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A Project Report On

In partial fulfillment for the award of the Degree of


Master of Business Administration
Submitted to
RANI DURGAVATI VISHWAVIDYALAYA, JABALPUR (M.P.)

SUBMITTED BY
VANDANA
Batch 2013-15

Gyan Ganga Institute of Technology and


Science, Jabalpur (M.P.)

FORWARD
DEPARTMENT OF BUSINESS ADMINISTRATION

I here, forwarded the project entitled on the topic


STUDY

ON

TRAINING

OF

ACCEPABILITY

AND

EFFECTIVNESS OF EMPLOYEES IN TRAINING CENTRE at


M.P.P.K.V.V.C.L. which is submitted by Vandana a student
of MBA IIIrd Semester in the partial fulfillment of course
curriculum of the degree of MBA from

Gyan Ganga

Institute of Technology and Science, Jabalpur


(M.P.) .

Date :
Place:
DIRECTOR
2

DEPT. OF MBA

DECLARATION
I hereby declare that the Project entitled
Study

on

Training

and

Its

Effectiveness

in

Training Centre from M.P.P.K.V.V.C.L. which is


being submitted in partial fulfillment for the
award of degree of M.B.A. Rani Durgawati
Vishwavidyalaya,

Jabalpur

(M.P.)

is

the

authentic record of my own work.


The matter reported in the project is neither
being used elsewhere nor has been submitted
earlier for the award of the degree of MASTER
OF BUSINESS ADMINISTRATION.

Date:
Place:

VANDANA
MBA IIIrd Semester
4

Batch: 2013-15
Gyan
Ganga
Technology
Science, Jabalpur (M.P.)

and

ACKNOWLEDGEMENT
It was a great privilege for me to performing
project in such emerging topic Study on Training
and

Its

Effectiveness

in

training

centre

at

M.P.P.K.V.V.C.L., Jabalpur.
The completion of this report would have
been dream without the help and co-operation of
the respondent who gave me their precious time
and

attention

to

me

for

the

collection

of

information needed for the report.


I am immensely grateful and deeply indebted
to

H.O.D.

of

the

Department

Administration & All Faculty


Ganga

Institute

Jabalpur

(M.P.)

of
for

Business

Members of Gyan

Technology
this

of
and

moral

Science,

support

and

encouragement throughout the project work.


I express my heartful gratitude to my guide
Dr. A.K.Tiwari Director Central Training Institute
of M.P.P.K.V.V.C.L. Jabalpur and a for his inspiring
guidance and constructive criticism.
I would also like to thanks all the staff
members of the CTI Jabalpur for their kind cooperation and facilities throughout this project.
VANDANA
6

B
atch: 2013-15
MBA IIIrd SEM

INDEX
S.NO

TOPIC

Page No.

EXCLUSIVE SUMMARY

11

OBJECTIVE OF THE STUDY

12

INTRODUCTION TO
MPPKVVCL

13-15

COMPANY S FORMATION

16-18

INTRODUCTION TO CTI

19-20

OBJECTIVES OF THE
PROJECT

21-23

QUALITY OBJECTIVES

24-25

COMPANY PROFILE

26-27

MPPKVVCL ORGNASATION
STRUCTURE

28

10

TRAINING AND ITS


EFFECTIVENESS

29-32

11

PHASES OF TRAINING
PROGRAMME DESIGN

33-43

12

RESEARCH METHODOLOGY

44-45

13

14
15

DATA ANALYSIS AND


-INTERPRETATION

46-63

QUESTIONNAIRES

64-65

LIMITATIONS/
RECOMMENTATION

66

16

CONCLUSION

67

17

BIBILIOGRAPHY/WEBSITES

68

AVAILABLE ZONE OR DISCOMS IN MADHYA PRADESH STATE


East Zone

Western Zone

Central Zone

Known as M.P. Paschim Kshetra


Vidyut Vitran Co. Ltd.

Known as M.P. Madhya


Kshetra Vidyut Vitran Co. Ltd.

