A Study On The Skill Development of Employees

A STUDY ON THE SKILL DEVELOPMENT OF EMPLOYEES WITH SPECIAL Reference TO TATA IRON AND STEEL JHARIA DIVISION OF JHARKHAND
Submitted to Bangalore University in partial fulfillment of the Requirement of the Award of the Degree of Bachelor of Business Management By IMRAN KHAN (Reg.No 07P4C08006) UNDER THE GUIDANCE OF Mrs. SHREE REKHA
INDO ASIAN ACADEMY DEGREE COLLEGE KALYAN NAGAR, BANGALORE-43

INDO ASIAN ACADEMY DEGREE COLLEGE Page 1
DECLARATION
I hereby declare that this project report entitled A SKILL DEVELOPMENT OF EMPLOYEES WITH SPECIAL REFFRANCE TO TATA STEEL JHARIA DIVISION OF JHARKHAND submitted in partial fulfillment of the requirement for the award of the degree of Bachelor of Business Management to the Bangalore University. It has been prepared during the year 2010-11 under the guidance of Mrs. Shree Rekha of INDO ASIAN ACADEMY DEGREE COLLEGE, KALYAN NAGAR, BANGALORE. I also declare that this project report has not been submitted at any time to any other University or Institute for the Award of any Degree or Diploma.
Place:-Bangalore Date:
Imran khan Reg no:07P4C08006
Acknowledgment
I Sincerely thanks Mr.T.Ekambaram Naidu chairman & principal,Mr S.T.R.Raja Director of Indo Asian Academy Degree College for giving me permission to do the project in Jharkhand. I wish to take this opportunity to express my deep sense of gratitude to my internal project guide Mrs.Shree Rekha for her guidance in this endeavor. She has been a constant source of inspiration and I sincerely thanks for her suggestions and help to prepare the project report. I am also thankful to Mr.CH. Diwaker {General Manager} of Jharia division for giving me the opportunity to work in his organization , I am equally thankful and pay my honest gratitude to Mr. S S Hota {Chief HRIR}for suggesting me and allowing me to explore with my topic. I pay my sincere thanks to my external project guide Mr. N. N Jha {Sr Manager HR-IR, Jamadoba Group} who has guided me throughout the completion of my project. I extend my special thanks to Mr. B.B.Chaturvadi {Sr. Manager Training } who has given my his valuable time and helped me in my data collection. I am equally thankful to Mr. Mihir Gupta of PTI, Jamadoba helping me in completion of my project and giving me relevant information where ever I needed. Last but not least I am thankful to each and every one who has directly or indirectly helped in completion of my project.
IMRAN KHAN
CHAPTER SCHEME SL NO CONTENTS PAGE NO CHAPTER 1 INTRODUCTION Definition of personnel management. Objective of personnel management. Importance of HRM. Need for basic purpose of training. Methods of training. Objective of training. Importance of training. CHAPTER 2 RESEARCH DESIGN Title of the study Statement of problem. Objectives of the study. Scope of the study. Research methodology. Limitations of the study. CHAPTER 3 CHAPTER 4 COMPANY PROFILE DATA ANALYSIS AND INTERPRETATION Tables Graphs CHAPTER 5 SUMMARY OF FINDINGS RECOMMENDATIONS ANNEXURES BIBLIOGRAPHY
List of graphs
S.no 1. 2. 3. 4. 5. Topic General Refresher First Aid Refresher Gas Testing Refresher Special Training Skill Gap Page no
Chapter-1 Introduction
INTRODUCTION TO PERSONNEL MANAGEMENT
The principal component of an organization its human resources or people at work it is the human resource which is of paramount importance in the success of any organization because most of the problems in organizational settings are human and social rather than physical technical or economic. Failure to recognizes this fact causes immense loss to the nation enterprise and individual. The management must therefore be aware not only of the organizational but also employee need. Man power management is a most crucial job because managing people is the heart and essence of being a manager it is concerned with any activity relating g to human element or relations in organizations. Human resource management is a management function that help managers
recruit , select , train and develop members for an organization .human resource management functions are not confined to business
establishment only. They are applicable to non business organizations, too , such as educations ,health care , recreation, and the like . it refers to a set of programmers, functions and activates designed and carried out in order to maximize both employee as organizational effectiveness.
DEFINITION OF PERSONNEL MANAGEMENT

EDWARD FLIPPO States personnel management is the planning, development , compensation , integration , maintenance and separation of human resources to the and that individual , organizational and social objectives are accomplished.
OBJECTIVES OF PERSONNEL MANAGEMENT

The primary objective of human resource management is to ensure the availability of a competent and willing work force to an organization. Beyond this, there are other objectives, too. Specifically, HRM objectives are four fold societal, organizational, functional and personal.
Societal Objectives:- To be ethically and socially responsible to the need and challenges for the society while minimizing the negative impact of such demands upon the organization. The failure of organizations to use their resource for societys benefit in ethical ways may lead to restrictions.
Organizational Objectives:- To recognize the role of HRM in bringing about organizational effectiveness. HRM is not an end in itself. It is only a means to assist the organization with its primary objectives.
Functional Objectives:-
To maintain the departments
contribution at a level appropriate to the organizations needs. Resources are wasted when HRM is either more or less sophisticated to suit the organizations demands. The departments level of service must be tailored to fit the organization it serves.
Personal objectives:- To assist employees in achieving their personnel goals , at least insofar as these goals enhance the individuals contribution to the organization. Personnel objectives of employee must be met if worker are to be maintained, retained and motivate. Otherwise, employee performance and satisfaction may decline and employees may need the organization.
IMPORTANCE OF HUMAN RESOURCE MANAGEMENT.

The importance of human resource management can be classified as follows: Social Significance:-Proper management of personnel enhances their dignity by satisfying their social needs. This can be done by: Maintaining a balance between the jobs available and the jobseeker, according to their qualification and needs. By the helping people make their own decision , that are in their interest.
Professional significance:-By providing a healthy working environment it promotes team work in the employees work in the employees. This is done by: Providing maximum opportunities for personnel development. Providing healthy relationship between different work groups so that work is effectively performed.
Significance for the individual enterprise:- It can help the

organization in accomplishing its goals by:
Creating right attitude among the employees through effective motivation. Utilizing effectively the available human resource.
INTRODUCTION TO TRAINING
Training is a process of learning a sequence of programmed behavior. It is application of knowledge . It gives people an awareness of the rule and procedure to guide their behavior. It attempts to improve their performance on the current job or prepare them for an indented job. In organization term, it is intended to equip persons to earn promotion and hold greater responsibility. Training is short process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose.
Training and Development need= Standard performance Actual Performance
Training refers only to instruction in technical and mechanical operations. It is designed for non-managers. It refers to imparting specific skills. A programe of training and development is important as it lends stability and flexibility to an organization, besides contributing to its capacity to grow.
DEFINITION OF TRAINING:- Dale.S.Beach defines the training

