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2013

ANISH V

S A I L

6/12/2013

TRAINING AND DEVELOPMENT



TRAINING AND DEVELOPMENT 2

JUNE 20013

ORGANISATION STUDY

IN


AT

BOKARO STEEL PLANT

JHARKHAND.

Submitted to

Rajagiri College of Social Sciences, Kochi

In partial fulfillment of the requirements for the award of the degree of

Master of Human Resources Management

(2012-2014)

By

Anish v

H1004-MHRM

Rajagiri College of Social Sciences, Kochi

Affiliated to Mahatma Gandhi University




JUNE 20013

ACKNOWLEDGEMENT

Having been a part of a prestigious Organization like bokaro steel plant SAIL for

the past 8 weeks; I would like to acknowledge all those who made my tenure here a great

learning experience.

First of all I thank God Almighty for his immense grace and blessings at each and every stage

of the organizational internship. I am highly obliged to

Dr.Joseph. I. Injodey, Hon. Dean, Rajagiri Business School for giving me all the valuable

support to complete my project.

I express my sincere and heartfelt gratitude to my faculty guide Dr. Anil kumar for his

tremendous source of encouragement and valuable guidance throughout my project and other

members of the faculty at Rajagiri Centre for Business Studies, Kochi, for guiding me and

helping me at various points throughout this project.

I owe my sincere thanks Mr Sanjeev Singh……………………………, for letting me be a

part of this organization as a part of my summer project. It was her guidance and support that

made this task easier.

Next, I thank Dr. S C Panday……………………. whose energy and enthusiasm were

inspirational to say the least. Their knowledge and experience definitely helped me in making

this project a success.

I also express my deep gratitude to my family and friends without, whose co-operation this

report would not have been possible. I am grateful to all those people who could not find their

place here but have helped me in some ways.




JUNE 20013

DECLARATION

I, Mr. Anish V, student of Rajagiri Business School, Kochi, hereby declare

that the project work titled “ORGANISATION STUDY IN TRAINING AND

DEVELOPMENT” is a bonafide work undertaken by me at Bokaro steel

plant SAIL during April- May 2013 in partial fulfillment of the requirementsof the MASTER OF HUMAN RESOURCES MANAGEMENT program.

I further declare that no part of this report has been replicated from any other project

work that has been submitted elsewhere for the award of any degree.

Place: Bokaro ANISH V

Date:




JUNE 20013

TABLE OF CONTENTS

SL.NO. DISCRIPTION PAGE NO.

Executive Summary

Section I Profile Study Of The Organization

Industry Profile

Incorporation And history Of The Organization

Vision/Mission Statements

Organizational Structure/Hierarchy, Employee Strength

Product Profile Of Sale

Units Or Departments Of Bokaro Steel Plant

Production Process

Swot Analysis

Section Ii Research Design

Title Of The Study

Background Of The Study

Relevance Of The Study

Chapter Ii – Research Process

Objectives Of The Study

Scope Of The Study

Research Design

Tools For Data Collection




JUNE 20013

Methods Of Data Collection

Sampling And Sample Size

Chapter Iii - Presentation And Analysis Of Data

Chapter Iv - Interpretation And Conclusions

Chapter V - Suggestions/Recommendations

• Bibliography

• Annexure




JUNE 20013

LIST OF TABLES

TABLE TITLE PAGE NO.




JUNE 20013

EXECUTIVE SUMMARY

Human resource management traditionally deals with selection, recruitment, training,

and employee development. The achievement of organizational goals is dependent on the

skill of the workforce; organizations devote a considerable amount of time and money on

effective training. From the organization’s perspective, training involves imparting of skills,

knowledge and abilities to enable the worker to work effectively and make contribution to the

organization. For employees/workers, training implies not only acquiring knowledge, but also

adding to one’s already existing skills. An organization either Business or Industrial

Enterprises needs many factors for its growth, further development and form its very

survival. The most important factors are Capital, Materials, Machineries and Human

Resources as the success or failure of any organization depends on the effective combinationof these factors. Managing all other factors is comparatively easier than managing Human

Resources. The Human Resources are most important and need to be handled carefully. Since

all the others factors are handled by the human resources, hey have to be trained in an

effective manner to utilize the resources at optimal level to get the desired output and thereby

to reach the organization goals. The effective combination of all these factors results to way

for success. To conduct the analysis various methods are available such as questionnaires,

interviews, observation, etc.

Oliver Sheldon says ‘No industry can rendered efficient so long as the fact remains

unrecognized that the in principally human– not a mass of machines and technical process but

a body of men. If manpower is properly utilized it causes the industry to run at its maximum

optimization getting results and also work for as an climax for industrial and group

satisfaction in the relation to the work formed. Competitive advantage is therefore depending

on the knowledge and skill possessed by employee more than the finance or market structure

by organization.

The employee training not only serves the purpose to develop their employers but also

safeguard organizational objectives of survival and success through competitive advantages

The training function now popularly called as Human Resource Development, coordinatesthe provision of training and development experiences in organization.

In recent years, the scope of Training and Development has broadened from simply

providing training programs to facilitating learning throughout the organization in a wide

variety of ways. There is increasing recognition that employees can and should learn

continuously, and that they can learn from experience and from each other as well as from

formally structured training programs. The Computer Application Training and New

Employee Training are most popular training topics. Various Management and supervisory

skills such as leadership, performance appraisal, interviewing, and problem solving were also

commonly taught.




JUNE 20013

SECTION 1

INDUSTRY PROFILE




JUNE 20013

INDUSTRY PROFILE

The global steel industry has been going through major changes since 1970. China has

emerged as a major producer and consumer, as has India to a lesser extent. Consolidation has

been rapid in Europe.

India is the eighth largest producer of crude steel in the world, accounting for 3.37%

of the global steel production in 2005. India’s finished carbon steel production grew to reach

an estimated 42.63mmt in 2005-06; primary producers alone contributed about 38% whereas

secondary producers contributed the rest. With reference in changes in economy Indian steel

industry is poised for massive expansion. Dramatic consumption growth over the last few

years has stimulated enormous expansion plans, facilitated by a relatively unexploited ironore raw material base. India is now being hailed as the new China, where crude steel

production soared from less than 100m tonnes in 1995 to over 400m tonnes in 2006.This

report focuses on detailed study about the Indian Steel Industry. Steel became an integral part

of development. It discusses basic steel manufacturing processes like Blast Furnace and,

Electric arc Furnace, industry value chain with a special reference to major raw material

trends and price trends of steel products. Demand –supply dynamics has been discussed along

with key growth drivers and Export-Import scenario. It also talks about Issues & challenges

of the steel industry, mergers and acquisitions, government policies and regulations. Top 10

Leading Players in steel Industry have been profiled namely Steel Authority of India (SAIL),

Tata Steel, ESSAR Steel and JSW Steel in this report and analyzed on the basis of financial

and operational performance and compares their Competitive Positioning along with future

outlook in the light of increasing trend in investments in the domestic industry .Steel Industry

in India is on an upswing because of the strong global and domestic demand. India's rapid

economic growth and soaring demand by sectors like infrastructure, real estate and

automobiles, at home and abroad, has put Indian steel industry on the global map. According

to the latest report by International Iron and Steel Institute (IISI), India is the seventh largest

steel producer in the world.

