A

PROJECT REPORT
ON
“A STUDY ON TRAINING AND DEVELOPMENT
PROCESS AT AMBUJA CEMENT LIMITED ”

SUBMITTED TO
Pt. Ravishankar Shukla University, Raipur (C.G.)
In partial fulfillment for the degree course of

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

FOR THE ACADEMIC SESSION

2021-22

Guided by: Submitted by:

MRS. PARUL RAJVANSHI KALASH SINHA
Asst. Professor BBA VI Sem
Department of Management Roll No:1913023039
MAIC, RAIPUR

Department of Management
MAHARAJA AGRASEN INTERNATIONAL COLLEGE
Samta colony, Raipur (C.G.)

1
 A
PROJECT REPORT
ON
“A STUDY ON TRAINING AND DEVELOPMENT
PROCESS AT AMBUJA CEMENT LIMITED”

SUBMITTED TO
Pt.Ravishankar Shukla University, Raipur (C.G.)
In partial fulfillment for the degree course of

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

FOR THE ACADEMIC SESSION

2021-22

Approved by: Submitted by:

Ruchi Sachan KALASH SINHA
HEAD BBA VI Sem
Department of Management Roll No:1913023039
MAIC, RAIPUR

Department of Management
MAHARAJA AGRASEN INTERNATIONAL COLLEGE
Samta colony, Raipur (C.G)

2
 CERTIFICATE

This is to certify that Ms. KALASH SINHA a bonafide student of

Maharaja Agrasen International College, Raipur (C.G.)
studying in B.B.A VI Semester has successfully completed her
project entitled “A STUDY ON TRAINING AND DEVELOPMENT
PROCESS AT AMBUJA CEMENT LIMITED ”.

I wish her all success in every endeavor of life.

Ms. Ruchi Sachan Dr. Jyoti Janswamy

HOD I/CPrincipal
Maharaja Agrasen International College Maharaja Agrasen International College

3
 CERTIFICATE

This is to certify that the Project Work entitled “A study on ON

TRAINING AND DEVELOPMENT PROCESS AT AMBUJA
CEMENT LIMITED”submitted by Ms. KALASH SINHA for the
partial fulfillment of Degree of Bachelor of Business
Administration from Pt. Ravishankar Shukla University, Raipur
(C.G.) is an authentic work performed by the Student.

This work has been submitted for the sole purpose of

academic interest.

Internal Examiner/Guide External Examiner

4
 Declaration

I, Ms._KALASH SINHA hereby declare that this report is the record of

authentic work carried out by me during the academic year 2021-22 in

“A STUDY ON TRAINING AND DEVELOPMENT

PROCESS AT AMBUJA CEMENT LIMITED”

(Signature of the student)

KALASH SINHA

5
 ACKNOWLEDGEMENT

The exclusively of this project cannot be claimed as a singuliar

effort. I offer my profound gratitude , as without their generous
assistance this work would never have recognized at
appropriate places.

My project on “ A STUDY ON TRAINING AND DEVELOPMENT

PROCESS AT AMBUJA CEMENT LIMITED ”.

It would have been my dream forever if I did not get inspiration

, encouragement and blessing of my parents , teachers and
friends , how can it be possible to start up my report without
saying a word of thanks to all of them.

By the grace of almighty it was very favourable on my part to

work under the guidance of Mrs. Parul Rajvanshi Mam in MAIC
College . She guided me full of magnanimity on every difficult
step of my work and thus I completed in a very efficient way
over the hurdles.

I would aiso like to pay my thanks and regards to my parents ,

my family members and my friends who supported me and
gave their full co-operation and assistance in my study.

6
 INDEX

CHAPTER DESCRITION PAGE NOS.

1 INTRODUCTION 8-26

2 COMPANY PROFILE 27-35

3 RESEARCH METHODOLOGY 36-40

4 DATA ANALYSIS & INTERPRETATION 41-55

5 FINDINGS AND SUGGESTION 56-59

6 CONCLUSION 60

7 QUESTIONNAIRE 61-63

8 BIBLIOGRAPHY 64

7
CHAPTER-1
INTRODUCTION

8
 An organization either Business or Industrial Enterprises, needs many factors
for its growth, further development and for 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 combination of
these factors. Managing all other factors are c o m p a r a t i v e l y easier than
m a n a g i n g Human R e s o u r c e s . The Human Resources are most important
and need to be handled carefully. Since all the others factors are handled by the
human resources, they have to be trained in a 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.

Training is defined as learning that is provided in order to improve performance

on the present job. A person's performance is improved by showing her how to
master a new or established technology. The technology may be a piece of
heavy machinery, a computer, a procedure for creating a product, or a method of
providing a service.

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 depend 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 safe guard organizational objectives of survival and success through
competitive advantages. The training function now popularly called as Human
Resource

Development, coordinates the 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

9
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. Nevertheless, formal training
is still essential for most organizations or teach them how to perform in their
initial assignment, to improve the current performance of employees who may
not be working as effectively as desired, to prepare employees for future
promotions and increased responsibilities.
The Computer Application Training and New Employee Training are most
popular training topics. Various Management and supervisory skill such
as leadership, performance appraisal, interviewing, and problem
solving were also commonly taught. Many organization provide Train-the
trainer' courses for superiors or peers who will in turn provide on-the-job
training to others. Besides being one of the most important HRM
functions, Training and Development is also one oft

Meaning and Definition:

After an employee is selected, placed and introduced, he or she needs to be

provided with training facilities. The training is the act of increasing the
knowledge and skill of an employee for doing the particular job. Training is a
short term educational process and utilizing systematic and organized
procedure by which an employee is learned the technical knowledge.

Definition:

Staimez: defines Training is a short term process utilizing a systematic and

organized procedure by which non-managerial personnel to learn technical
knowledge and skill"

Mamoria: defines "Development covers not only the activities which improve
job performance, but also those which b ring about growth of personality, helps

10
individual in the process towards maturity and actualization of this potential
capacities so that they become not only good employees but also both good
men and women.

