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PREFACE
The summer training is an integral part of the MBA course. As a
matter of fact every management students has to undergo practicaltraining in an approved business organization, under the guidance of
professional managers as to become aware of the real life business
situations and the environment.
During the course of training, the trainees are expected to use and
apply their academic knowledge and gain valuable insight into
corporate cultures with all its environment of operational complexity
the said training offers, The aim of the trainings is to apply their
academic knowledge with real world situation.
The project provides all relevant information related to the training
programs being conducted training and development program
information of employs of employee’s skill & knowledge. Is helpful for
improving the company’s environment. In this report I have put my
best efforts to compile the data to the highest level of accuracy.
The Project was conducted in various departments of B.H.E.L during
07/05/2011 to 31/07/2011 to study the training and Development
being imparted in various department of B.H.E.L.
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ACKNOWLEDGEMENT
I am extremely thankful and indebted to all B.H.E.L Jhansi
executives, engineers & staff members who provided a vital &
relevant information’s about the functioning of their respective
departments thus helping me to get overall information’s about the
working of the organization. I am highly thankful for the support and
guidance to each of them.
I am thankful to my project guide Dr. YASHODHARA SHARMA For
giving me her valuable time and necessary facilities, suggestions and
providing relevant data to compile the Project report during my
vocational training at B.H.E.L. Jhansi.
Last but not least, I would like to thank my parents and fellow trainees
who have been a constant source of encouragement and inspiration
during my studies and have been always provided me support in
every walk of life.
Sunita Rai
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DECLARTION
This project work has been conducted in partial fulfillment of thedegree of MASTER OF BUSSINESS ADMNISTRATION (MBA) in
Indira Gandhi National Open University, New Delhi.
This is my original work, which is completed with the help of
managing staff of the BHARAT HEAVY ELECTRICALS LIMITED
(B.H.E.L.), JHANSI.
Sunita Rai
MBA Student
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CONTENTS
Preface
Acknowledgement Declaration
Introduction to B.H.E.L.
Major Achievements of B.H.E.L.
Manufacturing units of B.H.E.L.
Activity profile of B.H.E.L.
Introduction to B.H.E.L. Jhansi
Product profile of B.H.E.L. Jhansi
Rotation report
Vision ,Mission & Value
Right to Information
Growth of Production & Milestone
Health, Safety,& Environment
Introduction of HRD
Training & Development
Training & Development Needs
Method of Training
T & D Process in BHEL
Research Methodology
Rational of Study Analysis & Interpretation
Summary of Training Programme
Suggestion, Limitation & Conclusion
Questionnaire & Bibliography
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BHARAT HEAVY ELECTRONICALS LIMITED
Introduction:
BHEL or Bharat Heavy Electricals Limited is the largest engineering
and manufacturing enterprise in India in the energy-
related/infrastructure sector. BHEL is one of the nine large Public
Sector Undertakings known as navratnas or nine jewels. BHEL
offers over 180 products and provides systems and services to meet
the needs of core sectors like: power, transmission, industry,
transportation, oil & gas, non-conventional energy sources and
telecommunication.
BHEL was founded in 1950s. Its operations are organized around
three business sectors: Power, Industry - including Transmission,
Transportation, Telecommunication & Renewable Energy - and
Overseas Business. Today, BHEL has a wide-spread networkcomprising 14 manufacturing divisions, 8 service centres, 4 power
sector regional centres, 18 regional offices, and a large number of
project sites spread all over India and abroad. BHEL is one of the
largest exporters of engineering products & services from India.
BHEL has established its references in around 60 countries of the
world, ranging from the United States in the West to New Zealand in
the Far East. Its export range include: individual products to complete
power stations, turnkey contracts for power plants, EPC contracts,
HV/EHV Sub-stations, O&M services for familiar technologies,
specialized after-market services like Residual Life Assessment
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(RLA) studies and retrofitting, refurbishing & overhauling, and
supplies to manufacturers & EPC contractors.
BHEL's product range include: Steam turbines and generators of up
to 500MW capacity for utility and combined-cycle applications; Steam
turbines for CPP applications; Gas turbines of up to 260MW (ISO)
rating; Custom-built conventional hydro turbines of Kaplan, Francis
and Pelton types with matching generators, pump turbines with
matching motor-generators; Spherical, butterfly and rotary valves and
auxiliaries for hydro station; HSD, LDO, FO, LSHS, natural-
gas/biogas based diesel power plant; Industrial turbo-sets of ratings
from 1.5 to 120MW; Steam generators for utilities, ranging from 30 to
500MW capacity, using coal, lignite, oil, natural gas or a combination
of these fuels; Pulverized fuel fired boilers; Stoker boilers;
Atmospheric fluidized bed combustion boilers; Circulating fluidized
bed combustion boilers; Waste heat recovery boiler; Boiler
Auxiliaries; Heat Exchangers & Pressure Vessels; Pumps; Power
Station Control Equipment; Switchgears; Bus Ducts; Transformers;
Insulators; Capacitors; Energy Meters etc.
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MAJOR ACHIEVEMENTS OF BHEL
Acquired certifications for Quality Management Systems (ISO
9001), Environmental Management Systems (ISO 14001) and
Occupational Health & Safety Management Systems (OHSAS
18001).
Installed equipment for over 90,000 MW of power generation.
Supplied over 2,25,000 MVA transformer capacity and other
equipment operating in Transmission & Distribution network up
to 400 kV (AC & DC).
Supplied over 25,000 Motors with Drive Control System to
Power projects, Petrochemicals, Refineries, Steel, Aluminum,
Fertilizer, Cement plants, etc.
Supplied Traction electrics and AC/DC locos to power over
12,000 km Railway network.
Supplied over one million Valves to Power Plants and otherIndustries.
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OBJECTIVES
A dynamic organization is one which keeps its aim high adapts itself
quickly to changing environment. So here we are in BHEL. Theobjectives of the company have been redefined in the corporate plan
for 90’s are….
Business mission
To maintain a leading position as supplier of quality equipment,
systems and services in the fields of conversion, transmission,
utilization and conservation of application in the areas of electric
power, transportation, oil and gas exploration and industries.
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GROWTH
To ensure the steady growth by enhancing the competitive edge of
BHEL in existing business, new areas and international market so asto fulfill national expectation from BHEL.
PROFITABILITY
To provide a reasonable and adequate return on capital employed
primarily through improvements in operational efficiency, capacity
utilization and productivity and generate adequate internal resourcesto finance the company’s growth.
FOCUS
To build a high degree of customer confidence by providing increased
value for his money through international standard of product quality
performance and superior customer service.
PEOPLE ORIENTATION
To enable each employees to achieve his potential, improve his
capabilities, perceive his role and responsibilities and participate and
contribute to the growth and success of the company to invest in
human resources and continuously and be alive their needs.
ADOPT NEW TECHNOLOGY
To achieve technological excellence in operations by development of
indigenous technologies and efficient absorption and adoption of
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imparted technology to suit business and priorities and competitive
advantages to the company.
CUSTOMER SATISFACTION
Like other important objective BHEL has one more importance
objective to satisfy his customer so that both can run their business
for long period to earn more profit.
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COMPETITORS OF BHEL
ELECTRO CONSULT ITALY
ABB SWITZERLAND BEEHTEL USA
BLOCK & NEATCH USA
GENERAL ELECTRIC USA
RAYTHEON USA
WESTING HOUSE USA
CNMI & EC CHINA
SANGHAI ELECTRIC CO. UK
GEC-ALSTHOM UK
ELECTRIM POLAND
FRANCO TOSI FRANCE
FUJI JAPAN
HITECHI JAPAN
MITSUBISHI JAPAN
TOHSIBA JAPAN
ROLLS ROYSE,SIEMENS GERMANY
ARIVA ALLAHABAD
DLW VARANASI
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MANUFACTURING UNITS OF BHEL
BHEL has 14 manufacturing
Units spread all across India.
