure etc.

TARGET:- 100% implementation of approved improvement action.

REMARKS:- Remarks should be as per the remarks of operational efficiency.

BROAD AREAS OF TRAINING:-

EXECUTIVES:-

1). GENERAL MANAGEMENT & BEHAVIORAL SKILLS:- Training is given to the

employees based on the skills required for the job. In many of HR activities one should be good

enough to make interpersonal relationship with other colleagues, even person working in a

project. Theses qualities need to develop, so that each employees may work industrial unity &

with sense of belongingness. Training may develop certain human behavior & attitudes

necessary for accomplishing company’s goals & objectives. Such training may be built up ones

communication abilities, delegation abilities, team building & interpersonal skills.

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2). CROSS FUNCTIONAL AREAS:- This type of training involves training employees to

perform operation in areas other than their assigned job. Job rotation can be used to provide a

manager in one functional area with a broader perspective than he would otherwise have

department are exchanged personal for a certain period so that each employee understand how

other departments are functioning . it provides the following benefits to an organization.

o Workers gain rich experience in handling diverse jobs.

o They can better engineer their own career paths.

o They not only know their job well but understand how others able to perform under different

set of constraint.

o A broader perspective increases workers understanding of business and reduces the need for

supervision.

3).QUALITY MANAGEMENT SYSTEM

4). INFORMATION TECHNOLOGY:- This training considers all the new information on

technology so that employees can cope with the changes in environment.

5). SOCIAL ISSUES AT WORK PLACE:- This training considers all the diverse dimensions

in the work place-race, gender, age, culture, education, disabilities ideas and back grounds while

designing a training program. It aims to create better cross cultural sensitivity with the aim of

fostering more harmonious and fruitful. Working relationships among a firms and employees.

6). DEVELOPMENTAL TRAINING:- In this the organization helps their employees to give more boost to their quality and skills due to which self development occurs.

7). GET/MT INDUCTION PROGRAM:- Such type of training is for the new employees, who

joins the company for the first time & they are totally unaware of its regulation & other aspects.

Under this training the trainee is acquainted with the police, objects, rules, regulations & strategy

of an enterprise. The objectives of this training is to make the employees aware & believe

industrial ideologies. Such training are provided to fresh GETs, SOTs, JOTs & other trainees

who are joining in Nalco.

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NON-EXECUTIVES:-

2). ADOPTING INTERNAL CUSTOMER FOCUS:- NALCO adopts internal customer focus

as they feel the inner people of the organization are customers and suppliers to each other. If the

organization focus internals of the organization then they can take care of the external customers

1). TOTAL QUALITY MANAGEMENT:-

2).INFORMATION TECHNOLOGY

3).SOCIAL ISSUES AT WORK PLACE

4).DEVELOPMENTAL TRAINING

DEPARTMENTAL PROCEDURE MANUAL CORPORATE TRAINING

DEPARTMENT

1). RECEIPT OF TRAINING NEEDS

2). TRAINING NEED IDENTIFICATION

A). FUNCTIONAL NEEDS:-. It is based on competency mapping and gap assessment.

B). SPECIFIC NEEDS:- it is based on specific job requirements.

C).ORGANIZATIONAL NEEDS:- It is based on changing technology, new interventions etc.

D). POLICY BASED NEEDS:- It is based on policy requirements.

E). VENDOR/CUSTOMER TRAINING NEEDS:- It is based on competency mapping and

gap assessment.

3). COMPLITION OF TRAINING NEEDS

4). PREPARATION OF TRAINING PLAN:- It is based on identified training needs. This

includes:

A number of developmental programs needed for executives, supervisors and workmen

based on the cyclic need of exposing employees to training at stipulated intervals.

Number and types of programs needed to cover relevant groups of employees on thrust

areas as the management for the year such as TQM, energy conservation, perceptive

maintain etc.

Specialized functional course need with reference to training needs re-elected in the

appraisals of individual employees.

