dipti sharma

8/3/2019 Dipti Sharma

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Session: 2010-2012

Project Report

On

TRAINING AND PROMOTION OF

EMPLOYEE AT FCI

Submitted by:- Submitted to:-

Dipti Sharma Department of

10001531006 Management

MBA-ITM Studies


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CONTENTS:

1. Declaration2.Acknowledgement3.Abstract4. Introduction5. Establishment of FCI6. Quality objective7. Organizational Chart8. Organizational Network9. Main Function10.Department of FCI11.Promotion12.Training13.Quality Management System14.Questionnaire15.Conclusion16.Bibliography


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DECLARATION

I, DIPTI SHARMA declare that the project entitled Training and \promotion of

Employee in FCI Headquarter, New Delhi submitted to DeenbandhuChotu Ram

University of Science and Technology & FCI in partialfulfillment of the requirement for

the award of the degree of master of business administration is a record oforiginal project

workdone by me during my period of Internship in FCI

I further declare that this project report has not been submitted to any other

university/institution/board for award of any degree/diploma.


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ACKNOWLEDGEMENT

I am highly thankful to the & for deputing me as a Management Trainee to the Highly

acclaimed and renowned organization viz Food Corporation Of India for the period of eight

weeks.

I have all respect for Mr. I. K. Chaudhari, AGM Training who assigned me the project on

Promotion and Training (P&T) and remained a Guiding Lantern throughout the tenure of my

training..

I wish to express my deep sense of gratitude to my Internal Guides, Mr. Shubhas Dhal and

Mr. Sanjeev Kumar Kaushikfor their able guidance and useful suggestions, which helped

me in completing the project work, in time.


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ABSTRACT

Purpose- The purpose of this study is to know the motivation pattern and motivation level of

the employees working in Food Corporation of India, Headquarters, New Delhi.

Design and Methodology- The study examined the responses of 100 employees of the

organization, which includes two categories of employees. The questions asked contained

information about the number of years since the employees have been working in the

organization, their satisfaction level with the working conditions and the factors that motivatethem the most to give their best.

Findings- After the study have been conducted, it was found that there is one most important

factor because of which the employees get highly motivated, and that is Job Security. The

factor that de-motivates the employees to the greater extent is Promotion Policies. The result

from the research say that the promotions are based on seniority and this is what is disliked

by the employees.

Research Limitations- the study is limited to examining employee feelings, not taking

account their personal characteristic, which may be important.

Originality and Value- The study is very important from the managerial point of view as it

explains the factors that motivates the employees and boost to work harder for better results.

This study is also important for the organization as it will help its management to know the

requirements of the employees working there.


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FOOD CORPORATION OF INDIA

The food corporation of India was setup under the FOOD CORPORATION ACT 1964, in

order to fulfill following objectives of the Food policy:

Effective price support operations for safeguarding the interest of the farmers Distribution of food grains throughout the country for Public Distribution

system; and

Maintaining satisfactory level of operational and buffer stocks of food grainsto ensure National Food Security.

Since its inception in 1965, having handled various situations of plenty and scarcity, FCI has

successfully met the challenge of managing the complex task of providing food security for

the nation. A strong food security system which has helped to sustain the high growth rate

and maintain regular supply of wheat and rice right through the year. The efficiency with

which FCI tackled one of the worst droughts of the century not only cemented its role as the

premier organization in charge of food security in India, but also brought it accolades from

international organizations.

Today it can take credit for having contributed a great deal in transforming India from achronically food deficit country to one that is self-sufficient.


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EASTBISHMENT OF FOOD CORPORATION OF INDIA

OBJECTIVES:

To provide farmers remunerative prices. To make food grains available at reasonable prices, particularly to vulnerable section

of the society.

To maintain buffer stocks as measure of Food Security. To intervene in market for price stabilization.

QUALITY POLICY:

FCI, as the countrys nodal organization for implementing the National Food Policy, is

committed to provide credible, customer focused services, for efficient and effective food

security management in the country. Our focus shall be:

Professional excellence in Management of Food grain and other commodities. Service quality and stake holder orientation. Transparency and Accountability in transactions. Optimum utilization of resources.

Continual improvement of systems, processes and resources.