Geographical area of

Geographical area of

Jabalpur, Sagar & Rewa


Region

Indore & Ujjain Region

Bhopal & Gwalior Region

HQ - Jabalpur

HQ - Indore

HQ - Bhopal

Known as M.P. Poorv Kshetra


Vidyut Vitran Co. Ltd.
Geographical area of

MADHYA PRADESH POORV KSHETRA VIDYUT VITRANA


COMPANY LTD.JABALPUR (EAST ZONE) AT NIGHT

10

11

CENTRAL TRAINING INTITUTION

EXCLUSIVE SUMMARY
12

1. The internship is an integral part of the MBA Program. The


organization that I choose for my internship is MPPKVVCL,
JABALPUR (M.P.). During ONE MONTH internship, I learnt
many application of management which enhances my skills in
real manner
2. Training And Its Effectiveness was the topic I chooses for
my project. I analyzed how training is important for the
employees. For analysis, data is collected from the questionnaire
and by taking personal interviews of the trainees (employees).I
also analyzed the working environment of the center and
collected feedback for the reporting officer. For this I have taken
the personal interview of staff members. The feedback and
suggestions from the trainees and staff members were taken,
compiled and interpretated as result.
The area of project work is Nayagaon, Jabalpur city, where the
survey has been undertaken. The whole project is guided by Dr
A.K.Tiwari training . It was a great learning experience for me.

13

OBJECTIVE OF THE STUDY


To study training and its effectiveness on employees in the
MPPKVVCL
To know if the training is given adequate importance in
MPPKVVCL, training is planned and of sufficient duration.
To find out if there is difference in the opinion of two groups of
employees of MPPKVVCL (Line men and Junior engineers)
regarding training and its effectiveness.

14

INTRODUCTION TO MPPKVVCL

15

The government of Madhya Pradesh Vide order dated 1 st July, 02 has


incorporated Madhya Pradesh Poorv Kshetra Vidyut Vitran
Company Limited as a wholly owned Government of Madhya
Pradesh Corporations under the Companies Act, 1956 to undertake
activities of distribution and retail supply for and on behalf of
Madhya Pradesh State Electricity Board in the areas covered by
the Commissionaires of Jabalpur, Sagar and Rewa.
MP proposed a transient phase in which the assets and liabilities
would continue to be serviced by the Board, with only the
operational activities being vested onto this new company.Madhya
Pradesh Electricity Regulatory Commission in the order dated 16 th
July, 02 has granted approval to this operation and Management
arrangement

for

facilitating

the

process

of

reform

and

reorganization and bringing in economy and efficiency in the


operational activities of electricity sector.
Objective of the company

16

The main objectives are to achieving efficiency gains and making


necessary changes to make the company commercially viable,
progressively self- sustainable and less government dependent and
at the same time, balancing the interest of the consumers in regard
to quality of service and economical tariff.The plan would include
among other things. Metering ,billing ,collection, identifying the
present deficiencies and the improvements to be made,mapping
supply feeders, measurement of energy supplied to feeders and
energy audit, study of losses and scheme for progressive reduction,
reduction in input costs, consumer affairs handling,investments
required for improvements in the distribution system etc.

LIST OF ABBREVIATIONS
1.MPPKVVCL Madhya Pradesh Poorv Kshetra
Vidyut Vitran Company Limited
2.CTI

Central Training Institute

3.REC- Rural Electrification Corporation


4.PFC- Power Finance Corporation

17

18

COMPANY S FORMATION
The electricity supply act 1948 is an enactment in the history of
power development in our country. It aimed at coordinated
development of electricity on a regional basis to enable its generation,
transmission and distribution systematically.
The Madhya Pradesh State Electricity Board was established on
1957.With the power sector reform process taking place in the state
Madhya Pradesh, the vertically integrated MPSEB was segmented
into 6 companies as per the provision contains in the MP Vidhut
Sudhar Adhiniyam 2000. The power sector was corporatized were
formed in May 2002.
The name of the companies are as underGeneration Company- (M.P. Power Generating Company Ltd.) Genco
Transmission Company (M.P. Power Transmision Company Lyd.)
Transco
Distribution Company- 3-discoms East, Central and West Zone
Trading Company- Tradco (Now- M.P. Power Management Company
Ltd.)

19

(meter testing Lab at CTI)

Out of this reorganization MP Poorvkshetra Vitaram Company (east


Zone) came into existence on 31st may 2002. The complete
distribution was reorganized into 3 companies known as following:

Distributio
n
Companys

East Zone

Central
Zone

West Zone

East zone is called as MP Poorva Kshetra Vidyut Vitaran Company


Limited (MPPKVVCL)
MISSION
The mission of MPPKVVCL is to provide quality electricity supply
services to each customer satisfying his/her needs in most efficient
manner at reasonable prices through continuous innovations and by
maintaining commercial and financial viability of the company along
with employees satisfaction.

