CHAPTER-I

INTRODUCTION

1
 CONCEPT OF INDUSTRIAL TRAINING AND DEVELOPMENT

HISTORY:-
Industrial training is no longer of a few specialists in a handful of firms,
but a “public utility” to be appreciated understood and used directly or indirectly, by the
whole of industry.

Since the industrial revolution began two centuries ago, more and more
people have earned their living in factories and similar concentration work place and have
done so co-operatively by the “division of labor”, i.e., by producing only some part of the
total product, or by being responsible for part of the plant, equipment and machinery
which is used to make products for sale.

Such a way of life in industry has become a common place for million of
people in the economically developed countries and increasingly it is becoming necessary
in the developing countries are to attain the standards of living enjoyed in the developed
countries.

Thus industrial training is necessary in new economies as well as in

established economics, where it is equally needed to help people to cope with
technological change.

As experienced instructor put it “the first thing you” we got to do is “to

make them feel comfortable” this is not achieved by a sloppy or sentimental approach, but
by the social skill of making simple human contact, and by helping the trainee to become
competent and confident as confident as quickly as possible.

If the worker is not on the top of his job the job will be on top him /her,
and in these circumstances the individual will tend to be unhappy and dissatisfied.

2
 The purpose of training is to establish the best relationship between the
worker and his job-the optimum man-task relationship such a relationship is at its best
when the workers knowledge of the job is a adequate, and when he has developed the
necessary.

The development of the right attitude to the task-and to learning it

depends very much upon the instructor who trains the worker and upon the person who
supervises his job. Hence the instructor and the supervisor, as well as the manager need to
understand the training method and to appreciate the part each has to play in analyzing the
worker to become fully proficient at and “at home” with his job.

Every organization needs to have well-trained and experienced people to

perform the activities that have to be done.

Employee training and development is not only an activity that is

desirable but also an activity an organization meets commit resources to if it has to
maintain a viable and knowledgeable workforce.

TRAINING:-
Is a process of learning a sequence of programmed behavior is
application of knowledge. It gives people an awareness of the rules and procedures to
guide their behavior.
It attempts to improve their performance on the current job or prepare them for
an intended job.

DEVELOPMENT:-
It is a related process. It covers not only those activities, which improve
job performance, but also those, which bring about growth of the personality, help
individuals in the progress towards maturity and actualization of their potential capacities.

3
EDUCATION:-
It is the understanding and interpretation of knowledge. It does not
provide definitive answers but rather it develops a logical and rational mind that can
determine relationship among pertinent variables and there by understand phenomena.
Education must import qualities of mind and character and understanding of basic
principles and develop the capacities of analysis synthesis and objectivity.

DISTINCTION BETWEEN TRAINING AND DEVELOPMENT

“Training is short-term process utilizing a systematic and organized
procedure by which non-managerial personnel learns technical knowledge and skills for a
definite purpose development are a long-term educational process utilizing a systematic
and organized procedure by which managerial personnel learn conceptual and theoretical
knowledge for general purpose”.

Training and development continuum Training

Training
Development

Training – development continuum has manual training at one end and philosophy at the
other end manual training is given to operatives for performing specific jobs. Much of this
training is job oriented than career-oriented.

As we go up in the hierarchy of the other end of the continuum.

Management personnel have greater need for conceptual and human relation skills as
compared to job –relations therefore, their need for does not remain confined to the
development of skills needed for specific jobs, they require skills and competence for

4
future managerial jobs besides their present jobs, thus distinction between training and
development is more on account of contents rather than on account of process invalid.

BASIC PURPOSE OF TRAINING

Basic purposes of training can be

1. To increase productivity
2. To improve quality
3. To help a company fulfill its future personnel need
4. To improve organizational climate
5. To improve – health and safety
6. Obsolescence prevention
7. Personal growth

IMPORTANCE OF TRAINING

Training is the cover of stone of sound management for it makes employees more
effective and productive. It is actively and intimately connected with all the personnel or
managerial activities there is an ever percent need for training men be taken advantage
and improvements affected in an old methods , which are woefully in efficient.

Training is a practical and vital necessity because apart from the other advantages
mentioned above it enables employees to develop and rise within the organization, the
management is benefited in the sense that higher standards of quality are achieved.