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OUALITY OBJECTIVES

Fulfillment of all the targets set as per Govt. of India Food Policy from time to time. Monitoring of quality in all major transactions, processes leading to improvedcustomer satisfaction level. Accountability for all efficiency, responsiveness, performance and minimization of all

losses & Wastes.

Need based up gradation of infrastructure and work environment. Need based enhancement of available knowledge & skills. Transparency in decision making, effective communication leading to harmonious

employee relations.

Establishing, maintaining and improving ISO 9001:2000 based Quality ManagementSystems covering all areas of Activity.


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CORPORATE SETUP

The General Superintendence, Directions and Management of the affairs and business of the

Corporation vests with the Board of directors.

Board of directors as per section 7(1) of the Food Corporation Act shall be:

CHAIRMAN MANAGING DIRECTOR MD, CENTRAL WAREHOUSING CORPORATION (EX-OFFICIO) GOVT. REPRESENTATIVES:

THREE DIRECTORS TO REPRESE NT RESPECTIVELY THE MINISTRIES OF THE

CENTRAL GOVT. DEALING WITH:

FOOD FINANCE CO-OPERATION; and

SIXOTHER DIRECTORS (out of which four (4) are non-official Directors)


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ORGANISATIONAL CHART

With 1646 offices, FCI is one of the largest networked organizations in India.

OPPORTUNITIES

Corporate

Office

Zonal Office

(5)

Regional Office (23)

District Office (166)

Depots (incl CAP 1456)


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After nearly four decades of varied experience in Food management, FCI cannow play a wider role in being a food advisor to the Central/State Governments.

The Corporation can also play a more proactive role in the sphere of commercialventures.

To diversify into nontraditional commodities / activities.

VISION 2020

To aggressively promote Decentralized Procurement by State Government with specialemphasis in non-traditional areas and commodities.

To initiate procurement of non-MSP governed commodities on commercial principles. To ensure adequate buffer for meeting requirements under TPDS & other Welfare

Schemes.

To dispose of surplus and un-storage worthy warehouses and introduce concepts ofmechanized handling in the conventional warehouse.

To undertake R&D for conversion of some of the existing capacity to bulk and costeffective utilization of existing bulk capacity.

To optimize monthly movement program with existing state of art of computerizationwithin the country at various locations as per corporate policies and priorities.

Modernization of Quality control equipments and systems for food preservation inorder to increases the shelf life of food grain.

To venture in the field of forward Trading and Exports of both surplus stocks offood grain in the Central Pool and non-traditional commodities.


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To introduce state of art of financial management in order to reduce thedependency on the present banking system in the country.

To initiate systems for settlement of storage loss and transit loss through insurancecoverage and revised inventory mechanism.

To develop efficiency in human resource management both in staff/officers andworkers with changed circumstances in the work approach of P.S.U.

To achieve state of the art in computerized communication between differentoffices/depots throughout the country.

STRENGTH OF FOOD CORPORATION OF INDIA


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Facilitator for food security

Provider of price & market assurance to the farmer. Ensuring steady food grain supplies to 5 Lakhs Fair Prices Shops for PDS to cover

141 million APL/67 million card holders.

Ensuring food for all other Welfare Schemes.Management Capability and Experience

Large pool of talent managing worlds largest food grain operation on behalf ofGovt. of India

Enormity of scale

Countrywide network of offices & strategically located Food Storage Depots. Operates in mandis/purchase centers located within 10Kms. Proximity of farmers. Undertakes purchases of 30 to 40 million tons annually making it the largest buyer

in the world.

Effective Market intervention to stabilize prices.

State of the art experience on food grain preservation/ Warehousing/Transportation Management.

Management the health of millions of tons of food grain in storage. Qualityacknowledge by International buyers.

Excellent Storage Management. Timely movement of food grains from procuring States to consuming States.

NEW INITIATIVES


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Having been acknowledged a major player in food grain management

within the Country and abroad, FCI is now endeavoring for.

1. Resource mobilization to reduce burden on food subsidy.2. Better financial & Treasury Management.3. Improved stock inventory management real time on-line system through a recently

launched IISFM (Integrated Information System for Food grains Management) in

collaboration with NIC.