as the organized procedure by which people learn knowledge and or skills for a definite purpose .
NEED FOR TRAINING:The need for the training of employees could be stated as follows:
To Increase Productivity: Instruction can help employees

increases their level of performance on their present assignment. Increased human performance often directly leads to increased operational productivity and increased operational productivity and increased company profit.
To improve quality: Better informed worker are less likely to

make operational mistakes. Quality increases may be in relationship to company product or service, or in reference to intangible organizational employment atmosphere.
To help a Company Fulfill its Future Personnel Needs: Organizations that have a good internal educational programe will
have to make less drastic manpower changes and adjustments in the event of sudden personnel alterations. when the need arises, organizational vacancies can more easily be staffed from internal sources if the company initiates and maintains an adequate instructions an adequate instructional programe for both its nonsupervisory and managerial employees.
Obsolescence
prevention:-
Training
and
development
programmers foster the initiatives and creativity of employees and help to prevent manpower obsolescence , which may be due to age, temperament or motivation, or the inability of a person to adapt himself to technological changes.
METHODS OF TRAINING
The methods are multifaceted in scope and dimension, and each is suitable for a particular situation. the best technique for one situation may not be the best for different groups or tasks. Care must be used in adopting the technique/method to the learner and the job. An effective
training technique generally fulfils these objectives; provide the motivation to the trainee to improve job performance, provide for trainees active participation in the learning process, provide knowledge of result about attempts to improve {ie.feedback}, and permits practice where appropriate. Training methods are categorized into two groupsOn the-job methods. Off-the-job methods. On-the-job methods: it refers to methods that are applied in the workplace, while the employee is actually working. Off-the-job methods: they are used away from workplaces.
1:-On -the- job methods:{a}experience {b}job instruction training {c}job rotation {d}coaching 2:-Off the- job methods:{a}vestibule training {b}lecture {c}special study {d}conference or discussion
{e}case study {g}role playing {h}stimulation {i}programmed training
JOB INSTRUCTION TRAINING:This method requires skilled trainers, extensive job analysis, training schedules, and prior assessment of the trainees job knowledge. This method is also known as training through step-by-step learning. The job instruction training method provides immediate feedback on result on result, quick correction of errors, and provision of extra practice when required. However, it demands a skilled trainer and can interfere with production and quality.
APPRENTICESHIP TRAINING:This is the oldest and most commonly used method. this field in which apprenticeship training is offered are numerous and range from the job of draughtsman, a machinist, a tool-maker, a pattern-designer , a mechanic, a mechanic, carpenter, weaver, fitter, jewelers and electricians. a major part of training time is spent on the-job productive work. Each apprentice is given a programe of assignment according to a pre- determined schedule, which provides for efficient training in trade for efficient training in trade in skills.
VESTIBULE TRAINING:This method attempts to duplicate to-job situation in a company classroom. it is a classroom. it is classroom training which is often imparted with the help of equipment and machines which are identical with those in use in the place of work. this technique enables the trainee to concentrate on learning the skills rather than on performing an actual job. theoretical training is given in the classroom, while the practical work is conducted on the production line.
LECTURES:They are regarded as one of the simplest way of imparting knowledge to the trainees, especially when fact, concepts, or principles, attitude, theories and problem-solving abilities are to be taught. Lectures are formal organized talk by the training specialist topic. it can be used for vary large group which are to be trained within a short time, thus reducing the cost per trainee.
COACHING:This is one of the most widely used methods of on-the-job training. This involves coaching by a superior by personal instruction and guidance to a manager trainee. This method increases motivation in the trainee and also because of personal guidance to the trainee, there is minimization of problem of training transfer from theory to practice. But this method is
effective only if the superior is properly trained and oriented. Further, the superior may not have enough time to coach the trainee and he may also neglect his job.
JOB ROTATION:This method involves transferring a trainee from one job to another on a systematic basis. if a trainee is rotated systematically from one job to another, the general background of the trainee in the organization is broadened .this method provides training in actual situation and also expose him to other fellows problem and viewpoints. One main disadvantage of this method is that because of the obvious disruption caused by the job rotation, the production may suffer.
CONFERENCES:In this method, manager and potential managers attend the conferences programe in which they pool their ideas and experience with certain problems which are a common subject of discussion. for example, the conference may discuss specific problems such as planning, delegation, communication, uses of managerial control, co-ordination, relationship between business and society, etc. such programe are very useful methods of manager development, if there is active participation of all the participant in the discussion.
CASE STUDIES:This case study method which is popularized by the Harvard business schools, is one of the common forms of training to the employees. in this methods, instructors describes the actual situation or problem of a specific concern and the participants are encouraged to take part in the objective discussion of the problem. this method increases the trainees power of observation and also his analytical ability.
SIMULATION:In simulation, the real situation of work environment in an organization is presented in the training session. In other words, in simulation, instead of talking participants into the field, the field is simulated in the training session itself. in simulation, the participants act out samples of real business behavior in order to get practice in making decisions. it covers situation of varying complexities and roles for the participants. roleplaying is one of the common simulation methods of training.
EXPERIENCE:This is one of the oldest methods of on the job training. This method which involves learning by the experience, through as a sole approach, is
wasteful and inefficient. To make this approach effective, it should be supplemented with other methods of training.
OBJECTIVES OF TRAINING:To impart to new entrants the basic knowledge and skill they need for an intelligent performance of definite tasks. To assist employees to function more effectively in their present position by exposing them to latest concept, information and technique and developing the skills they need in their particular fields. To build up a second line of competent officer and prepare them to occupy more responsible positions. To broaden the minds of senior managers by providing them with opportunities for an inter-change of experience in and outside with a view to correcting the narrowness of the outlook that may arise from overspecialization. To impart customer education for the purpose of meeting the training needs of Corporations which deal mainly with the public, example Hindustan Steel Ltd, Gujarat State Fertilizer Corporation, All- Indian State Road Transport Corporation.
IMPORTANCE OF TRAINING
Training is a corner-stone of sound management, for it makes employees more effective and productive. It is actively and intimately connected with all personnel or managerial actively. It is an integral part of the whole management programe, with all its many activities function interrelated. Training is an ever present need for training men so that new and changed technique may be taken advantage and improvements affected in the old methods, which are woefully inefficient. It moulds the employees attitude and help them to achieve a better Cooperation with the company and a greater loyalty to it. The management is benefited in the sense that higher standard of quality achieved a satisfactory organizational structure is built up authority can be delegated and stimulus for progress applied to employees. Training moreover, heightens the morale of the employees, for the employees, for its help in producing disaffection, complaints, grievances and absenteeism, reduces the rate of turnover. Further, trained employees make a better and economical use of material and equipment; therefore, wastage and spoilage are lessened, and the need for constant supervision is reduced. The importance of training has been expressed in these words: Training is widely accepted problem-solving device. Indeed, our national superiority in manpower productivity can be attributed in no
small measures to the success of our educational and industrial training programs. This success has been achieved by a tendency in many quarter to regard training as a panacea. It is almost traditional in America to believe that if something is good, more of the thing is even better. Hence, we take more vitamin pills to solve personal problems. Over and underemphasis on training stem largely from inadequate recognition and determination of training needs and objectives. They stem also from lack of recognition of the professional technique of modern industrial training.
RESPONSIBILITY FOR TRAINING