With reference to development which revised Indian infrastructure, the origin of themodern Indian steel industry can be traced back to 1953 when a contract for the construction

of an integrated steelworks in Rourkela, Orissa was signed between the Indian government

and the German companies Fried Krupp und Demag AG. The initial plan was an annual

capacity of 500,000 tonnes, but this was subsequently raised to 1 million tonnes. The capacity

of Rourkela Steel Plant (RSP), which belongs to the SAIL (Steel Authority of India Ltd.)

group, is presently about 2 million tonnes. At a very early stage the former USSR and a

British consortium also showed an interest in establishing a modern steel industry in India.

This resulted in the Soviet-aided building of a steel mill with a capacity of 1 million tonnes

in Bhilai and the British-backed construction in Durgapur of a foundry which also has a

million tonne capacity.The Indian steel industry is organized in three categories i.e., main

producers, other major producers and the secondary producers. The main producers and other




JUNE 20013

major producers have integrated steel making facility with plant capacities over 0.5 mT and

utilize iron ore and coal/gas for production of steel. The main producers are Tata Steel, SAIL,

and RINL, while the other major producers are ESSAR, ISPAT and JVSL. The secondary

sector is dispersed and consists of: (1) Backward linkage from about 120 sponge iron

producers that use iron ore and non-coking coal, providing feedstock for steel producers; (2)Approximately 650 mini blast furnaces, electric arc furnaces, induction furnaces and energy

optimizing furnaces that use iron ore, sponge iron and melting scrap to produce steel; and (3)

Forward linkage with about 1,200 re-rollers that roll out semis into finished steel products for

consumer use.

STRUCTURAL WEAKNESSES OF INDIAN STEEL INDUSTRY

Although India has modernized its steelmaking considerably, however, nearly 6% of its crude steel is still produced using the outdated open-hearth process. Labour productivity in

India is still very low. According to an estimate crude steel output at the biggest Indian

steelmaker is roughly 144 tonnes per worker per year, whereas in Western Europe the figure

is around 600 tonnes.

India is deficient in raw materials required by the steel industry. Iron ore deposits are

finite and there are problems in mining sufficient amounts of it. India's hard coal deposits are

of low quality. Insufficient freight capacity and transport infrastructure impediments to

hamper the growth of Indian steel industry.

STRENGTHS OF INDIAN STEEL INDUSTRY

• Low labour wage rates

• Abundance of quality manpower

• Mature production base

• Positive stimuli from construction industry

• Booming automobile industry

OUTLOOK

The outlook for Indian steel industry is very bright. India's lower wages and favorable

energy prices will continue to promise substantial cost advantages compared to production

facilities in (Western) Europe or the US. It since industry players are engaged in an unfettered

rush for scale. This is evident from the recent acquisition of Corus by Tata. The deployment

of modern production systems is also enabling Indian steel companies to improve the quality

of their steel products and thus enhance their export prospects.




JUNE 20013

INCORPORATION AND HISTORY




JUNE 20013

Steel Authority of India Limited (SAIL) is the leading steel-making company in India.

It is a fully integrated iron and steel maker, producing both basic and special steels for

domestic construction, engineering, power, railway, Auto motive and defense industries and

for sale in export markets.

During struggle for independence, Pt. Jawaharlal Nehru, our first Prime Minister, had

a very clear vision about the role of Steel in the development of our country. Although TATA

Iron & Steel Company (TISCO) has been establishment in 1907 marking the beginning of

Indian Steel Industry followed by Indian Steel Co. (1918), they were too small to meet the

development requirements of a big country like ours. Therefore, in the 1st Industrial PolicyResolution of the Govt., soon after independence, Govt. decided to establish Steel Plants in

Public Sector. However, work could be started at fast pace only in 1954, when Hindustan

Steel Ltd., was formed and three Steel Plants of 1 MT capacity each, were established with

provision of further expansion at Bokaro, Rourkela and Durgapur with assistance from

USSR, West Germany and U.K. respectively.

To improve the functioning of Steel Industry, Govt. decided to form a holding

company during 1972, which was named as Steel Authority of India Ltd., (SAIL) and the

same was incorporated on January 24, 1973, with an authorized capital of Rs.2000 crores.

SAIL was formed by registration of a company under the companies Act and not by

the Act of Parliament. Govt., decided to abandon the holding company concept in 1978 and a

bill was presented to the Lok Sabha. Accordingly, SAIL was again recognized in the

following manner.

Hindustan Steel Ltd., Bokaro Steel Ltd., Salem Steel Ltd., SAIL International Ltd.,

Bhilai Ispat Ltd., Rourkela Ispat Ltd., Durgapur Ispat Ltd., wholly owned subsidiaries of

SAIL merged into it and started functioning as Units of SAIL. MECON, HSCL and NMDC

become independent Companies and started under Ministry of Steel. However, Kiriburu and

Meghatuburu Iron Ore Mines were attached with BSL as their Captive Mines. Bharat

Refectories Ltd. also became independent under the Ministry of Steel and refractory units

also came under them.

Thus, SAIL, at present, is having capacity of 12 MT of crude steel through its four

integrated Steel Plants, at Bokaro, Bhilai, Durgapur and Rourkela. Two special steel plants at

Durgapur and Salem produce a wide range of alloy and special steels. Marketing of the

products from these plants is done through a country wide distribution network consisting of

a chain of Stock Yards and distribution network.




JUNE 20013

SAIL today is one of the largest industrial entities in India. Its strength has been the

diversified range of quality steel products catering to the domestic as well as the Export

markets and a large pool of technical and professional expertise.

Ranked amongst the top ten public sector companies in India in terms of turnover,

SAIL manufactures and sells a broad range of steel products, including hot and cold rolled

sheets and coils, galvanized sheets, electrical sheets, structural, railway products, plates, bars

and rods, stainless steel and other alloy steels. SAIL produces iron and steel at four integrated

plants and three special steel plants, located principally in the eastern and central regions of

India and situated close to domestic sources of raw materials, including the Company’s iron

ore, limestone and dolomite mines.