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Finding of periodic training need surveys carried out in consolation with departmental

needs are also refereed in the preparation of the annual training plans.

A). IN-HOUSE TRAINING:- Training program designed, developed and conducted within the

company, with or without the assistance of external agency of faculty will before termed as in-

house taking.

SCOPE:-

General Management & Behavioral skills

Cross functional areas

Quality management

Information technology

Social issues at work place

Development training

GIET Induction program

SELECTION OF AGENCIES:- For selection of suitable agency for conducting in-house

training programs the respective trading departments will contact the mentioned agencies.

Reputed institutions/organization at state & national level

Internal faculty from NALCO

Pilot program for new agencies.

The in-house programs will help full in creating a pool f integral faculty resource in various

subject/topic. The conduct of in-house program can be regulated by the detail procedure laid own

and revised from time to time in the ISO system documents.

B). EXTERNAL TRAINING (INDIA):- A training program designed, developed and

conducted within India by an outside agency may or may not be exclusively for the employees of

the company can be nominated is considered as external training or out company training within

India.

SELECTION OF AGENCY:-

Reputed institution/organization

Institutions recognized by GOI

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Autonomous bodies like MDI, ASCI etc

Employees will be considered fro nomination on the basis of academic proficiency and

practical experience to various conference seminar, training & development activities

organized by reputed institutions in the country, participations in which has direct

relevance to the company is needed and purpose.

C). EXTERNAL TRAINING (ABROAD):-

Training program designed, developed, conducted outside India (abroad) by an outside

agency may or may not be exclusively for the employees of the company and to which

one or more employees of the company can be nominated considered as external training

program outside India (abroad). The employee nominated to external training program

(abroad) execute bond as per the rules of the company.

D). REVIEW OF ANNUAL TRAINING PLAN:- Sufficiently before the start of the

financial year, annual training plans for different

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CASE STUDY ON OHSAS TRAINING PROGRAM AT NALCO

Organizations of all kinds are increasingly concerned with achieving and demonstrating sound occupational health and safety performance by controlling their OH&S risks, consistent with their OH&S policy and objectives. They do so in the context of increasingly stringent legislation, the development of economic policies and other measures that foster good OH&S practices, and increased concern expressed by interested parties about OH&S issues.

Many organizations have undertaken OH&S “reviews” or “audits” to assess their OH&S performance. On their own, however, these “reviews” and “audits” may not be sufficient to provide an organization with the assurance that its performance not only meets, but will continue to meet, its legal and policy requirements. To be effective, they need to be conducted within a structured management system that is integrated within the organization.

The OH&S standards covering OH&S management are intended to provide organizations with the elements of an effective OH&S management system that can be integrated with other management requirements and help organizations achieve OH&S and economic objectives. These standards, like other International standards, are not intended to be used to create non-tariff trade barriers or to increase or change an organization’s legal obligations. It specifies requirements for an OH&S management system to enable an organization to develop and implement a policy and objectives which take into account legal requirements and information about OH&S risks. The success of the system depends on commitment from all levels and functions of the organization and especially from top management. A system of this kind enables an organization to develop an OH&S policy, establish objectives and processes to achieve the policy commitments, take action as needed to improve its performance and demonstrate the conformity of the system to the requirements of this OH&S standard.

Those organizations requiring more general guidance on a broad range of OH&S management system issues are referred to OHSAS 18002. Any reference to other International Standards is for information only. The OHSAS Standards contains requirements that can be objectively audited; however it does not establish absolute requirements for OH&s performance beyond the commitments, in the OH&s policy, to comply with applicable legal requirements and with their requirements to which the organization subscribes, to the prevention of injury and ill health and to continual improvement.

SCOPE

This OHSAS Standard specifies requirements for an occupational health and safety management system, to enable an organization to control its OH&S risks and improve its OH&S performance. It does not state specific OH&S performance criteria, nor does it give detailed specifications for the design of a management system.

