TABLE OF CONTENTS I. II. III. IV. V. VI. VII.

II. Certificate Acknowledgement Objective of study Company Profile Introduction to P & A Department of company Human Resource Management Human Resource Development Research Methodology Conclusion Bibliography

ACKNOWLEDGEMENT Through this acknowledgement, I express my thanks towards all those people who h elped me for the preparation of Summer Project Report, which has been a learning experience. I am extremely thankful to Mr. Naresh Ranka (Sr HR Executive) for getting me acq uainted to the company and giving me the golden opportunity to carryout this int eresting training at Welspun . I would like to thank Ms. Harishta Jahkar Mr. Vikash Bhatt, Mr. Ram esh Vagdiya, Mr. Sunil Mishra, Mr.Anil Barkhda for helping me to do my projec t successfully. I am grateful to each one working in the organization for their hum ble and generous behavior towards me. I am sincerely thankful to the team of PCM D. In addition of allowing me to industrial training of the company an d study of the organization and various aspects of managerial functions, they pr ovide me many details. In the preparation of this study report, I take this oppo rtunity to thank our Director Dr. D.P. Gheeya And our Principal Mr. Manish Kac chwaha and faculty member of the LUCKY INSTITUTE OF PROFFESSIONAL STUDIES, JODH PUR who have accompanied me and providing me all the facilities to make the ind ustrial training more fruitful. Last but not least I am also grateful to my friends and all those who directly or indirectly helped me in completion of the project. Yogesh joshi

OBJECTIVE OF STUDY Today, is the age of globalization, age of science and technology where one will find now invention and discoveries at every mode of life. The standard of livi ng of every person is changing and becoming sophisticated everyday. It is due t o sudden globalization in the economy now as we go towards the market; we see a changing trend due to particular brand and selection of it. In the field of edu cation, new courses are introduces with having practical training, which needed but the theoretical knowledge is also being important. So, that we are aware wi th practical phase in business dealings and life. Management is a field, where Managerial & Practical Knowledge is required. With a view to getting practical knowledge of Industry, I needed to take training in the Industry according to our syllabus of practical study subject because only theoretical knowledge is not enough to get knowledge of business. Practical kno wledge helps a person to overcome real life problems. Industrial acquaintance for B.B.A student is the most factors, to enlighten abil ity to understand acute competition after globalization of business. Practical training has been incorporates in the curriculum of BBA which enables the manage ment student familiarizes and equips them with the practical aspects of manageme nt. This benefits as it cultivates habit of business students thinking and sens e of professionalism. Thus, a student knows how theoretical aspects of classroo m have been implemented in business. During this Project, we are more confident about Practical Experience of busines s Management. So, objective to study this summer Project is one kind of trainin g Program so when we enter into any business at that time we can be more confide nt then others. As I mention meaning of Training in Preface and again I would like to repeat so it is clearer objective of Study. T- Train mind and develop talent R- Regularize sense of self discipline in business A- Alertness and analyzing capability I- Initiation with creativity N- None compromising with quality of product I- Inspiration source to pears N- Negotiate matter with emotional intelligence G- Gaining knowledge

CHAPTER 1 COMPANY PROFILE

This Chapter Contains: Brief of Company Companys Mission

Companys Vision Corporate Identity Introduction to WELSPUN at Anjar

COMPANY PROFILE Brief of Company Welspun Gujrat Stahl Rohren Ltd. Is now Welspun Corp. Ltd. Set up in 1995 as Wel spun Gujarat Stahl Rohren Ltd., Welspun Corp Ltd. is today probably the largest Diameter Line Pipe Company in the World with a capacity of 2.0 MTPA. The Financi al Times rated WCL as the 2nd Largest Large Diameter Pipe Company in the World wh en its capacity was 1.0MTPA. WCL was also recognized as the Emerging Company of t he Year (Economic Times Corporate Excellence Awards), in 2008. With a strong culture of Engineering Excellence WCL takes pride to be amongst the most preferred suppliers of Line Pipes in the World. The Company has supplied p ipes for the toughest of projects and has a credible list of clients unmatched i n the Industry. In Gulf of Mexico, WCL is known as the Company which supplied pipes to the deep est pipeline project (Independence Trail project) in the United States and Canad a, the Company has supplied the longest pipeline (Keystone Project from Canada t o U.S.).In Peru, WCL has to its credit of supplying to the highest pipeline (Per u LNG) and in the Persian Gulf WCL supplied pipes for the heaviest pipeline (IGA T IV). WCL currently offers a one stop solution in line pipes with a capacity to manuf acture Longitudinal (LSAW), Spiral(HSAW) and HFERW / HFI (ERW) pipes. The compan y additionally offers coating, bending and double jointing facilitates thereby o ffering a 360 degree pipe solution to its customers. Welspun Corp Ltd. comprises of: Welspun Pipes Division: With facilitates in Dahej (Gujarat), Anjar (Gujarat) an d Mandya (Karnataka) in India and Little Rock in U.S., WCLs Pipes division is tod ay probably the largest in the World. Welspun Plates and Coil Division The one-of-its-kind stackel facility can manufa cture Plates up to an enviable width of 4.5 meters and Coils up to 2.8meters wid e. Besides catering to the internal requirements of Welspun, this facility also services high-end Plate and Coil manufacturing for external clients. Welspun Tubular LLC (USA) Adjacent to the Little Rock Port, this state-of-art sp iral pipe and coating facility is spread across 740 acres and has annual capacit y of350,000 tons and is one of the largest industrial initiatives in the state o f Arkansas, USA..The Company recently announced the acquisition of a 44 acre sit e formerly owned by the Wheatland Tube Company. Welspun Natural Resources Ltd.: Welspun Natural Resources Ltd has a joint ventur e with Adani Enterprises Ltd. to form Adani Welspun Exploration Ltd.It has a por tfolio of eight oil and gas assets, in India, Thailand and Egypt. Welspun Energy Ltd. Welspun Energy Ltd. has been incorporated to setup Thermal P ower plants and also to fulfill the commitment towards Green Environment by sett ing up Solar, Hydro, Biomass and Wind energy power generating facilities. Welspun Infratech Ltd: - Welspun Infratech Ltd Recently announced the acquisitio n of MSK Projects India Ltd. thereby marking Welspuns entry into the $500 dollar infrastructure sector in India. The Company now has the capabilities to lay of o il & gas and water pipelines. Year by Year History :1985: Started as a small Polyester Texturising yarn unit at Palghar named Welspu n Winilon Silk Mills Ltd 1993: Inception of WIL. Welspun entered into manufacturing of Terry Towels at Va pi plant 1995: Cotton Spinning unit set up at Vapi (Backward Integration) 1997:Inception of WGSRL. Welspun diversified into manufacturing of steel pipes -