4. Creation of Profit Centers.5. Up gradation of technology through interface with Agriculture Universities /

Management Institutes.

6. Use of A Twill texture gunny bags as against B Twill bags as a project to reducelosses in storage and transit.

7. Multimodal transportation systems through container.8. Micro level Inventory Management through focused weekly movement plans.9. Sustained corporate communication for improving image perceptions.

OPERATIONAL NETWORK


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Zonal Offices, 23 regional offices practically in all the State capitals, 166 District FCI

operates through a country-wide network with its corporate office in New Delhi, 5

Offices (as on 30-4-2011) and 1470 depots (as on 1-1-2011)

Most of the Revenue Districts in the country are covered by FCI

It has manpower of 38,645 officers and staff/ employees as on 31-3-2011 and about

60,109 regular food handling workers besides approximately one lakh food handling

laborers being engaged by the Handling & Transport Contractors, as on 31-3-2011

The General Superintendence, direction and management of the affairs and business of

the Corporation shall vest in a board of directors which exercise all such powers as may

be exercised or done by the Corporation under this Act.

The board of directors, in discharging its functions, act on business principles having

regard to the interest of the producer and consumer and shall guided by such instructions

on questions of policy as may be given to it by the Central Government.

MAIN FUNCTION OF F.C.I.


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y PROCUREMENTThe Corporation along with state government and their agencies has been extending

support rice through purchase centers/mandis to the farmers all over the country. In

order to facilitate the farmers to ring their produce to the procuring agencies, the

purchase centers have been opened even in remote corners of the country which have

been instrumental in curbing the distress sale in the major producing areas during the

peak marketing season and induce the farmers to sustain higher production to a large

extent.

y TRANSPORTATIONMarkets and purchase centers are first collected in the nearest depots and from these

dispatched to the consuming states within a limited time. FCI moves about 23 million

tons of food grains over an average distance of 1500 kms. An average of 4, 00,000

bags of transported every day of producing states to the consuming areas by read, rail,

waterways.

y STOCKSTo meet the growing demands of the public distribution, the Corporation continuously

augmented the stock mainly from domestic procurements and imports in some years.

With the increase in domestic procurement, the dependence on imports gradually

reduced and in eighties the Corporation the maximum level of stocks. Due to those

efforts of the Corporation the country has been able to pass through hard times

smoothly.

y STORAGE


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STORAGE CAPACITYAdequate scientific storage capacity is an essential component for better

preservation of food grain stocks. The corporation started with a storage

capacity of about 7 lakh tones in 1965. Gradually the corporation with its

continued effort augmented its own capacity to 129.48 lakh tones as on 31-

12-2010. The corporation development an ingenious system of covered and

plinth storage (CAP) to meet the requirement of stocks effectively. In addition

the corporation hires storages capacity from the private parties on

short/medium term basis. The Corporation operation its employees and no

dealership is involved.

PRESERVATIONIn a situation of surplus, it was necessary to preserve the stocks properly. The

Corporation with its widespread network of quality control personnel up to the lowest

of purchase center and modern preservation technology has been able to maintain the

quality of stocks efficiently.

y DISTRIBUTION


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PUBLIC DISTRIBUTION SCHEMEIncrease in the issue of food grains by FCI has helped in enlarging and

expanding the public distribution system. There are about 4, 00,000 Fair Price

Shops at present against 1.09 lakhs in 1965 and the quantum distributed has

substantially gone up. In the drought year of 1977, the Corporation issued over

22 million tons of food grain for public distribution, relief works, and open

sale.

POVERTY ALLEVIATION PROGRAMA number of new policy initiatives like enhanced allocation of wheat and rice

from PDS and other schemes: introduction of distribution of food grains in

Integrated Tribal Development Program (ITDP) area at social concessional

prices as an integral part of poverty alleviation program: substantially poverty

alleviation of FOOD grains for NREP program and permitting open market

sale of wheat at uniform prices throughout the country and its implementation

was planned.

DROUGHT MANAGEMENTThe pace of growth of Indian agricultural production was distributed by four

monsoons culmination in the severe drought of 1987. Food grains production

declined: adequate supplies of food grains were ensured in all the drought

affected states was made which linked employment generation programs with

supplies of food grains.