Training is the responsibility of four main group: i. ii. The top management, which frames the training policy; The personnel department, which plans establishes and evaluate instructional programe. iii. Supervisor, which implement and apply developmental procedure; iv. Employees, who provide feedback, revision and suggestion for corporate educational Endeavours.
Chapter-2 Research Design
TITLE OF THE STUDY:

A STUDY TO ASSESS THE SKILL DEVELOPMENT OF EMPLOYEES WITH SPECIAL REFERENCE TO TATA IRON AND STEEL
STATEMENT OF THE PROBLEM:

This particular topic is so chosen because in most of the organization Training of the employee exercise a tremendous impact on human
relations and productivity of an organization. This study is mainly undertaken with the idea of studying employees performance by means of providing Training, keeping in mind the skills and talents of employees. It is also to determine the current Training Programe and its impact on employees performance. Hence, the study is to access the impact of corporate training on employees with special reference to
TATA IRON AND STEEL OF JHARIA DIVISION.
OBJECTIVES OF THE STUDY

Imparting training depending upon departmental needs. Providing expertise solution to technical problems in the department. Promote change. Bridging the skills gap of employees assess under 4Q {phase 1 & phase 2}. Skill development for contractor worker. Encourage innovation & knowledge sharing.
SCOPE OF THE STUDY

This Study is conducted to know the effectiveness of Skill Development programs provided by the TATA IRON AND STEEL to the employees of company. This study is restricted to Jharia division only Jharkhand.
METHODOLOGY OF THE STUDY
To study the impact of skill development on employees performance, questionnaire method is used to arrive at a conclusion over the specific terms. It is very simple to collect information through employees survey.
DATA COLLECTION
The method used to collect information can be classified under the following head:
Primary Data:- The information that is obtained from original source

by research data was gathered slowly and offers much greater accuracy. It is developed personally and offers the latest information. The data for this project report is obtained with the help of structured questionnaire.
Secondary Data:- The data obtained for this project report is obtained
with the help of Company Brochures, Websites and information from other publications.
PLAN OF ANALYSIS:---
The data is collected through the questionnaire with the sample size of 30 respondents and is to be converted into an interpreted form through the process of collection, classification, arrangement and presentation of data. The data is then converted into statistical form by applying various statistical tools in order to obtain a clear picture. This information then is tabulated, corresponding to which graphs and charts are presented. Finally with the findings, conclusions and suggestions are given.
LIMITATIONS OF THE STUDY:---
The sample size was restricted to only 30 employees and hence cannot be a true representative of the entire Jharia division. Analysis of the data obtained from the questionnaire was done on the assumption that respondents responses were true.
As the project is carried out in TATA IRON AND STEEL LTD it cannot be generalized for all other branches.
CHAPTER-3 COMPANY PROFILE
TATA STEEL JHARIA DIVISION CELEBRATES ITS 100TH YEAR.

Commitment to employee welfare to ensure quality of life, focus on safety and occupational health , efforts for training and skill enhancement and sustaining mind through empowerment and education this story of the jharia Division of TATA Steel that its 100th year of sustainable mining (1910-2009)on April 4th 2009 at Jharia. The function began with a tribute to Mr. Jamsetji Nusserwanji TATA founder of TATA Steel and the legend who dared to dream ahead of his time and set up a steel plant in India on the request of J N TATA who declared that the best quality coking coal in India could be obtained from Jharia. Mr CH Diwakar GM of Jharia Division gave the welcome address at the function wherein he acknowledged the contribution made by the former stalwarts in the development of jharia over last 100 years. He elaborated on the achievement, accolades and recognitions won by the division which has been possible due to the efforts of worker and employees of jharia. While addressing the gathering, Mr. H M Nerukar COO of TATA Steel lauded the contribution by the people of Jharia. He said that After Jamshedpur works, Jharia Division is the second unit of TATA Steel to have completed a century of existence. The hall mark of this colliery has
been its sustained growth, efficiency and production capabilities. We are putting our best efforts to get more coal blocks in this area, he said .He added,I would like to talk about this satisfaction expressed by examiner on reviewing the way in which our company maintains its mines. After having received this award, our next step is to win the coveted Japan quality Medical and for that we look forward to your support and assistance to make every operations of Mr A M Mishra V P (Raw Material and Coke, Sinter and Iron)of TATA Steel, a zero accident area. Said that these mines have been performing brilliantly and producing efficiently for the last 100 years. Mr. Santosh mahato regional secretary of Rashtriya Colliery Mazdoor Sangh spoke about the key role played by the mines executives whose skilful direction coupled with dedication of the employee and worker has made Jharia an example of sustainable mining. A brochure that captures 100 years of sustainable mining at Jharia was also launched on this occasion. This brochure is not only a pictographic representation of the high quality standard of operation being followed at jharia but it also captures the glorious history of the coal field from 1910 when it becomes a part of TATA Steel. In addition to this ex dignitaries and former GMs who have been associated with jharia Division for the last 100 years were also acknowledged the function. They were felicitated for their contribution in taking their division to the high standard of work that has achieved in last 100 years. This was followed by the inauguration of the Archive Gallery at the colliery office building in Bhelatand. This creative gallery comprises of and priced photograph of jharia displayed on panels which trace the 100 year old journey of development and progress of the place.
Jharia Division, the underground mines of TATA Steel comprises of five collieries spread over 5500 acres and two coal beneficiation plant. The Bhelatand colliery that is celebrating its centenary was acquired in 1910 by TATA Steel and thereafter in 1918; it acquired in Malkera in Sijua as well as Jamadoba, Dhanbad and 6&7 pit collieries of the jamadoba group. The division produces steel grade prime cooking coal and purifies it by beneficiation process, at its two washeries. It has a row coal production of 1.586 million tone. Jharia Divisions sustainable mining continues to be the single most reason for the consistent growth and prosperity of TATA Steel as it has contributed relentlessly to the expansion and growth of the project initiated by the company. In the years gone by the jharia, division has pioneered several technological innovations which has revolutionized underground coal mining in India. Coal mining and beneficiation in Jharia are a bench mark in mining in India. Environmentally efficient and cost effectiveness in the operation and cost effectiveness in the operation at jharia division are some of the key highlights of the mining producers there. It has become the first underground coal mines in the country to get OHSAS 18001:1999 certificate of approval from Indian Register Quality System. The division is also the first underground coal mines to get EMS 14001:2004. Jharia division has given this certificate of approval for its continued improvement to confirm to the Occupational Health and Safety Management System specification and environment management system standard. It has also received the National Safety Award several times from the centenary celebrations at jharia is a historical occasion for TATA Steel as it firmly honorable President of India for creating benchmark in safety.
Exemplifies that TATA Steel has and always will work relentlessly to improve the quality and standard of the communities and the locations that it operates in. it marks the beginning of a new journey where the company will contribute selflessly to nation building. Commitment to employee welfare to ensure quality of life, focus on safety and occupational health, effort for training and skill enhancement and sustaining mind through empowerment and education this is the story of Jharia division of TATA Steel that celebrated its 100 th year of sustainable mining (1910-2009) on April 4th 2009 at jharia. The function began with a tribute to Mr. Jamsetji Nusserwaji TATA founder of TATA Steel and the legend who dared to dream ahead of his time and set up a Steel plant in India. Jharia was discovered by Mr. Charles Page Perin an eminent consulting engineer who came to India on the request of J N TATA who declared that the best quality cooking coal in India could be obtained from Jharia. Mr. Ch Diwaker GM of Jharia division gave the welcome address at the function wherein he acknowledged the contribution made by the former stalwarts in the development of jharia over the last 100 years. He elaborated on the achievement accolades and recognition won by the division which has been possible due to the efforts of the worker and the employee of Jharia. While addressing the gathering Mr H M Nerukar COO of TATA Steel lauded the contribution by the people of Jharia. He made that After Jamshedpur works, Jharia Division is the second unit of TATA Steel to have completed a century of existence. The hallmark of his colliery has been its sustained growth, efficiency and production capabilities. We are
putting our best efforts to get more coal block in this area: he said. He added, I would like to congratulate each one of you on having won the Deming Application award and I would like to talk about the satisfaction expressed by the examiners on reviewing the way in which our company maintains its mines. After having received this award, our next step is to win the coveted Japan Quality Medal and for that we look forward to your support and assistance to make every operation of TATA Steel, a zero accident area. Mr. A M Misra VP (Raw Material and Coke Sinter and Iron) of TATA Steel in his speech said that these mines have been performing brilliantly and producing efficiently for the last 100 years. Mr. Santosh Mahato regional secretary of Rashtriya colliery Mazdoor Sangh spoke about the key role played by the Mines senior executive whose skilful direction coupled with dedication of the employee and worker has made Jharia an example of sustainable mining. A brochure that captures 100 years of sustainable mining at Jharia was also launched on this occasion. This brochure is not only a pictographic representation of the high quality standard of operation being followed at Jharia but it also captures the glorious history of the coal field from 1910 when it becomes a part of TATA Steel. In addition to this ex dignitaries and former GMs who have been associated with the Jharia Division for the last 100 years were also acknowledged at the function. They were felicitated for their contribution in taking the division to the high standard of work that it has achieved in the last 100 years. This was followed of work that it has achieved in the last 100 years. This was followed by the inauguration of the Archived Gallery at the colliery office building in.
The TATA Group was founded by Jamsetji Nusserwaji TATA in the mid 19th century, a period when India had just set out on the road to gaining independence from British rule. The TATA Iron and Steel company (now TATA Steel) is established on 1907 to set up India first iron and steel in Jamshedpur. The plant started production in 1912. Jharia division comprises of 5 collieries spread over 5507 acres of leasehold areas in two location 20 km apart viz Sijua and Jamadoba having. All five collieries were certified by the regional labour commissioner (central), Dhanbad and after confirmed by the Appellate authority (chief labour commissioner) by his order dated the 24th August 1953.
THE RATAN REVOULATION