SAIL’s wide range of long and flat steel products are much in demand in the domestic

as well as the international market. This vital responsibility is carried out by SAIL’s own

Central Marketing Organization (CMO) and the International Trade Division. CMOencompasses a wide network of 38 branch offices and 47 stockyards located in major cities

and towns throughout India. With technical and managerial expertise and know-how in steel

making gained over four decades, SAIL’s Consultancy Division (SAILCON) at New Delhi

offers services and consultancy to clients world-wide. SAIL has a well-equipped Research

and Development Centre for Iron and Steel (RDCIS) at Ranchi which helps to produce

quality steel and develop new technologies for the steel industry. Besides, SAIL has its own

in-house Centre for Engineering and Technology (CET), Management Training Institute

(MTI) and Safety Organization at Ranchi. SAIL’s captive mines are under the control of the

Raw Materials Division in Calcutta. The Environment Management Division and Growth

Division of SAIL operate from their headquarters in Calcutta. Almost all SAIL’s plants and

major units are ISO Certified.




JUNE 20013

OWNERSHIP AND MANAGEMENT

The Government of India owns about 86% of SAIL's equity and retains voting control

of the Company. However, SAIL, by virtue of its "Navratna" status, enjoys significant

operational and financial autonomy.

INTEGRATED STEEL PLANT

1. Bokaro Steel Plant (BSL) in Jharkhand

2. Durgapur Steel Plant (DSP) in West Bengal

3. Rourkela Steel Plant (RSP) in Orissa

4. Bhilai Steel Plant (BSP) in Chhattisgarh

SPECIAL STEEL PLANTS

1. Alloy Steel Plant (ASP) in West Bengal

2. Salem Steel Plant (SSP) in Tamil Nadu

3. Visvesvaraya Iron & Steel Plant (VISL) in Karnataka

SUBSIDIARIES

1. Indian Iron & Steel Company Limited (IISCO) in West Bengal.

2. Maharashtra Electrosmelt Limited (MEL) in Maharashtra

OTHER UNITS

1. Raw Material Division (RMD) at Kolkata, West Bengal

2. Central Marketing Organization (CMO) at Kolkata, West Bengal

3. SAIL Consultancy Division (SAILCON) at New Delhi

4. Research & Development Centre for Iron & Steel (RDCIS) at Ranchi Jharkhand




JUNE 20013

5. Centre for Engineering & Technology (CET) at Ranchi, Jharkhand

6. Management Training Institute (MTI) at Ranchi, Jharkhand

7. Central Power Training Institute (CPTI) at Rourkela, Orissa

8. SAIL Safety Organization (SSO) at Ranchi, Jharkhand

9. Environment Management Division (EMD) at Kolkata, West Bengal

10. Growth Division (GD) at Kolkata, West Bengal

11. Central Coal Supply Organization (CCSO) at Dhanbad

MISSION

• Consistent with the corporate vision and core values, Bokaro Steel Plant strives to

create sustainable long term competitive advantage by managing, mobilizing, inspiring &

motivating its employees for continuous growth in production, productivity, quality &

profitability leading to total customer satisfaction.

• Bokaro Steel Plant recognizes that though the process of competences building people

involvement unleashing and leveraging the creative energies of our people, we can create

values for the organization and agreed the needs and expectation of our state leaders.

• Bokaro Steel Plant is committed to safety health and environment, friendly,

operations and practices for its people as well as personal touch in all people imitativeness

and interactions to bring a sense of togetherness and pride, we believe people create valve

when they are valued.

VISION

To prosper in business by achieving international competitiveness through

satisfaction of customer needs by continual improvement in quality, cost and delivery of

products and services.

CORE VALUES OF SAIL

• Customer satisfaction.




JUNE 20013

• Concern of people.

• Consistant profitability.

• Commitment of excellence.




JUNE 20013

HUMAN RESOURCESAIL’s total manpower at the end of 15 April, 2013 stood at around 18,789in which 2,700

are executive employees and rests of them are non-executive. The company’s labour

productivity of 241 tonnes of crude steel (tcs) /man/year in 2011-12

LOCATION OF BOKARO STEEL PLANT

Bokaro steel Plant was planned for 4.1 MT and action for the acquisition of land was

undertaken.

Land Acquired (in hector)

Total area acquired and delivered 10511.17

Total Govt. and forest land transferred 2046.08

Areas under process of acquisition 1044.36

Present total land requirement (in hector)

Plant, Slag dump, cooling pond & Marshal Yard 6963.99

Township including Airstrip 4093.29

Garga dam reservoir 1451.58

Railway 742.99

1321.85




JUNE 20013

ORGANISATION STRUCTURE




JUNE 20013

PRODUCT PROFILE OF SAIL

All units of SAIL are designed to produce different products consumed by related industries.

The product are classified as:-

1. Prime Products

2. Secondary Products

PRIME PRODUCTS:-

Prime products are the main products produced by Steel plant i.e. Steel.

They are again classified into 3 parts.

i) Flat-Product

ii) Long-Products

iii) Semi-finished product

FLAT PRODUCTS :- These include –

HR Coils i.e. Hot-rolled coils, sheets & scalp.

Plate (HR)

Cold-rolled coils & sheets

Galvanized plane sheets & coils, Galvanized corrugated sheet

Tin Plates

Electrical Steel i.e. Cold Rolled Non-Oriented (CRNO) fully

processed steel used in the manufacture of magnetic cores and

components.




JUNE 20013

USES OF FLAT PRODUCTS:-

They find wide application in all sectors of the economy. Some of their uses are as follow:-

CR Coils and Sheets are used for manufacturing Automobile Components and bodies,

Railway coaches, precision tubes and Pipes, Refrigerators, Washing Machine,

Furniture’s, Drums & Barrels by Oil companies for storage & transportation of oils,

lubricants, Large containers, construction of cooler bodies.

HR coils, Sheets and scraps are used for Pipe and Tube manufacturing. They are used

in manufacturing Water Pipes, Storage Pipes, Gas Line Pipes, Engineering goods,

Railway-Wagons, Fabrication work, defence equipment’s like Tanks, Submarines,

Guns, Canons and Radar’s.

Tin Plates used in packing industries for oil and food packaging.

Galvanized products are used in Manufacturing Boxes, Buckets, Buses, Storage bins,

and Agricultural Sectors.

Corrugated Sheets are used in fencing and roofing, ERW Pipes manufacture

(Electrically Resistant Wires) for transportation of gas, Oil and Water etc.

CRNO Steel is used in manufacturing Electrical Transponders, Motors and Other

Electric components.

LPG Coils and Sheets are used in the manufacturing of industrial and domestic LPG

cylinders. Large producer of this product is Bokaro Steel Plant.




JUNE 20013

LONG PRODUCTS: -

1. Structural – Angles, Channels, Beams, Joints.

2. Crane Rails.

3. Bars, Rods & re-bars.

4. Wire Rods.

SECONDARY PRODUCTS

All products arising from Mines, Coke Ovens, Iron & Steel Zones Miles , including

defectives , rejects and miscellaneous items generated from various process.

Excludes : surplus /Obsolate items .