OPEN SALES


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For containing open market prices, important consuming center were

indentified and open sale of wheat was organized apart from regular supplier

of wheat at fixed prices. Tender sales were also making to Roller Flour Mills.

PRICE STABLIZATIONThe Public Distribution system has been instrumental in stabilizing the process

of food grains to a greater extent as compared to the prices of all

commodities.

DEPARTMENTS OF FCI


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General section. Accounts Department.

Stocks Department.

Storage and contacts Department. Establishment. Planning and Research. Engineering. Industrial Relation Labor Department. Policy and Industrial Relation. Quality Control Internal Audit and Physical Verification. Hindi Section. Social Welfare. Purchase. Sales. Computer Division. Budget and cost control. Pension Cell.

Promotion


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Promotion refers to upward movement of an employee from current job to

another that is higher in pay, responsibility and/or organizational level.

Promotion brings enhanced status, better pay, increased responsibilities and

better working conditions to the promoters. There can of course, be dry

promotion where a person is moved to a higher level job without increase in

pay. Promotion is slightly different from up gradation which means elevating

the place of the job in the organizational hierarchy or including the job in

higher grade. A transfer implies horizontal movement of an employee to

another job at the same level. There is no increase in pay, authority or status.

Hence, it cannot act as motivational tool. Promotion, on the other hand, has in-

built motivational value, as it elevates the status and power of an employee

within an organization.

Purpose and Advantage of promotion

Promotion, based either on meritorious performance or continuous service,

has powerful motivational value. If forces an employee to use his knowledge,

skills and abilities fully and become eligible for vertical growth. It inspires

employees to compete and get ahead of others. Those who fall behind in the

race are also motivated to acquire the required skills to be in the reckoning.

Promotion thus, paves the way for employee self development. It encourages

them to remain royal and committed to their jobs and the organization. The

organization would also benefit immensely because people are ready to

assume challenging roles by improving their skills constantly. Interest in

training and development program would improve. The organization would be

able to utilize the skills and abilities of its personnel more effectively.

BASES OF PROMOTION

Organizations adopt different bases of promotion depending upon their nature, size,

management etc. generally, they may combine two or more bases of promotion. The well-

establishment bases of promotion are seniority and merit.

Merit based Promotion:


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Merit based promotions occur when an employee is promoted because of superior

performance in the current and efficiency as measured from his educational qualifications,

experiences, training and past employment record.

Seniority based Promotion

Seniority refers to the relative length of service in the same organization. Promoting an

employee who has the longest length of service is often widely welcomed by unions because

it is fairly objective. It is easy to measure the length of service and judge the seniority. There

is no scope for favoritism, discrimination and subjective judgment. Everyone is sure of

getting the same, one day.

PROCEDURES & PRACTICES IN FCI REGARDING PROMOTION.


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y Procedure for promotion: Promotion shall be made on the basis of seniority subject to fitness in respect

of non-selection posts indicated in Appendix 1 of the staff Regulations.

Promotion in respect of selection posts indicated by Appendix 1 of the staffRegulations shall be made on the basis of the merit, seniority considered only

when the merit of contending candidates is approximately the same.

All the promotion shall be considered by a promotion board duly constitutedfor this purpose and shall be regulated by the general instructions to be issued

by the Board of Directors, in regard to the field of choice of candidates, the

size of the panel and the validity of the panel.

Note: Purely as an interim measure, pending their permanent absorption in the service of the

Corporation, the employee of the Central Government in the Directorate General of food

posted to work under the administrative control of the food Corporation of India may be

given ad hoc promotions, in accordance with the principles mutually agreed upon between

the Corporation and the Central Government.


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1.1 Reservation for Scheduled Castes, Scheduled Tribes and other categories in the

services under the corporation:

In making appointments in the services of the Corporation, reservations, relaxation of age

limits and other concessions would be provided to Scheduled Castes. Scheduled Tribes

and other category of persons as directed by Government if India from time to time. The

Managing Director May issue detailed administrative instructions accordingly.