FIRST GENERATION OF UNITS
BHOPAL : Heavy Electrical Plant
HARIDWAR : Heavy Electrical Equipment Plant
HYDRABAD : Heavy Electrical Power Equipment Plant
SECOND GENERATIONS OF UNITS
TIRUCHY : High Pressure power plant
JHANSI : Transformer and Locomotive Plant
HARIDWAR : Central Foundry and forge Plant
TIRUCHY : Seamless steel Tube Plant
UNITS TROUGH ACQUISITION & MERGER
BANGALORE : Electronic Division, Electro Porcelain Division
NEW MANUFACTURING UNITS
RANIPAT : Boiler Auxiliaries Plant
JAGDISHPUR : Insulators plant
GOINDWAL : Industrial Valve Plant
RUDRAPUR : Component and Fabrication Plant
BANGALORE : Energy system Division
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―BHEL is growing concern ready to meet to changing needs of the
nation and this has taken it beyond power into the local garnets of
energy industry and transportation etc. BHEL is able to offer a total
service in each of these fields. Its manufacturing capability is
supported by corporate R & D division at Hyderabad which works
closely with the research and development cells as various and
welding institute at Tiruchirapalli.
BUSINESSARAES
POWER
TRANS-MISSION
INDUSTRY
TRANS-PORTATI
ON
OIL &GAS
NONCONVE-
NTIONALENERGY
TELE-COMMU-NICATIO
N
MANUFA-
CTURINGTECHNOL
OGY
R & D
AFTERSALE
SERVICES
EXPORTS
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ACTIVITY PROFILE,BHEL
.
ACTIVITYPROFILE
POWERSECTORS
SYSTEM/S-ERVICES
TRANSPO-RTATIONSECTOR
INDUSTRIELSECTORS
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TRANSPORATION SECTOR
DIESEL ELECTRIC GENERATOR
TRACTION SYSTEM FOR RAILWAY
ELECTRIC TROLLER BUSES
AC/DC LOCOMOTIVE
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POWER SECTORS
Thermal sets and auxiliries
Steam generators and auxliries
Industrial fans
Electrostatic preciptators
Air pre heaters
Nuclear power equipment
Hydro sets and auxiliries
Motors
Transformers
Rectifiers
Pumps
Heat exchange
Capacitors
Porcelain / ceramics insulator
Seamless steel tubes
castings and forgings
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SYSTEM / SERVICES
Turnkey power station
Data acquisition system
Power system
HVDC commissioning system
Erection and commissioning
Modernization and rehabilitation
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INDUSTRY SECTOR
Boilers
Valves
T G sets
Power devices
Solar cells
Photo voltage cells
Gas turbine
Compressors
Drive turbine
Oil rigs
Blow out preventers
Wind mills
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OVERSEAS BUSINESS
BHEL, ranking among the major power plant equipment suppliers in
the world, is one of the largest exporters of engineering products andservices in India. Over the years, BHEL has established its
references in around 70 countries of the world, ranging from the
United States in the west of New Zealand in the Far East. BHEL
export range covers individual products in complete power stations,
turnkey contracts for power plant, EPC contracts, HV / EHV sub
stations, O&M services for familiar technologies, specialized after
market services like residual life assessment (RLA) studies
retrofitting, refurbishing and overhauling and supply to manufacturer
and EPC contractors. BHEL has assimilated and updated / adopted
the state-of-the-art-technologies in the power and industrial
equipment sector acquired from world leaders. BHEL has
successfully undertaken turnkey projects on its own and possesses
the requisite flexibility to interface and complement international
companies for large projects, and has also exhibited adaptability by
manufacturing and supplying intermediate products to the design of
other manufacturers and original equipment manufacturers (OEMs).
The success in the area of rehabilitation and life extension of power
projects has established BHEL as a reliable alternative to the OEMs
for such power plant.
BHEL makes maiden entry in the Syrian power sector wins Rs.2080
cr. Turnkey contracts foe 400 MV thermal power plants highest value
single order ever secured in the overseas market.
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New Delhi, June 30, engineering major Bharat Heavy Electricals
limited (BHEL) has achieved one of its biggest breakthroughs so far
in international business by winning a turnkey contract for setting up a
400 MV thermal power project in Syria with this order for Tishreen
thermal power plant extension 2x200 MV; the company has also
made its maiden in the Syria power sector. The order has been
placed on BHEL by public establishment of electricity for generation
and transmission PEEGT, ministry of electricity, Syria. Valued at over
Rs. 2080cr, this is the highest value single order secured by the
company in overseas markets as also the first-ever overseas order
for a large size steam turbine power plant. Which 200 MV rating sets.
This benchmark references will now open up new overseas market
segment for large size thermal sets.
BHEL scope of work in the contract includes design, engineering,
manufacturer, supplier erection and commission of main plant
equipment with associated auxiliaries, balance of plant electrical,besides state of the art controls and Instrumentation (C & I) and civil
works. The project will be executed by the company in a tight
schedule of 33 months.
Riding high on its dominant domestic position, BHEL is taking long
strides to become a major global player by enhancing its presence in
international market. It has identified overseas business as one of itsthrust areas as part of its strategic plan 2012. The is targeting a six
fold increase in its physical export by 2012. BHEL has established its
footprint in all seven continent of this world spanning 70 countries and
its technical competence has earned worldwide acclaim. Further
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stimulation on the growth of BHEL’s international business will be
achieved through consolidation in existing market product and
services, and by entering new market with EPC business being the
key driver of its exponential growth plan.
SHAREHOLDING PATTERN
BHEL has a capital base of Rs.244.8cr and its current market
capitalization is Rs.3451.12cr. the company has 24.48cr shares
outstanding. The free float available in the market for trading is only
6% of the total shares outstanding. Indian Government holds the high
amount of stakes in the company which is going to be disinvested in
the near future.
The shares holder pattern is as follows:
Govt.
67%
Indian institution
11%
FII'S
10%
Public
12%
Sales
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INTERNATIONALBUSINESS
BHEL products services and projects have been exported to the over
50 countries. BHEL supplied steam generators today account over
1100 MW of operating thermal capacity in Malaysia. BHEL also
executed orders for stream turbine generators at Malta and Cyprus
besides supply of boilers as AL-Arish Egypt and Tripolki- west
thermal power station at Libya on turnkey basis. BHEL has also
supplied hydro power plant equipment to Thailand. Malaysia, New
Zealand, Bhutan and Nepal. BHEL supplied gas turbines of 150 MW.
ISO rating to SIEMENTS AG. BHEL has also executed many major
ages based power project in Malaysia, Saudi Arabia and Oman and
has contracts in hand for gas turbine from Iraq, Bangladesh Oman
and Srilanka. Among other products BHEL exports insulators,
transformer valves, motor traction, generators and services for
renovation and modernization of power plant.
QUALITY ASSURANCE
Towards meeting its quality policy, BHEL is using the vehicles of
quality management systems, which are certified to ISO 9001:2000
series of standard by internationally acclaimed certifying agency,
BVQI.
Corporate quality and unit level quality enables requisite planning,
control and implementation of company-wide quality policy, and
objectives which are linked with the company’s vision statement.
Corporate quality derives strength from direct reporting to chairman
and managing director of the company.
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Calibration and testing laborites’ of BHEL are accredited under the
national accreditation, which has got mutual recognition with Asia
pacific laboratory accreditation conference.
As a result of its thrust on quality and technology, BHEL enjoys
national and international bodies like ASME, API, etc. plant approvals
agencies like Lloyds register of shipping, U.K., chief controller of
explosives India, TUV Germany, etc.
In its movement towards business excellence and with the objectives
of achieving international level of quality, BHEL has adopted
European foundation for business excellence. Through this model
and annual self-assessment exercise, BHEL is institutionalization
continuous improvement in all its operation.
BHEL, JHANSI UNIT
By the end of fifth five-year plant, it was envisaged by the planningcommission that demand for the power transformer would raise in the
coming year. Anticipating the country’s requirement BHEL decided to
set up a new plant, which would manufacturer power and other type
of transformer in addition of capacity available at BHEL Bhopal. The
Bhopal plant was engaged in the manufacturer of transformer of large
rating and Jhansi unit would concentrate on power transformer,
traction transformer of large rating and Jhansi unit would concentrate
on power transformer, traction transformer for Railways etc.
The unit in Jhansi was established in 9 Jan, 1974 and it is situated 15
km stone from the city on the NH 26. Jhansi – lalitpur road. It is
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called second generation plant of BHEL. It was set up in 1974 at an
estimated cost of Rs.16.22cr inclusive of Rs.2.1cr of township .late
Mrs.indira Gandhi, the prime minister, laid the foundation on 9 th Jan
1974. The commercial production of the unit began on 1976-77, with
an output of Rs.53 lakhs, since than there has been no looking back
for BHEL, Jhansi .