According to Marketing department (Bokaro Steel Plant). Secondary products

(Scrape products) are extracted from production of prime products . During the

manufacturing of Steel, raw material is going through different process. There is expectation

of some scrape which is generated during every stage of production.




JUNE 20013

SHOPPRODUCTS

FACILITYANNUAL

CAPACITY

(,000

TONNES)

THICKNESS

RANGE

(MM)

WIDTH

RANGE

(MM)

LENGTH

(METRE)

HSMHR Coils/

Sheets/

Plates

Continuous

Mill

3955 1.6 -16 900-

1850

HRCF HR Sheets/

Plates

Shearing

Line-I

- 5-10 1800 2.5-12

HR Sheets/

Plates

Shearing

Line-II

1.6-4 1500 1.5-4.5

HR Coil Slitting

Line

CRM 1660

CR Coils/

Sheets

CRM-I

complex

0.63-2.5 700-

1850

CR Coils/

Sheets

CRM-II

complex

0.63-1.6 650-

1250

CR Coils/

Sheets,

TMBP

DCR Mill 100 0.22-0.8 650-

1040

GP Coils &

Sheets GC

Sheets

HDGL 170 0.3-1.6 650-

1250




JUNE 20013

SPECIAL GRADES OF STEEL

As per the demand of the market, Bokaro Steel Plant has the capacity to produce the specialgrades of steel.

Special Steel Grades Application

SAE 1541 Automobile Industry

MC 11 Cycle Industry

SPC 370/390 Cycle Industry

C 15 Cycle Industry

API X-42, X-46, X-52, X-56, X-60 (SAILAPI) Pipe Line

SAILCOR (corrosion resistant) Railways

SAILMEDSi (Medium Silicon Steel) Heavy Electrical Winding

SAILPROP Propeller Shaft

Strapping Steel (for internal use only) Strapping Finished Products

Full-hard Galvanized Coil Extra hard roof of houses

Cold Rolled Medium Electrical Steel Transformer core

Extra-low Carbon Extra Deep Drawing (HR & CR) White goods

DMR 249A Grade Steel Defense Research Development Organization(DRDO) for fabrication of Submarine parts

(import substitution)

E460/E500/E550 Floating bridges for Defense. For M/S

BEML; for making. (import substitution)

IS8500 Fe 540B high strength low alloy steel with

UTS value in excess of 540 Mpa

Kolkata fly-over

LowCarbon, Low Manganese, High Strength

Structural Steel without micro alloying (Carbon0.10% )

Structural purposes. Thermo-mechanically

Controlled Processing.




JUNE 20013

BY- PRODUCTS OF BOKARO STEEL PLANT:-

A. BENZOL PRODUCTS

1. Benzene - nitration grade

2. Toluene – nitration grade

3. Xylene

4. Light solvent naphtha

5. Benzol industrial grade

6. Still bottom oil

B. COAL TAR PITCH

1. Hard medium and liquid pitch

2. Extra hard pitch

3. Soft pitch

C. PRODUCT

1. Hot pressed naphthalene

D. CARBON BLACK FEED STOCK

1. Anthracin oil

E. AMMONIUM SULPHATE




JUNE 20013

UNITS OR DEPARTMENTS OF BOKARO STEEL PLANT

RAW MATERIALS & MATERIAL HANDLING PLANT

The Raw Materials and Material Handling Plant receives blends, stores and supplies

different raw materials to Blast Furnace, Sinter Plant and Refractory Materials Plant as per

their requirements. It also maintains a buffer stock to take care of any supply interruptions.

COKE OVENS & BY-PRODUCT PLANT

The Coke Oven Complex at Bokaro converts prime coking coal from Jharia, Dugda

and Moonidih and medium coking coal form Kargali, Kathara and Mahuda, blended with

imported coal, into high quality coke for the Blast Furnaces, recovering valuable by-products

like Anthracene Oil, Benzene, Toluene, Xylene, Light Solvent Naphtha, Ammonium

Sulphate and Extra-hard Pitch in the process. Bokaro is situated in the prime coal belt of thecountry.

BY PRODUCT PLANT

The By Product Plant situated at Bokaro Steel Plant is set up for the utilization of

waste from the other units

SINTER PLANT

The main function of this unit is to convert the small particles like flux, waste, etc.

which can not be feed to the blast furnace is converted into big pieces so that it can be used in

the blast furnace




JUNE 20013

BLAST FURNACES

Bokaro has five 2000-cubic meter Blast Furnaces that produce molten iron - Hot

Metal - for steel making. Bell-less Top Charging, modernized double Cast Houses, Coal Dust

Injection and Cast House Slag Granulation technologies have been deployed in the furnaces.

The process of iron-making is automated, using PLC Charging System and Computer

Controlled Supervision System. The wastes products like Blast Furnace slag and gas are

either used directly within plant or processed for recycling / re-use.

STEEL MELTING SHOPS

Hot Metal from the Blast Furnaces is converted into steel by blowing 99.5% pure

Oxygen through it in the LD converter. Suitable alloying elements are added to produce

different grades of steel.

CONTINUOUS CASTING SHOP

The Continuous Casting Shop (CCS) has two double-strand slab casting machines,

producing high quality slabs of width ranging from 950 mm to 1850 mm. CCS has a Ladle

Furnace and a Ladle Rinsing Station for secondary refining of the steel. The Ladle Furnace is

used for homogenizing the chemistry and temperature. The concast machines have straight

moulds, unique in the country, to produce internally clean slabs.

SLABBING MILL

Slabbing Mill transforms ingots into slabs by rolling them in its 1250 mm Universal

Four-High Mill. The rolling capacity of the Mill is 4 MT per annum. The shop has Hot and

Cold Scarfing Machines and 2800 Ton Shearing Machine. Controlled heating in Soaking Pits,

close dimensional accuracy during rolling and hot and cold scarfing help produce defect-free

slabs.

HOT STRIP MILL

Slabs from CCS and Slabbing Mill are processed in the state-of-the-art Hot Strip Mill.

The fully automatic Hot Strip Mill with an annual capacity of 3.95 million tones has a wide

range of products - thickness varying from 1.2 mm to 20 mm and width from 750 mm to

1850 mm. The mill is equipped with state-of-the-art automation and controls, using advanced

systems for process optimization with on-line real time computer control, PLCs and

technological control systems




JUNE 20013

HOT ROLLED COIL FINISHING

All the Hot Rolled coils from the Hot Strip Mill are received in HRCF for further

distribution or dispatch. HR Coils rolled against direct shipment orders are sheared and

finished to customer-required sizes and dispatched to customers. The material is supplied as

per Indian specifications and many international/ foreign specifications. The shop has two

shearing lines with capacities of 6,45,000 Tones/ year and 4,75,000 Tones/ year respectively

COLD ROLLING MILL

The Cold Rolling Mill at Bokaro uses state-of-the-art technology to produce high

quality sheet gauge material, Tin Mill Black Plate and Galvanized Products. Cold rolling is

done to produce thinner gauge strips of very smooth and dense finish, with better mechanical

properties than hot rolling strips

HOT DIP GALVANIZING COMPLEX

The Hot Dip Galvanizing Complex integrated with the CRM produces zinc-coated

Cold Rolled strips resistant to atmospheric, liquid and soil corrosion. The Continuous Coil

Corrugation Line in the HDGC produces corrugated sheets and the Galvanized Sheet

Shearing Line produces galvanized plain sheets for a variety of applications.