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This OHSAS Standards is applicable to any organization that wishes to:

a). Establish an OH&S management system to eliminate risks to personnel and other interested parties who could be exposed to OH&S hazards associated with its activities.

b). Implement, maintain and continually improve an OH&S management system.

c). Assure itself of its conformity with its stated OH&S policy.

d). Demonstrate conformity with this OHSAS Standard by:

- Making a self-determination and self-declaration

- Seeking conformation of its conformance by parties having an interest in the organization, such as customers.

- Seeking conformation of its self-declaration by a party external to the organization.

This OHSAS Standards is intended to address OH&S and is not intended to address other health and safety areas such as employee wellbeing/wellness program, product safety, property damage or environmental impacts.

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CHAPTER-3

METHODOLOGY

METHODOLOGY

1). TYPE OF RESEARCH

The researcher adopted the descriptive research design method to do the survey at NALCO. A

survey is conducted for obtaining the feedback of employees about the training and development

program at NALCO. Descriptive research includes survey and fact finding enquiries of different

kinds. The researcher used this research design to find out the respondents and attitude inside the

organization, by the research the researcher can only give suggestions but implementing these

suggestions depends up on the interest of the company.

2). SAMPLING TECHNIQUE

A questionnaire is prepared for doing the survey about analysis of training and development at

NALCO.

Step-1 Define the population

Elements Employees of NALCO, Sampling unit

Step-2 Specify sampling frame

The executive of NALCO are taken as sampling frame

Step-3 Sampling design

It is the process of obtaining information about an entire population by

examining only a part of it. The item selected from the population is known as a sample.

Judgemental sampling, random sampling and convenience sampling are being

used.

Step-4 Sample size

Sampling size is being taken as (including executives)

3. SAMPLE SIZE

The researcher is being done by taking the sample size of employees of NALCO. This will

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represent the NALCO’S whole employees.

4. SAMPLING DESCRIPTION In this research sample size is. It includes executive employees.

3.3 DATA COLLECTION

1). INSTRUMENTATION TECHNIQUEBased on descriptive research design method for achieving the objective of the study the researcher adopted instrumental tool as the questionnaire.

2). COLLECTION OF DATATaking the help of the questionnaire the researcher able to collect information about the organization. At NALCO the researcher collected the information or data or by interacting with the employees.

The information required for our project was collect mainly from the primary sources and even from

secondary sources. The primary source consists of the data analyzed from questionnaire and

interaction with the user at that time only. And internet is used as secondary source. 

Here in this project the methods used by me for collecting information regarding the plans are –

Primary Method

Secondary Method

PRIMARY METHOD:

It is the direct respondents to employees of collecting information. Primary data are generated in an

investigation according to the needs of the problem in hand. Here I collected the information from

distributing questionnaire to the employees of NALCO.

SECONDARY METHOD:

This is the method, which is collected through some other external sources. Secondary data can be

defined as the data collected by some one else for purposes other than solving the problem. In this

method I have collected the information from Internet.

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CHAPTER-4

DATA ANALYSISDATA ANALYSIS

GRAPHICAL PRESENTATION OF DATA ANALYSIS AND INTERPRETATION DESCRIPTIVE STATISTICS

Objectives- To measure the effectiveness of the training programs of OHSAS

Here I have shown individual questions ratings and percentages through table and graphical way. Then the main data analysis which I have done by taking individual person’s response. Below is the graphical presentation through percentage with questionnaire.

1). Do you think OHSAS up-gradation training is important?

Variable Total Count N

Importance 20 20

Value Label Value Total Count N Percent

Strongly agree 4 20 20 100(%)

Agree 3 0 0 0

Can’t say 2 0 0 0

Strongly disagree 1 0 0 0

Disagree 0 0 0 0

INTERPRETATION:-Here 20 out of 20 employees said that the up-gradation training is

important.

2). Do you think the training program is relevant to your job?