S. P. Robbins: Defines "Training is a learning process which seeks a relatively

permanent change in behavior that occurs as a result of experience.

Dale Yoder: Defines "It is that deals with the effective control and use of
manpower as a distinguished from other source of man power"

Meaning:

Training is part of Human Resource Development. It is concerned with

concerned with training, development, and education. Training has been
defined as an organized learning experience, conducted in a definite time
period, to increase the possibility of improving job performance and growth.
Organized means that it is conducted in a systematic way.
Although learning can be incidental, training is concerned with the worker
learning clear and concise standards of performance or objectives.

Training is the acquisition of technology which permits employees to perform

their present job to standards. It improves human performance on the job the
employee is presently doing or is being hired to do. Also, it is given when new
technology in introduced into the workplace

Development is training people to acquire new horizons, technologies, or

viewpoints. It enables leaders to guide their organizations onto new
expectations by being proactive rather than reactive. It enables workers to
create better products, faster services, and more competitive organizations. It is
learning for growth of the individual, but not related to a specific present or
future job. Unlike training, which can be completely evaluated, development
cannot always be fully evaluated. This does not mean that we should abandon

11
development programs, as helping people to grow and develop is what keeps
an organization in the cutting edge of competitive environments. Development
can be considered the forefront of what many now call the Learning
Organization.

Development involves changes in an organism that are systematic, organized,

and successive...and are thought to serve an adaptive function. Training could
be compared this metaphor - if I miss one meal in a day, then I will not be able
to work as effectively due to a lack of nutrition. While development would be
compared to this metaphor'- if I do not eat, then I will starve to death. The
survival of the organization requires development throughout the ranks in order
to survive, while training makes the organization more effective and efficient in
its day-to-day operations.

Principle of Training:

1. Training Plan: This must be well planned, prescribed and ably

executed effective implementation depends to great extend on
planning.
2. Organizational objectives: Training & Development program
must meet objectives of the organization
3. Equity and fairness: Training and Development program must enjoy
equal opportunity to drive benefit out of such training and must have equal
chance to undergo such training.
4. Application specification: Training content is b a lan ce d
between theory and practical. It must be 'Application specification'/
5. Upgrading information: Training and Development program is
continuous reviewed at periodic interval as order to make them updated
in terms of knowledge and skill.

12
Importance of training in recent years:

Recent changes in the environment of business have made the Training and
Development function even more important in helping organization maintain
competitiveness and prepare for the future. Technological innovations and the
pressure of global competition have changed the ways organizations operate
and the skills that their employee need. The tight labor market has increased the
importance of training in several ways. First higher employee turnover means
that more new employees need training. Second, it has been suggested that
frequent and relevant development experiences are an effective way to gain
employee loyalty and enhance retention of top-quality staff.

Need for Training:

Training must be tailored to fit the organization's strategy and structure. It is

seen as pivotal in implementing organization-wide culture-change efforts, such
as developing a commitment to customer service, adopting total quality
management, or making a transition to self-directed work teams. Pace-setting
Human Resource Development departments have moved from simply
providing training on demand to solving organizational problems. Trainers see
themselves as internal consultants or performance improvement specialists
rather than just instructional designers or classroom presenters. Training is only
one of the remedies that may be applied by the new breed of Human Resource
Development practitioners.
In an age of network organizations, alliances, and long-term relationships with
just-in-time suppliers, leading companies are finding that they need to train
people other than their own employees. Some organization offer quality training
to their suppliers to ensure the quality of critical inputs. Organizations with a
strong focus on customer service may provide training for purchasers to their
product.

13
1. Shortage of skill: Skilled and knowledge people are always on short supply,
alternatively they are too expensive to hire from outside. The best way is
to improve the skill and knowledge of the existing employees through
Training and Development.

2. Technological Obsolesce: Growth of technology takes place very fast.

This will render current technological obsolesces in the near future.
3. Personal Obsolesce: At the time of recruitment employees possess a
certain amount of knowledge and skill. As the time passes their knowledge
becomes obsolesce unless it is uploaded by proper training. This happens
because of changes take place in product methods procurement of better
machines.
4. Organization Obsolesce: Modern management has introduced a number
of innovative steps in functioning of management like play organizing,
controlling to such change are bound to fail and become obsolete, to
prevent obsolesce r organization. Employees must be exposed to modern
Technology through T & D

5. Increased Productivity: Instruction can help employees increase their

level of performance. Increase human performance often directly leads to
operational productivity and increase company profits.
6. Coercive Training by Government: In order to provide better
employability changes of unemployed youth, certain governments have
taken initiatives to mobilize resource available at public/government and
private to provide training to outside candidates. One such arrangement is
called at "Apprenticeship Training' conducted by Government of India. A
part of expenditure incurred for this by the private sectors is reimbursed by
government.
7. Human Capital: The latest thinking is to treat employees as 'Human Capital'.
The expenditure involved in training and development are now being considered
as an investment. This is cause in globalization it is the knowledge and skill of
employees which determine complete advantages of firm

14
OBJECTIVES AND GOALS OF TRAINING:

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

Ultimately, it is employee knowledge and skill that produce the organization's
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. Training also assists in solving immediate business
problems, such as when a team of Manager in an action learning program
studies a real problem and recommends a solution. Finally to keep ahead in a
highly competitive the turbulent environment, it has been suggested that the
training function must foster a continuous learning culture and stimulate
managers to reinvent their corporation.

Training enables employees to develop and train within the organization and
increase the market value, earning power and job security. It moulds 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.
• To increase productivity of employees or workers
• To improve quality of work and product
• To promote better opportunity for the growth and promotion chances of
employees and thereby the employability
• To secure better health and safety standard
• To improve quality of life of employees
• To sustain competitive advantage
• To impart new entrants of knowledge and skill
• To build up a sound line of competent efficiency and prepare them as a
part of their career progress to occupy more responsible positions
• To impart customer education, help grading skills and knowledge and
employees
estimate career planning of the company.