SERVICES - A VALUABLE SUPPORT NETWORK

The service departments like Traffic, Oxygen Plant, Water Management and Energy

Management provide invaluable support to this gigantic plant

MAINTENANCE DEPARTMENTS

Bokaro has centralized maintenance departments for large-scale electrical and

mechanical maintenance, in addition to shop-based maintenance wings for running repairs

and maintenance. These facilities are capable of executing massive capital repairs, supported

by the fabrication facilities of the auxiliary shops




JUNE 20013

All these departments work together to produce steel , iron sheets which are the main

products of Bokaro Steel Plant .All these departments work in a process flow to make it one

of the leading steel makers




JUNE 20013

PRODUCTION FLOW IN BOKARO STEEL PLANT




JUNE 20013

SWOT ANALYSIS




JUNE 20013

STRENGTH:

• Huge infrastructure, which provides a strong base for better production and

marketing.

• As it is a government undertaking faith amongst customer is almost 100%, so they do

not hesitate to pay heavy advances while placing orders for secondary products.

• The By- Product of Bokaro Steel Plant are coal based which is of best quality in

market as against the By-Product of its competitors, which are generally petroleum

based. Thus Bokaro Steel Plant has an advantage in marketing of secondary products.

• SAIL, BSL never comprises regarding ‘QUALITY’ so it has superior quality product,

in all categories of primary and secondary product.

• In SAIL, BSL customer is the ‘KING’ so total care is taken to retain exiting

customers. The customer service is highly acknowledged by one and all.

• SAIL, BSL has ‘T.Q.P’i.e. Total Quality People, who are honest, hard working and

totally dedicated towards there work and organization.

• There is a well- balanced co-ordination and interaction among various marketingdepartment.

• A strong network of workforce who are ever ready to take up challenges of any kind

in production and marketing.

• An advanced technological technological support is provided to marketing

department.

• Great emphasis is given to after-sales relation with regular and new customers.

• SAIL, BSL has tried its best to fulfill the demand of its customers as it has a

systematic procedure of sales.

• The brand name ‘SAIL’ has goodwill in national and international market, for both

primary and secondary products.

• A strong force of research team of SAIL, backs marketing of secondary products by

re-processing it into superior quality product. This has enhanced the demand for

secondary product of SAIL, BSL.




JUNE 20013

• Its wide spread marketing centers all over the world has placed the marketing

department of BSL in the for-front.

WEAKNESS:

• Due to its large organizational structure, which involves numerous policies and

officials, it becomes difficult to take decision quickly and as a result final decision-

making very slow.

• Being a Govt. organization there are several old and unnecessary procedures, which

have to be either put away or revised, taking into consideration the present economic

and marketing trend.

• There is no shortage of brainpower in SAIL, BSL marketing department but it has to

be taped and given due reorganization with appropriate reward.

• Secondary product marketing depends on the primary product demand i.e. if the

demand for primary product is less then production will have to be slow down thus

even if the demand for secondary product is mounting up still the production won’t be

increased, so the secondary product is directly link to primary product demand.

• Huge lone burden is eating up the profit generated by marketing of primary and

secondary product, leading to lack of motivation among marketing managers.

OPPORTUNITIES:

• There is growing demand for secondary product in both domestic and international

market.

• With the opening up of economy new market can be discovered.

• With the progress of research in the field of secondary product the utility of these

products has increased.

• All departments must go in for well-planned modernization.

THREATS:

• Competition has grown very tough with MNC’s entering domestic market.




JUNE 20013

• There is tough competition with National and Internatioinal Petro based companies.

• Main thrust of SAIL is on marketing of its primary product; so secondary product

marketing is not taken seriously. Sales of secondary product are just considered as an

additional income.

• Secondary products are available at cheaper rate in international market, with the

opening up of the economy customers have the freedom of choice and thus due to

price factor they go for international market.

• Excessive delay in execution of order and dispatch has lead to shift of regular

customers




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Section II

RESEARCH DESIGN




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ORGANISATION STUDY IN


AT

BOKARO STEEL PLANT

JHARKHAND




JUNE 20013

BACKGROUND OF THE STUDY

“Training and Development is a formal process of changing employee behavior and

motivation in the way that will enhance employee job performance and then overall

organizational performance.”

Thus, T&D helps the employees to polish their abilities and capabilities in a better way such

that they are much equipped to handle their jobs in the company. In an organizational

environment, there are service organizations like banks, hospitals, educational institutions etc,

and production oriented organizations like garment factories, motor vehicle companies etc.

Usually both of these companies are giving the same kind of training to all their employees.

Some companies even use the old methodology for trainings without any improvements. In

some cases, this may be useful but there will be some companies where this method will not

be effective. This way the aim of the T&D program itself is lost.

In this project, I have designed the questionnaire to identify, if the training program given by

the company “Service with a Smile” has been effective in bringing about reduced stress on a

personal and professional plane, change in attitude towards job, improved customer relations,

improved team work and recognition of their own valuable role within the organization.

Therefore, through this project I am trying to find out the extent to which the program has

been effective in these areas and where improvements are necessary.

TRAINING AND DEVELOPMENT IN SAIL

The human resources is one of greatest assets of SAIL.Training and continuous development

of this asset is an important management responsibility. SAIL has always placed the training

of its employees on a high pedestal since inception. Starting from late 50’s, when the steel

plants under erstwhile Hindustan Steel Limited(HSL), were built commissioned, SAIL has

been striving to reach new peaks in the spheres of technical management and other training

activities including training for technology upgrdation, modernization automation and

computerization etc.




JUNE 20013

SAIL training policy is based on the realization that the development of human resources is

crucial to success of our organization. The company is also aware of changing environment

with respect to continuously updating technologies, skills required, attitudinal change, growth

strategies and future plans.

The company’s policy is dynamic and flexible and allows for focusing of our approaches for

training and development.

The major emphasis areas focused for training are:

Attitudinal changes

Optimal utilization of existing manpower i.e. by redeployment and multi skilled

training

Continuously train human resources for higher level automation

Enhancing efficiency

Proper orientation /induction of new entrants

Thrust areas

Safety and pollution control

Training in TQP

The training plans made are implemented through following agencies:

Management Training Institute

The Plant/Unit Training Centers

Corporate Human Resource Development Group

TRAINING PHILOSPHY IN SAIL

SAIL believes that training facilities the development of employees and skills so that the

resultant growth of competence contributes to contributes to attaining of organization‘s goals

and objectives and move towards vision.