LSAW & Spiral pipe project set up in Bharuch. 1998: Inception of WSL - Consolidation in the PFY segment Set up of vertically integrated plant at Silvassa to manufacture specialty textured & Dyed Yarns. 1999: Inception of WZTL. Welspun entered into joint venture with Vincenzo Zucchi of Italy for manufacturing of Bathrobes at Vapi. 2001: Entered into Joint Venture with EUPEC, worlds 2nd largest manufacturer of Pipe Coating to provide pipe coating solutions at Dahej. Later it was merged wit h WGSRL in 2005 2004:Phase I Project - Commencement of Terry Towel & bed sheet project, ERW, Sp iral & LSAW project and Power & Steel project at Anjar plant. 2006: Phase II project - Committed investment in Plate Mill, Textile expansio n & Corporate Cotton farming; Inception of WRL WIL Acquired Christy UKs No 1 Terry Towel brand 2007: Project in USA City of Little Rock, Arkansas, US First piece of Bath Rug Produced at Vapi Plant. Acquired 76% interest in Sorema One of the leading Bath Rug Majors in Europe. 2008: Commencement of World Class Plate Mill Division March 08 First Export Consignment of Bath Rugs April 08 Companys Mission Company endeavor to reach the leadership position in each Segment / Sector of ou r Product / Service. Company is committed to satisfy our customers by providing such Quality Product / Service, which gives highest value for money. Company believe that employees are our most important asset through which we ca n reach the top in each category of our Product / Service. Therefore, we will em phasize on their continuous improvement through up gradation of relevant knowled ge and training. Company commit ourselves to continuous growth, so as to fulfill the aspirations of our Customers, Employees and Shareholders. Companys Vision :Company aim to. Emerge as a global leader Preferred by every home Servewith passion Grow@ speed Innovate.with quality Excelwith ethics Delighting all stakeholders we are WELSPUN Corporate identity :The insignia is a creative visualization of a flying pair of sea gulls. The visualization depicts the flight to greater heights at the same time remaini ng in touch with ground realities.

Message from Shri. Narendra Modi, Chief Minister, Gujarat Gujarat today, offers an unlimited opportunity for investors to partner in its future progress, thanks to its well development inf rastructure, bountiful natural resources, enterprising people and a responsive a nd stable government with transparent and consistent policies. In my eyes, tomorrow Gujarat can be summarized with the four Fs. Farm to fabric to fashion to foreign. This will not only lead to increased revenues and job opp ortunities, but also put Gujarat on the global map. And I m sure that day isn t far. It gives me great pleasure to note that Kutch is well and truly on its way to be coming an industrial paradise. I m happy to witness the participation of key int ernational players like Welspun who have contributed handsomely to bring Anjar b ack to its full glory. I m sure; they will continue to deliver their promise. A promise that extends well beyond economic and commercial growth and includes social upliftment too. I Admire this spirit of enterprises and wish them good lu ck and success in all their initiative and ventures.

INTRODUCTION OF WESPUN GROUP AT ANJAR Welspun City , a 2500 acre township set up in the heart of Anjar is the backbone of Welspun. It was established in 2004 with an initial investment of Rs. 13,500 million. Today Welspun City houses a state-of-the-art Line Pipe mill which is capable of producing Spiral Arc Welded (SAW) Pipes both Helical and Longitudinal pipes of the finest grades and international standards. This is in addition to the ERW pi pes which it manufactures . The one-of-its-kind Textile Mill produces Terry Towels and Bed linen of the fine st and the best quality in the World. These products are mostly exported to the top retailers of the Globe which includes most of the Fortune 100 Companies like Wel Mart, Target and J.C. Penny amongst others. Welspun City takes pride in housing one of the only three Plate-cum-coil mill of its kind in the World. This mill with a capacity of producing plates up to 4.5 meters width and Coil up to 2.8 meters wide is all set to improve Welspun s oper ational capabilities. Welspun City is additionally a prime example of continuous efforts of protecting the environment with a strong emphasis on a-forestation. The township is in the process of turning itself in the creation of the largest green belt in the area, with a veritable forest of about 500,000 trees which inc

ludes the Jatropha tree, the drought resistant perennial whose seeds is used to produce bio-diesel.

Key Management of Company :BOARD OF DIRECTORS Name Designation Mr. Asim Chakraborty Director Mr. B. K. Goenka Chairman and Managing Director Mr. K. H. Viswanathan Director Mr. M. L. Mittal Executive Director Finance Mr. Nirmal Gangwal Director Mr. N. Shankar Nominee of Export Import Bank of India Mr. Rajesh R. Mandawewala Joint Managing Director Mr. Raj Kumar Jain Director Mr. R. G. Sharma Director

CHAPTER 2 Personnel & Administration Department of WELSPUN This Chapter Contains: Personnel Section Administration Section Welfare Section Welfare activities of WELSPUN

PERSONNEL & ADMINISTRATION DEPARTMENT

Function of Personal section

Roll of personal section To keep manpower inventory/planning of HRD/planning for redeployment. To assist department to prepare manpower requirement. To review the management structure periodically and suggest change, if any. To care of selection, recruitment and selection procedure. Performance appraisals. Promotion policy formulation and implementation. Salary and perks administration. Career planning and succession planning. To take care of the social security aspects of the employee. Job study, job rotation etc.