15
How training and development is related to Human resource
management ?

An effective use of materials, money, machines and human resource is

essential for achieving a high level of productivity in the industry. Whereas other
resource have limitation, the human resource has unlimited potential. Moreover
this is the only activity resource, other being passive. Its quality of human
resource through training input is of vital importance.

• Improves communication between group and individual

• Aids in orientation for new employees and taking new jobs throu8gh
transfer or promotion
•, Provides information on equal opportunity and affirmation action
•' Improves interpersonal skill
• Builders cohesiveness in groups
• Provides a good environment for learning, growth and co-ordination.
• Improves labour management relation
• Helps to create better corporate image
• Provides information for further needs in all areas of organization
• Moves a person towards personal goals while improve Human Resource
and Organisation goals.

TRAINING METHODS 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 need 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.

16
 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.

1. 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 of
training to the job is maximized
b.)The cost of a separate training facility and a full-time trainer are avoided or
reduced.
c.) Trainee motivation remains high because it is obvious to trainees that what
the yare learning is relevant to the job
d.) Trainees generally find on-the-job training more valuable than classroom
training

 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 employee or management trainee, a multi-tasking individual.
It can be done either vertical or horizontal.

There are various other instructional methods used in training program:

 Classroom-programs-live
 Workbooks / Manuals
 Videotapes
 Public Seminars

17
  Self-assessment instruments
 Role plays
 Case Studies
 Games/simulations (not computer-based)
 Outdoor experiential programs

2.OFF THE JOB TRAINING

The Off-the-Job Training is the training method wherein the
workers/employees learn their job roles away from the actual work floor.
off-the-job training comprises of a place specifically allotted for the training
purpose that may be near to the actual workplace, where the workers are
required to learn the skills and get well equipped with the tools and techniques
that are to be used at the actual work floor.

Out of the above off job training techniques, the following are used in
general:

 Classroom Lectures
 Conference and seminars
 Group discussions and case study analysis
 Audio-visual and film shows
 Simulation and computer modeling
 Vestibule training
 Programmed organizations
 Games and Role playing
 T-group training
 Retraining

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.

18
Advantages:

 Simple and efficient

 Minimum cost
 Minimum
time
Disadvantages:

 Monologues and one way communication

 Large trainees are participants
 Efficiency depends on ability of trainers in the use of correct expression
better participation
 Concentration and intent of majority of trainees fade off after short time or
no individual attitude is possible with result there is no feed back of
assimilation of knowledge.

2. 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 is the best teacher'. Here several empirical
structure 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 use for supervisors. In case of workers, areas of importance in this
method are that the quality control.

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

usual and sometimes is escapable to 'Demonstrate1 operation of a machine
or explain or process. Audio-visual film shows can supplement the efforts
lecturing and improve its effectiveness,.

4. Simulation Computer Modeling: 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

19
 method well call it 'computer method'

5. 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
6. Programme Instruction: Programmed instruction is a stu5rctured
method of instruction aided through texts, handouts, book and computer aided
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:

• Materials of learning are broken down into meaning full modules

• Instruction are not key players

• Trainees learn at his/her own pace of learning. Individual difference
are taken care of
• No fear of evaluation and criticism
• Active interaction between the learner and the machine
• Immediate feedback is available
• 7Training can be undertaken at any time and any place

• It is highly flexible and motivated

Disadvantages:
• Costly method
• Advance topics are untouched

7. T. group Training: T stand for training or laboratory training. T group

20
 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.

8. Retraining: technology Is advancing at rapid pace. Here obsolesce is a

major problem faced 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.

TRAINING FOR PRODUCTIVTY IN INDUSTRY:

An effective use of materials, money, machines and human resources is

essential for achieving a higher level of productivity in the industry whereas
other resources have limitations. The human resource has unlimited potential.
Moreover, this is the only activating resources, to be being passive. Its quality
can be improvement in the quality for the human resources through training
inputs is of vital importance.

Training of HR can be considered at the levels of

I. Workers
II. Supervisors
III. Trade Union Functionaries
IV. Middle level Managers
V. Top Managers

1. Workers:
From the point of raising industrial production the training of workers
essentially
 Improving job knowledge
 Attitudinal change

21
While job knowledge can be imparted through on the job training, attitudinal
and behavioral changes can be induced through training inputs intended to
the understanding of his work, his environment and his relations with his
colleagues trade union and the management.

2. Trade Union Functionaries :

Effective use of HR In Industry will not be possible without a positive approach

on the part of trade union functionaries. Where there could occasionally, be a
great conflict of interests as well as a role conflict of union functionaries in
improving productivity and safe guarding workers interest, there is a need
essentially to give the training on job evaluation, work study and other
productivity techniques. Out experience shows that their appreciation of these
techniques generate a favorable disposition towards the use of these
techniques.

3. Supervisory and Middle Level Management:

Usually, we find that supervisory jobs are filled in by promoting efficient

workers. An efficient worker need not be a good supervisor. The type soft skills
required being an efficient worker and the supervisor are quite different. A good
supervisor needs a possess human relations and administrative skills. Training
in these areas seems to be inadequate. The prime need therefore is to
sharpen these skills through systematic training inputs. An efficient use of
training instruments should be made to develop these skills among the
promote supervisors continue the training program or how to improve it.
Modifying the training based on reaction measures is fairly straightforward. A
boring speaker can be replaced, a film rates as irrelevant dropped, or a caterer
changed, depending on the feedback received. If a sound evaluation design
was used, additional modification of the training might be suggested by scores
on the learning, behaviour or results measures.
If insufficient learning occurred, the training presentation itself may have been

22
 at fault. Information may have been presented unclearly, or inadequate time
and practice may have been allowed for trainees to absorb the materials.
Alternatively, trainee readiness or motivation may be been deficient so that an
otherwise well designed training experience had no real impact on the trainees