1.2 Treatment of appointment made prior to coming into force of theseregulations:

Appointments made prior to the coming into force of these regulations shall be treated in the

following manner, namely:

Where the appointment has been made on the basis of a competitive selection ofcandidates applying against an advertisement issued or against requisition sent to

Employment Exchanges, the appointment shall be deemed to have been regularly

made to the services of the Corporation by direct recruitment in the Corresponding

post in the table set out in Appendix. 1.

In every other case the appointment shall be deemed to have been made on an ad hocbasis in accordance with sub-clauses (a),(b)and(c) of clause 3 of regulation 7 as may

be appropriate in the circumstance of each case.

1.3 Commencement of service:Services shall be deemed to commence from the working day on which an employee

reports for duty in an appointment if he reports for such duty in the forenoon and from the

following day if he reports for duty in the afternoon.


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1.4Declaration of fidelity and secrecy:Every person on first appointment to service of the Corporation shall before entering

upon his duties make a declaration of fidelity and secrecy as required under Section 38 of

the Act

1.5Probation:

Every person regularly appointed to any post in the Corporation under Sub-clause(a) of Clause (1) of regulation 7 shall be required to be on probation for a period

one year from the date of appointment. Provided further that there will be no

probation for a person promoted from one grade to another grade within the same

category except where the promotion involved a change in the category of post in

the same cadre e.g. if an Asst.Grade-III is promoted as Asst.Grade-II there will be

no probation whereas if a Messenger ( Category- IV official) is promoted as

Asst.Grade-III (Category-III) or an Asst.Grade I(Category -III) is promoted as

Asst.Manager (Category-II) normal probation period shall be applicable.

Similarly if an Asst.Manager (Category-II) is promoted as Deputy Manager

(Category-I) there will be normal period of probation and for persons promoted

from Deputy Manager onwards, there will not be any probation.

2 The appointing authority may in his discretion extend the period of probation by a furtherperiod not exceeding one year.


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3 During the period of probation an employee directly recruited shall be liable to bedischarged from service without assigning any reason by giving him a notice of 30 days

or pay and allowances in lieu thereof. An employee promoted from a lower post to higher

post shall be liable to be reverted to the lower post without notice and without assigning

any reason.

4 An employee who has satisfactorily completed his probation in any post shall bethereafter being confirmed.

5 Where an employee has rendered continuous temporary service or continuous service ondeputation in any post immediately preceding his regular appointment to such post, the

period of service so rendered temporarily or on deputation may be counted against the

period of probation if the appointing authority so directs.

1


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1.Direct recruits:

The relative seniority of all direct recruits will be determined by the order of merit

in which they are selected for such appointment by the selecting authority; persons

appointed as a result of an earlier selection being senior to those appointed as a

result of subsequent selection.

2. Promoters:

The relative seniority of persons promoted to various grades will bedetermined in the order in which their names appear in the panel drawn up

in accordance with Regulation 10. Provided that seniority of an employee

who refuses to accept promotion, any be altered in accordance with the

administrative

Instructions issued by the Corporation from time to time. Where promotions to a grade are made from more than one grade, the

eligible persons will be arranged in a combined seniority list in the order

of their relative seniority in their respective grades. The Selection

Committee will then select persons for promotion from this list andarrange the candidates selected in a consolidated order of merit or

according to seniority in the lower grade, as the case may be. This will

determine the seniority of the persons on promotion to the higher grade.


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3.Relative seniority of direct recruits and promotes:

The relative seniority of direct recruits and promotes will be determined according to the

rotation of the vacancies as between direct recruits and promotes as based on the quotas

reserved for direct recruitment and promotion respectively.

(a) Vacancies arising in a calendar year shall be filled up during the same

calendar year as far as possible.

(b) Notwithstanding anything stated above, if for any reasons whatsoever, any

vacancy or vacancies arising during a calendar year reserved for promotion or direct

recruitment, as the case may be remain unfilled by the prescribed mode such vacancy

or vacancies shall be carried over to the subsequent calendar year. The inter seniority

of such persons as are promoted or recruited against such vacancy or vacancies shallbe fixed as if such earlier years vacancies for promotion or direct recruitment, as the

case may be had arisen during such subsequent calendar year and the persons selected

against the additional vacancies shall be placed en-blocked below the promote or the

direct recruit.