This plant of BHEL is equipped with most modern manufacturing
processing and testing facilities for power and special transformer
and instrument transformer, diesel shunting locomotives and AC/DC
locomotives, the layout of plant is such that it is well streamline to
enable smooth materials flow from the row materials stages to finish
goods. All the feeder bays have been laid perpendicular to
Main assembly bay and each feeder bay, raw material smoothly gets
converted to sub assemblies, which after inspection are sent to main
assembly bay.
The raw material that are produced for manufacture are used only
after through materials testing in the testing lab and with strict quality
checks at various stages of production. This unit of BHEL is basically
engaged in the production and manufacturing of transformer of
various type and capacities with growing competitions in the
transformer section in 1985-88. It undertook the re-powering of diesel
but it took a complete year for the manufacturing to begin. In 1987-
89, BHEL has taken a step further in undertaking it is also,
manufacturing AC/DC locomotives.
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UNIQUE MODERN MACHINE IN JHANSI UNIT
CNC CROPING LINE MACHINE
CNC BIGIE MACHINE CENTER
CNC AXLE TURNING LATHE
CNC PIPE BENDING MACHINE
WELL FORCING MACHINE
FACING AND CENTERING MACHINE
VAPOR PHASE DRYING SYSTEM
COMPUTER IBM 6080,6040 AND IRISH 40/20 WITH GRAPHIC
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BHEL has many departments, while production and administrative
department are separate. Broadly speaking BHEL Jhansi has two
protection categories.
Transformer section
Locomotive section
Previously their were three section but bus duct is now shifted in
Rudrapur.
0.533.497.567.0215.7419.7828.5437.4238.6143.6751.8765.29109.41128.1155.82
215.61215225.05238328.43
435.6
287218.96
120.71169.22
209.34217315
440
587
480
674
540
867
Series 1
Series 1
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TRANSFORMER SECTION
In transformer section, there are 10 ways.
Fabrication
Fabrication is nothing but production. It basically stands for cutting
welding. Market outer structure and other hard core works. It
comprises of 3 Bays I.e. BAY 0, BAY 1, BAY.
BAY 0
This section has the following machines
PLANNER MACHINE
SHEARING MACHINE
CNC/ANC FLAME CUTTING MACHINE
BENDING MACHINE
ROLLING MACHINE
FLATTERING MACHINE
NIBBLING MACHINE
PANTOGRAPH FLAME CUTTINGMACHINE
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BAY 1
It is an assembly shop where different parts of tank come from bay
0.Here welding processes are used for assembly, after which a roughsurface is obtained Grinder operating at 1200 rpm, is used to
eliminate the roughness.
BAY 2
It is an assembly shop dealing with making different objects
mentioned below.
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BAY 3
Here are basically three sections in the way:
1. Machine section 2. Copper section
3. Tooling section
BAY 4
It is the winding section.
There are four TYPES OF COIL fixed in a transformer, they are:
Low voltage coil (LV), High voltage coil (HV), Tertiary coil AND Tap
coil.
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BAY 5
It is core and punch section. The lamination used in power, dry,
ESP transformer etc for making core is cut in this section.
For the purpose of cutting and punching the core three machines
are installed in shop
BAY 6
Single-phase traction transformer for AC locomotives is assembled
in this section.
BAY 7
This is the insulation shop.
The machines used for shaping the insulation material are:-
Cylindrical machines
Circle cutting machine
SLITING MACHINE
CNC CROPING LINE PNEUMETIC
CNC CROPING LINE HYDRAULIC
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Scarfing machines
Punching press machine
Drilling machine
Guillotine machines
Bench saw (spl for OD)
Jig saw (spl for ID)
Circular saw
Lines in machines
BAY 8
It is the instrument transformer and ESP transformer manufacturing
section.
BAY 9
In this bay power transformer are assembled. After taking different
input from different bays 0-9 assembly is done Power transformer is
used to step and step down voltages at generating and sub-stations.
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LOCOMOTIVE SECTION
Locomotive department is one of the most important in the factory. It deals
with the manufacture and production of the following types of
locomotives.
AC LOCOMOTIVE
AC/DC LOCOMOTIVE
THIRSTIER TYPE LOCOMOTIVE
DIESEL ELECTRIC SHUNTING LOCOMOTIVE
DIESEL SHUNTING ENGINE OF VARIOUS CAPACITY
TRANSFORMER COMMERCIAL (TRC)
The objective of the department is interaction with the customers. It
brings out tender and notices and also responds to them. This
department bags contracts for building transformers. After delivering
regarding faults. This department does failures and maintenance. All
such snags are reported to them and they forward the information
into the concerning department.
One of the major tasks of this department is to earn profits over all
negotiations. Transformers industry has become very competitive.
The company offering the lowest price gets the contract but this
process may continue does the work on very low profits.
To avoid such situation’s body of the name of India Electrical
Manufacturers association (IEMA) was set up. This association helps
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to maintain a healthy competitive atmosphere in the manufacturing of
electrical appliances.
The main features of TRC are classified as;
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TRANSFORMERS ENGINEERING (TRE)
The transformer manufactured in BHEL Jhansi range from 0 MVA to
240 MVA and upto 220 KV. The various transformers manufacturedin this unit are:-
POWER TRANSFORMER
Generators transformer
System transformer
Auto transformer
SPECIAL TRANSFORMER
Freights loco transformer
ESP transformer
Dry type transformer
TRANSFORMER PLANNING DEPARTMENT (TRP)
The main functions of this department are:-
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LOCOMOTIVE PRODUCTION (LMP):
There are two products
1. Alternating current Locomotive (AC Loco)
2. Diesel Electric Locomotive Shunting (DESL)
MATERIAL PLANNING
INVENTORY CONTROL
PREPARATION OF BUDGET AND PLANS
COORDINATION OF VARIOUS DEPARTMENT
ORGANIZING PRODUCTION MEETING
SPACING AND LOADING TO SHOPS
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WORK ENGINEERINGH & SERVICES (WE&S)
This department looks after the commissioning and maintenance of
all the machinery used in the factory. It also has 3 two-stage air
compressors for supplying compressed air to the various bays.
The department has 03 different divisions :
Electrical Engg
Electronics Engg
Mechanical Engg
BUS DUCT:
Bus duct are used as connection between generation and
transformers. They are used in power connection over 150 MV. The
question now arise why are bus duct preferred over ordinary
conductors, in such connections? In high power application insulation
is the major problem and frequently insulation breakdown occurs. If
this does happen then there is a possibility of shorting of conductors
and hence serious damage may occur both the transformer and
generators.
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CENTRAL QUALITY SERVICE (CQS)
The section looks after with a few terms concerning this department.
a) QUALITY:
It is the extent to which products and services satisfy the customer
needs.
b) QUALITY ASSURANCE:
All those plants and systematic action necessary to provide adequate
confidence that a product or service will satisfy the given requirement
is called quality assurance.
c) QUALITY CONTROL:
The operational technique and activities that are used to fulfil
requirement for quality are quality control.
d) QUALITY INSPECTION:
Activities such as measuring, testing, gauging one or more
characteristics of a product or service and comparing these with
specified requirement to determine conformity are termed quality
inspection
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CUSTOMER OF BHEL
NTPC Ltd
KPTCL Ltd
LINBAGA, MALAYSIA
GOVERNMENT OF BHUTAN
TNB MALAYSIA
BPDP BANGLADESH
PUBLIC POWER CORPORATION,GREECE
GOVERNMENT OF SAUDI ARABIA
REPUBLIC OF IRAN
VOLTA RIVER AUTHORITY , GHANA
JORDAN ELECTRIC AUTHORITY
ZESCO ZAMBIA
MINGECHAUR HEP, AZERBAIJAN
MWE, OMAN
NEPAL ELECTRICAL AUTHORITY
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VISION, MISSION AND VALUES
BHEL is continuously looking, with the following Vision, Mission and
Values. BHEL is working on several initiatives aimed at enhancing its
global presence:-
Vision:
A world-class Engineering Enterprise committed to Enhancing
Stakeholder Value.
Mission:
To be an Indian Multinational engineering enterprise providing total
business solution through quality products systems and services in
the field of energy, transportation, industry, infrastructure and other
potential areas.
Values:
- Ensure speed of Response.
- Foster learning, creativity and teamwork.