If behavior on the job did not improve despite gains In learning, the fault could
lie in t he needs assessment, the training program itself, or the work
environment. If the initial needs assessment was not performed correctly,
trainees might have mastered material that was not relevant to the demands of
their jobs. Thus, while they might have learned something from the training,
what they learned is not something that they can use. Another possibility is that
the training content might have been appropriate, but there was insufficient
emphasis either on transfer of training to the job or on relapse prevention.
Finally, the fault could lie in the work environment if supervisors or the
environment do no facilitate the use of new skills.
When learning and behaviour change but results d no improve, the
appropriateness of the training or validity of the results measures should be
scrutinized. If people are behaving differently, but the behaviour has no impact
on the bottom line, from a poor needs assessment. If on the other hand, the
trained behaviours are better and more effective than the behaviours used
previously, then the problem be simply that t6he results measures are too
coarse or contaminated to register their beneficial effect. Results measures like
profit and turnover are affected by many factors outside the organization, such
as general economic and labor market conditions. Perhaps a training program
does have beneficial impact, but he impact is simply not visible against larger
trends in global results measures.

Utility of Training Programs:

Utility of Training is the net gain realized by an organization as a result of

adopting a given Human Resource Management practice, and it can be
calculated for training programs as well as which Jack Phillips has
championed addition a fifth level to Krikpatrick's training evaluation

23
hierarchy, return on investment. Phillips believes that the benefits of
training should be carefully quantified and compared to the cost of
delivering the training in order to justify training expenditures and evaluate
the relative work of different training programs.

Calculating utility or return on investment requires both assessing the

costs of the training and putting a dollar on the benefits of the training.
Some cost categories associated with the training are show in as below.
They include one-time costs incurred in developing the program initially,
costs that the are incurred each time the program is repeated, and costs
incurred for each person trained. It is harder to put in terms of value on
the benefits of training that it is to assess the costs. First one must
estimate how much better a trained employee will perform than an
untrained employee. The money payback of a certain percentage of
improvement in performance depends on the importance of the job. It is
probably worth more to an organization to increase an executive's
performance by 10% than to increase a secretary's performance by 10%.
He multiplies the amount gained per trainee per year no. of persons
trained.

TOP MANAGEMENT:

It has to be trained essentially and primarily for bridging the gap between
technology and management. Scientific and technological kno2wledge
has been growing, particularly during the last decade, at an astonishing
rate. It becomes vital or the top manager to have keen appreciation of the
widening scope of technology. In this way he will be able to discharge his
functions as an effective manager. Another area where he needs to be
trained and exposed is computers and electronic processes. The growing
complexities of companies internal operations, diversification and growth,
and in some cases competitions, have generated unprecedented
pressures. The process of managerial decision-making can be

24
considerably improved by harnessing these electronic aids.

The top manager also needs to be exposed to the growing complexities of

the environment. He needs to examine the relationship of his job so such
as the growing influence of the government in business, the changing role
of the organized labour, the altered expectation of the public from the
business and growing internal competitions as well as possibilities.

Evaluation phase:Donald Kirkpatrick developed the best-known and

most widely used framework

• Reaction: The first level involves reaction measures, or the

participants feelings about the program. Reaction information is
usually gathered by questionnaire during or immediately after the
program. At least two aspects of reaction should be assessed: Did
the trainee enjoy the program, and do they think the program will be
useful to them.
• Learning: The second level of evaluation has to do with
learning. Learning measures assess the degree to which trainees
have mastered the concepts, information, and skills that the training
tried to impart. Learning is assessed during and or at the end of the
training program with paper and pencil tests, performance tests and
graded simulation exercises.

• Behaviour - On-the-job behaviour is the third level of evaluation,

Behaviour measures ask whether employees are doing things differently
on the job after training, whether they are visibly using what they have
been taught. In essence, this is transfer of training.
• Results: The final level of evaluation involves results measures. At
this level, the impact of the training program on the work group or
organization as a whole is assessed objectively. The appropriate
objective measures to use depend on the content and objectivesJ of the

25
training. Samples measures of results include cost savings, profit,
productivity, quality, accidents, turnover, and employee attitude.

26
CHAPTER-2
COMPANY PROFILE

27
ABOUT CEMENT INDUSTRY:-

The origins of Indian cement industry can be traced

back to 1914 when the first unit was set-up at
Porbandar with acapacity of 1000 tonnes. Today
cement industry comprises plants and more than 300
mini cement plants. The Cement Corporation of India,
which is a Central Public Sector Undertaking, has 10
units. There are 10 large cement plants owned by various State Governments.
Cement industry in India has also made tremendous strides in technological up
gradation and assimilation of latest technology. Presently, 93 per cent of the total
capacity in the industry is based on modern and environment-friendly dry process
technology. The induction of advanced technology has helped the industry
immensely to conserve energy and fuel and to save materials substantially.

Indian cement industry has also acquired technical capability to produce different
types of cement like Ordinary Portland Cement (OPC), Portland Pozzolana
Cement (PPC), Portland Blast Furnace Slag Cement (PBFS), Oil Well Cement,
Rapid Hardening Portland Cement, Sulphate Resisting Portland Cement, White
Cement etc. Some of the major clusters of cement industry in India are: Satna
(Madhya Pradesh), Chandrapur (Maharashtra), Gulbarga (Karaataka),
Yerranguntla (Andhra Pradesh), Nalgonda (Andhra Pradesh), Bilaspur
(Chattisgarh),and Chandoria(Raj asthan).