5
 METHODS OF DETERMING TRAINING NEEDS

The total needs can be determined by analyzing the situation in respect of each skill and
each individual and this can be done the following ways:

1. ANALYSIS OF ANACTIVITY:-
Listed in a logical sequence, the activity in a product or service or
part there of determine what new knowledge to be modified analyze the typical behavior
by individual or group and determine the corrective action involving training.

2. INTERVIEW:
Arrange a formal meeting with the individual or group concerned
employing the interview techniques to identify the training needs, especially needs with re
just under-the surface or emerging arranging series of meeting with homogenous and
heterogeneous group to determine and discuss the common problems for solution.

3. BRAINSTROMING:
To bring together a homogenous group and to ask the individuals in the
group to call out an ideas they have for answering a “hoe to” question and identify which
call for knowledge, skill or attitude.

4. BUZZING:
To ask an audience of supervisors, manager and professionals as to what
the desirable next step are in the organization- training programmers or what
Additional areas of knowledge/skill/understanding do we need to handle our work better.

5. COMMITTEE:

6
 Constituting an advisory committee with personal responsible for or
with direct interest in an activity to identify the training needs judiciously.

6. CHECKLIST:
Break down a job or a programmed activity or area of responsibility into
a lit of arts or steps, arranging in a logical sequence and check off by each employee the
items about which he would like to have more skills.

7. CONSULATANTS:-
Employing outside consultants with competence to determine the training
needs develop programmers for implementation.

8. COUNCELLING:-
Discussion between the trainee and individual seeking guidance for
improvement on the job is performance and his professional advancement.

9. ROLE PLAY:-
To get clues to ones training needs by observing how each role player acts
in a role-playing situation.

10. SELF-ANALYSIS:-
To evaluate ones strength and weakness and determine what more is
needed.

11. SIMULATION:-
Analyzing performance in simulation exercise to reveal employee and to
identify gaps or blind spots in reserve or stand by skills.

12. SLIP INVENTERY:-

The inventory skills of the employee and identify gaps or bling spots in
reserve or stand by skills.

7
13. SURVERY:-
Undertake survey that can be used to take inventory of operational
employee attitude and implications of advance planning etc.

14. TASK FORCE:-

A Special task force can be employed for this purpose.

15. QUESTIONARIE:-
A comprehensive questionnaire may be distributed to elicit information,
which can be used to determine the training needs, delimiting the scope of the training,
and identify course contents.

8
 CHAPTER-II
COMPANY PROFILE

9
 INDUSTRIAL PROFILE

The India Machine tools industry has made significant

contribution to the growth of engineering industry in country especially during the post
independent period few enterprises has stated manufacturing .the India government need
for development of domestic machine tools industry to be self-reliant in 1953 HMT was
found.

Over the last five decades the country has establish wide range
of machine tools arranging from convention general purpose tooled up machine to special
purpose machines and CNC machine tools in the initial technology as observed through
technical collaboration with world renowned company’s predominantly
from European country and USA.

In the later part of 60’s country embark upon focused efforts on

indigenous development of technology .In fact the significant contribution of these efforts
is the development and establishment of CNC machine technology.

The domestic industry that was Rs.1 core in 1953 with CNC
machine contributing up to 40% of total metal cutting and metal forming machines.

By these objectives HMT-1 was set pinworm near

Chandigarh .HMT-4 in Kalamesary in kerala and lastly HMT-5 in Hyderabad.

10
 COMPANY PROFILE

HMT is one of the major public sector undertakings in India

for over 50 years. The government of the India establishes HMT in 1953-54 at Bangalore
in collaboration with m/s Oerlikons. Switzerland to manufacture machine tools with a
service motive the second machine tools unit was also set up in Bangalore in 1961 and the
third unit at pinjore (Haryana) in 1963. HMT diversified into new production line.

Gradually HMT established its name in the international

market today HMT is a multi-unit, multi-product central government undertaking with, 18
manufacturing units and 35 product divisions these divisions are spread over 10 different
states in the country known for its quality products all over the world.

HMT manufacturing Hi-tech product is employing 21850

well-qualified and motivated employee.