Value Label Value Total Count Percent

V. Good 4 10 50

Good 3 6 30

Satisfactory 2 4 20

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Poor 1 0 0

V. Poor 0 0 0

INTERPRETATION:- Here 10 out of 20 employees feel that training program is relevant to your job.

3). Do you feel the training program would enable you to perform your job better?

Value label Value Total Count Percent

V. Good 4 8 40Good 3 9 45 Satisfactory 2 2 10Poor 1 1 5V. Poor 0 0 0

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INTERPRETATION: - Here 09 no out of employees o t of 20 feel that the training program

would enable them to do the job better.

4). Do you feel the training program has improved your job knowledge about OHSAS?Value Label Value Total Count PercentV. Good 4 7 35Good 3 9 45Satisfactory 2 4 20Poor 1 0 0V. Poor 0 0 0

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INTERPRETATION:-Here 9 out of 20 employees feel that the training program has improved

their job knowledge about OHSAS.

5). Do you feel your personal learning objectives have been achieved?

Strongly Disagree 0 1 5

INTERPRETATION:- Here 12 out of 20 employees said that personal learning objectives have been achieved.

6). The improvement in the polices would help in the improvisation of the work place in the organization? Value Label Value Total Count PercentStrongly Agree 4 05 25Agree 3 14 70Can’t say 2 1 5 Disagree 1 0 0Strongly Disagree 0 0 0

Value Label Value Total Count PercentStrongly Agree 4 7 35Agree 3 12 60Can’t Say 2 0 0Disagree 1 0 0

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INTERPRETATION:- Here 14 out of 20 employees said that improvement in polices would help in the improvisation of the workplace in organization.

7). Do you think that training program concentrates on coping with changes?Value Label Value Total Count PercentStrongly Agree 4 6 30Agree 3 12 60Can’t say 2 1 5Disagree 1 0 0Strongly Disagree 0 1 5

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INTERPRETATION:-Here 12 employees out of 20 said that training program concentrates on coping with changes.

8). Do you think that the efforts of the corporate training department to arrange training on these lines should be continued?

Value Label Value Total Count PercentStrongly Agree 4 10 50Agree 3 7 35Can’t say 2 2 10Disagree 1 1 5Strongly Disagree 0 0 0

INTERPRETATION:- Here 10 out 20 employees said that the efforts of corporate training department to arrange training on these lines should be continued.

9). Do you think the external trainers for the training program are effective?Value Label Value Total Count PercentVery Good 4 8 40Good 3 9 45Satisfactory 2 3 15Poor 1 0 0Very Poor 0 0 0

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INTERPRETATION:- Here 9 out of 20 employees feel that the external trainers for the program are effective.

10). Do you think the training programs decided keeping the future requirements of the organization?

Value Label Value Total Count Percent

Strongly Agree 4 20 100%

Agree 3 0 0

Can’t Say 2 0 0

Disagree 1 0 0

Strongly Disagree 0 0 0

INTERPRETATION:- Here 20 employees out of 20 said that the training programs are decided

keeping the future requirements of the organization.

11). Do you think that you should be evaluated after the training ?Value Label Value Total Count PercentStrongly Agree 4 20 100%Agree 3 0 0 Can’t Say 2 0 0Disagree 1 0 0Strongly Disagree 0 0 0

P a g e | 58INTERPRETATION:- Here all 20 employees feel that they should be evaluated after the training programs.

12). Do you think the communication used in the training program is effective?

Value Label Value Total Count Percent

Strongly Agree 4 5 25

Agree 3 12 60

Can’t say 2 2 10

Disagree 1 1 5

Strongly Disagree 0 0 0

INTERPRETATION:-Here 12 out of 20 said that the communication used in the training program is effective.

13). Do you think that the various additions/changes like change in definations is in line with the requirements of the organization?