20

Vision
MPPKVVCL aspires to be the best electricity supply company in
India by continuously enhancing its technological leadership and
commercial acumen to satisfy its customers.

Core Value
To achieve its mission, the company and its employees commit
themselves

to

honesty

and

integrity,

result

oriented

work,transparency in work,dedication to duty ,cost consciousness,


openness to suggestions and feedback from all stake holders.

21

INTRODUCTION TO CTI

Central Training Institute is apex training center of MPPKVVCL,


located in Nayagaon, Jabalpur and committed in providing quality
services in the field of training of MPPKVVCL employees . The
institution is a hallmark in learning, practice and knowledge, the
development of team work. leadership and motivation , creative
productivity, communication skills, critical thinking , problem solving
skills , personality development and appropriate accomplishments
with competency development and keeping up the best standards of
corporate governance. The CTI is partner training institute of
Government of India , Ministry of Power and rum various training
courses of PFC and REC for power sector employees.
The training offered by the institute shall inculcate industry
orientation and practical approach among the employees so that they
are of ready use to the industry. The CTI is an ISO 9000:2008
certified institute.
The

Institute

teaching,

undertake

training

and

oriented
research,

extension program me, consultancy


and to provide employable skills with
a

view

to

contribute

to

the

development of the society.


22

The institute constantly endeavor to upgrade the technology and


equipment available with it to the international standards. The Central
Training Institute is headed by Dr. A K Tiwari , an engineer with
Ph.D. in management and alumnus of IIT Delhi and IIM Calcutta.

23

OBJECTIVES OF THE PROJECT

1. To know the satisfaction level of employees with the rules and


regulations of the company.
2. To know how satisfied are the employees with the location of

the job.
3. To know whether any changes are required in the working
strategy of the company.
4. To know the how efficient the management is working toward
employees.
24

5. To know the internal problems faced by the employees.


6. To know the working of the various technologies used.
7. To know whether the services are provided on time or not to the
employees.
8. To know the necessities of incentives for employees.
CENTRAL TRAINING INSTITUTE
(An ISO 9000:2008 certified Institute)
MADHYA PRADESH POORV KSHETRA VIDYUT VITARAN
CO.LTD. Jabalpur

25

26

QUALITY OBJECTIVES
To impart training to professionals in order to update their
knowledge and upgrade their skills
To conduct teaching-learning in the area of engineering,
management, and related disciplines,
To make attempt to fill knowledge gaps through training and
research,
To undertake consultancy assignments in areas of its expertise,
To conduct faculty development programmes for trainers and
instructors,
To collaborate with such institutions and authorities worldwide
as would help promote the cause of employee training,
To organize and facilitate conferences, seminars, workshops,
and colloquia,
To make our student disciplined, well mannered, cultured,
tolerant and liberal, co- operative and productive thinking.
To stress on leadership training, democratic way of living,
moral progress and a feeling of national integration.

Addl. Secretary

E.E. (Training)

27

CENTRAL TRAINING INSTITUTE


(An ISO 9000:2008 certified Institute)
MADHYA PRADESH POORV KSHETRA VIDYUT
VITARAN
CO.LTD. Jabalpur

QUALITY POLICY
Central Training Institute is committed to providing quality services in the field
of training of MPPKVVCL Employees and committed to make the institution a
hallmark in learning, practice and knowledge, the development of team work,
leadership and motivation, creative productivity, communication skills, critical
thinking, problem solving skills, personality development and appropriate
accomplishments with competency development and keeping up the best
standards of corporate governance.
The training offered by the institute shall inculcate industry orientation
and practical approach among the employees so that they are of ready use to the
industry.
The Institute undertake industry oriented teaching, training and research,
extension programme, consultancy and to provide employable skills with a view
to contribute to the development of the society.
The institute shall constantly endeavour to upgrade the technology and
equipment available with it to the international standards.

Addl. Secretary

E.E.