Ratan TATA a Man Who Believes In 18 TILL I DIE
OBJECTIVES: -RETURN MUST BE GRETER THAN COST OF CAPITAL.

Economies of scale should be derived. Each company must be the industry leader occupying one of the top three positions. The business identified must have potential for high growth and should be globally competitive.
MODERNAISATION: More than 10,000 crores were spent to build new plans in old campus. Upgrading of the plant. Business process re-engineered.
RESULT: Strong group identity. Greater interaction among companies. Shift in business focus. Change in employee profile. Increase in the share of branded product. Five fold increase in income per employee.
CURRENT AND FUTURE PLANS:--Tata Steel is rapidly expanding its production capacity and plans to produce 100 MTP (million tonnes of steel per annum) by 2015.It acquired Singapores NatSteel in August 2004 , which added 2 million tones to its installed capacity. Tata augmented its steel making capacity in Jamshedpur by 1 MTPA in September 2005. In February 2005, Tata Steel
acquired the steel- making operation of Singapores Nat Steel Ltd winning access to its operation in seven countries including two Steel processing plant in China and are capacity addition of 2.0 MTPA in the same year it acquired Thailands Millennium Steel PCL that also had a capacity of 1.7 in Vietnam through its subsidiary Nat Steel Asia, thereby inching forward to take 4th spot in world Steel companies ranking . Tata Steels greenfield projects included proposals to setup a 6 MTPA plant in Kalinganagar, Orissa, a 12 MTPA plant in Tontopossi , Jharkhand, a 5 MTPA plant in Chattisgarh in addition to plants in Bangladesh and Iran. Of all these projects, only work at kalinganagar is presently underway despite some controversy releting to agitation by tribals in area. On the 2nd of January 2006, 13 tribal protesters were killed. Initially the company made no comment on this incident and it was only after a public outery that a spokesman came forward to deny any responsibility in the matter.
The project in Bangladesh is presently mired in disputes related to the pricing on Natural gas. Officially, however , Tata Steel remains committed to all these projects. Another 2.4 MTPA augmentation of capacity has been takenup in the existing Jamshedpur works (to be completed by 2008) Tata Steel is also scounting for coal blocks in Australia, and iron ore mines in South Africa to meet its increasing requirements. It has already acquired coal equity in Australia.
ORGANISATION CHART OF JHARIA DIVISION
ORGANISATIONAL CHART OF JHARIA DIVISION

HEAD, A/C HEAD,P&S
G.M.
HEAD, ADM.
HEAD,ITS
CHIEF, JMB GR. CHIEF, SJA GR.

HEAD DIG. COLLY. HEAD BHLTD. A.COLLY
CHIEF, HR/IR CHIEF, ENG. SER. CHIEF, PLNG.