TRAINING VISION IN SAIL




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Making training the most important facilitating process for SAIL, to be a World Class

Corporation and the leader in Indian Steel Business




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IN

BOKARO STEEL PLANT

Training for industry like Bokaro Steel Plant (BSL) is concerned with the acquisition

or development of those knowledge, skills, attitudes, techniques and experiences which

enable an individual to make his most effective contribution to the combined effort of the

team of which he or she is a member.

The scope of Training and Development has broadened from simply providing

training programs to facilitating learning throughout the organization in a wide variety of

ways. There is increasing recognition that employees can and should learn continuously, and

that they can learn from experience and from each other as well as from formally structured

training programmes.

Training And Development Infrastructure in BSL:

• Training Workshop

• Electrical Shop, Fitting & Assembly Shop, Machine Shop, Welding Shop,

Carpentry Shop

• Training Laboratories

• Electronics Lab, PC Lab, PLC Lab, Hydraulics &Pneu. Lab.

• Class rooms, Conference rooms, Auditorium

• Plant Training Centre

• Plant Training Units (32) will be equipped with modern AVA system

• Two Trainees Hostels (18 Blocks – 312 seats)

• The RETREAT




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TRAINING METHODS AND TECHNIQUES FOR EMPLOYEES

Because of the objective of Human Resource Development is to contribute to the

organization’s overall goals, training programs should be developed systematically and with

the organization’s true needs in mind. Successful training begins with a thorough needs

assessment to determine which employees need to be trained and what they need to be trained

to do.

Allison Rossett and Joseph W. Arwady states ”The question is not whether you will

solicit this kind of information through needs assessment. It is how much of it you will do

and using which tools. The culmination for the assessment phase is a set of objectives

specifying the purpose of the training and the competencies required in trainees after they

complete the program.

This section considers the choice of methods for employees training. With training

objectives defined and learning principles in mind, the trainer must be choose appropriate

training methods and design the sequence of events in the training program. Perhaps the first

decision to be made is whether to conduct the training on the job or away from the job. In

many cases, the decision is to do some of both.

On the Job Training: On the job training is conducted at he work site and in the context of

the actual job. The vast majority of all industrial training is conducted on the job, often by

the trainee’s immediate superior or a nominated peer trainer. On-the job training has several

advantages:

a. Because of training setting is also the performance setting, the transfer oftraining to

the job is maximized

b. The cost of a separate training facility and a full-time trainer are avoided orreduced.

c. Trainee motivation remains high because it is obvious to trainees that what they are

learning is relevant to the job

d. Trainees generally find on-the-job training more valuable than classroom training.




JUNE 20013

Apprenticeship Training: This training is combination of on and off the job training. The

department of Labor regulates apprenticeship programs, and often management and a union

jointly sponsor apprenticeship training. This training is normally given to artisans,

electricians, plumbers, bricklayers etc., The duration is normally vary from 2 to 6 years.

Apprenticeship training is carried out under the guidance and intimate supervision of master

craftsman or expert worker/supervisor. During apprenticeship training period, the trainees

are paid less than that of a qualified worker.

Advantages:

i. Workmanship is good

ii. Immediate returns from training

iii. Economical, better loyalty

iv. Feedback is given quickly about the correctives of performance

Disadvantages:

i. It takes times to learn the skill

ii. Required job knowledge is too complex

Job Rotation: In the job rotation, management trainee/employee is made to move from one

function to another at planned intervals. Job rotation is widely used as a management

executive development program which makes the employees or management trainee, a multi-

tasking individual. It can be done either vertical or horizontal.

Coaching and Understanding method: Training under experienced worker they are

coached and instructed by skilled co-worker by supervisor by special trainee instructor.

Advantages:

i. Excellent for supervisor

ii. Quick and economical

iii. Sequences in logical and simple

iv. Instructions are clear and concise.




JUNE 20013

Outbound Training: The outbound training is conducted in a location specifically

designated for training. It may be near the workplace or away from work, at a customized

training centre or a resort. The purposes of conducting this kind of training away from the

work place is to minimized or avoid distractions of the employee from their daily work

routine and allows them to devote their full attention the specific subject.

Some of the outbound training methods and activities are:

Action planning: Often a closing activity asking participants to specify or set goals

about exactly what they will do differently back on the job

Behaviour-modelling training: use a videotape to demonstrate the steps in a

supervisory activity such as conducting a disciplinary interview, followed by role

played skill practice and feedback

Behavioural Simulation: Large-scale multi person role-play, non-computerized

business game.

Brainstorming: Creative idea-generation exercise in which no criticism isallowed.

Business Game: Computerized business simulation that requires participants to make

decisions about strategy and investments and then provides financial results based on

the decisions.

Buzz Group: Small – group discussion of several minutes, duration on an assigned

topic

Case Study: From a one -paragraph vignette to a fifty-page Harvard-style case.

Demonstration

Experiential exercise

Field trip

Group discussion

Guest speaker

Guided teaching: Drawing from the group the points the lecturer otherwise would

make him or herself

Information search: asking trainees to locate the answers to question in the training

materials or manuals provided




JUNE 20013

Inter group exchange: small groups share their ideas of findings with another group

Learning game: competition between teams in a quiz show format

Lecture

Mental imagery: asking participants to close their eyes and visualize or recall

something or engage in mental rehearsal of physical or interpersonal skills.

Outdoor leadership training: Team activities that may include hiking, rope courses, or

other physical challenges along with problem - solving activities.

Problem-solving activities

Role-play

Self-assessment instrument or quiz: An example is a conflict resolution -style

inventory.

Team Building: A series of group activities and sometime surveys used to develop

team skills and role clarify in a team of people who must work together closely on the

job

Videotapes: can be used alone but are most effective discussion and practice.

INSTRUCTIONAL METHODS used in training program:

1. Classroom-programs – live

2. Workbooks / Manuals

3. Videotapes

4. Public Seminars

5. Self-assessment instruments

6. Role plays

7. Case Studies

8. Games/simulations (not computer-based)

9. Outdoor experiential programs




JUNE 20013

OFF JOB TRAINING TECHNIQUES

1. Classroom lectures: this is the simplest and from the off the job training. This is a

best form of instruction when the instruction is to convey information on rules, regulation,

policies and procedures.

Advantages:

Simple and efficient

a) Minimum cost

b) Minimum time

Disadvantages:

a) Monologues and one way communication

b) Large trainees are participants

c) Efficiency depends on ability of trainers in the use of correct expression better

participation

d) Concentration and intent of majority of trainees fade off after short time or so

e) No individual attitude is possible with result there is no feedback of assimilation of

knowledge.