(Training)

28

COMPANY PROFILE
Poorv kshetra encompasses an area served by 59,489 km of HT and
1,02,231 km of LT distribution network. The size of the
administrative set-up is as below
Number of regions

Number of circles

15

Number of divisions

49

Number of sub-divisions

189

Number of Distribution Centers

368

Number of Fuse Call Centers

1,888

29

BOARD OF DIRECTORS
Name

DESIGNATION

SHRI M. DSLEMAN (IAS)

DIRECTOR AND SECRETARY


ENERGY, GOVT OF M.P.,
BHOPAL

SHRI SUKH VEER SINGH,

CMD , M.P. POORV KSHETRA

(IAS)

VIDYUT VITRAN COMPANY


LYD, JABALPUR

SHRI P.K. PARASHAR,(IAS)

DIRECTO AND
COMMISSIONER, JABALPUR

DR. H.O. GUPTA

DEEN IIT, ROORKEE

SHRI AMIT RATHORE,(IAS)

ADDL. SECRETARY
(FINANCE) GOVT OF M.P.,
BHOPAL

30

MPPKVVCL ORGNASATION STRUCTURE

31

32

TRAINING AND ITS EFFECTIVENESS


Meaning
The game of economic competition has new rules. Firms should
be fast and responsive. This requires responding to customers'
needs for quality, variety, customization, convenience and
timeliness. Meeting these new standards requires a workforce
that is technically trained in all respects. It requires people who
are capable of analyzing and solving job related problems,
working cooperatively in teams and 'changing hats' and shifting
from job to job as well. Training has increased in importance in
today's environment where jobs are complex and change.
Need for Training Effectiveness :

After employees have been selected for various positions

in an organization, training them for the specific tasks to which


they have been assigned assumes great importance. Training is
the act of increasing the knowledge and skills of an employee
for performing a particular job. The major outcome of training is
learning. A trainee learns new habits, refined skills and useful
knowledge during the training that helps him improve
performance. Training enables an employee to do his present job
more efficiently and prepare himself for a higher-level job. The
essential features of training may be stated thus:

33

Increases knowledge and skills for doing a particular job;

it bridges the gap between job needs and employee skills,


knowledge and behaviors

Focuses attention on the current job; it is job specific and

addresses particular performance deficits or problems

Concentrates on individual employees; changing what

employees know, how they work, their attitudes toward their


work or their interactions with their co-workers or supervisors

Tends to be more narrowly focused and oriented toward

short-term performance concerns.

Training is needed to serve the following purposes:

Newly recruited employees require training so as to

perform their tasks effectively. Instruction, guidance, coaching


help them to handle jobs competently, without any wastage.

Training is necessary to prepare existing employees for

higher-level jobs (promotion).

Existing employees require refresher training so as to keep

abreast of the latest developments in job operations. In the face


of rapid technological changes, this is an absolute necessity.

Training is necessary when a person moves from one job

to another (transfer). After training, the' employee can change


34

jobs quickly, improve his performance levels and achieve career


goals comfortably

Training is necessary to make employees mobile and

versatile. They can be placed on various jobs depending on


organizational needs.

Training is needed to bridge the gap between what the

employee has and what the job demands.

Training is needed to make employees more productive

and useful in the long-run. Importance Training offers


innumerable benefits to both employees and employers. It
makes the employee more productive and more useful to an
organization. The importance of training can be studied under
the following heads:
Benefits to the business:
1.

Improved productivity

2.

Less accident

3.

Less wastages

4.

Improve organization culture

5.

Creat a team work behavior

6.

Loyaly toward the organization

7.

Standerzation

Benefits to the employees:


35

1.Training makes employees more efficient and effective.


2.Training enables employees to secure promotions easily.
3.Employees can avoid mistakes, accidents on the job.
4. higher production
5. fewer mistakes
6. greater job satisfaction
7. motivation
8. standard work practices

36

PHASES OF TRAINING PROGRAMME DESIGN

Learning Principles
Training is essential for job success. It can lead to higher production,
fewer mistakes, greater job satisfaction and lower turnover. These
benefits accrue to both the trainee and the organization, if managers
understand the principles behind the training process. To this end,
training efforts must invariably follow certain learning-oriented
guidelines.
Modelling
Modeling is simply copying someone else's behavior. Passive
classroom learning does not leave any room for modeling. If we want
to change people, it would be a good idea to have videotapes of
people showing the desired behavior. The selected model should
provide the right kind of behavior to be copied by others. A great deal
of human behaviour is learned by modelling others. Children learn by
modelling parents and older children, they are quite comfortable with
the process by the time they grow up. As experts put it. "managers
tend to manage as they were managed"
37