HEAD POWER PLANT HEAD PROJECTS
HEAD HR
HEAD 6 & 7 PITS
HEAD SJA. COLLY.
HEAD TRAINING
HEAD W/SHOP SERV.
HEAD GEO.SERV.
HEAD JMB. COLLY.
HEAD BCPP
HEAD, HR/IR JMB. GR.
HEAD ENG.SERV. JMB
MGR. ENV.
HEAD JCPP
HEAD,HR/IR SJA.GR.
HEAD ENG.SERV. SJA
MGR. SAFETY
TATA STEEL Corporate Profile:--INDO ASIAN ACADEMY DEGREE COLLEGE Page 37
Tata steel was established in 1907 by Mr.Jamsetji Tata.It is Asias first and Indias largest private sector steel company ,it is among the lowest cost producers of steel in the world and one of the few select steel companies in the world that is EVA+(Economic Value Added). Its captive raw material resources and the state-of the art 5 MTPA(million tonnes per annum)plant at Jamshedpur, in Jharkhand State, India give it a competitive edge. Determined to be a major global steel player , Tata steel has recently included in its fold NatSteel, Asia (2 MTPA)and Millenium Steel (1.7MTPA)creating a manufacturing network in eight markets in South East Asia and Pacific rim countries. The company plans to enhance its capacity, manifold through organic growth and investments. The companys wire manufacturing unit in Sri Lanka is known as Lanka Special Steel, while the joint venture in Thailand for limestone mining is known as Sila Eastern. Tata steels products are targeted at the quality conscious auto sector and the company plans to emerge as a major global player in the wire business. While the company is focused in the pursuit of its operational goals, it is also commited to being a good corporate citizen. Tata steel extends support to the economically underprivileged not by charity but by strengthening and empowering them with expertise and knowledge. It community outreach programmes covers the Tata Steel managed city of Jamshedpur and over 600 villages in and around its manufacturing and raw materials operations.
PRODUCTS:-Tata steels products include Tata Steelium (the worlds first branded cold Rolled steel) Tata Shaktee (Galvanized Corrugated sheets) Tata Tiscon (re-bars ) Tata Bearings Tata Agrico (hand tools and implements) Tata Wiron ( galvanized wire products ) Tata pipes (pipes for construction)and Tata Structura (contemporary construction material)
Strategic Business Unit:From the main steel division, Tata steels operations are grouped under the following strategic business units. Bearings Divisions: Manufactures ball bearings, double row self-aligning bearings, clutch release bearings and tapped roller bearing for two wheelers, fans, water pumps, etc. Ferro Alloys and Minerals Division: Operates chrome mines and has unit for making ferro chrome and ferro manganese. Its one of the largest players in the global ferro chrome market.
Rings and Agrico Division:
The ring plant manufactures forged and
rolled rings for bearings and automotive components. Tata Agrico :Tata Growth Shop (TGS): Has designed, developed,
manufactured, erected and commissioned thousands of tonne of equipments ranging from overhead cranes to high precision components, including a rocket launch pad for the Indian Space and Research Organisation .
Focused Area:Change (Transition from manual to automated office work-systems.) Cost (Reduction in administrative costs.) Customer (Faster response to customer needs.
Strategy and Strategic goals:Strategy:Manage knowledge Outsource strategically Encourage Innovation and Allow the freedom to fail Unleash peoples potential and create leaders who will build the future Invest in attractive new businesses Ensure safety and Environmental sustainability Divest, Merge, Acquire.
Strategic goal:Reach the status of most cost competitive steel producer Move from commodities to Brands Value creating partnerships with customers and suppliers EVA Positive core Business
Values:Trusteeship Integrity Respect for Individual Credibility
Excellence Mission statement of Tata Steel:The company recognizes that while honesty and integrity are essential ingredients of a strong and stable enterprise, profitability provides the main spark for economic activity. Over all the company seeks to scale heights of excellence in all that it does in an atmosphere free from fear and one which encourages innovativeness and creativity. Consistent with mission and values of the founder Mr. J. N. Tata, Tata steel strives to strengthen Indias Industrial base through the effective utilization of men and materials. The means envisaged to achieve this are
high technology and productivity, consistent with modern management practices.
Vision statement of TATA IRON AND STEEL:To seize the opportunities of tomorrow and create a future that will make them an EVA Positive company. To continue to improve the quality of life of their employees and the communities they serve.
Organizational profile of Jharia Division:Jharia division is a captive unit of Tata Steel. The division is more than 90 years old and comprises of two groups of collieries viz. Sijua group (consisting of Bhelatand Amalgamated colliery, Sijua colliery and Bhelatand Washery) and Jamadoba Group (Consisting of Jamadoba, 6&7 Pits, Digwadih collieries and Jamadoba Washery, 10 MW Power Plant and a Central Workshop).
Aspiration Statement of Jharia Division:To sieze the opportunities of coal sector to become a growing business enterprise and the preferred total coal solution provider with delighted stake holders.The divisions main product is Metallurgical Coking Coal.
The by-product of the Coal Washing processes are:

(a) Middling having 35% ash, suited for the thermal power plants (b) Tailings - fine coal rejects of size 0.5mm & having 27-34%ash
(c) Rejects - with ash of 45% - 60% - mainly used in our captive 10 MW fluidized bed boiler power plant. Being a captive unit, the division does supplies around 45 % of the clean coal produced (ash 17% max.) to Jamshedpur steel plant and rest to external customers like IISCO & SAIL. The byproducts are sold through Secondary Products Department of the Steel Company. The clean coal produced is delivered at the customers doorstep through railways from two railway sidings located at respective washeries. The division itself does the indenting of rakes, covering of rakes as & when required by the customer and tracking of delivery. The division monitors the quality of coal as dispatched. In case of the internal customer i.e. Jamshedpur Works, quality monitoring is done by Geological Services dept. whereas an independent agency -M/S SGS is appointed for the external customer. The by-products are partly used for generating power in captive unit and the balance is sold to private parties from our premises. The sale of byproducts is managed centrally by Secondary Product division located at Sijua division.
Environmental Regulatory Requirements & Compliance:Underground coal mining is difficult & arduous operation and it requires stringent safety norms. The division complies with the safety norms laid by the Director General of Mines Safety (DGMS).To ensure compliance & adherence to the safety norms, the division has an Internal Safety Organization (ISO), which directly reports to the divisional head. The division has an Occupational Health Specialist to monitor & prevent occupation health hazards. The division adheres to financial discipline as prescribed under various acts, such as Income tax, Sales tax etc. The internal Audit department of Jamshedpur supervises the compliances. The division also keep regular track of testing of equipments for Weights & Measurement and Pollution Control.
Competitive Position:Jharia division of Tata Steel operates five U/G coalmines with combined annualised raw coal production of 1.36 mt. The requirement of prime coking coal at Steel Works, Jamshedpur reduced considerably with introduction of Stamp charge batteries. The division proactively acted and established a market for the PSU Steel Plants of SAIL / IISCO. The cost competitiveness, product quality consistency & timeliness provided an edge to the division in respect to BCCL and as a result it now sells 55% of its total clean coal production to PSUs against 3% in 99-2K. The division has continuously increased its productivity and consistently reduced the cost to remain competitive whereas globally & locally, the
underground mining are becoming economically unviable for many of the established players in this field. There is no immediate plan of these PSUs for conversion to Stamp charge .There exists a gap between requirement & availability of coking coal in the country which is getting widened with Rs.-$ parity and thus providing opportunity to the division to increase its market share. Moreover the division is always alive to its competitive strength through various costs. Effective & efficient improvement initiatives along with maintaining the its competitive advantage of product quality & timeliness in its delivery.
Key Features of Jharia Division:Challenges before Jharia Division Strategies adopted Producer of prime coking coal of which India has a limited reserve. Turnover : 300 Crores. The division produces 1.4 million tonnes of raw coal and 1.3 million tonnes of clean coal at 16.83% ash Underground mining with depth more than 600 meters & Gradient 1:4 at places. Arduous underground working in 30-32 O C temp. & 70-90 % RH. Manpower Intensive operations. The division is moving rapidly from conventional shovel-basket mining to semi-mechanized mining.
The division has eco-friendly 10MW fluidized bed power plant and two coal washeries. First Underground coal mines to get ISO 14001 Certification Working for OHSAS 18001 Certification Jharia coal technically & economically not suitable for Jamshedpur Increasing wage cost Difficult working conditions Exaustion of upper seams Stagnating productivity Increasing stowing requirement Property not suitable for high degree of mechanization Implementation of downsizing or rightsizing plan:Rightsizing through re-engineering , innovations & multiskilling Improve working environment Pocket mehanisation as per our needs & suitable to our conditions like, SDLs Road headers Roofbolting Transport network Bring about attitudinal change in the people through programmes like Change Management & other HR initiatives
Improve skill level of people through specialised training.Value addition to employees through Multiskilling
Our Product & Services:Jharia division is a captive unit of Tata Steel. The division is more than 90 years old and comprises of two groups of collieries viz. Sijua group (consisting of Bhelatand Amalgamated colliery, Sijua colliery and Bhelatand Washery) and Jamadoba Group (Consisting of Jamadoba, 6&7 Pits, Digwadih collieries and Jamadoba Washery, 10 MW Power Plant and a Central Workshop). The divisions main product is Metallurgical Coking Coal. The by-product of the Coal Washing process are (a) Middling having 35% ash, suited for the thermal power plants (b) Tailings - fine coal rejects of size 0.5mm & having 27-34%ash (c) Rejects - with ash of 45% - 60% - mainly used in our captive 10 MW fluidized bed boiler power plant. Being a captive unit, the division does supplies around 45 % of the clean coal [I1]produced (ash 17% max.) to Jamshedpur steel plant and rest to external customers like IISCO & SAIL. The byproducts are sold through Secondary Products Division of the Steel Company. The clean coal produced is delivered at the customers doorstep through railways from two railway sidings located at respective washeries. The division itself does the indenting of rakes, covering of rakes as & when required by the customer and tracking of delivery. The division monitors the quality of coal as dispatched. In case of the internal customer i.e.
Jamshedpur Works, quality monitoring is done by Geological Services dept. whereas an independent agency -M/S SGS is appointed for the external customer. The by-products are partly used for generating power in captive unit and the balance is sold to private parties from our premises. The sale of byproducts is managed centrally by Secondary Product division located at Jamshedpur & operating in the division through its local office.
AWARDS AND ACHIEVEMENTS--AWARDS:--World, steel dynamic has ranked TATA STEEL as the worlds best steel maker (for two consecutive years) in its annual listening in feb 2006. TATA steel has been conferred the prime minister of india trophy for the best integrated steel plant five times. It has been awarded Asias most admired knowledged enterprise award in 2003 and 2004.
ACHIEVEMENTS:--Founder member of global compact, United nation. Conferred the prestigious global business coalition award for business excellence in the community in recognition of its pioneering work in the field of HIV/AIDS awareness. The companys steel work is the first in the world to be conferred the SA
8000 certification for work conditions and improvement in the work place. Its Ferro alloys and mineral division is also SA 8000 certified. The steel works, mines and collieries are civic services in Jamshedpur are ISO 14001 certified for environment management.
CHAPTER-4 DATA ANALYSIS AND INTERPRETATION
TRAINING SYSTEM , JHARIA DIVISION

IDENTIFICATION OF JOBS WHICH ARE CRITICAL TO OUR OPERATIONS ( MINING) IDENTIFICATION OF POSITIONS/DESIGNATION IDENTIFICATION OF SKILL SET REQUIRED ( POSITION WISE) MATCHING OF REQUIRED SKILL SET VIZ A VIZ INDIVIDUAL SKILL
RETURN FILLED UP FEE3DBACK FORMS BY THE DEPT. TO PTI AFTER 15 DAYS
YES RE-TRAINING REQUIRED
SKILL GAP IDENTIFICATI OON
DEPT FEEDBACK FORMS SENT TO THE RESPECTIVE DEPT. AFTER COMPLETION OF TRAINING
SEGRGATION OF GROUP OF EMPLOYEES HAVING SAME SKILL GAP NO
TRAINING PLAN END

DEVELOPMENT OF MODULES
POST-TEST
PRE-TEST
PRE-TEST
TRAINING AT PTI
NOMINATIO N
IDENTIFICATIO N OF EMPLOYEES FOR TRAINING
JHARIA DIVISION JHARIA DIVISION

METHODOLOGY OF IMPARTING TRAINING

Class room trg. / Theoretical inputs through lectures with the help of OHPs / LCD/ Video cassettes / CDs /PCs
Hands on training/ Practical training in the training Shop
Hands on practice on PCs

On the job training with the help Mentors
JHARIA DIVISION
Types of Training
1.STATUTORY REQUIREMENTS AS PER MVT RULES,1966 1. Basic training to all the persons who are going to be employed in a mine. 2. Refresher training to all persons employed in a mine at least
once in five years.Hence 20% of people have to be given Refresher training every year ( almost 1300 Hds /Year).
3. Initial training whenever change of job takes place. 4. First Aid Refresher Training to all the persons having First Aid Certificate at least once in 2 Years. Hence 50 % of such persons have to be covered every year. (170 Hds /Yr)
JHARIA DIVISION
5.Gas Testing Refresher training to all the persons having Gas Testing Certificate at least once in a year i.e all 100% of such persons are to be covered every year(407 Hds/Yr.)
6. Special Refresher Training to be imparted to some special categories like, support gang, Persons handling Explosives etc. 7. Reorientation training to persons injured.
JHARIA DIVISION
2. Skill Development Training Programmes