4. Transferred employees:

(a) Inter seniority of the Food Department employees transferred to the Corporation will

follow the order of their relative seniority in the Department of Food irrespective of their

actual date of employment in the corporation. The seniority of an employee belonging to

a Regional Directorate, who is working on the date of his employment by the Corporation

in the Procurement Organization on a temporary transfer basis, will be determined on the

basis of his seniority in the Regional Directorate.

(b) If an employees in one or more grades in the Food Department are merged in a

common grade in the Corporation, their inter seniority shall be determined on the basis of

length of continuous service in the equated grades.


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5. Relative seniority of Food Department transfers and direct recruits of

the Corporation:

The seniority of employees transferred to the Corporation from the Food Department vis--

vis the seniority of direct recruits employed by the Corporation will be determined withreference to the length of continuous service in the grade concerned in the Corporation

including the service in an appropriate / equated grade(s) in the Department. Such fixation of

seniority will be without prejudice to the inter-seniority of the Food Department transfers to

the Corporation in accordance with item (4) above and the inter-seniority of other persons

employed by the Corporation n accordance with items (1) to (3) above.

6. Seniority of deputation absorbed in the service of the Corporation;

The seniority of deputation absorbed in the services of the Corporation shall be determined in

the accordance with the guidelines issued by the Bureau of Public Enterprises from time to

time.

7. Relative seniority of an employee transferred from one unit to another:

An employee transferred from one unit of seniority to another will be ranked as the junior

most in the particular category on the date he joins the new unit. If however, such transfer is

in the opinion of the competent authority in the interest of the Corporation, seniority of the

transferee will be fixed in the new unit after giving full weight age to the service counting for

seniority in the particular category in the old Unit


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8.Relative Seniority of Management Trainees and Promoters:

The seniority of management Trainees absorbed as Asst. Manager in the services of FCI will

be determined by the order of merit in which they are finally selected for absorption after

successful completion of their training period.

Relative seniority of management Trainees absorbed as Asstt. Managers in the services of the

FCI and the promotes will be determined with reference to the date of induction into the

Corporation as Management Trainees and the date of induction into the Corporation as

Management Trainees and the date of appointment as Asstt. Manager in the case of promotes.

The seniority list worked out by Zonal Office/Head Office for various Cadres are widely

circulated among the employees for their information & necessary action.

Wherever objections regarding seniority are received, being examined as per the procedures

& conditions discussed above.


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TRAINING

TRAININGS SHOULD AIM AT

Empowering the employees Increasing productivity Making the processes more efficient and effective

IMPORTANCE OF TRAINING

Respond to technology changes affecting job requirements. Respond to organizational restructuring. Adapt to increased diversity of the workforce. Support career development. Fulfill employee need for growth.

IMPORTANCE OF TRAINING AND DEVELOPMENT

Maintain skill levels Advance skill and knowledge to improve

Performance (efficiency) Service delivery (error rate) Profitability (productivity, manpower)

Integrate new technologies into work Establish standards for work practices


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The Benefits of Training

Gives the supervisor more time to manage, standardized performance, lessabsenteeism, less turnover, reduced tension, consistency, lower costs, more

customers, better service

Gives the workers confidence to do their jobs, reduces tension, boost moraleand job satisfaction, reduces injuries and accidents, gives them a chance to

advance.

Gives the business a good image and more profit.

Developing and Conducting Training

1. Determine location and who will conduct the training. Onsite facilities vs. offsite.

Inside training staff vs. outside vendors.

2. Develop training curricula.

Based on job/task analysis and individual needs.3. Select training methods.

Considering learning principles. Consider appropriateness and cost.


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How employees learn the best:

When they are actively involved in the learning process-(to do this choose anappropriate teaching method).

Training is relevant and practical. Training material is organized and presented in chunks. Training is in an informal, quiet, and comfortable setting. When they have a good trainer.

When they receive feedback on performance.

When they are rewarded.


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Kinds of training

Informal on the job, phone a friend Formal attendance or completion Formal certified, vindicated

Kinds of

Training

Formal

Informal

Formal


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Types of Training

Skills Training.Retraining.Cross-Functional.Team Training.Creativity Training.Literacy Training.Diversity Training.