RECRUITMENT CHART

RECRUITMENT It is necessary to keep organization successfully running & growing. To achieve this objective, that only the best and most suitable employee are appointed/prom oted in each post. Thus, the recruitment and promotion policy of the organizatio n shall be to recruit the most suitable person to each post. So far as the suita ble of candidate is concerned, this should be judged by a committee of senior of ficer. Selection or appointment of a candidate to a vacancy either from outside WELSPUN through direct recruitment or on deputation. In WELSPUN all recruitment to H1 grade and above shall be made on all India base s and to Grade H2 and below on local Unit basis. Recruitment Procedure in WELSPUN In WELSPUN recruitment is done for two groups of employees. There are:1) Apprentices

2)

Group c & d which includes Doctors & nurses Security Technicians etc. Sources of Recruitment

Direct recruitment. Promotion of departmental candidate. On deputation basis from Government or other Organization. On contract for specified period. From amongst the trainees/ apprentices of society. Campus interview as approved by the competent Authority from time to time.

The list of the panel of selected candidates drawn for the purpose of recruitmen t from outside will be valid for a period of six months. The validity of the pan el may be extended for another six months with the approval Management Director.

INDUCTION The main objective of placement is to fit the new employee to the job demands. A s the new employee is not aware of the organization philosophies culture, differ ent department etc, he is put into the process of INDOCTRINATION. It means that th e philosophies and approaches of the organization are slowly included to the emp loyee for easy adaption in the organization. In general, this process takes plac e, while the new employee is put under INDUCTION. Finally the purpose of INDUCTION is to: Introduce of personal protective gadgets, safety and fire fighting. Introduction to new employee and organization to each other, to help them become acquainted and to help them accommodate each other. He is made aware of how his job fit into the overall operation of the organizati on. PROBATION All regular appointments against permanent vacancies whether on first appointmen t or on promotion, shall be on probation for a period of six months in the first instance. PERFORMANCE APPRAISAL Performance Appraisal is the systematic evaluation of the individual with respec t to his/her performance on the job & his/her potential development. Objective of performance Appraisal To effect promotion based on competence & performance. To assess the training & development need of employees. To help considering employees suitability for different types of assignments, tra nsfer & placement. To let the employee know where they stand in so far as their performance is conc erned and to assist them with constructive criticism & guidance for the purpose of their development. Performance Appraisal in WELSPUN

For the different grades there are different appraisal forms. 1. Performance appraisal forms for Grades H2 and below. 2. Performance appraisal forms for Grades H1 and below In applying and using the appraisal system it will have phases: Reporting Evaluation Follow-up The rating of the employees should be done annually at one time. The first page of the appraisal Format is to be filled by the personal Department and passed on to the Appraisin g Officer by 1st Week of April and send it to the Reviewing Officer and from him to the Accepting Officer. The Accepting Officer after recording his Observation on the appraisal of the employ ee will send the report personal department latest by the end of April. The instruction provided in the appraisal form to be carefully gone through by i ndividual appraiser bearing in mind that the later will be rated eventually. In case of disagreement among the Appraisal and Reviewing Officer, the Accepting Officer should hold discussions with all of them and finalize rating.

In case performance of the employee is below Average or excellent, same shall be communicated by personal Department to M.D after the appraisal is accepted by t he competent Authority. PROMOTION Promotion means reorganization of ability to perform higher responsibility an im provement in pay, prestige, position and responsibilities within his or her orga nization. Purposes of promotion To motive employees to higher as follows. To attract and retain the services of qualified and competent people. To recognize and reward the efficiency of an employee. To fill up higher vacancies from within the organization. To build loyalty, morale and a sense of belongingness in the employee.

TRANSFERS Employees who are transferred from one location to another by the Management sha ll be entitled to the following benefits: 6 days joining time. Shifting allowance. Daily allowance for self and family members for journey period. Expenses for transportation of personal effects as per entitlement provided in T A/DA rules and costs on the transportation of conveyance for those drawing FLTE (fixed local traveling expenses). However, the above mentioned benefits will not be extended to employee who are t ransferred from exiting location to desire location on their own request and wil l be entitled on for journey fare. SALARY AND COMPENSATION STRUCTURE:

The basic purpose of wage and salary administration is to establish and maintain an equitable wage and salary structure. Its secondary object is the establishme nt and maintenance of an equitable labor-cost structure, i.e., an optimal balanc ing of conflicting personnel interests so that the satisfaction of employees and employers is maximized and conflict minimized. For it has been rightly said that People do what they do to satisfy some need. Be fore they do anything, they look for a reward or pay-off. Thus wage and salary programme have four major purposes: To recruit persons for a firm. To control payroll costs. To satisfy people, to reduce the incidence of quitting grievances, and fractions over pay. To motivate people to perform better. ADMINISTRATION SECTION The major task of Administration Department is of transportation of employees fr om their residential places to the plant and back. For this purpose there are fo ur buses owned and seven buses and six Tata Sumos are rented from outside. Furthe r all the Joint General Managers, general Managers and senior General Manager ar e provided with Honda city to each of them for conveyance to and for between pla nt and residence. The land, on which the factory premises are situated, belongs to Kandla Port Tru st and the land is taken on 30 yearly lease bases. Their renewals payment of yea rly ground rents and correspondence regarding this issue etc. is done under the administration department. Communication Mobile are provided to the chief managers and above by WELSPUN. Pa yment of its bill up to a ceiling of Rs.1000/- per month, payment of the bill of land lines lease lines BSNL phones and the reward and outward correspondence su ch as letters couriers telegrams are done by administration department. Other activities done by administration department are: Cleaning in the office premises. Transportation of R.O. Water Township to Plant Premises. Procurement and distribution of office furniture in the office and township. Procurement and distribution of office stationary to various sections wherever r equired in proper proportion so as to avoid its misuse. Official tour for employees and also the arrangements regarding reservations etc . are arranged by this department.