Motivation
For learning to take place, intention to learn is important. When the
employee is motivated, he pays attention to what is being said, done
and presented. Motivation to learn is influenced by the answers to
questions such as: How important is my job to me? How important is
the information? Will learning help me progress in the company? etc.
People learn more quickly when the material is important and relevant
to them. Learning is usually quicker and long-lasting when the learner
participates actively. Most people, for example, never forget how to
ride a bicycle because they took an active part in the learning process.
Reinforcement
If a behavior is rewarded, it probably will be repeated. Positive
reinforcement consists of rewarding desired behaviors. People avoid
certain behaviors that invite criticism and punishment. A bank officer
would want to do a postgraduate course in finance, if it earns him
increments and makes him eligible for further promotions. Both the
external rewards (investments, praise) and the internal rewards (a
feeling of pride and achievement) associated with desired behaviors
compel subjects to learn properly. To be effective, the trainer must
reward desired behaviors only. If he rewards poor performance, the
results may be disastrous: good performers may quit in frustration,
accidents may go up, and productivity may suffer. The reinforcement
principle is also based on the premise that punishment is less effective

38

in learning than reward. Punishment is a pointer to undesirable


behaviors.
Feedback
People learn best if reinforcement is given as soon as possible after
training. Every employee wants to know what is expected of him and
how well he is doing. If he is off the track, somebody must put him
back on the rails. The errors in such cases must be rectified
immediately. The trainee after learning the right behaviour is
motivated to do things in a 'right' way and earn the associated
rewards. Positive feedback (showing the trainee the right way of
doing things) is to be preferred to negative feedback (telling the
trainee that he is not correct) when we want to change behaviour.
Whole Learning
The concept of whole learning suggests that employees learn better if
the job information is explained as an entire logical process, so that
they can see how the various actions fit together into the 'big picture'.
A broad overview of what the trainee would be doing on the job
should be given top priority, if learning has to take place quickly.
Research studies have also indicated that it is more efficient to
practice a whole task all at once rather than trying to master the
various components of the task at different intervals.

39

Active Practice
'Practice makes a man perfect': so said Bacon. To be a swimmer, you
should plunge into water instead of simply reading about swimming
or looking at films of the worlds' best swimmers. Learning is
enhanced when trainees are provided ample opportunities to repeat
the task. For maximum benefit, practice sessions should be distributed
over time.
Applicability of Training
Training should be as real as possible so that trainees can successfully
transfer the new knowledge to their jobs. The training situations
should be set up so that trainees can visualise - and identify with - the
types of situations they can come across on the job.
Environment
Finally, environment plays a major role in training. It is natural that
workers who are exposed to training in comfortable environments
with adequate, well spaced rest periods are more likely to learn than
employees whose training conditions are less than ideal. Generally
speaking, learning is very fast at the beginning. Thereafter, the pace of
learning slows down as opportunities for improvement taper off.
Areas of Training
The Areas of Training in which training is offered may be classified
into the following categories.
40

Knowledge
Here the trainee learns about a set of rules and regulations about the
job, the staff and the products or services offered by the company. The
aim is to make the new employee fully aware of what goes on inside
and outside the company.
Technical Skills
The employee is taught a specific skill (e.g., operating a machine,
handling computer etc.) so that he can acquire that skill and contribute
meaningfully.
Social Skills
The employee is made to learn about himself and others, and to
develop a right mental attitude towards the job, colleagues and the
company. The principal focus is on teaching the employee how to be a
team member and get ahead.
Techniques
This involves the application of knowledge and skill to various onthe-job situations.
In addition to improving the skills and knowledge of employees,
training aims at moulding employee attitudes: When administered
properly, a training programme will go a long way in obt8ining
employee loyalty, support and commitment to company activities.
41

Some of the widely used training methods are listed below.


1. Job Instruction Training (JlT)
The JIT method (developed during World War II) is a four-step
instructional process involving preparation, presentation, performance
try out and follow up. It is used primarily to teach workers how to do
their current jobs. A trainer, supervisor or co-worker acts as the coach.
The four steps followed in the JIT methods are:
1.