- Respect for dignity and potential of individuals.
- Loyalty and pride in the company.
- Zest for change.
- Zeal to excel.
- Integrity and fairness in all matters.
- Strict adherence to commitments.
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RIGHT TO INFORMATION
Right to Information Act, 2005 (here-in-after Act) provide for setting
out the practical regime of right to information for citizens to secure
access to information under the control of public authorities, in order
to promote transparency and accountability in the working of every
public authority. Bharat Heavy Electricals Limited, Siri Fort, New Delhi
110049 (India) is a Public Sector Enterprise.
GROWTH OF PRODOCTION AND
MILESTONES
Year Output (Rs. Crores) Milestones
1976-77 0.53 Start of Instrument Transformer
1977-78 3.49 Start of Traction Transformer and
power transformer (up to 132 KV)
1978-79 7.56 Start of HFTT type freight Loco
transformer.
1979-80 7.02 commissioning of 2,500 KV DG
Set(due to server Power Cuts)
1980-81 15.74 Start of ESP Transformer
1981-82 19.78 Start of 220 KV Power
Transformers
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1982-83 28.54 Achieved Break Even
1983-84 37.42 Start of Bus-duct
1984-85 38.61 Start of dry Type
Transformer
1985-86 43.67 Re-powering of Diesel Loco
Started
1986-87 51.87 Start of new Diesel Loco
Manufacturing
1987-88 65.29 Manufacturing facilities for
AC Loco
1988-89 109.41 Crossed 100 crores target
1990-91 128.10 Successful design and
manufacturing
of 450 HP 3 Axel Diesel CCI
1991-92 155.82 Manufacturing of first 2600 HP
DESL for NTPC
1992-93 215.61 Successful designs and
development
of 5000 HP Thirstier Control
Locomotive
1993-94 215.00 240 MVA power transformer
produced first time
1994-95 225.05 Unit has been awarded ISO 9001
certificate for quality
1995-96 238 AC/DC locomotive first time in
India
1996-97 328.43 100 Th loco manufactured
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1997-98 435.6 250 mva transformer produced
1998-99 287 development overhead equipment
oum test car
1999-00 218.96 Diesel hydraulic shunting
2000-01 120.71
2001-02 169.22
2002-03 209.34 ISO 14001 awarded and successful
manufacturing
2003-04 217 manufacturing tower car
2004-05 315 manufacturing synchronolift
2005-06 440 first times it will cross
2006-07 587 target of budget.
2007-08 595 250 mva transformer produced
HEALTH, SAFETY AND ENVIRONMENT
MANAGEMENT
BHEL, as an integral part of business performance and in its
endeavor to becoming a world class organization and sharing the
growth global concern on issues related to Environment,
Occupational Health and Safety, is committed to protecting
Environment in and around its own establishment, and providing safeand healthy working environment to all its employees.
For fulfilling these obligations, Corporate Policies have been
formulated as:
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ENVIRONMENTAL POLICY
• Compliance with applicable Environmental Legislation/Regulation;
•Continual Improvement in Environment Management Systems to
protect our natural environment and control pollution;
• Promotion of activities for conservation of resources by
Environmental Management.
OCCUPATIONAL HEALTH AND SAFETY POLICY
• Compliance with applicable Legislation and Regulations.
• Setting objectives and targets to eliminate/control/minimize risks
due to Occupational and Safety Hazards.
• Appropriate structured training of employees on Occupational
Health and Safety (OH&S) aspects.
• Formulation and maintenance of OH&S Management
programmes for continual improvement;
• Periodic review of OH&S Management System to ensure its
continuing suitability, adequacy and effectiveness;
• Comm. of OH&S Policy to all employees and interested parties.
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INTRODUCTION OF HRD
It was 25 years ago that our country witnessed the emergence of a
new HRD culture in our country with Prof Udai Pareek and ProfT.V.Rao heading the movement. In the early seventies, this company,
in association with IIMA the reviewed all aspects of its operations. In
1974, the consultants studied the organisation and prepared a new
integrated system called Human Resource Development ( HRD)
System.
Human Resources Development (HRD) refers to the function (ordiscipline) that focuses on the people who work for a company. HRD
specialists (both internal employees and external consultants) use a
variety of performance assessment and management tools to help
the company's workers improve their job skills, increase their job
satisfaction and plan for a full and rewarding future.
HRD: FUNCTIONS In order to achieve the above objectives, Human Resource
Management undertakes the following activities:
1. Human resource or manpower planning.
2. Recruitment, selection and placement of personnel.
3. Training and development of employees.
4. Appraisal of performance of employees.
5. Taking corrective steps such as transfer from one job to another.
6. Remuneration of employees.
7. Social security and welfare of employees.
8. Setting general and specific management policy for organizational
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relationship.
9. Collective bargaining, contract negotiation and grievance handling.
10. Staffing the organization.
11. Aiding the self-development of employees at all levels.
12. Developing and maintaining motivation for workers by providing
incentives.
13. Reviewing and auditing man¬power management in the
organization
14. Potential Appraisal. Feedback Counseling.
15. Role Analysis for job occupants.
16. Job Rotation.
17. Quality Circle, Organization development and Quality of Working
Life.
TRAINING & DEVELOPMENTIn the field of human resource management, training and
development is the field concerned with organizational activity aimed
at bettering the performance of individuals and groups in
organizational settings. It has been known by several names,
including employee development, human resource development,
and learning and development.
Harrison observes that the name was endlessly debated by the
Chartered Institute of Personnel and Development during its review of
professional standards in 1999/2000. "Employee Development" was
seen as too evocative of the master-slave relationship between
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employer and employee for those who refer to their employees as
"partners" or "associates" to be comfortable with. "Human Resource
Development" was rejected by academics, who objected to the idea
that people were "resources" — an idea that they felt to be
demeaning to the individual. Eventually, the CIPD settled upon
"Learning and Development", although that was itself not free from
problems, "learning" being an overgeneral and ambiguous name.
Moreover, the field is still widely known by the other names.
Training and development encompasses three main activities:
training, education, and development. Garavan, Costine, and Heraty,
of the Irish Institute of Training and Development, note that these
ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated,
activities.
TRAINING: This activity is both focused upon, and evaluated against,
the job that an individual currently holds.
EDUCATION: This activity focuses upon the jobs that an individual
may potentially hold in the future, and is evaluated against those jobs.
DEVELOPMENT: This activity focuses upon the activities that the
organization employing the individual, or that the individual is part of,
may partake in the future, and is almost impossible to evaluate.
DIFFERENCE BETWEEN TRAINING & DEVELOPMENT: Training
is an event, development is a process. Training usually involves
educational or inspirational activities designed to improve knowledge,
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skill, and performance at the individual level. Development involves
process… in other words, the behaviors, attitudes, actions, and
systems directly related to organizational performance and direction.
A successful development process delivers appropriate change in
individual behavior, attitudes, and activity directly related to
organizational goals and measurable results.
TRAINING AND DEVELOPMENT NEEDS:
A competent workforce underpins the success of any organisation. It
is crucial that staff possess the knowledge, skills and competencies
required for optimum performance. Recognising the training,
development and learning needs necessary to equip staff with the
capabilities required to contribute to business success and progress
their careers is therefore key. Most organisations acknowledge the
importance of developing their staff, but many will admit that their
provision for staff development through training and learning could be
improved.
Cornwell helps organisations improve employee performance through
effective development, training and learning. Our consultants view
training and learning as components of a broad approach to
competency management, aligned to HR and business strategy.
Training and learning impact on many business areas including
selection, recruitment and retention, performance management and
staff development. Cornwell consultants therefore adopt a holistic
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approach that encompasses both current and evolving future
requirements with methodologies tailored to individual client needs.
This involves:
Analysis of the gap between current competencies held and
those needed.
Preparation of a strategic competency management framework,
encompassing a broad range of HR interventions including
training and learning, to bridge the gap.
Combining our expertise in training and learning with that in our
other consultancy disciplines such as programme management,
information and knowledge management and HR to bridge
gaps in areas of specialist competencies.
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Principle of Training
It is important to identify training needs before trying to implement
any training solutions.
The identification of training needs is the first step in a uniform
method of instructional design
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. 1. Types of Needs Analyses
Many needs assessments are available for use in different
employment contexts. Sources that can help you determine which
needs analysis is appropriate for your situation are described below.