WELFARE SECTION Welfare means faring or doing well. It is a comprehensive term and refers to the physical, mental, moral, and emotional well being of an individual. Labor welfa re, also referred to as betterment work for employee, relates to taking care of the well being of workers by employers, trade unions, government and Non- govern ment agencies. In 1948, the factory Act was amended in which certain rules were set forth to look after the welfare of the workmen or the employees. WELSPUN has separate welfare department & welfare officer also. This welfare off icer acts as a bridge between the management and the workmen, so that they do no t face any problem to do their duty in the plant.

A STEP TOWARDS WELFARE ACTIVITIES OF WELSPUN In our seamless effort to improve the lives of children through education, Welspu n Vidya Mandir, a school up to standard 10 and Welspun Anganvadi , a pre-primary s chool has been set up for not only the children of Welspun employees but childre n of the other local families could also attend. Further, we also support variou s education initiatives at all levels. This involves granting aid to schools, ac knowledging and rewarding meritorious students and an initiative called Welspun scholars. Welspun scholars are a group of approximately 14 students, who yearly, seek full study-assistance from Welspun. We support these students, the future of tomorrow, with all humility and passion.

Welspun City , a 2500 acre township set up in the heart of the barren lands of A njar, Kutch in the state of Gujarat , is a prime example of continuous efforts o f protecting our environment with a strong emphasis on a-forestation. Welspun Ci ty is in the process of turning itself in the creation of the largest green belt in the area, with a veritable forest of about 500,000 trees.

Campaign on Energy Conservation Energy Saved is Energy Produced, a month-long campaign on Energy Conservation wa s launched on 26th July 2008. The campaign focuses on generating energy-saving h abits among each and every Welspunite. At the launch of the Campaign, the hard-h itting movie, An Inconvenient Truth by Nobel Laureate Mr. Al Gore was screened a t Head Office besides our plants at Anjar and Vapi. The movie presents an eye op ening and compelling view of the future of the planet & the civilization. A wake -up call that cuts through myths and misconceptions to deliver the message that global warming is real and present danger. Further each screening was followed b y an informal discussion where the viewers shared their experiences, knowledge, suggestions & observations. The discussion forum reveals several feasible ways t o save energy. The participants were distributed with handouts on various tips t o save energy at work, at home and on road. This tiny step towards sensitization on energy conservation was so well received by everyone that it has encouraged us to undertake several activities under the banner of Energy Saved is Energy P roduced in the near future. Welspun enables women to realize their full potential. We wor k for equal access to women on health care, quality education, career and vocati onal guidance, employment, equal remuneration, occupational health and safety, e tc. Welspun builds and strengthens partnerships with civil society, particularly womens organizations and work towards changing societal attitudes and community practices by active participation and involvement of women. Naya Savera Campaign

Girl child is a cause close to heart in Welspun. We are determined to priorities the cause of the Girl child. A little amount of care, a handful of warmth and a heart full of love for a girl child can make a big difference. In this Endeavou r, Naya Savera, campaign was launched in Mumbai. Around 35 employees took the pl edge and adopted more than fifty girl child. These overwhelming responses bolste r our spirit to lead the initiatives in a long run. Project "Lijjat" Programmes providing training in the art of papad making have been organized, wh ere women of one hundred and forty eight Welspun families from a tiny village in Versamedi, Anjar, Gujarat, have participated and have trained for two to three hours daily. This project has provided vocational training and in turn has led t o the women making a small amount of money that today makes a significant differ ence to their lives therefore empowering them. Project "Kishori" At Welspun, we understand the importance of being not only educated but also wel l versed with computers, in today s dynamic environment. As part of vocational t raining, we are supplying the institutes with facilities and professional traine rs to offer free computer classes. We organize computer courses that are offered to working women who intend to apply for positions in both Government and non-g overnment organizations.

Living a healthier life improves the quality of life. Feeling physically better and having control over life can greatly increase mental health as well. We beli eve achieving health and remaining healthy is an active process. Welspun has organized total six health and eye camps in the last seven months (J uly-January 08) in association with the local NGOs ,Gram Panchayat & local hospi tals. It has served over 1500 people. Around 10 people availed of eye surgical f acilities and over 1,000 people received aids and appliances. In all, over one t housand populations have been benefited by the CSR activities of Welspun

Health Camp at Anjar On 13 June 2008 a health camp was organized at Varshamedi Village, Anjar, Gujara

t for mothers and children. The first of its kind camp in the locality where doc tors from leading hospitals of Kutch District - Matrusparsh Hospital, Navjeevan Hospital, Sneh Maternity Hospital, Kandla Port Trust Hospital and Indian Medical Association volunteered to offer their services. Around 500 mothers and childre n from Varshamedi Village and Welspun Colony were diagnosed for various ailments . Each beneficiary was given a personal health card to keep abreast of their pre sent status on health. For common ailments and general restoratives like Iron an d Folic Acid Tablets, Vitamin tablets and syrup were distributed to the benefici aries. Essential medical test (H.B., B. G., Urine Test, V. D. R. L.,) were also conducted for expecting mothers.