Value Label Value Total Count Percent

Strongly Agree 4 20 100%

Agree 3 0 0

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Can’t Say 2 0 0

Disagree 1 0 0

Strongly Disagree 0 0 0

INTERPRETATION:- Here all the 20 employees said that the various additions/ changes like change in definitions is in line with the requirements of the organization.

14). A recognizable occupational health and safety management system standard is essential for assessment and certification?Value label Value Total Count PercentS. Agree 4 12 60Agree 3 2 10Can’t say 2 5 25Disagree 1 1 5S. Disagree 0 0 0

INTERPRETATION:- Here 12 out 20 employees said that a recognizable occupational health and safety management system standard is essential for assessment and certification.

15). Reviews and audit to assess OH&S performance are significantly sufficient to assure that performance meets requirements?Value Label Value Total Count PercentStrongly agree 4 5 25Agree 3 10 50Can’t say 2 1 5

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Strongly disagree 0 0 0

INTERPRETATION:- Here 10 out of 20 employees said that review and audit to assess

OH&S performance are significantly sufficient to assure that the performance meets requirement.

16). OHSAS should also concentrate on other health and safety areas like employee well being, products safety etc?Value Label Value Total Count PercentStrongly agree 4 4 20Agree 3 7 35Can’t say 2 2 10Disagree 1 6 30Strongly disagree 0 1 5

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INTERPRETATION:- Here 7 out of 20 employees feel that OHSAS should also concentrate on other health and safety areas like employee well being, product safety etc.

17). Rate the content of training program?Value Label Value Total Count PercentExcellent 4 3 15Very good 3 12 60Good 2 5 25Average 1 0 0Poor 0 0 0

INTERPRETATION:- Here 12 out of 20 employees said that content of training program is very good.

18). Rate the value addition after attending the training program?

Value Label Value Total Count PercentVery Good 4 6 30Good 3 8 40Satisfactory 2 5 25Poor 1 1 5Very Poor 0 0 0

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INTERPRETATION:- Here 8 out of 20 employees said that there is good value addition after attending the training program.

19). Rate the overall OHSAS training program?Value Label Value Total Count Percent

Very Good 4 6 30

Good 3 10 50

Satisfactory 2 4 20

Poor 1 0 0

Very Poor 0 0 0

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20). Rate the selection criteria for the participants of the program?

Value Label Value Total Count PercentV. Good 4 10 50Good 3 9 45Can’t Say 2 1 5Poor 1 0 0 V. Poor 0 0 0

INTERPRETATION:- Here 10 out of 20 employees feel that selection criteria for the

participants of the program is very good.

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MAIN DATA ANALYSIS:-

Here I have applied ‘F’ test. As my sample size is 20 which is less than 30. We can calculate the data through ‘T’ test of both the case, 1st case is sample to sample comparision and 2nd case sample to population comparision. As in this case study there is no such thing. So I have taken ‘F’ test. For ‘F’ test I have taken individuals response of 20 questions of questionnaire. In ‘F’ test we can see the formula. Before analyzing the data we took hypothesis training & development at NALCO on OHSAS training program. For which we took one thing that is null hypothesis. In null we have taken training & development is not effective. The tabulated value we have taken is 5.35.

As there is n1 & n2. So I have divided the sample size 20 into two groups that is group 1 having 10 persons and in group 2 from 11 to 20. After that I have given ratings to each individual person’s response of 20 questions of questionnaire. The ratings are from 5 to 1. In each question we have 5 options.

For first group n1σ1/n1-1, n1 (sample size) is 10. First we will find out the mean of the individual person. For mean we will multiply each questions of first person with the ratings given according to their response. In this way we will repeat the process upto 20 th person. Each question is marked as W and ratings are marked as S.