Context Analysis . An analysis of the business needs or other
reasons the training is desired. The important questions being
answered by this analysis are who decided that training should
be conducted, why a training program is seen as the
recommended solution to a business problem, what the history
of the organization has been with regard to employee training
and other management interventions.
User Analysis . Analysis dealing with potential participants and
instructors involved in the process. The important questions
being answered by this analysis are who will receive the
training and their level of existing knowledge on the subject,
what is their learning style, and who will conduct the training. Work analysis . Analysis of the tasks being performed. This is
an analysis of the job and the requirements for performing the
work. Also known as a task analysis or job analysis, this
analysis seeks to specify the main duties and skill level
required. This helps ensure that the training which is developed
will include relevant links to the content of the job.
Content Analysis . Analysis of documents, laws, procedures
used on the job. This analysis answers questions about what
knowledge or information is used on this job. This information
comes from manuals, documents, or regulations. It is important
that the content of the training does not conflict or contradict job
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requirements. An experienced worker can assist (as a subject
matter expert) in determining the appropriate content.
Training Suitability Analysis . Analysis of whether training is
the desired solution. Training is one of several solutions to
employment problems. However, it may not always be the best
solution. It is important to determine if training will be effective
in its usage.
Cost-Benefit Analysis . Analysis of the return on investment
(ROI) of training. Effective training results in a return of value to
the organization that is greater than the initial investment to
produce or administer the training.
TRAINING NEEDS:
Organizational Level – Training need analysis at organizational level
focuses on strategic planning, business need, and goals. It starts with
the assessment of internal environment of the organization such as,
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procedures, structures, policies, strengths, and weaknesses and
external environment such as opportunities and threats.
Individual Level –
Training need analysis at individual level focuses
on each and every individual in the organization. At this level, the
organization checks whether an employee is performing at desired
level or the performance is below expectation. If the difference
between the expected performance and actual performance comes
out to be positive, then certainly there is a need of training.
However, individual competence can also be linked to individual
need. The methods that are used to analyze the individual need are:
Appraisal and performance review
Peer appraisal
Competency assessments
Subordinate appraisal Client feedback
Customer feedback
Self-assessment or self-appraisal
Operational Level – Training Need analysis at operational level
focuses on the work that is being assigned to the employees. The job
analyst gathers the information on whether the job is clearly
understood by an employee or not. He gathers this information
through technical interview, observation, psychological test;
questionnaires asking the closed ended as well as open ended
questions, etc. Today, jobs are dynamic and keep changing over the
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time. Employees need to prepare for these changes. The job analyst
also gathers information on the tasks needs to be done plus the tasks
that will be required in the future. Based on the information collected,
training Need analysis (TNA) is done.
BENEFITS OF EMPLOYEE TRAINING AND
DEVELOPMENT:
Better Risk management and staff safety consciousness.
Increase in productivity.
Increased job satisfaction and morale among employees.
Better inter personal relationship and customer satisfaction
Increased employee motivation
Increased efficiencies in processes, resulting in improved financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image.
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IMPORTANCE OF TRAINING IN AN ORGANIZATION:
Training and Development is the framework for helping employees to
develop their personal and organizational skills, knowledge, andabilities. The focus of all aspects of Human Resource Development is
on developing the most superior workforce so that the organization
and individual employees can accomplish their work goals in service
to customers.
IMPORTANCE OF TRAINING FOR EMPLOYEES:
human intellect and an overall personality of the employees.
Productivity – Training and Development helps in increasing the
productivity of the employees that helps the organization further to
achieve its long-term goal.
Team spirit –
Training and Development helps in inculcating thesense of team work, team spirit, and inter-team collaborations. It
helps in inculcating the zeal to learn within the employees.
Organization Culture – Training and Development helps to
develop and improve the organizational health culture and
effectiveness. It helps in creating the learning culture within the
organization.
Organization Climate – Training and Development helps building
the positive perception and feeling about the organization. The
employees get these feelings from leaders, subordinates, and peers.
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Quality – Training and Development helps in improving upon the
quality of work and work-life.
Healthy work environment – Training and Development helps in
creating the healthy working environment. It helps to build good
employee, relationship so that individual goals aligns with
organizational goal.
Health and Safety – Training and Development helps in improving
the health and safety of the organization thus preventing
obsolescence.
Morale – Training and Development helps in improving the morale
of the work force.
Image – Training and Development helps in creating a better
corporate image.
Profitability –
Training and Development leads to improvedprofitability and more positive attitudes towards profit orientation.
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METHODS OF TRAINING
The most widely used methods of training used by organizations are
classified into two categories: On-the-Job Training & Off-the-Job
Training.
ON-THE-JOB TRAINING is given at the work place by superior in
relatively short period of time. This type of training is cheaper & less
time-consuming. This training can be imparted by basically four
methods: -
Coaching is learning by doing. In this, the superior guides his sub-
ordinates & gives him/her job instructions. The superior points out the
mistakes & gives suggestions for improvement.
Job Rotation: - In this method, the trainees move from one job to
another, so that he/she should be able to perform all types of jobs.E.g. In banking industry, employees are trained for both back-end &
front-end jobs. In case of emergency, (absenteeism or resignation),
any employee would be able to perform any type of job.
OFF THE JOB TRAINING: - is given outside the actual work place.
Lectures/Conferences:- This approach is well adapted to convey
specific information, rules, procedures or methods. This method is
useful, where the information is to be shared among a large number
of trainees. The cost per trainee is low in this method.
Films: - can provide information & explicitly demonstrate skills that
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are not easily presented by other techniques. Motion pictures are
often used in conjunction with Conference, discussions to clarify &
amplify those points that the film emphasized.
Simulation Exercise: - Any training activity that explicitly places the
trainee in an artificial environment that closely mirrors actual working
conditions can be considered a Simulation. Simulation activities
include case experiences, experiential exercises, vestibule training,
management games & role-play.
Cases: - present an in depth description of a particular problem an
employee might encounter on the job. The employee attempts to find
and analyze the problem, evaluate alternative courses of action &
decide what course of action would be most satisfactory.
Experiential Exercises: - are usually short, structured learning
experiences where individuals learn by doing. For instance, rather
than talking about inter-personal conflicts & how to deal with them, an
experiential exercise could be used to create a conflict situation
where employees have to experience a conflict personally & work out
its solutions.
Vestibule Training: - Employees learn their jobs on the equipment
they will be using, but the training is conducted away from the actual
work floor. While expensive, Vestibule training allows employees to
get a full feel for doing task without real world pressures. Additionally,
it minimizes the problem of transferring learning to the job.
Role Play: - Its just like acting out a given role as in a stage play. In
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this method of training, the trainees are required to enact defined
roles on the basis of oral or written description of a particular
situation.
Management Games: - The game is devised on a model of a
business situation. The trainees are divided into groups who
represent the management of competing companies. They make
decisions just like these are made in real-life situations. Decisions
made by the groups are evaluated & the likely implications of the
decisions are fed back to the groups. The game goes on in several
rounds to take the time dimension into account.
In-Basket Exercise: - Also known as In-tray method of training. The
trainee is presented with a pack of papers & files in a tray containing
administrative problems & is asked to take decisions on these
problems & are asked to take decisions on these within a stipulated
time. The decisions taken by the trainees are compared with one
another. The trainees are provided feedback on their performance.
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TRAINING AND DEVELOPMENT
PROCESS IN BHEL
Training and development is one of the very important process in any
organization, companies are spending more and more into this
segment, because through this they will get perfect employees for
their organization.
In this report I tried to give all the possible information about BHEL
training and development, how they related with each other? How
they relate with the company, what are the possible factors which
affect the whole process of training and development.
This report also includes various kinds of training program which the
company follows, and how those programs will be beneficial good for
the organization or employees. I also tried to include needs of training
their objective and conceptual framework of training.
This report also includes some training programs which are held in
BHEL of the development of employees. By doing this project I was
able to understand the satisfaction levels of employees who are the
part of the training. I have also tried to give my views about the
training needs and make some suggestions’ and recommendation for
their training and development program.
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OBJECTIVES OF TRAINING
GROWTH: To ensure a steady growth by enhancing the
competitive edge of BHEL in existing businesses, new areas
and international operations.
PROFITABILITY: To provide a reasonable & adequate return
on capital employed, primarily through improvement in
operational efficiency, capacity utilization & productivity and
generate adequate internal resources to finance the
company’s growth.