1. SKILLS TRAINING Focus on job knowledge and skill for: Instructing new hires. Overcoming performance deficits of the workforce.

2. Retraining Maintaining worker knowledge and skill as job requirements change due to: Technological innovation Organizational restructuring


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3. Cross-Functional Training Training employees to perform a wider variety of tasks in order to gain: Flexibility in work scheduling. Improved coordination.

4. Team Training Training self-directed teams with regard to: Management skills. Coordination skills. Cross-functional skills.

5. Creativity Training Using innovative learning techniques to enhance employee ability to spawn

new ideas and new approaches.

6. Literacy Training Improving basic skills of the workforce such as mathematics, reading, writing,

and effective employee behaviors such as punctuality, responsibility, co-

operation, etc.

7.Diversity Training

Instituting a variety of programs to instill awareness, tolerance, respect, andacceptance of persons of different race, gender, etc. and different

backgrounds.


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TRAINING INSTITUTE OF FCI.

This Institute in the name of "Institute of Food Security" is a training Institute where regular

training programs for employees of FCI & other organizations are conducted throughout the

year.

FCI has established a comprehensive and a structured training mechanism in accordance with

its organizational goals. This mechanism has been perfected over a period of time.

The training set-up in FCI initially consisted of 4 Zonal Training Institutes (ZTIs) and one

Central Training Institute. The ZTIs that primarily catered to the zonal training needs of

Category-III employees of the Corporation were located one in each zone except the North

East.

The Central Training Institute (CTI) was set up in the year 1971 in leased premises at New

Delhi. CTI was given the responsibility of catering to the training requirements of Category-I

& Category-II officers of FCI.

As CTI's activities grew, a growing need for infrastructural expansion was felt. FCI thus

decided to have its own building for its Central Training Institute at Gurgaon.

The Institute became operational at its new premises from 1st August, 1997, and the first

training program was conducted from 2 nd February 1998. It was in the year 2004 that the

name of the institute was changed to Institute of Food Security' in order to provide a holistic

expanse to the training curriculum and the activities of the Institute. This development took

place in the backdrop of a decision to abandon the Zonal Training Institutes. Since then, the

Institute of Food Security has been positioned primarily as an in-house training centre for the

Food Corporation of India.


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FCI's Training Philosophy

Human resources are our greatest assets. Training and continuous development of this asset is

an important management responsibility. FCI has always accorded the highest importance to

the training of its employees, and used it as an effective tool to develop and nurture a

competent work force .Training in Food Corporation of India is proactive, planned and a

continuous process integral to organizational growth.

It seeks to impart knowledge, hone skills and reorient attitudes for individual growth and

organizational effectiveness.

Divisional Objectives

The Institute is committed to the Quality Policy & Quality Objectives of the Food

Corporation of India. Based on these and in alignment with the Training Philosophy, the

institute has established its divisional objectives:

The Institute of Food Security as a centre of Human Resource Development of Food

Corporation of India will provide a complete solution to the training needs for the Executives

of the Corporation.

It will provide need based training to each executive up to the level of Dy. Manager at least

once in every 3 years for enhancement of available knowledge and skill.

The Institute will strive for continuous improvement in its own function by making constant

evaluation of its training standard parameters and taking timely corrective and preventive

action.

The Institute will take up training / consultancy assignments on commercial basis for external

clients with the target of increasing revenue generation by at least 15% each year and to be

self reliant in the long run future by out sourcing the infrastructure to other companies.


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Our Activities

The flagship activity of the institute has been to conduct short-term training program on

various subjects related to Food Security, Managerial Skills, and Computers and on

operations of FCI. It also organizes specifically designed long-term training program as per

the training needs of the Corporation. The institute has played an important role in the

training and development of newly recruited officers of the corporation. It conducts training

programs not only during their induction and at the end of their probation period, but also

supplements it with refresher courses organized at periodic intervals. The aim is to inculcate

the operational skills and moral values in probationers and nurture in them the ability to hold

senior positions within the organization. The institute is thus an extended arm of the FCI's

human resources development function.

The activities at the institute have increased manifold as the training infrastructure and other

resources improved in its campus. On the strength of the excellent training facilities and the

build-up of training momentum, the institute, at the request of other organizations like the

Govt. of Punjab, has conducted training programs exclusively for their Middle / Sr.