FIRST PERSON

W S W*S

SECOND PERSON

QST.(W) RATINGS(S) MEAN=W*S

1 3 32 4 83 4 124 4 165 3 156 3 187 3 218 3 249 3 27

10 4 4011 4 4412 4 4813 3 3914 3 4215 4 60

1 4 42 2 43 4 124 3 125 4 206 4 247 3 218 3 249 4 36

10 2 2011 4 4412 4 4813 4 5214 4 5615 4 6016 4 6417 4 68

18 4 72

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19 4 7620 4 80

73 797 (TOTAL)

16 3 4817 3 5118 3 5419 4 7620 4 80

69 726 (TOTAL)The above two are examples of calculation. Lets take each person as A1 to A10.

In A1 total rating is 73, Total W*S is 797 & Mean is 797/73=10.91

In A2 total rating is 69, Total W*S is 726 & Mean is 726/69=10.52

In A3 total rating is 65, Total W*S is 669 & Mean is 669/65=10.29

In this way it will continue till A10. Now we will add all weighted of A1 to A10 and then we will divide it with total number of people in first group that is 10. Now we got the mean of first group and in the same way we will get the mean of second group.

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For example lets take from first group:-

10.91+10.52+10.29+10.36+9.26+10.12+10.55+9.73+10.69+10.41=102.84

Let take weighted mean as W and sample size as n. So W/n= 102.84/10= 10.28

So, 10.28 is the mean of the first group. Now we will calculate standard deviation of the first group.

For example- (10.91-10.28)square+(10.52-10.28)square+(10.29-10.28)square…………....

………………………(10.69-10.28)square/10=(0.204)square= 0.0416

Now we will put the formula of ‘F’ test that is n1*σ1/n1-1=10*0.0416/10-1=0.416/9=0.046.

Like that in second group we will get the answer of ‘F’ test that is

10*0.66/10-9=6.6/9=0.73

Now put first and second group together that is 0.046/0.73=0.06

So, 0.06 is the calculated value. The given tabulated value is 5.35. this shows the calculated value is less than tabulated value. So, the hypothesis is rejected. So, the OHSAS training program is not effective is rejected which means the OHSAS training program is effective. So, this shows that the OHSAS training program which NALCO is giving to its employees is effective due to which NALCO is developing and also the employees are also developing.

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CHAPTER- 5

CONCLUSION

&

RECOMMENDATION

CONCLUSION

&

RECOMMENDATION

RECOMMENDATION

1. The training department should modify training programs to meet the current global demand.

2. The company should organize training & development programs on regular basis to increase productivity & regular feedback about the training programs.

3. Feedback should be taken from every employee but not from a selected few.

4. After a specific training program is completed and employee is assessed company needs to track the performance of employee for a specific duration, to check how effectively the employee is working.

This also enables the company to evaluate their own training department.

5. Every quarter the company should conduct a survey for better identification of training needs from the employees in the organization (self nomination method).

6. The training department of the company should have resources that are better trained to handle complex training methodologies in order to train the employees in a better and innovative way.

7. The OHSAS training program should be upgraded according to the changes in the environment like new technology new way of auditing.

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CONCLUSION

To describe the term impact of Training & Development on work culture is very much large. Proper training and well development is the next meaning of customer satisfaction.

Training and Development is very much essential and a vital part for an organization and to maintain itself in present scenario. To bridge up the gap between present and future, training and development is a systematic tool, but very often we find that, sometimes people in the organization are hesitate to involve themselves in the process of change or we can say they are not interested to change the work culture because of various fear i.e. Loss of Job, fear of replacement etc. In this situation proper moral situation is essential to success the total system. A proper training and development system not only help the organization to make in a right path but also prepare the organization to face the future changes. So to adopt the process of change the proper training and development is very much needed. Therefore, here we conclude that training and development is an important weapon to modify the work culture and has great impact to develop the society. So, a proper and valuable planning is essential for its success and development.