CUSTOMER FOCUS: To build a high degree of customer
confidence by providing increased value for his money
through internationals standards of products quality,
performance and superior customer services.
PEOPLE ORIENTATION : To enable each employee to
achieve his potential, improve his capabilities, perceive his
role & responsibilities and participate & contribute positively
to the growth and success of the Company. To invest in
human resources continuously and be alive to their needs
IMAGE: To fulfill the expectations which stakeholders like
government as owner, employees and the country at large
have from BHEL.
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TRAINING PROCEDURE IN BHEL
BHEL provides training to all its employees as per the policy of its
organization.
The purpose of training is to ensure availability of trained manpower.
IDENTIFICATION OF NEEDS
PREPRATION OF TRAINING PLANS
IMPARTING TRAINING
FEEDBACK
INDUCTION TRAINING
TRAINING EFFECTIVENESS
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RESEARCH METHODOLOGY
Meaning and objective:Research simply means a search for fact- answer to question and
solution to problem. It is purposive investigation, it is an organised
inquiry. It seeks to find explanation to unexplained phenomenon to
clarify the doubtful fact and to correct the misconceived fact.
The objective of my research is to know about the TRAINING
AND DEVELOPMENT in any particular organization and how they
are helpful for the workers and management. The reason for
choosing BHEL is very simple BHEL is successful public sector
undertaking (psu) which employed large workers and have many
trade unions (7 in case of BHEL JHS).
PRIMARY AND SECONDARY DATA:
A methodology is the way of approaching the problem in order to find
out truth involved in a problem.
SIZE OF SAMPLE:
Sample size for the survey was units of units in which are
workers, management and trade unions. The sample represented the
whole of workers, management and trade union, which are selected
through ―Random Sampling Method‖ on the basis of data collected,
and conclusions are drawn.
SURVEY WORK:
The information regarding the functioning of trade unions is obtained
from almost every department of organization.
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DATA SOURCES:
Data is collected in three ways:-
1. Interview and Discussion
2. Observation.
3. Questionnaires
INTERVIEWS AND DISCUSSION:
Unstructured interview was conducted with HR officer. During
the interview question were asked about trade unions and discussion
were made regarding the effective implementation in BHEL. At the
time of filling questionnaire some question were also asked
respondent to obtain insight about the organisation.
OBSERVATION:
Second step for collecting data is observation. At the time of
field survey, observation were made at there natural setting,employees were being observed therefore, observation were under
taking in every realistic conditions.
QUESTIONNAIRE:
The third steps for collecting the data are structured
questionnaire consist of a set of question presented to a respondent
for his response.
A structured questionnaire is one were the listing of question
was in a pre-arranged order and were the object of inquiry was
revealed to the respondent.
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The form of question was used in questionnaire such as ended
question dichotomous question. The present work is based on the
open-ended question.
DATA PROCESSING:
In the last step, collected data have been presented in the form of
table, which has been analyzed subsequently below the table. This
analysis finally helped in drawing conclusion and making suggestion.
RATIONALE OF THE STUDY
The Human Resources Development Department, BHEL conducts
various training programmes throughout the year for development
and growth of its employees. The training programmes to be
conducted in a year are decided at the start of the year. Training
need analysis is done by sending a "need analysis" form at the start
of the year to the head of departments. The HODs of various
departments then list the name of the employees that are in need of
the training. These training programmes target behavioural as well as
technical needs.
Training needs are then compiled and accordingly the programmes
are designed- in plant as well as out plant. The evaluation of thetraining programmes serves as important a function as the proper
conduction of programme itself. But the nature of the programmes is
many a times such that proper evaluation is not possible. The
―reaction" of the employee is taken right after the training is
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completed. However, to know how effective has been the training
programme and to what extent is it fulfilling the purpose of increasing
the efficiency of participant on the job evaluation is necessary.
HRD, Jhansi this year for the first time made an effort to check "on
the job" effectiveness. The present study was designed and
conducted keeping in mind the above rationale.
UNIVERSE OF THE STUDY:
The sample of the present study consisted of employees of BHEL,
Jhansi. Initially, the sample size of 88 was chosen out of all the
people who have participated in the training programmes conducted
by HRD throughout the year. Out of all the training programmes, five
were randomly selected so that their effectiveness could be
evaluated. These programmes are:
- Worker Development Programme
- Finance Management Programme
- Supervisor Development Programme
- MS Word
- MS Excel
A total of 88 people were found to have received training under these
programmes.
In order to gain an insight into how the employee is performing after
the training is imparted, the controlling officer of the candidate was
made to respond. The reason behind targeting the controlling officer
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is that the improvement in on the job performance could best be
judged by the boss. However, only 54 out of 88 people responded to
the questionnaire. Rest of them could not be tracked owing to their
absence, leave, transfer and night shift.
Tool Used:
A questionnaire was designed and checked for effectiveness of the
training programme. The responses were coded in a 5-point scale
ranging from not at all, little extent, moderate extent, and good extent
to great extent.
A total of eight questions were included. These questions covered the
following areas:
1) Efficiency
2) Knowledge level
3) Impact on productivity
4) Motivation
5) Job responsibility
6) Supervision
7) Objective fulfillment
8) Relation with co-workers.
Since the time period for completion of the study was less, reliability
and validity of this questionnaire could not be ascertained. However,
the questions were made keeping in mind the objective of the study
and were finalized only after the assent of the HRD officials.
A copy of the questionnaire is attached in annexure.
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PROCEEDURE:
The aim of the present study was to check effectiveness of thetraining programme. In order to evaluate the effectiveness of training
programmes out of all the programmes conducted during the year, 5
programmes were randomly selected. 88 people were found to have
received training under these programmes. This number was
ascertained by checking their attendance record, which was
maintained by HRD. The questionnaire was then designed and made
available to the HRD for its consent. After making the questionnaire,
the controlling officers of all the participants of these 5 training
programmes were personally approached. The design and purpose
of the study was explained to them and the responses were taken on
the questionnaire.
Out of 88, only 54 responded to the questionnaire. The reason was
that a few of them could not be traced because of their transfer,
leave, night shift and other reasons. The data obtained was then
compiled programme wise.
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The data collected is presented programme wise in a tabular form.
I. Worker Development Programme:
no. of respondents = 18
Table 1.1: Effectiveness of worker development programme
Options Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8
1. Not at all 15 0 0 0 20 5 0 7
2.Little extent 0 8 4 14 12 6 8 8
3.Moderate extent 10 17 10 8 8 8 14 10
4. Good extent 12 12 8 8 8 8 10 8
5. Great extent 3 2 5 0 2 4 2 0
The table above is responses given by 18 respondents, who have
rated on a 5 point scale from not at all to a great extent. The answers
are tabularized question wise. Each question corresponds to
separate parameter used for evaluating the effectiveness of training
programmes.
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Q.1= increase in efficiency
Q.2= increase in knowledge level
Q.3= increase in productivity
Q.4= increase in motivation level
Q.5= increase in job responsibility
Q.6= reduction in supervision
Q.7= objective achievement
Q.8= improvement in relationship with co-workers.
II. Supervisor Development Programme
no. of respondents= 10
Table2: summary of supervisor development
Options Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8
1. Not at all 20 0 0 0 0 0 10 0
2.Little extent 0 0 0 10 20 10 5 5
3.Moderate extent 12 12 24 9 12 9 9 12
4. Good extent 12 15 6 12 12 12 9 6
5. Great extent 0 3 0 6 0 0 3 0
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Where,
Q.1= increase in efficiency
Q.2= increase in knowledge level
Q.3= increase in productivity
Q.4= increase in motivation level
Q.5= increase in job responsibility
Q.6= reduction in supervision
Q.7= objective achievement
Q.8= improvement in relationship with co-workers.
III. Finance Management Programme
no. of respondents= 7
Table3: summary of Finance Management
Options Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8
1. Not at all 0 0 0 0 20 0 0 10
2.Little extent 10 10 20 0 0 0 0 10
3.Moderate extent 8 8 4 5 5 10 5 5
4. Good extent 5 10 5 5 10 5 5 5
5. Great extent 5 5 10 0 10 20 0 0
Where,
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Q.1= increase in efficiency
Q.2= increase in knowledge level
Q.3= increase in productivity
Q.4= increase in motivation level
Q.5= increase in job responsibility
Q.6= reduction in supervision
Q.7= objective achievement
Q.8= improvement in relationship with co-workers.