Introduction Human Resource Management is that part of management which is concerned with peo ple at work & their relationship within the organization. The term Human Resourc e Management refers to the management of personnel in the organization of any co mpany to achieve the predetermined goals. The duty of the personnel manager is t o look after the personnel department and various functions of the personnel lik e recruitment, selection, promotion, transfer, etc. In WELSPUN, there is Human Resource Department to carry out the functions of Hum an Resource Management. The objective of this department is as below: (1) To ensure satisfaction to the employees so that they are freely ready to work. (2) To attain maximum individual development. (3) To improve efficiency of the human resources. Realizing that employees are its greatest assets, WELSPUN from its very inceptio n has been striving to build up a sound & transparent organizational culture to inclusive to sense of belonging among its employees. Human Resource Management is a management function that helps manager recruit, s elect, train and develop members for an organization. Obviously, HRM is concerne d with the peoples dimensions in organizations. In other words, HRM is also a management function concerned with hiring, motivat ing and maintaining people in organization. It focuses on peoples in organizatio n. Human Resource Department mainly deals with: 1. Manpower Need Why? Where? How? And When? 2. Wages and salary 3. Performance Appraisal 4. Recruitment 5. Discipline conduct 6. Welfare & other services 7. Other miscellaneous functions Nature Of HRM :-

Human resource management is a management function that helps manager recruit, select, train and develop members for an organizations. Obviously, HRM is concer ned with the peoples dimensions in an organizations. Specifically, the following constitute the core of HRM :1. Organizations are not mere bricks, mortar, machineries and inventories. They are people. It is the people who staff and manage organizations. 2. HRM involves the application of management functions and principles. The functions and principles are applied to acquisitioning, developing, maintaining , and remunerating employees in organizations. 3. Decisions relating to employees must be integrated. Decisions on differe nt aspects of employees must be consistence with other human resources (HR) deci sions. 4. Decisions made must influence the effectiveness of an organization. Effe ctiveness of an organization must result in betterment of services to customers in the form of high quality products supplied at reasonable cost. 5. HRM functions are not confined to business establishment only. They are applicable to non-business organizations, too, such as education, health care, r ecreation, and the like. Obviously, HRM refers to a set of programmers, functions and activities designed and carried out in order to maximize both employee as well as organizational ef fectiveness. HUMAN RESOURCE DEVELOPMENT HRD can be defined as a set of systematic and planned activities de signed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands In other view, If we need to find a way to develop employees in order to become effective contributors to the goals of an organization, we need to ha ve a clear view of what an effective contribution would look like. The use of pe rsonal capacities can be very helpful in describing the way in which an effectiv e employee should operate and behave, but there can be no general prescription o f an effective employee. Effectiveness will differ with organizational context, and on whose perspective we are adopting. The matter of what, finally, makes an effective employee is a combination of personality, natural capabilities, develo ped skills, experience and learning. The process of enhancing an employees presen t and future effectiveness is called development.

The concept of individual and organizational development, or Human Resource Dev elopment, is the mother concept which embraces several concepts of human resourc e development, such as: Education, which is concerned with inducting learners into a whole way of life. For example, management education is concerned with inducting learners into a ma nagerial form of life with distinctive values, norms and ways of doing things wi thin an organizational context. Training, which is concerned with developing a particular skill, eg learning to operate a machine or drive a car, to a desired standard by specific instruction and practice. Competency, which is performing a skill effectively and successfully. Learning, which is the process by which skills, knowledge and attitudes are acqui ed and translated into habitual forms of behavior and performance, whether by de sign or through the natural passage of time (Harrison, 1993). According to Harrison, development is the all-important process, through which ind

ividual and organizational growth can through time achieve their fullest potenti al. Education is a major contributor to that development process, because it dir ectly and continuously affects the formation not only of knowledge and abilities , but of character and of culture, aspirations and achievements. Training is the shorter-term, systematic process through which an individual is helped to maste r defined tasks or areas of skill and knowledge to predetermined standards (Harris on, 1989 cited in Lundy & Cowling, 1996). However, in the managerial context, in dividual and organizational development must be linked to the concepts of effect iveness and organizational learning in order to give it a more precise meaning a nd purpose.

Approaches to Human Resource Development: Training The theoretical base of training As mentioned above, training constitutes a basic concept in Human Resource Devel opment. It is the systematic modification of behaviour through learning which oc curs as a result of education, instruction, development and planned experience. As was said earlier, it is concerned with developing a particular skill to a des ired standard by instruction and practice. Training was defined in greater detai l by the British Manpower Services Commission (1981) as follows: A planned proces s to modify attitude, knowledge or skill behaviour through learning experience t o achieve effective performance in an activity or range of activities. Its purpo se, in the work situation, is to develop the abilities of the individual and to satisfy the current and future manpower needs of the organization. Training is a highly useful tool which can bring an employee into a position whe re he/she can do his/her job correctly, effectively and conscientiously: a) corr ectly, in that he/she can apply whatever he/she has been taught, b) effectively, in that he/she may be in a position where he/she can perform to the expected st andards, and c) conscientiously, in that the behaviour of the trainers can bring the trainees to the position where they can put their maximum effort at the rig ht time. A training course should constitute a key feature in a formal development progra mme, and this could be a standard offering by various specialist bodies or in-ho use courses developed for the organizations specialist needs. Increasingly, these options are being combined so that there is the possibility of an externally pr ovided course tailored to suit an organizations particular needs. Most training schemes and processes are based on the following model: Identification of training needs and the setting of training objectives. Identification and selection of training and development methods. Design of a training and development programme. Implementation of the programme. Evaluation of the programme. On this point, it is necessary to indicate briefly how learning occurs. Accordin g to Lundy and Cowing (1996) there are four main theoretical perspectives of lea rning: The Behaviorist theory, which equates the human being with a machine stimulated into learning by positive or negative reinforcement. The Cognitive theory, which equates the human being to a brain and stresses the importance of critical thinking and problem solving. The Gestalt theory, which involves the whole personality and stresses that the w hole (the gestalt) is more than the sum of the parts. A gestalt begins to form w hen the individual experiences a physical and/or psychological need in relation to the environment. This moves the individual away from equilibrium in the direc

