A

SYNOPSIS ON

TRAINING AND DEVELOPMENT PRACTICES IN BHEL

AT

BHARAT HEAVY ELECTRICALS LIMITED (BHEL)

HYDERABAD

Submitted by

(DANDUGULA VIDYA)

(HT .No 1424-18-672-066)

Project submitted in partial fulfillment for the award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Department of Business Administration

ST.PIOUS X P.G (MBA) COLLEGE FOR WORMEN

Snehapuri colony,nacharam, Hyderabad, Telangana.

(Affiliated to Osmania University)

2018-2020
S.NO INDEX PAGE NO

1 ABSTRACT 1

2 INTRODUCTION 2

3 NEED OF THE STUDY 3

4 OBJECTIVES OF THE STUDY 4

5 SCOPE OF THE STUDY 5

6 REVIEW OF LITERATURE 6

7 COMPANY PROFILE 7-9

8 RESEARCH METHODOLOGY 10

9 LIMITATIONS OF THE STUDY 11

10 BIBLIOGRAPHY 12
 ABSTRACT

Human resource management regards training and development as a function

concerned with organizational activity aimed at bettering the job performance of individuals
and groups in organizational settings. Training and development can be described as "an
educational process which involves the sharpening of skills, concepts, changing of attitude and
gaining more knowledge to enhance the performance of employees". The field has gone by
several names, including "Human Resource Development", "Human Capital Development"
and "Learning and Development".

Training and development encompasses three main activities: training, education, and
development.

• Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.

• Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.

• Development: This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.

Training is crucial for organizational development and its success which is indeed
fruitful to both employers and employees of an organization. Here are some important benefits
of training and development.

▪ Increased productivity

▪ Less supervision

▪ Job satisfaction

▪ Skills Development
 INTRODUCTION

Training can be introduced simply as a process of assisting a person for enhancing his
efficiency and effectiveness to a particular work area by getting more knowledge and practices.
Also training is important to establish specific skills, abilities and knowledge to an employee.
For an organization, training and development are important as well as organizational growth.
But the training is not a core of organizational development. It is a function of the
organizational development.

Training and Development is the framework for helping employees to develop their
personal and organizational skills, knowledge, and abilities. The focus of all aspects of Human
Resource Development is on developing the most superior workforce so that the organization
and individual employees can accomplish their work goals in service to customers.

Trainings in an organization can be mainly of two types; Internal and External training
sessions.

Internal training involves when training is organized in-house by the human resources
department or training department using either a senior staff or any talented staff in the
particular department as a resource person.

On the other hand external training is normally arranged outside the firm and is mostly
organized by training institutes or consultants. Whichever training, it is very important for all
staff and helps in building career positioning and preparing staff for greater challenges in
developing world.
 NEED OF THE STUDY

Any company or organization has to identify, training and development needs of its

employees so that they can do their job effectively. It involves a complete analysis of training

needs required at various levels of the organization.

Regular technical training and assessment is required for a developing organization.

Training and development, which was at some point in time was not given much importance,

is now a crucial part for any company to meet its broad goals and objectives. There are many

aspects when managers are identifying training needs of their team members.

The following are the needs that are identified in Bharat Heavy Electricals Limited (BHEL):-

➢ To understand the relationship between employer and employee while training program

is conducted.

➢ To analyze the learning and performance level of the employee.

➢ To know how effective and implementable is training and development for an

organization.

➢ To know the satisfaction level of employees after training and gain feedback for further

improvements.
 2. OBJECTIVES OF THE STUDY

The project aims at the study of the Training and Development System and it effectiveness

in the organization. Training and Development System is the most indispensable tool for the

management of an organization as it influences proper functioning and working of Employee

as well as the productivity of an organization. The principle objective of Training and

Development division is to make sure that availability of a skilled and willing workforce to an

organization. Thus the broad objective of the study is:-

➢ To study the importance, process and functions of training and development.