HMT Product Range:

HMT is one of the worlds 10 largest machine tools house it
manufacturing the worlds widest range of machine tools and several engineering product.

The total output of five factories in full production is estimated at

Rs.25crores per annum.

Machine tools find implementation in all manufacturing activities

not in engineering industries but also in four sectors like transportation coal generation
and defiance.

Hindustan tools one of the India machine tools manufacturing is a

multi product company with 18 production units and 22 product divisions.

11
 PROFILE OF HMT LTD

Name of the company : HMT MACHINE TOOLS LIMITED

Established in : 1953 public sector enterprise

Turnover of the company : 50 cores as on 31-3-2006

Multi Product Company : broadly classified into five head

They are:-
1. Machine tools
2. Tractors
3. Industrial Machinery
4. Consumer Components
5. Engineering components

Work force in HMT machine tools division, Hyderabad

Total work force : 778

Work men : 568

Direct work men : 210

Indirect work men : 320

Supervisory & Executive staff

G.M : 1

12
J.G.M : 8

D.G.M : 31

A.G.M : 41

Managers : 60

Deputy Managers : 42

Officers : 78

Supervisors : 20

Total : 281

SHIFTS IN HMT, HYDERABAD

There are 3 shifts in HMT:

‘A’ from 6.00 AM to 2.00 PM

‘B’ from 2.00 PM to 10.00 PM

General from 8.00 AM to 4.00 PM

The administrative department work in general shift.

13
 BRIEF HISTORY

The first industry police resolution was issued by the

government of India on 1st April 1948 which divided the industrial sector in to four
categories they were:

1. Industrial where state is having monopoly

2. Mixed of government control
3. The field private Enterprise
4. Field of government control

So in the third category which is fielding government control

the industries of national importance were included. Hence the government considered
them of such importance that their regulation and direction was necessary.

The machine tools heavy machinery, tractors belonged to this

category.

In 1948 industrial policy resolution remained in effect for 8

years this period was marked by some significance changes in the economy like the
country had completed 1st five year planning during the period of 1951-56 and also the
industrial development act was passed in 1951 so the promoted deceleration on new
industrial policy resolution 1956 in this deceleration the machine tools and heavy
machine were subjected to the monopoly of state.

Some machine tools industries exists few places like

Mumbai, Punjab since 1890. But they were not able to fulfill the demands for machine
tools in domestic market and also during world war-11.

14
 COMPANY PROFILE
HMT LTD HYDERABAD
(THE FIFTH UNIT OF HMT LTD)

HMT Hyderabad, 5th in the chain of machine tools factories

built by the HMT Ltd. Is a multi division and multi products organization started in the
year 1963 in a 50 acres plot on the out skirts of Hyderabad HMT has two divisions at
present namely

1. The machine tools division

2. Press division

The machine tools division:

In this division special purpose machine are custom built in
various sizes.
A notable feature of these SPM’S is that each has to be
designed for a specific component based on requirement of the customer since each
machine has to be designed individually there is a large designed office with more than
200 designers work on the board bulk of the requirements of these types machine in India
is met by HMT ltd. Hyderabad veering in cost form a low value of Rs. 5 lacks to has high
25 cores these machine laying a vital role in producing engineering products in large
quantities.

A concert effort also being made to increase the export of

there high technology machines and to gain good base in the world, machine tools mark.
HMT, Hyderabad has entered into a technical collaboration with m/s cross company us. A
who is one of the world lenders in building SPM’S.

15
 It has already exported SPM and horizontal boring machines
to Iran, Taiwan, Algeria, Sweden and Srilanka.

The press division:

Here Hyderabad press and press breakers of tonnage up to
200 are designed and manufactured meeting the bulk of requirement of the defense sector
and automobile industry these high precision presses made originally built in
collaboration coming to an end.
HMT is now its own it helps country to space substantial
mount of importing a complete press. Since the business for the major products of the
about two diversion highly to have a strong engineering base enable it diversify into
products other than machine tools and press. It has successfully executed orders for coil
winding machine. Hailers for coal mines, equipment for rather etc.

HMT FAST FORWARD

It was in the early post independents are that HMT began a small
way to meet a big commitment.

To manufacture mother machine to built modern industrial India

HMT was convinced by the government of India in 1949, and

was incorporated in 1953, with the objective of producing a limited range of machine
tools required for building and industrial edifice for the country.