tion of action to satisfy a need. Equilibrium is only re-established when the le arning problem is solved. The Humanistic theory, which maintains that all individuals have the capacity to learn and, therefore, that the purpose of learning is to encourage each individ ual to attain his/her full potential. The goals of training The main goal of training is to help the organization achieve its objectives by adding value to its key assets the people it employs. Training means investing i n people to enable them to perform better and to empower them to make the best u se of their natural abilities. The particular objectives of training are to: Develop the competencies of employees and improve their performance. Help people grow within the organization in order that, as far as possible, its future needs for human resources can be met from within. Reduce the learning time for employees starting in new jobs on appointment, tran sfer or promotion, and ensure that they become fully competent as quickly and ef fectively as possible. Training and learning Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve the ability to perform on the job. We typical ly say training can involve the changing of skills, knowledge, attitudes, or beh avior. It may means changing what employees know, how they work, their attitudes towards their work, or their interaction with their co-workers or supervisor (De Cenzo and Robbins, 1996). According to De Cenzo and Robbins, there are two ways which have dominated learning research over the years. Specifically: Operant conditioning: This way views learning as a behavioral change brought abo ut by a function of its consequences. It can be described as a type of condition ing in which behavior leads to a reward or prevents punishment. Operant conditio ning focuses on learning from external sources, as opposed to learning that take s place from within (Skinner, 1971). In operant conditioning, there are four way s in which behavior can be shaped: Positive reinforcement, which provides a pleasant response to an individuals acti ons. Negative reinforcement, which involves an unpleasant reward. Punishment, which penalizes employees for specific undesirable behaviors. Social learning theory: This theory views learning as a continuous interaction b etween individuals and their environments. According to this theory, learning oc curs through observation and direct experience. Social learning theory focuses o n what individuals observe, and the importance of their perceptions in learning. In social learning, four processes have been found to determine the influence a model will have on an individual. Attentional processes. People only learn from models when they recognize and pay attention to their critical features. Retention processes. A models influence will depend on how well the individual re members the models action. Motor reproduction processes. After a person has seen a new behavior by observin g the model, the observation must be converted to doing. Reinforcement processes. Individuals will be motivated to exhibit the modeled be havior if positive incentives or rewards are provided. Diagnosis of training needs Training has always been important. In recent years, however, the process of tra ining is more important than ever in order for organizations to cope with accele rating change which affects existent training needs (eg inefficient job performa nce) and future training needs (eg responding to the continuous progress of tech

nology). According to Kenney and Reid (1994), the most common methods of diagnosis of org anizational training needs are the following: Evaluation of personnel. The director (or a team) evaluates the personnels perfor mance. This process takes place periodically with an evaluation form. That form contains questions in which the ability to take good knowledge and the abilities of organizing, leadership and progress will be reported. Analysis of work. Every step which takes place during the work performance exami ned in order to determine if it is really needed. After determining the necessar y steps, the areas in which employees need training must be identified. Analysis of skills. The trainer must first identify the differences between new and experienced employees, in relation to their effectiveness. These differences will show the size of the training need for the new employees. Observation. Observation can help the trainer find out what an employee does not do correctly and in that way to determine the training needs. Changes in the organization or the job. The creation of new job positions, the a bolition of old positions and the integration of positions are some important ch anges which often take place in a company and generate the need for training. Interviews between super ordinates and subordinates. Very often, when the super ordinate and the subordinate discuss matters which concern the organization, it is a good opportunity to discuss training needs as well. These interviews can be formal or informal. Analysis of data. Selecting data from departmental records (such as personnel st atistics, accident records, training reports, and staff appraisal forms) also he lps to identify training needs. What other organizations do. According to this method, small organizations must take advantage of information about what larger organizations do in relation to training.

Understanding training To understand how training should be developed and operated within an organizati on, the first requirement is to appreciate learning theory and approaches to pro viding learning and development opportunities in organizations. It is then neces sary to understand the following approaches to training (Armstrong, 1996): Training philosophy. The process of training. Identifying training needs. Planning training. Conducting training. Responsibility for training. Evaluating training. Types and the process of training a) Systematic training According to Armstrong (1992), systematic training is training which is specifica lly designed to meet defined needs. It is planned and provided by people who kno w how to train, and the impact of training is carefully evaluated. It is based on a simple, four-stage model expressed as follows: Define training needs. Decide what sort of training is required to satisfy these needs. Use experienced and trained trainers to plan and implement training.

Follow up and evaluate training to ensure that it is effective.

The model of systematic training provides a good basis for planning training pro grammes, but it is often oversimplified training is a more complex process than this. Another drawback of systematic training is that insufficient emphasis is p laced on the responsibilities of managers and individuals for training. The conc ept of planned training provides a more comprehensive description of the trainin g process. b) Planned training Planned n aimed cess of training is defined by Kenney and Reid (1994) as a deliberate interventio at achieving the learning necessary for improved job performance. The pro planned training consists of the following steps: Identify and define training needs. Define the learning required. Define the objectives of training. Plan training programmes. Decide who provides the training. Implement the training.

c) Identification of learning and training needs Training must have a purpose and that purpose can be defined only if the learnin g needs of the organization and the groups and individuals within it have been s ystematically identified and analyzed. According to Kempton (1995), training nee ds can be identified at the individual and the organization level.