AMBUIA CEMENTS LIMITED

Ambuja Cements was started as Gujrat Ambuja cements limited in 1986 at

Ambuja Nagar (Gujrat). In a Decade it became one of the most efficient cement
Companies in the World by producing cement at the Lowest Cost ever by
adhering to the stringent Pollution Control Norms. Today Ambuja Cements is the
2nd Largest cement Company in India with a Capacity of 22 Million Tonnes. In a
span of 30 Years Ambuja has grown 20 Folds from a Humble Beginning of 0.7

28
Mtns to 22 Mtns. Ambuja has set new Benchmarks in operational excellence &
logistics management, marketing & brand building

Vision & Mission l statement

Vision
"To be India's Most Admired Company"
Mission
• Delighted Customers
• Inspired Employees
• Empowered Partners
• Energized

Achievements

 It is most profitable cement

company in India.
 It is lowest cost producer of
cement in India.
 It also operates through other segments such as construction, hotel and
finance activity.
 Company has set up Captive Power Plant at a lower cost.
 Its environment protection measures are best in the world.
 The only cement company to be awarded with the National Quality Award.
 First cement company to receive the ISO 9002 quality certification.
 Received ISO 14000 Certification for environmental
systems.
India's largest exporter of cement.
 Received Best Award for highest exports by CAPEXIL.
 First company to introduce the concept of bulk cements movement by sea
in India.
 Ambuja have bulk cement terminals at Surat, Panvel and Galle.
 Today Ambuja Cements is the second largest company in India, with a
total capacity of22 million tones.

29
  In a span of 30 years, Ambuja has grown 20 fold from a humble
beginning of 0.7million tons to 22 million tones.
 Ambuja was India's first cement brand to advertise
on television. Agro waste helps the company reduce
power cost.
 Ambuja plants are one of the cleanest in the industry and have won
awards for pollution control.
 A dedicated port and dedicated ships carry cement in bulk to
Mumbai from Abuja's plant in Gujarat.

MODI CEMENT TO HOLCIM AMBUJA CEMENTS LIMITED- THE

HISTORY

■^_

ACL was first setup as Modi Cements Ltd. In 17.06.19S2. Its actual
commercial production started in Jan 1987. Because of bad management
and other reasons it soon became sick & was at the verge of closure.
Productivity was very low because the shop floor worker's morale was
low and became negative towards management of the company. They

30
had lost trust India's weakest Net worth of Rs. 329 crores as on
31.03.1997. The plant was inoperative for 6 months & looked forlorn &
decrepit.

When ACEL took over in 1997 the biggest problem was neither equipment
nor location, but in the mind set. Ultimately it was referred to BIFR. (BIFR =
Board for Industrial Financial Reconstruction). The BIFR thoroughly
examined the issue. After that BIFR had two alternatives

(a) To Wind up the Unit

(b) To seek a co promoter having expertise & capability to revive the ailing
unit.

BIFR ultimately selected GACL as Co Promoter & appointed IDBI as

monitoring agency. The name of the Company was changed to Ambuja
Cement Eastern Limited from 01.03.1998. Even 3 years after the takeover
productivity railed the national benchmark. The company and Bhatapara
union conceded that VRS could possibly be win win for workers
&Management. The Company started making progress in all sphere of
activities since 2000. Due to some conflict Ambuja Cement Eastern Ltd.
Amalgamated into GACL, W.e.f. 01.01.2006. The name of GACL has
been changed as ACL, w.e.f 05.04.2007. Holcim Switzerland based
company with the aim of expensoning its market in South Asia entered
into a strategic alliance with ACC & Ambuja in 2005. Holcim acquired
about 46% of the share in ACL and became highest share holder and
parent company.
ACL Bhatapara has extended his plant in 2009 through addition of clinker
plant to increase production. Today ACL is having total 22 million tones of
production and India's 2nd largest cement producer.

31
AMBUIA PRODUCT PORTFOLIO-
(1) Clinker
(2) OPC (Ordinary Portland Cement)
(3) PPC (Pozzolana Portland Cement)

32
Manufacturing Process of cement flow chart:-

Cement Production Process

1. Quarry: Typically limestone, marl and clays as well as other materials

containing the required proportions of calcium, silicon, aluminium and
iron oxides are extracted using drilling and blasting techniques.
2. Crusher: The quarried material is then reduced in size by compression
and/or impact in various
mechanical crushers. Crushed rock is reduced in size from 120 cm to

33
 between 1.2 and 8 cm. Drying of raw material may also be necessary for
efficient crushing and pre-blending.

3. Conveyor: Raw
material is then
transported from
the quarry using
conveyors, rail
wagons or other
suitable logistics
solutions specific
to the cement plant.

4. Mixing bed: The crushed limestone and clay is homogenized by stacking and
reclaiming in a long layered stockpile. This material is then ready for milling and
drying in the kiln.

5. Raw mill: The raw materials are milled and dried in a roller mill. Heavy rollers
are held over a rotating table and the course material is milled until it is fine
enough to be carried by air to a homogenizing silo.

6. Filter: Bag filters comprise filters of either woven fabric or needle felts to
remove particles from kiln exhaust. The exhaust gas from many kilns is used for
drying raw materials, thus improving the energy efficiency of the plant.

7. Preheater: Cyclone preheaters enable the raw material of cement production

to be preheated before entry into the kiln. This increases the energy efficiency of
the kiln as the material is 20-40% calcined at the point of entry into the kiln.

8. Kiln: The kiln is designed to maximize the efficiency of heat transfer from fuel
burning to the raw material. In the preheater tower the raw materials are heated
rapidly to a temperature of about 1000°C, where the limestone forms burnt

34
lime. In the rotating kiln, the temperature reaches up to 2000°C. At this high
temperature, minerals fuse together to form predominantly calcium silicate
crystals - cement clinker.

9. Cooler: The molten cement clinker is then cooled as rapidly as possible. The
ambient air used to cool the clinker is then fed into the kiln as combustion air -
ensuring high utilization of the heat produced.

10. Clinker silo. Clinker may be either stored on site in preparation for grinding
to form cement or transported to other sites.

11. Cement mill: Finish milling is the grinding together of cement clinker, with
around 5% of natural or synthetic gypsum. Other cementitious materials
such as slag, flyash or other pozzolans may also be incorporated into the
final cement powder.

12. Logistics: Final cement may be transported pre-bagged or as a bulk powder.

The method of transport selected varies according to location - and may
include transport via truck, rail or ship.