IV. MS Word
no. of respondents=9
Table 4: Summary of MS Word
Options Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8
1. Not at all 0 0 0 0 0 0 0 0
2.Little extent 0 0 5 5 10 10 5 10
3.Moderate extent 10 5 5 20 4 3 2 1
4. Good extent 0 10 5 5 6 6 8 10
5. Great extent 0 0 0 0 0 20 10 0
Where,
Q.1= increase in efficiency
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Q.2= increase in knowledge level
Q.3= increase in productivity
Q.4= increase in motivation level
Q.5= increase in job responsibility
Q.6= reduction in supervision
Q.7= objective achievement
Q.8= improvement in relationship with co-workers.
V. MS Excel
no. of respondents= 10
Table5: Summary of MS Excel
Options Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8
1. Not at all 0 0 0 0 0 0 0 0
2.Little extent 0 0 5 5 5 10 10 10
3.Moderate extent 5 5 6 6 8 6 2 1
4. Good extent 10 15 4 4 4 4 3 5
5. Great extent 0 10 0 0 0 20 10 0
Where,
Q.1= increase in efficiency
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Q.2= increase in knowledge level
Q.3= increase in productivity
Q.4= increase in motivation level
Q.5= increase in job responsibility
Q.6= reduction in supervision
Q.7= objective achievement
Q.8= improvement in relationship with co-workers.
VI. Summary of all five training programmes, namely
- Worker Development Programme
- Finance Management Programme
- Supervisor Development Programme
- MS Word
- MS Excel
Total no. of respondents = 54
Table 6: Summary of all the programmes
Options Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8
1. Not at all 8 0 0 0 8 10 2 16
2.Little extent 2 10 16 28 11 8 10 11
3.Moderate extent 44 30 40 17 21 14 19 18
4. Good extent 28 42 16 22 18 19 19 17
5. Great extent 2 6 6 4 4 8 4 0
Where,
Q.1= increase in efficiency
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Q.2= increase in knowledge level
Q.3= increase in productivity
Q.4= increase in motivation level
Q.5= increase in job responsibility
Q.6= reduction in supervision
Q.7= objective achievement
Q.8= improvement in relationship with co-workers.
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ANALYSIS AND INTERPRETATION:
The present study was conducted to evaluate the effectiveness of the
training programmes. Five programmes were randomly selected outof all the training pragrammes that are organized by the Human
Resources Development Department.
The Controlling Officers of participants were made to fill the
questionnaire asking about on the job performance of the
participants. Given below is the programme wise summary and
analysis of the results of the study.
1) Worker Development Programme:
This programme was conducted for two days from 7 August 2010 to 8
August 2010.
Worker Development Programme is mainly designed to do value
addition to the continuous and ever challenging task of a worker, a
person who is showing direct production by working on it manually.
Out of 25 people who attended the programme, the Controlling
Officers of only 18 people replied.
Graph1: showing efficiency, knowledge level, productivity and
achievement of the objective of worker development programme.
0
2
4
6
8
10
efficiencyknow lvlproductvyobjective
not at alllittle extmoderate
goodgreat
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Nine out of eighteen people think that the efficiency of worker
development programme has been achieved to a moderate extent.
Similar trend can be seen from graph 1 which depicts that most
people think that knowledge level, productivity and objective of the
programme has been achieved only to a moderate extent.
Also it can be seen that though majority of the people think that the
efficiency, productivity, knowledge level and objective of the
programme has been achieved to a moderate extent, quite a few
(though not majority) believe that the efficiency, productivity,
knowledge level and objective of the programme has been achieved
to a good extent. It is noteworthy that none believe that knowledge
level, productivity and objectivity of the programme has not been
achieved.
Graph 2: showing motivation, job responsibility, reduction in
supervision level and relationship with co-workers of Worker
Development Programme
0
1
2
3
4
5
6
7
motivatn job resp supervsn relations
not at all
little ext
moderate
good
great
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Graph 2 shows how much effective has been Worker Development
Programme in improving the behavioural aspects of workers. The
motivation level of workers increased to only a little extent. However
people also believe that there has been some increase in motivation
levels to a moderate and good extent. Equal number of people has
shown increment in job responsibility, though there are some workers
who have shown the increment to a good extent.
As far as reduction in supervision level is concerned, there are mixed
results. Though most believe that the supervision has not at all
reduced, a few also believe that it has reduced to a great extent. Thegraph clearly shows that workers' relationship with supervisors has
not at all increased. Though there are a few who believe that the
supervision has improved to a little and a few who believe that
relations has improved to a moderate extent.
2) Supervisor Development Programme:
The supervisor development programme was conducted from 27 Sep
2010 to 29 Sep 2010.
A supervisor is a bridge between management and worker.
Supervisor's task is of importance as it guides the worker according
to the management alongside serving task of vertical communication.
This programme is initiated by the HRD to add to the skill of
supervisors in handling the role conflicts, how to guide people better,
reporting important information to the management, personality
development, positive self attitude and other parameters.
The programme was attended by 18 people, of which we could tap
only 10.
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Graph 3: showing efficiency, knowledge level, productivity and
achievement of the objective of supervisor development programme.
As can be seen from Graph 3 that equal number of people think that
the efficiency and objective of this programme was achieved to a
good and moderate extent. However 8 on 10 think that productivity
was achieved to only a moderate extent. The respondents show that
knowledge level of the participants has increased to a good extent.
None believed that there was no increase in knowledge level and
productivity.
0
1
2
3
4
5
6
7
8
efficiency know lvl productvy objective
not at all
little ext
moderate
good
great
0
0.5
1
1.52
2.5
3
3.5
4
motivn job resp supervisn relations
not at all
little ext
moderate
good
great
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Graph 4: showing motivation, job responsibility, reduction in
supervision level and relationship with co-workers of Supervisor
Development Programme
Supervisor Development Programme has shown a good
improvement in motivation level, a few believe to a great extent.
Graph no. 4 shows that equal number of people believes that
supervisors have become more responsible on their job to a
moderate extent and same number of people has shown increment to
a good extent. Supervision has reduced to a good extent is believed
by the majority. However, others also believe that supervision has
reduced to a moderate and little extent.
Supervisor development Programme has resulted in improvement in
relationship with the supervisors to only a little and moderate extent.
3) Finance Management Programme:
This training programme was held on 18 August 2010 to 19 August
2010.
Finance holds an important role in any organization. This programme
was designed to teach the basics of finance management to people
who are not involved in finance department but who take care of
proper management of resources in every unit under BHEL Jhansi.
The training programme is especially designed for executives as they
only take care of the finance issues, their accounting, resource
management in every unit, called as shop.
Out of the 15 people who attended the programme the controlling
officers of only 7 replied.
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Graph 5: showing efficiency, knowledge level, productivity and
achievement of the objective of finance management programme.
The graph reveals that efficiency of finance management programme
is achieved to a moderate and good extent equally. However more
people think that the objectivity of the programme has been achieved
to a good extent. Equal number of people believes that knowledge
levels increased to a moderate extent and productivity increased to a
good extent. Worth noting is another pattern revealed by graph 5 that
none of the people thought that the programme has achieved nothing
with respect to efficiency, productivity, knowledge level and objective
achievement. Also the fact cannot be ignored that none of the people
at the same time thought that the achievement on these parameters
was done to a great extent.
0
1
2
3
4
5
efficiency know lvl productvy objective
not at all
little ext
moderate
good
great
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Graph 6: showing motivation, job responsibility, reduction in
supervision level and relationship with co-workers of FinanceManagement Programme
It can be clearly seen from the graph that motivation level after
attending Finance Management Programme has increased to a good
extent. Job responsibility of executives is found to have increased to
a moderate level, though a few also believe that it has increased to a
great extent.
Finance Management Programme has proved good results with
respect to decrease in supervision level, as majority believe that
supervision has reduced to a good extent and a few also believe that
it has reduced to a great extent. In fact this training programme also
proved to be beneficial in improving relations with the co-workers to a
good extent.
4) MS Word:
MS Word, a computer-training programme was held on 15 December
2010 to 16 December 2010. Out of the 16 people who attended the
programme the controlling officers of only 9 replied.