At the individual level Identification will need to begin with the job description. This will provide a list of the skills and knowledge required. It can be compared with the actual sk ills and knowledge that the job holder processes. Another approach could be to look at critical incidents over, say, the past thre e months that were particularly challenging or stressful. The training can then be directed at the areas that are most relevant. Managers will also be able to identify training for their subordinates. One of t he best ways of achieving this is through the appraisal interview, where agreed training needs can be identified. Individuals may request training that they perceive will equip them for a change of job, either laterally or through promotion. At the organizational level Training needs may be identified through the performance appraisal system. This may provide the key channel for feeding back individual needs. The information s hould be processed by a human resource professional in order to plan the overall needs of the organization. The management team may identify areas from the corporate plan that they want in cluded in the training plans. d) Planning training programmes Every training programme needs to be designed individually, and the design will continually evolve as new learning needs emerge, or when feedback indicates that

changes are required. According to Kempton (1995), before consideration is give n to special aspects of training programmes for managers, team leaders, craft an d technical trainees, and office staff, decisions are necessary in the following areas: Objectives: The objectives need to be considered against the desired results. Th e end-result will be the acquisition of a new skill or changed behavior. Skills and behaviors can be learned. A skill can be learnt in isolation whereas a behav ioral change will lead to permanent change in the values and behaviours held. Th at means, teaching the skill of juggling to people who can not juggle is achieva ble. Location: Is the training to be on-site? Is the training to be run by an externa l source? Timing: Is there an optimum time for the training to take place? What is the dur ation of the training, and if it is to be a series of courses does a pilot cours e need to be planned? Level: If the training is to be just conceptual, are the trainees experienced en ough to be able to relate it to the work situation? Techniques: Consideration should be given to elements of technique. Is it approp riate to use case studies or role plays? What is the objectivity level of the tr ainer and the expectation of the trainee? There is a variety of training techniq ues that can be used. According to Armstrong (1996), these techniques can be div ided into: On-the-job techniques, which are practiced on a-day-to-day basis or as part of a specially tailored training programme. These techniques include demonstration, coaching, job rotation, planned experience and mentoring Off-the-job techniques, which are used in formal training courses away from the place of work. These techniques include lectures, talks, discussions, the discov ery method, case study, role-playing, simulation, group exercises, team building , distance learning, outdoor learning and workshops. On- or off-the-job techniques, which include instruction, question and answer, a ction learning, assignments, projects, guided reading, computer-based training, interactive video and video. e) Conducting training programmes According to Armstrong (1996), the only general rules for conducting training pr ogrammes are that first, the courses should continually be monitored to ensure t hat they are proceeding according to plan and within the agreed budget and secon d, all training should be evaluated after the event to check on the extend to wh ich it is delivering the required results. There are, however, a number of considerations which affect the conduct of train ing for specific occupations, and those concerning managers and team leaders, sa les staff, skilled workers and office staff are the following: Management and team leader training. Sales training. Technical and skill or craft training. Training office staff. Team building training. Meeting the training needs of special groups.

f) Responsibility for training It is believed that most learning occurs on the job through coaching, planned ex perience and self-development. The onus is on managers and individuals to ensure that it takes place. Senior management must create a learning organization in w hich managers recognize that training and development are a key part of their ro le and one on which their performance will be assessed. The role of a specialized training function is generally to provide advice and g uidance to managers on their training responsibilities. According to Armstrong ( 1996), some of the responsibilities of a training function are the following: Developing training strategies which support the achievement of business strateg ies. Analyzing and identifying corporate and occupational training needs. Developing proposals on how these needs should be satisfied. Preparing plans and budgets for training activities. Identifying external training resources, selecting external training providers, specifying what is required from them and ensuring that their delivery of traini ng meets the specification. Advising on external training courses for individuals or groups. Organizing internal courses and training programmes, but often relying on outsid e help for the whole or part of formal training courses. Training managers, supervisors and mentors in their training responsibilities. Providing help and guidance to individuals in the preparation and implementation of personal development plans. Monitoring and evaluating the effectiveness of training throughout the organizat ion. g) Evaluation of training One of the most nebulous and unsatisfactory aspects of training programmes is th e evaluation of their effectiveness. Evaluation has been defined by Hamblin (197 4), as any attempt to obtain information (feedback) on the effects of a training programme, and to assess the value of the training in the light of that informat ion. Evaluation leads to control which means deciding whether or not the training was worth the effort and what improvements are required to make it even more ef fective. According to Hamblin, there are five levels at which evaluation can tak e place: Reactions of trainees to the training experience itself. Learning evaluation requires the measurement of what trainees have learned as a result of their training. Job behavior evaluation is concerned with measuring the extent to which trainees have applied their learning on the job. Organizational unit evaluation attempts to measure the effect of changes in the job behavior of trainees on the functioning of the part of the organization in w hich they are employed. Ultimate value evaluation aims to measure how the organization as a whole has be nefited from the training in terms of greater profitability, survival or growth.

TRAINING PROGRAMMES FOR EMPLOYEES To sustain the healthy work culture and maximize the utilization of h

uman potential in achieving organizational objectives, WELSPUN had contributed a l ot. In-house Training:After the identification of the training needs of employee and keeping in view the requirement of the society, the in-house training programs are organized. In such training programs, faculties are drawn from within the or ganization and from outside also. Induction Training: New appointees are imparted Induction training covering WELSPUNs aim obje ctive and achievement, work culture, office. Normally internal faculty is drawn for such training. New appointees are put on the job only after necessary induct ion training. Similarly, special programs are being designed and the employees who have been p rovided to officer category from the workmen category in the recent past.

Fire and Safety Training: In this training, trainer helps to aware about taking step at the time of critic al situation like fire, earth-quake safety measures and other natural calamities and also gives some practical examples as well as practical things.

RESERCH

METHODOLOGY

INTRODUCTION It is a way to systematically solve the research problem. As main objective of s tudy is to gain familiarity with various department functions and new insights i t to it, the research study being exploratory research study. The data used in t

his report are secondary data. Sampling Method Research Method Sample size Elements Data collection Instrument Area : : : Random Sampling Descriptive Research 50 : : QUESTIONNAIRE : WPCMD, ANJAR Employees of the organization

OBJECTIVES To find out the effectiveness of various training program conducted. To study post behavioral pattern after being training held. To identify critical areas where training is needed. PROBLEM IDENTIFICATION Top Management is not convinced about the training program, hence they would lik e to know what their employees think about the training program held, and also t he ways by which they can improve on it. DATA COLLECTION Primary data It was collected to conduct the study as helps to reach more authentic conclusio n from finding. The primary data was collected by means of structured questionna ire by direct interviews. Secondary Data:It is collected from internet, books, reports and company profile. Data TabulationAfter the data was collected, the data was tabulated in a Microsoft Excel Sheet the data was edited, coded and verified for validity. During the survey, as 50 r espondents were interviewed from the target group as mentioned.