35
CHAPTER-3
RESEARCH METHODOLOGY

36
RESEARCH METHODOLOGY

Research can be defined as "a scientific and systematic search for pertinent
information in any branch of knowledge'. It is the pursuit of truth with the help of
study, observation, comparison and experiment. Research is , thus, an original
contribution to the existing stock of knowledge making for its advancement.

OBJECTIVES OF RESEARCH:

Research inculcates scientific and inductive thinking and it promotes the

development of logical habits of thinking and organisation. The purpose of
research is to discover answer to question through the application of scientific
procedures. The main aim of research is to find out the hidden truth, which has
not been discovered yet. Though each research study has its own specific
purpose, we may think of research objectives as falling not a number of following
broad groupings:

 To gain familiarity with a phenomenon or to achieve new insights into it

(Exploratory or formularize research studies)
 To portray accurately the characteristics of a particular individual,
situation or a group (Descriptive research studies)
 To determine the frequency with which something occurs or with which it
is associated with something else. (Diagnostic Research Studies)
 To test a hypotheses of a casual relationship between variables
(hypothesis testing research studies)
 This research is an amalgamation of both formularize as well as
descriptive research, as it reflects on the present sartisfaction level of the
employees at Strides Arcolab regarding the various training and
development programmes being conducted here. In the process, it also
aims to collect more detailed information on the subject of training and
development itself.

37
RESEARCH APPROACHES

There are two basic approached to research, quantitative approach and the
qualitative approach. The former involves the generation of data in quantitative
form, which can be subjected to rigorous quantitative analysis in a formal and
rigid manner. This approach is further sub-divided into inferential approach is to
form a database form which to infer characteristics or relationship of a
population. This usually means survey research where a sample of population is
studied to determine it's characteristics and it is then inferred that the
population has the same characteristics.

Qualitative approach to research is concerned with subjective assessment

of attitudes, opinions and behaviour. Research in such a situation is a
function of researcher's insight and impressions. Such an approach to
research generates results either in non-quantitative form or in the form,
which are no subjected to rigorous quantitative analysis.

This research follows both the inferential quantitative and qualitative

approach. The questionnaires circulated to collect the relevant
information have been analyzed ion the basis of rating given to each
question and then, aggregate of the rating of all the questions of a group
has been taken to find out the percentage of each response to that group.

RESEARCH PROCESS FOLLOWED:

Research process consists of a series of actions or steps necessary to

effectively carryout research and the desired sequencing of these steps.
The various steps involved in a research process are not mutually
exclusive, not are they separate or distinct. However, the following order
concerning various steps provides a useful procedural guideline regarding
the research process and has been used to carry out this research

38
FORMULATING THE RESEARCH PROBLEM

At the very beginning the researcher, singles out the problem, he / she wants to
study in specific terms. Here, for this purpose and extensive study of available
literature was done. The training and development policies were studies from
the personal manual as well as some information brochures made available by
the training department at Strides Arcolab. No literature was available of any
study conducted earlier on a similar topic. The subject matter related to the
topic. "Training and Development" was also examined from the available
literature i.e. books, manuals etc. by this review the extent of available of the data
of other materials was known and this led to a specification of the problem in a
more meaningful context.

After specifying the problem, a synopsis was submitted to the company for
approval.

DETERMINING SAMPLE DESIGN:

A sample design is a definite plant for obtaining a sample from the given
population. It is determined before the data is collected.

Steps in sampling design:

Population: All items under consideration in the field of enquiry, in this case,
the employees of Strides Arcolab

Sample: The respondents that have been selected for the purpose of the study

Sampling unit: the individual unit of the selected sample

Sample frame: this contains the list of all the items of the universe. For this
project, the employee lists of Strides Arcolab Limited are the sample frame.

Size of the sample: this refers to the number of items selected from the
universe to constitute the sample. For the purpose of this study, a sample size

39
of 30 was taken which is approximately 20% of the population.

40
CHAPTER-4
DATA ANALYSIS AND
INTERPRETATION

41
THE AGE DISTRIBUTION OF EMPLOYEES

AGE CLASS NO, OF RESPONDENT PERCENTANG

LESS THAN 30 15 50%

30-35 6 20%

35-40 8 27%

40 And Above 1 30%

TOTAL 30 100%

1%

28%

LESS THAN 30
30-35
51%
35-40
40 AND ABOVE

20%

ANALYSIS: From the study it is found that 50% of the employees are in the age
group of less than 30, followed by 20% in the age group of 30-35 years, 25%
from the 35 - 40 years, while 3% from the age group of 40 and above.

INTERPRETATION OF DATA: The above diagram indicates that 30% of the

employees fall under age group of 35 years and above who enjoy more

42
experience with regard to their responsibility.

1.WHAT ARE THE RESPONSE OF RESPONDENTS ABOUT THE

TRAINING PROGRAM CONDUCTED LAST YEAR?

SL NO. RESPONSE NO. OF PERCENTAGE

RESPONDENTS

1. YES 26 79%

2. NO 4 21%

TOTAL 30 100%

21%

79% YES
NO

ANALYSIS :From the above table it is found that 87% of the respondents says
'YES' that they had undergone training last, whereas 23% says 'NO'.

INTERPRETATION OF DATA:From the above analysis, they can conclude that

43
majority of the respondents had undergone training program in the last year.

2. WHAT ARE THE TYPE OF TRAINING UNDERGONE BY

EMPLOYEES?

TYPE NO. OF RESPONDENT PERCENTANG

ON THE JOB 20 67%

TRAINING

OFF THE JOB 6 20%

TRAINING

BOTH 4 12%

TOTAL 30 100%

12%

ON THE JOB TRAINING

21%
OFF THE JOB TRAINING
BOTH

67%

44
ANALYSIS: From the above chart, it is understood that 67% of the employees
are on the job training.

INTERPRETATION OF DATA: From the above, on-the-job training is given

importance in AmbujaCement Limited being a Cement Company major part of
the work is involved in Laboratory

3.ARE YOU SATISFES WITH THE DURATION OF TRAINING IN

THE ORGANINATION?