THE 1960’S
In 1967 recession struck the Indian engineering industry and the
consumption of machine tolls dipped drastically. The traumatic years of recession did
indeed serve to bring to the fore two latent strengths of HMT namely the urge to survive
and the confidence to innovate with these strengths a full play the company emerged from

16
the recession. With the world widest range of machine tools and associated services under a
single corporate entity.

1. With action plan firmly launched for diversification into tractors presses
and press brakes printing machine, die casting and plastic. Injection molding machines,
homological machinery etc., which were considered to have economic cycles that are
different from those of machine tools.

2. With a watch factory already established in 1961 to 1962, additional

capacities from for watch production a greater cushion against cyclical fluctuation in
capital goods market and also to meet the burgeoning demand for watches.

THE 1970’S

The 70’s witnessed the fructification of all the diversification of plans as envisaged.

HMT SETUP’S

1. HMT International limited as a subsidiary company to channel HMT’S

Products and technical service aboard.
2. Two more units for manufacture of watches one at Srinagar and one at
Tumkar.
HMT took over machine tool Corporation at Ajmer as its
sixth machine tool unit.

THE 1980’S

In the 80’s HMT as a part of vertical integration efforts,

launched units to manufacture.

17
 1. Watches cases at Bangalore.
2. Watches at Ranibagh.
3. Stepper motors at Tumkur.

4. CNC systems at Bangalore.

5. Ball scrums for use on CNC machines at Bangalore etc., Also
6. HMT took over indo-Nippon precision bearing ltd, a state owned unit as a
Subsidiary, which was renamed HMT- bearing ltd.
7. HMT took over Praga tools ltd as another subsidiary.

THE 1990’S
The company restructured itself into four business groups
machine tools, watches tractors, industrial machinery and engineering components as part
of business re-organization.

THE NEW MILLIENNIUM

HMT is now restructured with addition of there more
subsidiaries to those already existing HMT now comprises of six subsidiaries under the
ambit of the holding company which also manages the tractors business directly.

1. HMT machine tools limited Bangalore

2. HMT watches limited Bangalore
3. HMT chinar watches limited Jammu.
4. HMT bearing limited Hyderabad
5. Praga tools limited Hyderabad.
6. HMT (international) limited Bangalore.

The Strategic plan of the HMT group is coordinated by the

holding company at Bangalore.

Anticipating that basic requisition for rapid industrial was

self-efficiency in machine tools segment. Government entered in to technical

18
collaboration with M/s Oerlikons machine tools factory at Bangalore. But how the
government till 1953 when HMT was established as a registered company in Bangalore.

It was 1961 the HMT had show a profit setting of cores and riding the
high up the success HMT decides that the amount generated as profit would be utilized
for up of another unit Bangalore i.e. unit-1 1.

The HMT- 11 was inaugurated by the late. Prime Minister

Jawaharlal Nehru on 21st July, 1961 the second factory described as “Gift of Nation”.

19
 CHAPTER-III
TRAINING
AND
DEVELOPMENT

20
 TRAINING AND DEVELOPMENT
THE ORIGINAL FRAME WORK

MEANING OF TRAINING:

“Training is a process of learning a sequence of programmed behavior.

It is application of knowledge. It gives people an awareness of the rules and procedure to
guide their behavior. It attempts to improve their performance on the current job or
prepare them for an intense job”. Different authors have explained the meaning of
training in the following ways.

Edwin B. Flippo: “Training is the act of increasing the knowledge and skill of an
employee for doing a particular job”.

Michael J. Jucius: “Training is used here to indicate the process by which the
aptitudes, skills and abilities of employees to perform specific jobs are increased”.

Dales S. Beach: “Training is the organized procedure by which people learn

knowledge and /or skill for a definite purpose”.

I.L.Steinment: “Training is a short term process utilizing a systematic and organized

procedure by which non-managerial personnel learned technical knowledge and skill for a
definite purpose”.

21
J.P. Campbell: “Training refers only to instruction in technical and mechanical
operations. Specially stated training is the organized procedure by which people learn
knowledge and skill for a definite purpose”.