The trainee receives an overview of the job, its purpose and its

desired outcomes, with a clear focus on the relevance of training.


2.

The trainer demonstrates the job in order to give the employee a

model to copy. The trainer shows a right way to handle the job.
3.

Next, the employee is permitted to copy the trainer's way.

Demonstrations by the trainer and practice by the trainee are repeated


until the trainee masters the right way to handle the job.

42

4.

Finally, the employee does the job independently without

supervision.
Merits:
Trainee learns fast through practice and observation.
It is economical as it does not require any special settings. Also,
mistakes can be corrected immediately.
The trainee gains confidence quickly as he does the work himself in
actual setting with help from supervisor.
It is most suitable for unskilled and semi-skilled jobs where the job
operations are simple; easy to explain and demonstrate within a short
span of time.
Demerits:
The trainee should be as good as the trainer if the trainer is not good,
transference of knowledge and skills will be poor.
While learning, trainee may damage equipment, waste materials,
cause accidents frequently,
Experienced workers cannot use the machinery while it is being used
for training.
2. Coaching:
Coaching is a kind of daily training and feedback given to employees
by immediate supervisors. It involves a continuous process of
learning by doing. It may be defined as an informal, unplanned
training and development activity provided by supervisors and peers.
In coaching, the supervisor explains things and answers questions; he
43

throws light on why things are done the way they are; he offers a
model for trainees to copy; conducts lot of decision making meetings
with trainees; procedures are agreed upon and the trainee is given
enough authority to make divisions and even commit mistakes. Of
course, coaching can be a taxing job in that the coach may not possess
requisite skills to guide the learner in a systematic way. Sometimes,
doing a full day's work may be more important than putting the
learner on track.
When to use coaching usefully? Coaching could be put to good use
when:
When an employee demonstrates a new competency
When an employee expresses interest in a different job within
the organisation
When an employee seeks feedback
When an employee is expressing low morale, violating company
policies or practices or having performance problems
Effective working, obviously, requires patience and communication
skills. It involves:
explaining appropriate ways of doing things
making clear why actions were taken
stating observations accurately
offering possible alternatives / suggestions
following up
44

3. Job Rotation :
This kind of training involves the movement of trainee from one job
to another. This helps him to have a general understanding of how the
organisation functions. The purpose of job rotation is to provide
trainees with a larger organisational perspective and a greater
understanding of different functional areas as well as a better sense of
their own career objectives and interests. Apart from relieving
boredom, job rotation allows trainees to build rapport with a wide
range of individuals within the organisation, facilitating future
cooperation among departments. The cross-trained personnel offer a
great amount of flexibility for organisations when transfers,
promotions or replacements become inevitable.
Job rotation may pose several problems
especially when the trainees are rolled on various jobs at frequent
intervals. In such a case, trainees do not usually stay long enough in
any single phase of the operation to develop a high degree of
expertise. For slow learners, there is little room to integrate resources
properly. Trainees can become confused when they are exposed to
rotating managers, with contrasting styles of operation. Today's
manager's commands may be replaced by another set from another
manager! Further, job rotation can be quite expensive. A substantial
amount of managerial time is lost when trainees change positions,
because they must be acquainted with different people and techniques
in each department.
Off-the-Job Methods
45

Under this method of training, the trainee is separated from the job
situation and his attention is focused upon learning the material
related to his future job performance. Since the trainee is not
distracted by job requirements, he can focus his entire concentration
on learning the job rather than spending his time in performing it.
There is an opportunity for freedom of expression for the trainees.
Off-the-job training methods are as follows:
A. Vestibule training: In this Method, actual work conditions are
simulated in a classroom. Material, files and equipment - those that
are used in actual job performance are also used in the training. This
type of training is commonly used for training personnel for clerical
and semi-skilled jobs. The duration of this training ranges from a few
days to a few weeks. Theory can be related to practice in this method.
B. Role playing: It is defined as a method of human interaction that
involves realistic behavior in imaginary situations. This method of
training involves action, doing and practice. The participants play the
role of certain characters, such as the production manager, mechanical
engineer, superintendents, maintenance engineers, quality control
inspectors, foreman, workers and the like. This method is mostly used
for developing interpersonal interactions and relations.
C. Lecture method: The lecture is a traditional and direct method of
instruction. The instructor organizes the material and gives it to a
group of trainees in the form of a talk. To be effective, the lecture
46