➢ To explore the methodology and types of training provided to the employees in an

organization.

➢ To study employees behaviour while training and effectiveness of training on work.

➢ To study the process, purpose, principle, functions of the post training evaluation.

➢ To study the level of implementation of training and overall development of the

organization as a whole.
 3. SCOPE OF THE STUDY

DESCRIPTIVE STUDY:- Descriptive studies are observational studies which describe the

patterns of disease occurrence in relation to variables such as person, place and time. They are

often the first step or initial enquiry into a new topic, event, disease or condition. Descriptive

studies can be divided into two roles - those studies that emphasize features of a new condition

and those which describe the health status of communities or populations. Case reports, case-

series reports, before-and-after studies, cross-sectional studies and surveillance studies deal

with individuals.

The study is confined to the research and project details about Training and

Development practices in Bharat Heavy Electricals Limited and feedback that was collected

from different employees. This project is a scope to increase training efficiency in the

organization.
 REVIEW OF LITERATURE
Kuldeep Sing (2000) has selected 84 organization, from business representing all the
major domestic industries questionnaire has developed by Huselid (1993) are used to study
training. The objectives of the study are to examine the relationship between training and
organizational performance which shows that Indian organizations are still not convinced of
the fact that investments in human resources can result in higher performance.

Lance Gray and Judy Mc Gregor (2001) have compared 100 New Zealand surveys
for workers aged 55 years and over, and another one for employers. The issue of older workers
captured respondent attention with both studies receiving response roles of around 50%. The
congruence of attitudes among older workers and employers regarding the efficiency was
negative. Training stereotypes is a feature of the study. Older workers are in some agreements
that there is difficult to train less willing to lean and afraid of new technology older workers
saw provision of training as a concern with 11.6% reporting discrimination with regard to
training. Significantly, skilled older workers saw the provision of training was a signal by
employers that they are to be taken as serious contributors.

“The relationship between employer endorsement of continuing education and training

and work and study performance: a Hong Kong case study” by Humphry Hung and Yiu Hing
Wong (2007). This study is based on psychological contract theory and expectancy
disconfirmation theory. The researcher reveals that if employers support their staff by
endorsing their continuing education and training, these employees will in turn be more
satisfied and will perform better not only in their studies but also in their jobs. The researcher
proposes that such an endorsement will have a positive disconfirmation effect on employees'
job satisfaction and performance when their perceived organizational support is relatively low.

Kulkarni, Pallavi P. The authors suggest that training and development is a process
leading to qualitative as well as quantitative advancements in an organization, especially at the
managerial level. It is stated that training has specific areas and objectives whilst development
is a continuous process less concerned with physical skills than with knowledge, values,
attitudes and behavior. The authors discuss the process in which an organization recognizes
their responsibility for optimal organizational performance and development of organizational
motives for optimum quality of employee working life.

Kirkpatrick's model 1971 of training evaluation criteria has had widespread and
enduring popularity. This model proposed four “levels” of training evaluation criteria:
reactions, learning, behavior, and results. Three problematic assumptions of the model may be
identified: (1) The levels are arranged in ascending order of information provided. (2) The
levels are causally linked. (3) The levels are positively inter correlated. This article examines
the validity of these assumptions, the frequency of each level in published evaluation studies,
correlations from the literature in regard to Assumptions 2 and 3, and implications for the
researcher and training manager.

COMPANY PROFILE
 BHEL is the largest engineering and manufacturing enterprise in India in the energy
related infrastructure sector today. BHEL was established more than 40 years ago ushering in
the indigenous Heavy Electrical Equipment industry is, been
realized with a well recognized performance.

It has been earning profits continuously since 1971-72 and achieved a sales turnover of
Rs 14525 Crores with a profit before tax of Rs 2564 Crores 2005-06. In 2007 BHEL has
achieved an all time high turnover of Rs 18739 Crores, notching a growth of 29% over the
previous year. Net profit has soared by 44%to 2415 Crores over, 1679.2 Crores of last year.
BHEL has been paying dividends over a quarter century and in line with the excellent
performance during the financial year 2005-06, an all time high dividend of 145% has been
paid.