CONCEPT:

The word ‘TRAIN’ is derived from the French word ‘TRAINER’ which mean
‘TO DRAG’. Training includes activities ranging from the learning of a simple skill up to
acquisition of complex technical skill.

According to Nadler, “training, education and development are on the job the employee
now has. It is concerned with the actual job performance, and the learner is expected to
use the training immediately on the job.

OBJECTIVES OF TRAINING:

1. To increase productivity:
Instruction can help employee increase their level of performance on
their present assignment. Increased human performance often directly leads to increased
operational production and increased company profit.

2. To improve quality:
Better-informed workers are less likely to make operational mistakes.

3. To help a company fulfill its future personnel need:

When the needs arise organizational vacancies can more easily be
staffed from internal sources if a company inculcate training program for
both non-supervisory and managerial employees.

22
4. To improve health and safety:
In order to prevent accidents and injuries while handling the machines
it is necessary to conduct training programmes to make the trainees perfect in handling of
machines carefully and effectively.

5. To improve organizational climate:

As organization consists of different culture followed by the different
people working to gather there might be disputes due to these different ways of working.
In order to have a common culture and climate in the organization it is necessary to give
training to get accustomed to the climate.

6. Obsolescence prevention:
Training programmes faster the initiatives and creativity of employees
and help to prevent manpower obsolescence.

7. Personal growth:
Employees on personal basis gain individually from their exposure to
educational experiences.

ESSENTIALS OF TRAINING

The requirement of any training programmes may be conveniently grouped into 8 heads
which may be considered as essentials. These essentials may be tailor made according to
the circumference of a particular organization.

1. Knowledge: The basic fact of a group behavior is that the human beings are members
of an organization as complex as living organism the first essential is that every person
should be adequately knowledgeable about the men and material of the organization
concerned.

23
 2. Attitudes: Training must be directed towards creating the right attitude on the part of
the staff so as to identify themselves with the policy of management the object of
directing the training towards attitude is to make the trainee self confident influencing and
responsive in the work progress.

3. Training for all: Training is a process which never ceases until the day of final
retirement. It is not simply a treatment given once to new employees only and dropped
until a promotion or transfer is about to occur.

4. Active participation: Training gives satisfaction if the trainee feels from the beginning
that the has a contribution is valued. Training is a school where. Teaching is a joint
endeavor conducted in active participation of the trainer as well as the trainee.

5. Timing of training: Training in its concrete expression must be timed extremely

carefully with the trainee’s progress. In the training material presented to him a trainee
must get an opportunity of applying it directly or indirectly to his own work for details
cannot be understand without any possibility of testing their validity.

6. Conformity with objectives: Training must be based on the conditions in a particular

department or organization. At every stage and in every detail it must be in line with the
policy and aims of the department which it serves.

7. Fulfilling certain needs of employee: Training programme in order to be effective

should be directed to fulfill certain basic needs of individuals in an organization so that can
turn to be better suited for the discharge of their present or future responsibilities.

8. Management climate: Lastly the favorable attitude of the top management to the day
process of growth of the managerial cadre as well as the operative level of the employees is
of permanent importance in the success of training project.

24
 IMPORTANCE OF TRAINING

Importance is a vital and necessary activity in all organization it plays large part in
determining of the effectiveness and efficiency of the establishment following is the
need /importance of training to a business firm or industry.

1. Increasing productivity:
Increased productivity is possible only when there is an increase in
quantity of output training program by increasing skill, aptitude and abilities or working
result in increased productivity.

2. Improvement in performance:
Training applies not only to new employees but to experienced
persons as well. It can help employers increase their level of performance on their present
job assignment.

3. Reduction in supervision:
For trained employers is one who can supervise himself both
employer and supervisor want less supervision but greater in dependence is not possible
unless the employer is adequately trained.

4. Reduction in dissatisfactions and complaints:

25
 Through this the employers can experience the satisfaction
associated with a séance of achievement and knowledge that they are developing their
inherent capabilities at work.

5. Heightened morale:
Possession of need skills helps to meet such basic human need as
security and human relation. Programs can make a contribution towards morale, but does
not work done with knowledge, skill and pride

6. Fulfillment of manpower needs:

When technical skills are required by a company it often finds it
most practical. To select and train from with in the organization rather then the skilled
personnel from the outside labor market.