DATA ANALYSIS AND ITERPRETATION

Q.1 The efforts of the management are to utilize the services and potentials of all employees for the development of the company? Response % of Respondents SRTRONGLY SATISFIED 20% SATISFIED 70% QUITE SATISFIED 10% DIS-SATISFIED 0 Fig.1

Q.2 The reward system instituted by company encourages you to put in more e fforts and present a better show or performance? Response % of Respondents SRTRONGLY SATISFIED 50% SATISFIED 20% QUITE SATISFIED 20% DIS-SATISFIED 10%

Fig.2

Q.3

The appraisal helps the employees to know your efforts and potentials?

Response % of Respondents SRTRONGLY SATISFIED 40% SATISFIED 20% QUITE SATISFIED 30% DIS-SATISFIED 10% Fig.3

Q.4 The training programmes of company help you to know of your hidden talen ts and thus let you know of your capabilities and potentials? Response %. of Respondents SRTRONGLY SATISFIED 40% SATISFIED 20% QUITE SATISFIED 30% DIS-SATISFIED 10% Fig.4

Q.5

Seniors often help you in sorting out your personal problems?

Response % of Respondents SRTRONGLY SATISFIED 20% SATISFIED 60% QUITE SATISFIED 10% DIS-SATISFIED 10% Fig.5

Q.6 ?

In this company, impartial system of performance evaluation of employees

Response No. of Respondents SRTRONGLY SATISFIED 10% SATISFIED 40% QUITE SATISFIED 40% DIS-SATISFIED 10%

Fig.6

Q.7

Your company familiarize to the challenges and tasks of the next higher

position? Response % of Respondents SRTRONGLY SATISFIED 30% SATISFIED 40% QUITE SATISFIED 30% DIS-SATISFIED 0% Fig.7

Q.8 The policies of the company are such that they are favourable for the em ployees to move ahead smoothly and adjust to his new position comfortably? Response %. of Respondents SRTRONGLY SATISFIED 30% SATISFIED 40% QUITE SATISFIED 30% DIS-SATISFIED 0% Fig.8

Q.9 The management is making sincere effort to develop the company in all respect? Response No. of Respondents SRTRONGLY SATISFIED 20% SATISFIED 70% QUITE SATISFIED 10% DIS-SATISFIED 0% Fig.9

Q.10 In this company, you are given a chance to present your ideas and the sa me is given due weightage in decision making? Response %. of Respondents SRTRONGLY SATISFIED 30% SATISFIED 60%

QUITE SATISFIED DIS-SATISFIED 10% Fig.10

0%

Q.11 Management tries its level best to pass on the information regarding the potentials of an individual employee to him, and also to his supervisor? Response %. Of Respondents SRTRONGLY SATISFIED 20% SATISFIED 50% QUITE SATISFIED 20% DIS-SATISFIED 10% Fig.11

Q.12 The efforts to implement the effects of conclusions of training programm es in our work situation and encouraged by company? Response %.of Respodents SRTRONGLY SATISFIED 20% SATISFIED 40% QUITE SATISFIED 40% DIS-SATISFIED 0% Fig.12

Q.13 You have a say in the path the management decides for the organizational growth? Response %.of Respodents SRTRONGLY SATISFIED 20% SATISFIED 50% QUITE SATISFIED 20% DIS-SATISFIED 10% Fig.13

Q.14 You are exposed to the challenges and setbacks of the position above as that you get accustomed to those situations to your elevation to those positions ? Response %.of Respodents SRTRONGLY SATISFIED 40% SATISFIED 30% QUITE SATISFIED 30% DIS-SATISFIED 0%

Fig.14

Q.15 The management of your company calls for active participation of the emp loyees in the day to day functioning? Response %.of Respodents SRTRONGLY SATISFIED 20% SATISFIED 30% QUITE SATISFIED 40% DIS-SATISFIED 10% Fig.15

Q.16 The training programmes formulated by your company are in the tune with the need and requirements of employees? Response %.of Respodents SRTRONGLY SATISFIED 20% SATISFIED 50% QUITE SATISFIED 20% DIS-SATISFIED 10% Fig.16

OVER ALL RESPONSE ON HRD CLIMATE SURVEY Response % of respondents Strongly Satisfied 27.04% Satisfied 40.37% Quite Satisfied 22.59% Dis Satisfied 6.30%

FINDINGS The current analysis shows that the average points of HRD Climate of PCMD is 2. 41. This means that HRD Climate is good enough up to the extent of 60.25%. But i deally effort should be made to improve the climate to 100%. The current analysis shows that 0.37% were for neutral which shows that employee s were neutral in their answer which also affects for measuring HRD Climate. The level of satisfaction is almost higher in all the 4 criteria for measuring H RD Climate. As we are calculating the HRD Climate from Quite Satisfied to Highly satisfied, the grand mean for these three criteria is nearby 3 which is a good sign.

CONCLUSION This study is made in Welspun Plate & Coil Mills Division. The study measures th e current HRD Climate prevailing into the PCMD and measuring the satisfaction le vel of employee. analysis shows that the average points of HRD Climate of PCMD is 2.41. This mea ns that HRD Climate is good enough up to the extent of 60% but ideally it should be 100%. The mean value of Quite satisfied and dissatisfied criteria is lesser than the grand mean of all the four criterias. Overall HRD Climate is good in PCMD. BIBLIOGRAPHY 1. Human Resource Management (K. ASWATHHAPA) 2. Internet A. Google Advance search B. Website www.welspuncrop.com