Mining Courses
i) Roof Strata & Support System
ii) Track laying practices iii) Knowledge on ventilation iv) Underground stowing practices
v) Roof bolting practices vi) Training for persons handling explosives
JHARIA DIVISION
Mining Courses (Contd) vii) Training for short-firers
viii) Training for Banksman / onsetter

ix) Training for drilling crew x) Training for M.S. crews
xi) Training for SDL crews
JHARIA DIVISION
II. Thrust Area Training Plan a) Training for SDL crew b) Training for MSF crews c) Training for Roof Bolters d) Training for Electro-mech. e) Training for SDL Operators f) Training for SDL Maintenance g) Training for maintenance of compressor and roof bolting m/c. h) Training for Installation and maint. of conveyors i) Maint. Of screen bowl centrifuge j) Handling of process consumables k) Lubrication
JHARIA DIVISION
Steps
JHARIA DIVISION
Definition of Quadrants
No of quadrants to Symbol be filled Definition
Is not trained on the subject
Has been given basic training on the subject. Has the working knowledge of the subject and can work under supervision. Has adequate knowledge of the subject and can work independently on the job.
Is an expert of the subject and can give training to others.
4 Q SKILL ASSESMENT
Phase : -1
9(nine) Critical categories were indentified for assesment under 4 Q Skill Mapping:
1.Overman/Sr Overman 2.Mining Sirdar 3.Electrical Supervisor/Foreman/Asst. Foreman 4.Mechanical Supervisor /Foreman/Asst. Foreman 5.Electromech 6.SDL Crew 7.MS face Crew 8.Roof Bolter 9.SDL Operator
1.Stone Cutter. 2.Heavy tyndal. 3.Compressor Operator. 4.Sampling Mazdoor. 5.Belt Chain operator 6.Trammer 7.Winding Engine Operator 8.Pump operator
Advantages of 4 Quadrant skill mapping over spider chart

Spider chart shows individual employees skill level at a time,
4 Quadrant skill mapping shows the skill level of a group of
employees of same designation.

The complexity regarding depiction of a spider chart is reduced in 4 Quadrant skill mapping.
Evaluating and analyzing the progress of skill index of a group of

employees of same designation becomes easier. We can analyse the status of skill level of each designation.
Since it is a software based module updating becomes simpler.
JHARIA DIVISION
Skill Mapping for Mining Sirdars

FOUR QUADRANT TRAINING MONITORING METHOD
2 Quadrant Buttons Overall Training Index Module Wise Index 0.0% 0.479 12.2% 13.1% 12.3% 16.9% 11.6% 13.0% 11.4% 15.1%
DEPARTMENT
Training Modules / Topics

Mine Ventilation Face Mechinery Method of Work Strata Control Coal Preparation Mine Plan Stowing
NAMES
Sl. No
P. NO.
QMS
1 2 3 4 5 6 7 8
ABBAS ACHAL KUMAR ADWAITA KR.LAYAK ANAND KUMAR MOURYA ASHOK KUMAR SINGH BALA SHANKAR RAJBHAR BALRAM CHATTERJEE BHAGAWAN SINGH
208727 JMB 211572 JMB 216120 JMB 221687 JMB 216126 JMB 219323 JMB 209401 JMB 211475 JMB
1 2 3 3 3 3 1 2
2 2 1 3 2 3 1 3
2 2 1 3 3 2 2 2
2 3 2 3 2 3 2 2
1 2 1 2 1 2 1 2
1 2 1 3 2 3 1 2
1 1 1 2 2 2 1 2
3 3 3 3 3 3 3 3
EHS
3 3 3 3 3 3 3 3
JHARIA DIVISION
The graph showing the no of male and female worker in the organization.
Gender No of employees Male 25 Female 5
30
No of employees
25
20
15 Male 10 Female
0 Male Female
Inferences:From the survey it is clear that majority of male worker in the organization are more
The graph showing the age group of respondents Age group of 25-30 30-35 35-40 40-45
respondent No of respondents 3 5 15 7
16
14
12
10
0 25-30 30-35 35-40 40-45
Inferences:It is clear from the above table that majority 80% of the respondent belong to the age group 30-35.
The graph showing the duration of time time period the employee is working in the company.
Duration of working 0-2 time
2-8
8-10
Above years
10
No of employees
10
12 10 8 6 4 2 0 0-2 2----8 8---10 Above 10 Year
Inference:Most of the employees in the organization are vary experienced and serving for more than 10 years.
The graph showing the no of people who undergone for training programe in initial stage when they joined the organization.
Answer of the respondent
Yes 10
No 20
No of respondent
25
20
15
10
0 Yes No
Inference:The graph showing that no of respondent in the organization are not trained when they joined the organization.
The graph showing the duration of training programe conducted on the organization.
Duration of 0-3 Month 3-6 Month
training programe No of respondent 15 15
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 0---3 3---6
Inference:The graph shows that 50% of the employees have done the training of 3 month and the 50% the employees have done training of more than 3 month but less than 6 month.
The graph showing the expectation of respondent from training

Expectation employee No of employee 08 10 of Knowledge Experience Self Professional
Development Develpoment 02 10
programme.
12 10 8 6 4 2 0 Knowledge Experience Self Deve Prof Deve
Inference:The graph showing the views of different respondents in their job .

The graph showing the facilities and equipments were preferable for training by the respondent. Answer respondent No of the respondent 25 5 of the Yes No
30
25
20
15
10
0 Yes No
Inference:According to the survey we have come to a conclusion that 95% of the employees were satisfied with the training equipment and 5% of the respondents are not satisfied with the training facilities.
The graph showing that training programme are matched with the employees need or not.
Answer of the respondent No of respondent
Yes 22
No 08
25
20
15
10
0 Yes No
Inference:From the graph we are getting the clear picture that maximum no of the respondent are satisfied with the training equipment provided by the company.
The graph showing method of training is effective among the respondent or not Answer of the respondent No of respondent Yes 12 No 18
20 18 16 14 12 10 8 6 4 2 0 yes No
Inference:The data revels that 40% of the employees are satisfied with the training programme and 45% of the employees are not satisfied with satisfied with the training prsogramme.
The graph showing the duration of training programme
Answer of the respondent No of respondent
Yes 08
No 22
25
20
15
10
0 Yes No
Inference:From the following graph we came into conclusion that 90% of the respondent are not satisfied with the duration of training programme and 10% of the respondent are satisfied.
The pie chart showing the knowledge and skills gained by the respondent through training programe is directly applicable to the job or not.
Knowledge and skills Yes of respondent No of respondents 17 13 NO
Knowledge and skills gained
No 43% Yes 57%
Inferences:-The pie chart shows that 43% of the respondent are not
satisfied through this training programme . And 57% of the respondent are not satisfied through this programme
The pie chart shows the qualification of the respondents