RESPONSE NO, OF RESPONDENT PERCENTANG

SATISFIED 19 63%

NOT SATISFIED 2 7%

MONDERATELY 6 20%
SATISFIED

CAN’T SAY 3 10%

TOTAL 30 100%

CAN'T
SAY
10%

RANDOM
20%

SATSFIED
63%
NOT STISFIED
7%

45
ANALYSIS: The above chart shows that 66% of employees are satisfied with the
duration of Training, whereas 15% are moderately satisfied and 9% indicates
as they could not conclude.

INTERPRETATION OF DATA : Thus employees are satisfied with the Training

duration extended by the Ambuja Cement Limited since there is no particular
training period for employees, since training is given as and when required
which calls for upgradation of technical, new skills and knowledge .

4. WHAT ARE THE EMPLOYEES SELECTION CRITERIA

FOR TRAINING ?

RESPONSE NO, OF RESPONDENT PERCENTANG

DEPARTMENT 9 27%

COMPANY 6 18%

RANDOM 14 42%

NOT KNOWN 1 3%

TOTAL 30 100%

NOT KNOWN
3%

DEPARTMENT
30%

RANDOM
47%

COMPANY
20%

46
ANALYSIS: From the above diagram, 42% of the employees are selected
randomly, 18% by Company, 27% by the Department, while 3% says as not
known the criteria for selection for Training.

INTERPRETATION OF DATA: The above vividly depicts the 42% of employees

are selected randomly for the training programme and no other proper method
is followed .

5. DO THE ORGANISATION PROVIDE TRAINING AND

DEVELOPMENT PROGRAM TIMELY?

RESPONSE NO, OF RESPONDENT PERCENTANG

YES 28 92%

NO 2 8%

TOTAL 100%

NO
8%

YES
92%

ANALYSIS: From the above table it is clear that of the 92% of respondents says
that they undergo training regularly and only 2% say that they don't receive
training.

47
INTERPRETATION:Thus, It is found that at ACL, training is a regular and
continuous process based on the training needs and general training guideline
structure.

6.ARE YOU AWARE OF TRAINING AND DEVELOPMENT PROGRAM

ORGANISED BY COMPANY/ ORGANISATION?

S. NO RESPONSE No. OF PERCENTAGE

RESPONDENTS
1 YES 26 87%

2 NO 4 13%

TOTAL 30 100%

NO
13%

YES
87%

ANALYSIS: From the above diagram, it shows that out of 30 respondents, 87%
accepted that they are aware about the Training objectives, while balance 13%
says NOT.

48
INTERPRETATION: Thus is it clear that the most of the employees are aware
about the Training Objectives when being selected.

7.WHAT ARE THE OPINIONS OF RESPONDENTS ABOUT THE

TRAINEES FEEDBACK?

RESPONSE NO, OF RESPONDENT PERCENTANG

YES 24 80%

NOT AT ALL 0 0%

TO SOME EXTENT 3 10%

NO KNOWN 3 10%

TOTAL 30 100%

10%
0% 10%

YES
NOT AT ALL
TO SOME EXTENT
80%
NOT KNOWN

ANALYSIS: From the above chart, it clearly shows that 80% of the respondents
says YES, their feed back is considered, while 10% says that their feedback is
considered to some extent and balance 10% says that they do no know.

49
INTERPRETATION: From the above analysis, it is found clearly that Trainees
feedback is given importance In ACL.

8. DO THE MANAGEMENT CO-OPERATED DURING

TRAINING AND DEVELOPMENT PROGRAM?

S.NO RESPONSE No. OF PERCENTAGE

RESPONDENTS

1 Good 26 87%

2 Moderate 4 13%

3 Bad 0 0%

4 No support 0 0%

TOTAL 30 100%

BAD
0%
NOT SUPPORT
0%

GOOD
39%

MODERATE
61%

50
ANALYSIS From the above chart, it is found that 87% of the respondents says
that the Management is supporting to a great extent, while 13% says that they
are getting moderate support.

INTERPRETATION: From the above analysis, it is found that the majority of the
respondents are of the opinion that the Management is extending its full
co-operation during Training and Development program.

9. HOW TRAINING HELPS YOU IN YOUR KNOWLEDGE

DEVELOPMENT?

S. NO RESPONSE No. OF PERCENTAGE

RESPONDENTS

1 To some extent 12 40%

2 To a great extent 12 40%

3 Yes 6 20%

4 Not at all 0 0%

TOTAL 30 100%

51
 NOY AT
ALL
YES 0%
20%
TO SOME GREAT
EXTENT
40%

TO A GREAT
EXTENT
40%

ANALYSIS:From the above table, it is found that 40% of the respondents says
that the training helps in knowledge development to great extent, 40% says to
some extent while balance 20% says seemingly yes.

INTERPRETATION:From the above analysis, it is found that the majority of the

respondents saying that the training helps to knowledge development during
training program.

10.. YOUR OPINION ABOUT RELEVANCY OF COURSE

SYLLABUS?

RESPONSE NO, OF RESPONDENT PERCENTANG

GOOD 25 83%

PROPERLY CHOSE 5 17%

BAD 0 0%

TOTAL 30 100%

52
 NOT GOOD
0%

PROPERLY CHOSE
17%

GOOD
83%

ANALYSIS:From the above table it is clear that 83% of the respondents says
properly chosen, while remaining 17% saying as good.

INTERPRETATION:From the above analysis, it is found that majority of the

respondents opinion says that it is properly chosen.

11. WHAT ARE THE FACILITIES PROVIDED DURING TRAINING?

RESPONSE NO, OF RESPONDENT PERCENTANG

LCD 25 83%

OHP 5 17%

BOOKS 0 0%

AUDIO 0 0%

TOTAL 30 100%

53
 BOOKS AUDIO
0% 0%

LCD
33%

OHP
67%

ANALYSIS:From the data the picture indicates 83% and 17% are of the opinion
that they are provided with LCD AND OHP facility respectively.

INTERPRETATION:From he above analysis it is clear that the majority of

respondents says LCD facilities are being provided during training program.