BHEL caters to core sectors of the Indian Economy, Power Generation and
Transmission, Industry, Transportation, Renewable Energy, Defense etc. The wide network of
BHELs 14 manufacturing divisions, 4 power sector regional centers, 8 service centers, 15
regional offices and a large member of projects sites spread all over India and abroad enables
the company and provide them suitable products, Systems and services efficiently and at
Competitive prices.

HISTORY

BHEL was established in 1964 ushering in the indigenous Heavy Electrical Equipment
industry in India. Heavy Electricals (India) Limited was merged with BHEL in 1974. In 1991,
BHEL was converted into a public limited company. Over time, it developed the capability to
produce a variety of electrical, electronic and mechanical equipments for all sectors, including
transmission, transportation, oil and gas and other allied industries. However, the bulk of the
revenue of the company is derived from sale of equipment for power generation such as
turbines, boilers, etc. As of 2017, BHEL supplied equipment contributed to about 55% of the
total installed power generation capacity of India.
Values:-

➢ Strike adherence to commitments

➢ Foster learning, creativity and team work.

➢ Ensure speed of response

➢ Respect for dignity and potential for individual

➢ Loyalty and pride in the company

➢ Zeal to excel and zest for change

➢ Integrity and fairness in all matters

➢ Most of them have been rephrased.

➢ "Zest for change" has been added as change has been integral with success
and the rate at which change is needed is very high compared to earlier period.
 RESEARCH METHODOLOGY

A Research Methodology is a sample framework or a plan for study that is used as a

guide for conducting research. It is a blueprint that is followed in processing research work.
Thus the line of action has to be chosen carefully from various alternatives.

SOURCE OF DATA:-

PRIMARY DATA:-The primary data is collected through questionnaires from people as a

new data which was not been revised or taken before.

SECONDARY DATA:-The secondary data is collected from the books, journals and web
surfing from internet. It is collected by someone else any taken as reference.

DATA COLLECTION METHOD:-

The data is collected through closed ended questionnaires and by listening to lectures from an
HR/EXECUTIVE of BHEL.

QUESTIONNAIRE:-A questionnaire is a research instrument consisting of a series

of questions for the purpose of gathering information from respondents. The questionnaire was
invented by the Statistical Society of London in 1838. It is a closed ended format.
SIMPLE RANDOM SAMPLING:- A randomly selected sample from a larger sample or
population, giving all the individuals in the sample an equal chance to be chosen. In a simple
random sample, individuals are chosen at random and not more than once to prevent a bias that
would negatively affect the validity of the result of the experiment.

Sampling Plan:

Sources of data : Primary and Secondary

Sample Size : 100

Research Instrument : Questionnaire

Method of Sampling : Simple Random Survey Sampling

Data Analysis : Bar graphs.

 LIMITATIONS OF THE STUDY

• As time was limited, I could not study more in detail for the project.
• Sample size is small, because of non-availability of employees.
 BIBLIOGRAPHY

References Books

1. Making performance work effectively: - Philip Tom: McGraw Hill Book Company:
England: 1983.
2. Principles and procedures in evaluating performance: John C. Flanagan: volume 28.
3. Public Personal Administration: S L Goel: Sterling Publishers Pvt. Ltd.: New Delhi.
4. Training & Development: A Better way: Robert Hayden: Volume 52.
5. Research Methodology Methods and Techniques: Kothari C. R.: Willey Easter: New
Delhi.
6. P. Jyothi, P.Venkatesh, D.N., Human Resource Management.

Websites:

1. www.scribd.com/doc/20700483/summer-training-on-training-development-in-BHEL
2. www.slideshare.net
3. www.bhel.com
4. www.google.com