Management personnel. The institute has extended the benefits of some of its regular

programs also to the other organizations like CWC, SWCs, NAFED, and HAFED, CONFED

etc. dealing with food grains management and organizing the event on International Seminar

on Food Security.


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Our Focus

In harmony with FCI's training philosophy and its mission, thrust areas have been identified

for the Institute. The institute therefore serves as:-

An Institution for advanced learningIFS are the main research and academic arm of the FCI for upgrading the knowledge and

skills relevant for its employees. It provides state-of-the-art training to middle level and

senior level executives, and re-equips them with contemporary skills and reorients their

attitudes, thus attempting to create development of a learning organization.

A Change AgentThe institute is a change agent in the overall functioning of the Food Corporation of India and

facilitates the ushering in of professionalism in the Corporation by acting as a catalyst for

change in attitudes and orientation of FCI staff through its structured program.

Feedback Provider & Internal ConsultantThe Institute captures the feedback on the FCI's policy and business processes from the

trainees and structures them to validate and transmit the relevant pieces of information to the

Corporate Office for use in the formulation of policy and strategy.

Research & Development RoleThe institute will carry out research (by in-house faculty and research officers) on

contemporary subjects which are relevant to the FCI's short-term and medium-term business

and operational needs and policy formulation.


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Quality Management System

The Institute of Food Security as a division of FCI has been certified as a BSE N ISO

9001:2000 Institute by the BSI Management System. The quality system in general, covers

all the activities of the institute and is specifically applicable to:

the identification of training needs identification of inputs conducting training program evaluation of training program feedback processing training of faculty and Maintenance of infrastructure etc.


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QUESTIONAIRE ON PROMOTION

Question 1. Do you think that promotion of employees in an organization is a

better option than Direct Recruitment?

No. of Persons

Strongly Agree

74%Fairly Agree 25%

Do not Agree

1%


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Question 2.Do you agree that Internal Promotions allow the people greater

scope with their careers with the young executives?

No. of Persons

Agree

85%

Disagree

15%


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Question3. Do the Fast Track promotion systems offer star performers

stimulating opportunities to grow vertically?

No. of Persons

Fairly True

60%

Partially True

30%

FALSE 10%


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Question 4.Is it necessary for an organization to keep its employees well

informed about the ladders of promotions?

No. of Persons

Strongly Belive

89%

Belive 10%

Do Not Belive

1%


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Question 5.Which amongst the following is the best option for promotion of

employees in an organization?

No. of Persons

Promotion based on senority

48%

Promotion bsed on merit33%

Merit cum senority 14%

Promotion by selection 5%

Temporary promotion


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Question 6.Do you agree that promotion within the organization encourage an

employee to work with loyalty and commitment?

No. of Persons

Agree

100%


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Question 7.Does an organization have to sacrifice quality and settle for less

qualified candidates in the case of internal promotion?

No. of Persons

Yes 59%No 41%


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Question 8.Do promotions help the inefficient candidates to get a chance for

higher post merely based on length of her/his service rather his/her merit?

No. of Persons

Agree 85%

Disagree15%


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Question 9.Does a good promotion policy facilitate job satisfaction?

No. of Persons

Agree 100%

Disagree 0%


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Question 10. Do promotions cause hindrance to inject young and fresh blood in

an organization?

No. of Persons

Agree 75%

Disagree 25%


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CONCLUSION

1. With the ever increasing population of our country, it became essential to feedmillions of people for which the Government of India established the Food

Corporation of India in the year 1964 the very purpose of FCI was to bring about

revolution in the production of Food Grains through Green Revolution and its proper

distribution amongst the states.

2. On the basis of training procedure as explained in the project, one can observe that the policy and procedures of training and promotion of employees at different levels

differ from those adopted in private organizations.

3. As reflected in the response of the employees and officers of the FCI in myquestionnaires, it is evident that they prefer promotion to be the only criterion to the

higher posts as it gives them opportunities to grow.


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Bibliography:

1. www.fciweb.nic.in2. Human resource management by VSP Rao3. www.ifsweb.nic.in4. Guidance from literature of FCI.

dipti sharma

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