must motivate and create interest among the trainees. An advantage of


lecture method is that it is direct and can be used for a large group of
trainees. Thus, costs and time involved are reduced. The major
limitation of the lecture method is that it does not provide for transfer
of training effectively.
D. Conference/discussion approach: In this method, the trainer
delivers a lecture and involves the trainee in a discussion so that his
doubts about the job get clarified. When big organisations use this
method, the trainer uses audio-visual aids such as black boards,
mockups and slides; in some cases the lectures are videotaped or
audio taped. Even the trainee's presentation can be taped for self
confrontation and self-assessment.
The conference is, thus, a group-centered approach where there is a
clarification of ideas, communication of procedures and standards to
the trainees. Those individuals who have a general educational
background and whatever specific skills are required such as typing,
shorthand, office equipment operation, filing, indexing, recording, etc.
- may be provided with specific instructions to handle their respective
jobs.
E. Programmed instruction: This method has become popular in
recent years. The subject matter to be learned is presented in a series
of carefully planned sequential units. These units are arranged from
simple to more complex levels of instruction. The trainee goes
through these units by answering questions or filling the blanks. This
method is, thus, expensive and time-consuming.
47

RESEARCH METHODOLOGY
Research methodology is the systematic way to solve the research
problem.
It gives an idea about various steps adopted by the researcher in a
systematic
manner with an objective to determine various inferences.
4.4.1

Source of Data - Data needed for this exploratory research


has been collected from primary source. Primary data are
those which are collected for the first time and are thus
original in characters. Primary data are in the shape of raw
material to which statistical methods are applied for the
purpose of analysis and interpretation. After statistical
treatment the primary data loss their original shape and
become secondary data.

Here, most of the data collected by the researcher is Primary data


through the questionnaire and personal interview, where the
researcher and the respondent operate face-to-face.
Period of study - Data over a period of 20 days is collected.

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METHODS OF DATA COLLECTION A. PRIMARY SOURCE Questionnaire for employees


Interview of managers
a.

The questionnaire for employees: It contains ten

questions to study the TRAINING AND ITS EFFECTIVENESS


of employees in the training centre at MPPKVVCL.
b.

The Interview of managers

It contain few questions asked verbally to tap the managerial


expertise. These questions were asked about many aspects of
management in company.
Tools for data analysis - On the basis of various parameters and
attributes the opinion of retailers in form of hypothesis has been
framed. The result has been tested using statistical tools by
SALSTAT software which analyzes ANNOVA, regression
analysis, chi-square test, profitability correlation etc. The
SALSTAT is used for testing of hypothesis and chi-square test.
However manual calculation of chi-square test is also presented.

49

DATA COLLECTION
ANALYSIS
AND
INTERPRETATION

50

1.) The survey is subjected to the bias and prejudices of the


respondents. Hence 100% accuracy cant be assured.
2.) The research was carried out in a short span of time, where in the
researcher could not widen the study.
3.) The study could not be generalized due to the fact that researcher
adapted personal interview method.

RECOMMENTATIONS
1. Management should take proper regular feedback from the
employees in the training centre.
2. Then after the feedback changes should be made to overcome the
problems faced by the employees
3. Frequent transfers should not be made of employees.
4. The services provided to employees should be on time example
Medical facilities, conveyance allowances, tour allowances etc.
5. Employees should be well equipping with the changing new
technologies of the company.

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CONCLUSION
On the basis of observations from data analysis following inferences can be
drawn training is given adequate importance in MPPKVVCL, training is wellplanned and Induction training is of sufficient duration.
training provides an excellent opportunity for newcomers to learn
comprehensively about the organization
The norms and values of the company are clearly explained to the new
employees
The training is periodically evaluated and improved.
There is adequate emphasis on developing managerial capabilities of
the managerial staff through training.

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BIBILIOGRAPHY
1. Kothari C.R. Research Methodology, new age
international publication
2. Rao V.P.S. ROJI JOSHI Human Resource
Management, Excel books

Websites
www.mpez-electricity-discom.nic.in
http://en.wikipedia.org/wiki/Index_of_management_artic
les
http://www.managementstudyguide.com
www.humanresourcesiq.com/articles/
http://www.managementheaven.com/

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