0
0.5
1
1.5
2
2.5
3
3.5
4
motivn job resp supervisn relations
not at all
little ext
moderate
good
great
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Graph 7: showing efficiency, knowledge level, productivity and
achievement of the objective of MS Word.
Graph 7 shows that all the respondents believe that the efficiency of
this rogramme has been achieved to a moderate extent. The majority
believes however the knowledge level after attending the programme
has increased to a good extent. Equal number of people believes that
the objective of the programme has been achieved to a moderate and
good extent equally. Again, here nobody thinks that the programme
has achieved nothing in terms of productivity, efficiency, knowledge
level and attaining objective of the programme. Only a few think that
the objective of the programme was attained to a great extent.
0
1
2
3
45
6
7
8
9
efficiency know lvl productvy objective
not at all
little ext
moderate
good
great
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Graph 8: showing motivation, job responsibility, reduction in
supervision level and relationship with co-workers of MS Word.
MS Word has resulted in improvement of motivation of employees to
a good extent. With respect to job responsibility, the increase has
been to a good extent and also equal number of people has shown
increase to a moderate extent. Decrease in supervision has been to a
great extent in a few and to a moderate and good extent in others.
Graph no. 8 clearly shows that relationship with supervisors has
improved to a good extent after attending the MSWord training
programme.
5) MS Excel:
MS Excel, a computer-training programme like MS Word was held on20 December 2010 to 21 December 2010.
Out of the 14 people who attended the programme the controlling
officers of only 10 replied.
0
1
2
3
4
5
motivn job resp supervisn relations
not at all
little ext
moderate
good
great
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Graph 9: showing efficiency, knowledge level, productivity and
achievement of the objective of MS Excel.
The efficiency of the employees after attending this computer-training
programme has increased to a moderate extent. Equal number of
people believes that the productivity has increased to a moderate and
good extent. However the number of people who believe that the
knowledge level, productivity and objective attainment has been done
to a moderate level. But more people think that knowledge level of
the participants increased to a good extent. Also it is revealed from
graph 9 that none thought that providing this training programme was
a completely futile act as none has opted for not at all option. But
also, at the same time no one believed that the training programme
was able to achieve its objective, increase the efficiency level,
knowledge level and productivity of the participants to a great extent.
0
1
2
3
45
6
7
8
9
efficiency know lvl productvy objective
not at all
little ext
moderate
good
great
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Graph 10: showing motivation, job responsibility, reduction in
supervision level and relationship with co-workers of MS Excel
The motivation level of employees after attending MS Excel
programme has increased to a good extent. A few have shown this
increase to be at little and moderate extent. Equal number of people
has shown increase in responsibility towards their job to a good
extent and to a moderate extent.
The training programme of MS Excel has resulted in decrease in
supervision to a great extent in few and to a good extent in majority.
Graph no. 10 shows that the relations with supervisors have
improved to a good extent.
0
1
2
3
4
5
motivn job resp supervisn relations
not at all
little ext
moderate
good
great
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SUMMARY OF ALL THE TRAINING
PROGRAMMES
Given below are the results obtained from the findings:
1) Efficiency: The summary graph of training effectiveness
evaluation shows the training programmes that are
organized by HRD, BHEL, Jhansi, have resulted in
increment of efficiency to a moderate extent.
2) Knowledge Level: As is visible from the graph no. 11
that those employees who have shown moderate
increment in knowledge level is slightly more than those
employees who have shown a good amount of increment
in their knowledge. Thus it can be concluded that the
training programmes conducted here result in moderate
to good increment in the knowledge level of an
employee.
3) Productivity: To the extent that a training programme
has resulted in an increase in productivity is what proves
to be a standing stone for any organization to continue
with the training and development programmes that it
designs for its employees. The increase in productivity of
employees is found to be moderate. Alongside, a few
employees also show a good extent of increase in their
responsibility towards their job.
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4) Motivation level: The behavioural aspect of training
such as motivation level of the employee after covering
these training programmes was found to have increased
to a good extent. The result is clearly visible from graph
no. 11. Thus, it can be concluded that employees show a
good increase in motivation level after attending these
training programmes.
5) Job Responsibility: One of the many impacts of training
programme here has been an increased level of jobresponsibility. This increase in found to be moderate after
attending the training programmes here. Employees
have also shown a good amount of increment in their
responsibility towards their job.
6) Supervision: Reduction in the amount of supervision
provided to worker, supervisor or executive is also a
criterion in measuring how effectively one is able to
perform and if there is an increase in productive
performance there will also be reduction in supervision
that is required generally by the employee. The training
programmes here were successfully able to reduce the
supervision to a good extent. Some employees even
showed a reduction in supervision required to a great
extent.
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7) Objective Achievement: Every training programme is
designed keeping in mind the aims and objectives that it
wants to achieve. All the five programmes that were
evaluated for its effectiveness showed the training
objectives were achieved to a good extent and some
even showed the achievement at a great extent.
8) Relations with Co-workers: A training programmes
results in an increase in not only what it is designed for
but also overall development of the employees. This in
turn results in improved personal development and
therefore a change in how any person conducts itself in
work environment. The results of the present study
indicate that the employees who attended the training
programme have shown a good extent of improvement
with their co-workers. Equal number of people also
showed this improvement but to a moderate extent.
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The following are the limitations of the study:
The sample size was small and hence the results can have a
degree of variation.
The response of the employees in giving information was
lukewarm. Organization’s resistance to share the internal information.
Questionnaire is subjected to errors.
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1) Training should be given to mostly to those who are less
efficient and week in their job areas.
2) Training should be so organized that each and every worker
can participate.
3) New technologies & knowledge based training should be given.
4) Technical programs like latest field in technology concerning
their operations.
5) Yoga and meditation & personality based training should be
conducted frequently. It helps the individual overall
development.
6) Training should be job related and emphasis more on practical
aspects with more Audio-visual clips.
7) Training should be conducted frequently ; every 6 months andregular feedback should take.
8) Subject method should be discussed thoroughly, in detail and
both extensively and intensively.
9) Homogenous groups should be formed for training so that they
can easily and quickly understand each other’s problems.
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1) During training programs, few problems were faced by theworkers.
2) Mostly the workers felt need for training.
3) Training need for workers divided into categories.
Training is must:
Technologies related
Work related
Quality circle
Training should be there:
Personality based
Leadership
Nice to have training:
Safety and fire
Yoga and meditation
4) During training programme, the participants faced a few
problems.
5) Training program should be conducted frequently.
6) Faculty members were excellent in teaching.
7) Duration of the program training was short in some
programmes.8) Training program was effective for the workers.
9) Overall programme was largely useful for the participants.
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A Study of training & effectiveness in BHEL, Jhansi
Name of the Programme :
...............................................................................................................
From.............................................to.........................................Name of
Participant: ............................................................................................
Clock No. ..............................................................................................
Department: .........................................................................................
Name of the respondent Controlling Officer: .......................................
Collection of data, to know the training effectiveness.
Please tick the valid option.
1. To what extent you feel the efficiency of your subordinate has
increased after attending the training programme?
a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]f)
2. After attending the training programme his knowledge level has
increased ?
a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]’
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3. What is the extent of impact on productivity ?
a) Not at all [ ]b) Little extent [ ]
c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]
4. To what extent you feel that the subordinate is motivated after
training programme ?
a) Not at all [ ]b) Little extent [ ]
c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]
5. To what extent his job responsibility has increased ?
a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]
6. To what extent you think supervision has reduced ?
a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]d) Good extent [ ]
e) Great extent [ ]
7. How far the objective of the programme has been achieved ?
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a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]d) Good extent [ ]e) Great extent [ ]
8. Do you feel a positive impact on relations with his co-workers
after attending the programmed ?
a) Not at all [ ]b) Little extent [ ]c) Moderate extent [ ]
d) Good extent [ ]e) Great extent [ ]
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Books that helped me in developing a project-
Hand book of BHEL Jhansi
Research METHODOLOGY- C.R. Kothary
HRM (T.N.CHABRA),(C.B. GUPTA)
Records of HRD BHEL
Website that help me for developing a projects-
WWW.BHEL.COM
WWW.BHELJHS.COM
WWW.GOOGLE.COM
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In Partial fulfillment of the degree of Master of
Business Administration (MBA) in Indira Gandhi
National Open University, New Delhi
A
PROJECT REPORT
ON Training and Development of human
resources is a means of profit yielding
management a comprehensive study