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BIBLIOGRAPHYBOOKS

Human Resource Management- Biswajeet Pattanayak, edition-third edition….January 2008,.Publisher- Prentice Hall of India (p) Ltd

Human Resource Management- VSP Rao

Human Resource Management- P. Subha Rao

Management Research Methodology- K. N. Krishnaswamy, Appa Iyer Sivakumar and M. Mathirajan, edition- third edition…..2009Publisher-Dorling Kindersley (India)(p) Ltd

NALCO Journals and Publications

INTERNET SITES

www.google.com www.wikipedia.com www.answer.com www.nalcoindia.com

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ANNEXUREUPGRADATION OF LEAD AUDITOR TRAINING COURSE ON ‘OHSAS

18001- 1999 TO OHSAS 18001-2007

We, MBA students, as a part of our internship program in Training & Development, kindly request you to fill up this questionnaire meant towards the evaluation of Training & Development at NALCO.

1.Do you think OHSAS upgradation training is important?

(a) Strongly Agree (b) Agree (c) Can’t say (d) Disagree (e) Strongly Disagree

2. Do you think the training program is relevant to your job?

(a)Very good (b) Good (c) Can’t say (d) Poor (e) Very poor

3. Do you feel the training program would enable you to perform your job better?

(a)Strongly Agree (b) Agree (c) Can’t Say (d) Disagree (e) Strongly Disagree

4. Do you feel the training program has improved your knowledge about OHSAS?

(a) Strongly Agree (b) Agree (c) Can’t ay (d) Disagree (e) Strongly Disagree

5. Do you feel your personal learning objectives have been achieved?

(a) Strongly Agree (b) Agree (c) Can’t Say (d) Disagree (e) Strongly Disagree

6.“The improvement in policies would help in the improvisation of the work place in the organization”?

(a)Strongly agree (b) Agree (c) Can’t say (d) Disagree (e) Strongly disagree

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7. Do you think that the training program concentrates on coping with changes?

(a) Strongly agree (b) Agree (c) Can’t say (d) Disagree (e) Strongly disagree

8. Do you think that the efforts of the corporate training dept. to arrange training on these lines should be continued?

(a) Strongly agree (b) Agree (c) Can’t say (d) Disagree (e) Strongly disagree

9. Do you think the external trainers for the program are effective?

(a)Very good ( b) Good (c) Can’t say (d) Poor ( e) Very poor

10). Do you think the training programs decided keeping the future requirements of the organization?

(a) Strongly agree (b) Agree (c) Can’t say (d) Disagree (e) Strongly disagree

11. Do you think that you should be evaluated after the training?

(b)Strongly agree (b) Agree (c) Can’t say (d) Disagree (e) Strongly disagree

12. Do you think the communication used in the training program is effective?

(a)Strongly agree (b) Agree (c) Can’t say (d) Disagree (e) Strongly disagree

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13. Do you think that the various additions/changes like change in definition is in line with the requirements of the organization?

(a) Strongly agree (b) Agree (c) Can’t say (d) Disagree (b) Strongly Disagree

14. A recognizable occupational health and safety management system standard is essential for assessment and certification?

(a) Strongly Agree (b) Agree (c) Can’t Say (d) Disagree (e) Strongly Disagree

15. “ Reviews” and “audits” to assess OH & S performance are significantly sufficient to assure that performance meets requirements?

(a) Strongly Agree (b) Agree (c) Can’t say (d) Disagree (e) Strongly Disagree

16. OHSAS should also concentrate on other health & safety areas like employee well being, product safety etc.

(a) Strongly Agree (b) Agree (c) Can’t Say (d) Disagree e) Strongly Disagree

17. Rate the content of the training program?

(a)Excellent (b)Very good (c) Good (d) Average (e) Poor

18. Rate the value addition after attending the training program?

(a)Very good (b) Good (c) Satisfactory (d) Poor (e) Very poor

19. Rate the selection criteria for the participants of the program?

(a)Very good (b) Good (c) Satisfactory (d) Poor (e) Very poor

20. Rate the overall training program?

(b)Very good (b) Good (c) Satisfactory (d) Poor (e) Very poor

“THANK YOU”

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