2. Conference and Seminars and Workshops: This is a formal method of arranging

meeting in which individuals confer to discuss points of common interest for enriching their

knowledge and skill. This is group activity. It encourages group’s discussion and

participation of individuals for seeking clarification and offering explanation and own

experience. It is a planned activity with a leader or moderator to guide the proceedings, whichis focused on agreed agendas points prefixed during planning stage of such conference.

There are three variables:

a) Directed conference

b) Training conference

c) Seminars and workshops




JUNE 20013

3. Group discussions and study analysis: case study method was initially introduced

by Christopher Lang Dell at Harvard Law School in 1880’s. The principle used is

‘experiences are the best teacher’. Here several empirical structures are examined in detail to

find out commonalities to derive general discussion. Based on such studies and group

discussion are initiated to derive common lesson. This method has, however limited use of worker but both used for supervisors. In case of workers, areas of importance in this method

are that the quality control.

4. Audio-visuals and Film Shows: In order to improve understanding very usual and

sometimes is escapable to ‘Demonstrate’ operation of a machine or explain or process.

Audio–visual film shows can supplement the efforts lecturing and improve its effectiveness.

5. Simulation Computer Modelling: A training activity in which actual working

environment is artificially created as near and realistic and possible is called simulation

training. Case study, analysis, experiment exercise game playing computer model and

vestibule training etc come under this category When the work environment is artificially

created by using computer-programming method well call it ‘computer method’

6. Vestibule Training: In this training, employees are trained of the equipment they are

employed, but the training is conducted away from the place of work. In which all necessary

equipment and machines required as actual machined ship are duplicated

7. Programme Instruction: Programmed instruction is a stu5rctured method of

instruction aided through texts, handouts, book and computer aide instruction. In this case the

instruction materials and information is broken down in meaning full unit and arranged in a

proper sequenced from logical method of learning packages, the learning ability is tested and

evaluated in real time basis

Advantages:

a) Materials of learning are broken down into meaning full modules

b) Instructions are not key players

c) Trainees learn at his/her own pace of learning. Individual difference are taken care of

d) No fear of evaluation and criticism

e) Active interaction between the learner and the machine




JUNE 20013

f) Immediate feedback is available

g) Training can be undertaken at any time and any place

h) It is highly flexible and motivated

Disadvantages:

a) Costly method

b) Advance topics are untouched

8. T. group Training: ‘T’ stand for training or laboratory training.

T group training was originated on 1940’s but only 1960’s it has opened to the industries.

This Training has both supporters and opponents. Unlike any other programmers discussed. T

group training is concerned with really problem existing within the other group itself.

9. Retraining: technology is advancing at rapid pace. Here obsolesce is a major problemfaced by the worker are the introduction of automation for such retraining programme to

update their knowledge, which will further make them productivity useful of the organization

and restore this confidence




JUNE 20013

OBJECTIVE AND GOALS OF TRAINING & DEVELOPMENT

IN BSL

We build lasting relationship with customers based on trust and mutual benefit.

We uphold highest ethical standards in conduct of our business.

We create and nurture a culture that supports flexibility. Learning and is proactive to change.

We chart a challenging career for employees with opportunities for advancement and

rewards.

We value the opportunity and responsibility to make a meaningful difference in people’s

lives.

HUMAN RESOURCE DEVELOPMENT POLICY

We shall strive for continual improvement in building employees’ competence for enhanced

performance through technical & managerial training and various other interventions in tune

with organizational goals and priorities while creating a culture of learning.

OBJECTIVES:

• Enhance employees’ knowledge competence for individual organizational growth.

• Impart need based training.

• Nurture and provide continuous learning environment.

• Enhance performance of employees through various HR interventions.




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Chapter II

Research Process




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OBJECTIVE

Training and Development can help an organization in a number of ways ultimately it

is employee knowledge and skill that produce the organization product or service.

Training facilitates the implementation of strategy by providing employees with the

capability to perform their jobs in the manner dictated by the strategy.

The objective of the programme is to know the importance of training and

development for organization such as SAIL.

To have the knowledge regarding its benefits for and organization, benefits for

Individuals and benefits for personal and human relation and internal group relation

and policy implementation.

The project will be applicable in the training and development for the employees of

the organization using the new techniques and methods as suggested by the survey

methodology of my project.

The project will help the organization to understand the views of the employees and

the progress in their development skills.

To improve quality of work and product, and to enhance and update, knowledge and

skill level of employee in the organization.

To promote better opportunity for the growth and promotion chances of employees

and thereby the employability and to secure better health and safety standard.




JUNE 20013

My endeavor would be how to design programmes for officer and well as workers

which could keep the organization in the contemporary knowledge management

marathon simultaneously increasing the productivity skills and other management

skills.

The best methods should be employed in the organization that occurs a needs to

identify the most effective method of Training and development. The study then goes

on to evaluate and analyze the findings so as to present a clear picture of trends in the

training and development.

SCOPE OF THE STUDY

Training and Development is a continuous process within the organization. An

organization constantly spends a large amount of its capital resources on the development of

its Human Resources. A well trained and developed Human Resource of Organization is the

measure of its potential to carry out the work most effectively and efficiently.

Therefore, the best methods should be employed in the organization hence there

occurs a need to identify the most effective method of Training And Development . The study

then goes on to evaluate and analyze the findings so as to measure the effectiveness of

training and development

Training enables employees to develop and train within the organization and increase

the market value, earning powers and job security. It modulates the employee’s attitude and

also helps them to achieve better co-operation with the company and greater loyalty to it. The

management is benefited in the sense that higher standard of quality are achieved, a

satisfactory organization structure is built up authority can be delegated and stimulus for progress applied to employees.

RESEARCH DESIGN

The research is primarily both exploratory as well as descriptive in nature. The

sources of information are both primary & secondary. A well-structural questionnaire was

prepared and personal interviews were conducted to collect the Trainee’s as well as Trainer’s

perception and behavior, through the questionnaires.




JUNE 20013

TOOLS FOR DATA COLLECTION

Apart from interview, a questionnaire was also prepared and distributed to employees

SAMPLING METHODOLOGY:-

Primary Data: It is prepared keeping in mind the objective of the research. A pilot

study was done in order to know the accuracy of the Questionnaire. Information collected

through questionnaire from employees and through observation of training programme. Thus

my sampling came out to be judgmental and convenient.

Secondary Data: The secondary data was collected mainly from the HIRS, books, web searchand personal interaction with experts of the plant.

Sampling Unit: The respondents who were asked to fill out questionnaires are the sampling

units. The comprised of employees of Bokaro Steel Plant.

Sampling Size: Around 250 employees had been participated this training programme out of

these 85 employees has been taken for sampling size.

SURVEY METHOD:-

At the time of data collection I visited different department of BSL and survey about

their work and their problems.

QUESTIONNAIRE METHODOLOGY:

The Questionnaire is attached as Annexure-I, in this project report. Questionnaire has

been asked to the employee and requested to give the answer genuinely and correctly.