Qualification Post of the Graduate respondents No of 3 respondent Graduate Inter Matriculation
19
No of respondent
Post grad Graduate Inter Matric
Inference:From the following pie chart we came into conclusion that no of respondent who are post graduate is 10%, graduate is 7%, inter is 20% and 63% of respondents are matriculate .
CHAPTER--5 SUMMARY OF FINDINGS
SUMMARY OF FINDINGS:-- From the survey it is clear that most of the employees in the organization are male. It is observed that majority of the respondent belong to the age group more than 25 years is 80%. 52% of the respondent is earning an annual income more than Rs 100,000 and 40% of respondent are earning an annual income between 300,000 to 400,000. 66% of respondents stated that service towards the organization more than 5 years. 70% of the respondent stated that they have undergone training in the initial stage when they joined the company. 66% of respondent stated that they have under gone On the job Training. 60% of the respondent stated that they recently undergone training programe is On the job Training. 56% of the respondent stated that training programe helps to increase their skills and helps to do better in their job. 96% of respondent stated that the training programe attended are relevant at present. 94% of the respondent stated that they have undergone training less than 5 times during the tenure in the organization, 60 % of the respondent stated that they undergone training programe for duration of 1-3 months. 30% of the respondent stated that, the training programe is self development.
100% of respondent stated that the training programe helps to improve build. 40% 0f respondent stated there is need to have the training going for every 5 years. 96% of the respondent stated that the company evaluates the effectiveness of training programe by interacting with department heads, interacting with individual and comparing the past performance. 70% of the respondent consider the training programe conducted by TATA IRON AND STEEL is very good while 30% of respondent are of the opinion that is good.
CHAPTER---6 RECOMMENDATIONS
RECOMMENDATION:--Increase the duration of training programe to the extent of 45 days. This leads to an improvement in their job and also improvement in their skills and knowledge.
There should be further improvement in the training center of the organization.
Feedback system should be introduced regarding the training programe; It will make the job more effective. Go for employees survey and suggestion box scheme to receive some ideas from employees which will be useful in developing efficient training programe
ANNEXURES
Dear sir or madam I am a management student conducting a study to asses the impact of skill development programe conducted in TATA IRON AND STEEL LTD. I would be grateful if you kindly spare sometime to answer the questions below. The views conveyed by you will be used for the academic purpose only.
Thank you Yours sincerely Imran Khan
1.Name:------------------------------
1. Gender (a) Male
(b) Female
2. Age: (a) 2 5-30 years (b) 26-30 years
31-35 years
(d) 36-40 years &above
3. Name of department:----------------------------
4. Designation---------------------------------------
5 Qualification-------------------------------
6. Since how long you have been working for this company? (a) 0- 2 years (b) 2-8 years
(c) 8-10 years
(d) Above 10 years
7. Did you undergo for any training programe in the initial stage when you joined the organization? (a) Yes (a) No
8. What was the duration of training programme conducted?
(a) 0-6Month s
INDO ASIAN ACADEMY DEGREE COLLEGE
(b) 6-12 Months

Page 83
9. What are your expectations from a training programme?
(a) Knowledge Self Development
(b) Experience (d) Professional Development
10. The facilities and equipment were favorable for learning?
(a) Yes
(b) No
11. Did the training programme match the employees needs?
(a) Yes
(b) No
12. Did you find the method of training used to be effective?
(a) Yes
(b) No
13. Was the duration of training programme appropriate?
(a) Yes
(b) No.
14. he knowledge and skills gained through this programe are directly applicable to your job.
(a) Yes
(b) No
15. What are your suggestion to improve training programme so that it can have greater impact on performance?
BIBLIOGRAPHY
BIBLIOGRAPHY
SL. NO 1.
SOURCE
AUTHOR
HUMAN
RESOURCE
AND K. ASWATHAPPA
PERSONNEL MANAGEMET 2. PERSONNEL MANAGEMENT C.B.MAMORIA And S.V. GANKAR

A Study On The Skill Development of Employees

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A STUDY ON THE SKILL DEVELOPMENT OF EMPLOYEES WITH SPECIAL Reference TO TATA IRON AND STEEL JHARIA DIVISION OF JHARKHAND

INDO ASIAN ACADEMY DEGREE COLLEGE KALYAN NAGAR, BANGALORE-43

Imran khan Reg no:07P4C08006

INDO ASIAN ACADEMY DEGREE COLLEGE Page 2

INDO ASIAN ACADEMY DEGREE COLLEGE Page 4

INDO ASIAN ACADEMY DEGREE COLLEGE Page 6

INDO ASIAN ACADEMY DEGREE COLLEGE Page 7

INTRODUCTION TO PERSONNEL MANAGEMENT

INDO ASIAN ACADEMY DEGREE COLLEGE Page 8

DEFINITION OF PERSONNEL MANAGEMENT

OBJECTIVES OF PERSONNEL MANAGEMENT

INDO ASIAN ACADEMY DEGREE COLLEGE Page 9

To maintain the departments

IMPORTANCE OF HUMAN RESOURCE MANAGEMENT.

INDO ASIAN ACADEMY DEGREE COLLEGE Page 10

Significance for the individual enterprise:- It can help the

INDO ASIAN ACADEMY DEGREE COLLEGE Page 11

Training and Development need= Standard performance Actual Performance

DEFINITION OF TRAINING:- Dale.S.Beach defines the training

To Increase Productivity: Instruction can help employees

INDO ASIAN ACADEMY DEGREE COLLEGE Page 12

To improve quality: Better informed worker are less likely to

{e}case study {g}role playing {h}stimulation {i}programmed training

INDO ASIAN ACADEMY DEGREE COLLEGE Page 15

INDO ASIAN ACADEMY DEGREE COLLEGE Page 17

INDO ASIAN ACADEMY DEGREE COLLEGE Page 18

INDO ASIAN ACADEMY DEGREE COLLEGE Page 19

RESPONSIBILITY FOR TRAINING

INDO ASIAN ACADEMY DEGREE COLLEGE Page 21

Chapter-2 Research Design

INDO ASIAN ACADEMY DEGREE COLLEGE Page 22

TITLE OF THE STUDY:

STATEMENT OF THE PROBLEM:

TATA IRON AND STEEL OF JHARIA DIVISION.

INDO ASIAN ACADEMY DEGREE COLLEGE Page 23

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

INDO ASIAN ACADEMY DEGREE COLLEGE Page 24

METHODOLOGY OF THE STUDY

Primary Data:- The information that is obtained from original source

INDO ASIAN ACADEMY DEGREE COLLEGE Page 25

LIMITATIONS OF THE STUDY:---

INDO ASIAN ACADEMY DEGREE COLLEGE Page 26

CHAPTER-3 COMPANY PROFILE

INDO ASIAN ACADEMY DEGREE COLLEGE Page 27

TATA STEEL JHARIA DIVISION CELEBRATES ITS 100TH YEAR.

INDO ASIAN ACADEMY DEGREE COLLEGE Page 30

INDO ASIAN ACADEMY DEGREE COLLEGE Page 32

THE RATAN REVOULATION

OBJECTIVES: -RETURN MUST BE GRETER THAN COST OF CAPITAL.

INDO ASIAN ACADEMY DEGREE COLLEGE Page 35

ORGANISATION CHART OF JHARIA DIVISION

INDO ASIAN ACADEMY DEGREE COLLEGE Page 36

ORGANISATIONAL CHART OF JHARIA DIVISION

CHIEF, JMB GR. CHIEF, SJA GR.

CHIEF, HR/IR CHIEF, ENG. SER. CHIEF, PLNG.

HEAD 6 & 7 PITS

HEAD SJA. COLLY.

HEAD W/SHOP SERV.

HEAD JMB. COLLY.

HEAD, HR/IR JMB. GR.

HEAD ENG.SERV. JMB