12. WHETHER THE COMPANY CONDUCTED TRAINING AND

DEVELOPMENT AS A REGULAR ACTIVITY FOR THE GROWTH
OF EMPLOYEE?

SL. NO RESPONSE No. OF PERCENTAGE

RESPONDENTS
1 YES 30 100%

2 NO 0 0%

TOTAL 30 100%

54
 0%

YES
NO

100%

ANALYSIS :From the above table it is found that 100% of the respondents are
says YES, the Company follows training and development program as regular
activity.

INTERPRETATION:From the above analysis they can conclude that the

Training and Development program is followed as regular activity at this
Company.

55
CHAPTER-5
FINDINGS AND SUGGETIONS

56
 FINDINGS

• Training and development programs at Ambuja Cement Limited is

aimed at systematic development of knowledge, skills, attitude and
team work.

• The majority of employees fall under age group of 35 years and

above who enjoys more experience with regard to their
responsibility.

• Maximum respondents have undergone training program in the last

year. But it is only showing 66% of the respondent are satisfied with
the training duration

• The employees are not aware about the criteria of selection for
Training. 42% of the employees are selected randomly for the training
programme and no other proper method is followed

• The Trainee has to know the objectives of Training before selection.

Only 87% of the employees are aware about the objective of training
when being selected.

• Knowledge is the important factor for any kind of learning. It gives an

idea to employee about the subject matter. 40% said that the training
imparted is only helping to some extent in gaining the knowledge, not
to the full extent.

• Training is given to employees by recognizing their area of deficiency.

No training is imparted to the employees on the basis of giving
promotion upon completion.

57
• The Return of investment made on the training and activity are not
measured properly. Employees are feeling that the return on investment
made for training is more than the expected gain.

58
 SUGGESTION

• The human resource executives should be exposed to lot of management

programs

• More experienced and senior executive should be involved in training

sessions and for experience sharing sessions

• The duration of the Training programme should increase

• The employees should aware about the criteria for selection and they should
aware about the objectives of training when being selected.

• Training should be more relevant to the job and need contribute to trainees
knowledge to the fullest extent.

• Training also to imparted to the employee based on giving promotion, not

just only for the employees who are found inefficient. This helps in motivating
the employees and maintain the effectiveness of training.

The ROI - The return on investment made towards training and

development activity need to be measured. Employee has to be aware about
the cost invested by Company indirectly and they will be motivated to get the
desired result output.

59
 CONCUSION

Ambuja Cement is a brand with a strong rural presence and core values which
are also visible in their marketing strategies. However, with this, they also need
to upgrade themselves with changing times to stay ahead of the competition.
Being an Indian brand that is recognized globally comes with certain
responsibilities like maintaining standards not only in products but what you
stand as a brand for, Ambuja Cements has time and again showed us their zeal
to deliver the best to the customer which is the best marketing strategy any
brand can adopt.

Being Digitally upskilled is extremely important in today’s day and age as

exemplary digital marketing of a brand gives it an upper hand in the
competition. IIDE, helps you attain digital marketing learning by providing
various courses to revamp the company’s brand.

60
QUESTIONNAIRE

PERSONAL DATA OF EMPLOYEE

I.AGE
2. DESINGNATION

Q1. HAVE YOU UNDERGONE ANY TRAINING IN THE LAST YEAR?

A.YES B. NO

Q2. TYPE OF TRAINING UNDERGOE BY YOU?

A.ON THE JOB B.OFF TH JOB

Q3. ARE YOU SATISFIED WITH THE DURATION OF TRAINING IN THE

ORGANINATION ?

A.SATISFIED B.NOT SATISFIED

C.MONDERATELY SATISFIED D.CAN’T SAY

Q4. WHAT ARE THE EMPLOYEES SELECTION CRIYERIA FOR TRAINING ?

A.BY THE DEPARTMENT HEAD B.BY THE COMPANY

c. BY THE RANDOM D.NOT KNOWN

Q5. DO THE ORGANISATION PROVIDE TRAINING AND DEVELOPMENT

PROGRAME TIMELY?

A.YES B.NO

61
Q6. ARE YOU BEING AWARE OF TRAINING AND DEVELOPMENT
PROGRAM ORGANISED BY COMPANT / ORGANISATION ?

A.YES B. NO

Q7. WHAT ARE THE OPINIONS OF RESPONDENT ABOUT THE TRAINEES

FEEDBACK?

A. YES
B. TO SOME EXTENT
C. NOT AT ALL
D. NOT KNOEN

Q8. DO THE MANAGEMENT CO OPERATED DURING TRAINING AND

DEVELOPMENT PROGRAM?

A. GOOD B. MODERATE
C. BAD D. NO SUPPORT

Q9.HOW TRAINING HELPS YOU IN YOUR KNOWLEDGE DEBELOPMENT?

A.TO SOME EXTENT B.TO A GREAR EXENT

C.YES D.NOT AT ALL

Q10. YOUR OPINION ABOUT RELEVANCY OF CURSE SYLLABUS?

A.GOOD C.NOT GOOD

B.PROPERLY CHOOSE

62
Q11. WHAT ARE THE FACILITIES PROVIDED DURING TRAINING?

A.LCD B.OHP

C.BOOKS D.AUDIO

Q12. WHETHER THE COMPANY CONDUCTED THE TRAINING AND

DEVELOPMENT AS A REGULAR ACTIVITY FOR THE GROWTH PF
EMPLOYEE?

A.YES B.NP

Your valuable suggestion are important for us to improve the efficiency of

Training and Development activity. Please suggest liberally

63
 BIBIOLOGRAPHY

HUMAN RESOURCE MANAGEMENT - V. S. RAO HUMAN

RESOURCE MANAGEMENT- GARY DESSLER
STRATEGIC HUMAN RESOURCE MANAGEMENT- SRIN1VAS R KANDULA
INTERNET
WWW.SLIDESHARE.NET
WWW.AMBUJACEMENT.COM

64