JUNE 20013

CHAPTER III

CASE STUDY




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TRAINING PROGRAMME “SERVICE WITH SMILE”

The Non-works area has great impact on employee’s performance so HRD centre

BSL has designed a new training programme with a name “Service with Smile” for various

Non-executives of non-works areas. With the objective to develop team spirit and

coordination between employees of BSL.

The programme objectives are:-

1. To understand current business scenario and steel making process.

2. Deal with people in pleasing and satisfying way while giving their service.

3. Communicate effectively with internal customers.

4. Appreciate their own role as service provides as well as role as a member of Team

Bokaro.

The programme has been started on May 2009 and conducted in every threee months, 25-30

participants are taking part in one time and till now more then 250 employees has benefited

by the programme.

Programme Content:-

Steel Business Appreciation and Process.

Dealing with people-Importance of smile.

Role of service provider.

Communication with effective team.

Working with team spirit.

Training Methodology:-

Lecture, Syndicate discussion, Role Playing, Case Study, Plant Visit.




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Evaluation :Feedback from the participants through Questionnaire.




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TABLE-1

RESPONSE OF EMPLOYEES REGARDING THEIR VALUABLE ROLE IN THE

ORGANIZATION

SL NO RESPONSE NO. OF RESPONDENTS PERCENTAGE (%)

1 Extremely High 40 47

2 High 25 29

3 Neutral 20 24

4 Low 0 0

5 Very Low 0 0




JUNE 20013

ANALYSIS

From the above diagram 47% of the respondents have very high extent of experiencing their

valuable role in organization whereas 29% have high extent and 24% are satisfied

INTERPRETATION OF DATA:

It is clear from the response that the programme have had an effective impact on the

employees regarding their role in the organization in a very positive way.




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TABLE-2

EFFECTIVENESS OF THE PROGRAMME IN DEALING WITH DIFFERENT

CUSTOMERS..


1 Extremely High 23 27.06

2 High 40 47.06

3 Neutral 22 25.88

4 Low 0 0

5 Very Low 0 0




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ANALYSIS

47% of the employees have mentioned that after attending the programme the effectiveness

with which they could deal with the customers is High, 27% found this programme bringingin Extremely high effectiveness and 26% found the same as neutral.


The programme has been successful in bringing in an improved customer relationship for the

company.




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TABLE-3

THE EMPLOYEES FEELING TOWARDS WORKING IN A TEAM



2 High 39 45.88

3 Neutral 18 21.18

4 Low 0 0

5 Very Low 0 0




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ANALYSIS

After attending the programme 46% of the employees were of the opinion that they have a

High feeling regarding working towards a team, while 33% rated the programme asextremely high in increasing their feeling towards working in a team. 21% of the employees

remained neutral regarding the same.


The programme has been successful in bonding the employees more as a team.




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TABLE-4

OPINION OF EMPLOYEES REGARDING REDUCTION IN JOB STRESS.



2 High 36 42.35

3 Neutral 30 35.29

4 Low 7 8.24

5 Very Low 4 4.71




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ANALYSIS

42% of the employees rated the programme as High in helping them reduce their job stress,

while 9% rated the same as Extremely High. However , a total of 49 % of the employeesrated the program as neutral, low or very low


Since nearly 50% of the employees have mentioned the program as less effective in reducing

job stress, the programme needs improvement in that area.




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SUGGESTIONS FROM RESPONDENTS:

1) Should continue this programme, along with added improvement on reducing job

stress.

2) Programme duration should be increased.

3) The particular programme “Service with Smile” organized for all grade, department

of employees and also for executives.

4) For the effective implementation of training programme management should remove

the main causes of dissatisfaction i.e. shortage of manpower so that employee will be

more benefited by this programme.

5) Management should provide training based on team work for all employees.




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FINDINGS:

1) Training and development of Bokaro Steel Plant is aimed at systematic development

of knowledge, skills, attitude, team work and make aware to the employees of non-

works areas with hazardous of plant.

2) The majority of employees of non-work area liked the programme

“Service with Smile”.

3) Employees of non-works areas become aware about hazardous of plant and it creates

co-operative environment among the organization.

4) The knowledge developed the present business scenario and the position of SAIL has

increased the team spirit among the employees.

5) During the programme employees got chance to discuss their problems that helped the

management to plan for the action to remove problems.

6) Majority of respondents shows their satisfaction about programme but some of them

express their inability to follow the tips given in this programme, because of the

shortage of manpower and ignorance of management.

7) The township and medical department shows their dissatisfaction for management.




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CONCLUSIONS

1) The Length of Training and Development programmes should depend upon the

requirement of Job.

2) Management should remove the other factors of dissatisfaction of employees like

increase the manpower to reduce the job stress of employee.

3) The duration of training programme should be enough so that employees can visit plant properly.

4) Some more programme should organize for non-works as well as executives so that

everyone should know about the hazardous of plant.

5) This is found that 49% respondents express that the programme has not reduce their

job stress but 51% are certified that this programme is very helpful to reduce their

stress.




JUNE 20013

BIBIOLOGRAPHY

References:

• VSP Roa, Human Resource Management: Text and cases

• Gary Dessler, “Human Resource Management”, Seventh Edition

• SAIL Human Resource Handbooks

• www. sail.co.in

• Other previous studies

http://www.sail.co.in/








JUNE 20013

ANNEXURE-I

Questionnaire for evaluating training Programme “Service with Smile” (N-Ex)

Evaluation of The Training Programme “Service with Smile” at Bokaro

Steel Plant

I am a student of Rajagiri Centre for Business Studies, Kerala doing my summer

internship at Bokaro Steel Plant on a project titled “Evaluation of The Training

Programme “Service with Smile””.As part of it, I am collecting data from the employees of

BSP for my analysis.I would request you to please provide me with your valuable inputs on

the questionnaire.

i. Name :

ii. Department :

iii. Desiginatio :

Please tick the most appropriate response in the 5-point scale below.




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Extremely

High

5

High

4

Neutral

3

Low

2

very

Low

1

1Are you able to recognize your valuable role in

organization after attending “Service with Smile”

2The extent to which “Service with Smile” changed

your attitude towards your job and organization

3

After attending “Service with Smile” are you able to

behave in a cooperative way with customer and co-

worker?

4

How far “Service with Smile” helped to improve

your communication skill/ the way you deal with

different customers.

5After attending “Service with Smile” are you feeling

more comfortable working in team?

6How far “Service with Smile” was able to reduce

stress in your personal life/ family life.

7How far has “Service with Smile” helped you, to

reduce job stress at your job place.

8. Any specific suggestion/issues you like to comment.

......................................................................................................................................................

......................................................................................................................................................

.........................................................................................................

Thank you for giving your precious time to respond this questionnaire.

training and development in sail

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