7. Prevention of obsolesces:
Training and development programme foster the initiative and
creativity among employees and help. To prevent man power obsolesces which may be
due to age, temperament lack of motivation himself to technological changes.

8. Reduction in learning time:

Well-knit training programmes reduce learning time to reach the
level of acceptable performance.

9. Benefits to employees:
As employees acquire new knowledge and job skills they
increase their market value and earning power.

STEPS IN TRAINIING PROGRAMMES:

 Discovering or identify training needs

26
  Getting ready for the job

 Preparation of the learner

 Presentation of operations and knowledge

 Performance try out.

METHODS AND TECHNIQUES OF TRAINING

Training methods are categorized into two types.

A. On-the job training and

B. Off-the job training.

A. On-the-job training

This type of training, also known as job instruction training, is the most commonly used
method under this method, the individual is placed on a regular job and taught the skills
necessary to perform that job the trainer learns under the supervision guidance of a
qualified worker or instructor. On-the-job training has advantage of giving first hand
knowledge and experience under the actual working conditions. On-the-job training
methods include job rotation. Coaching job instruction or through step-by-step and
committee assignments.

Job rotation: -
This type of training involves the movement of the trainee from one job
to another. The trainee receives job knowledge and gains experience from his supervisor
or trainer in each of the different job assignments. Though this method of training is
common in training managers for general management position, trainees can also be

27
rotated from job to job in work shop jobs. This method gives an opportunity to the trainee
to understand the problems of employees on other job and respect them.

Coaching: -
The trainee is placed under particular supervisor functions as a coach in
training the individual. The trainee on his performance and offers him some suggestions
for improvement. A limitation of this method of training is that the, trainee may not have
the freedom or opportunity to express his own ideas.

Job instruction: -
This method is also known as training through step by step under
this method trainer explains the trainee the way of doing the job, job knowledge and skills
and allows him to do the job. And also used in the typed of training is commonly used for
training personal for clerical and semi-skills jobs. The duration of this training ranges
from days to a few. Week’s theory can be related to practical in this method.

Role playing: -
It is defined as a method of human interaction that involves
Committee assignments under the committee assignment, group of trainees are given and
asked to solve an actual organizational problem the trainee as solve the problem jointly it
develops team work.

Experience: -
This is one of the oldest methods of on-the-job training. It
involves learning by doing. It is the most practical and effective method. But it is wasteful
and inefficient.

Official projects and task forces: -

Under this method, the trainee is Assigned a project c/o self
related to his job the trainees learn by Performing the special assignment not only work

28
procedures but organizational relationship too. Some time, a task from different
functional areas the trainees learn how to work with others.

Junior Boards (or) multiple management: -

In this board executives discuss real life problems debate

different viewpoints and take decision. The participation learns comprehension, analysis
and decision-making this method widens the perspective of executives and promotes team
work. But no specific attention is given to the training needs of managers the discussions
may become discursive lacking purpose or authority.

B. Off-the-job methods: -

Under this method of training, trainee is separated from the job

situation and his attention is focused upon learning the material related to his future job
performance since the trainee is not distracted by job required, he can place his entire
concentrated on learning the job rather than spending his time in performing. There is an
opportunity for freedom of expression for the trainers off-the-job training methods are as
follows

Vestibule training: -

In this method, actual work conditions are simulated in a

classroom. Material files and equipment those are used in actual job performance realistic
behavior in imaginary situation. This method of training involves actions, doing and
practice the participants play the role of certain characters, such as the production
manager, mechanical engineer, superintendents maintenance engineers, quality control
inspectors, foreman, workers and the like this method is mostly used for developing
interpersonal interactions and relations.

Lecture method: -

29
 The lecture method is a traditional and direct method of instruction
the instructor organizes the material and gives it to a group of trainees in the form of a
talk to be effective the lecture must motivate and create interest among the trainees. An
advantage of lecture method is that it is direct and can be used for a large group of
trainees thus, costs and, time involved are reduced. The major limitation of the lecture
method is that it does not provide for transfer or training effectively.

Conference or discussion: -

It is a method in training the clerical professional and supervisory

personnel this method involves a group of people who pose ideas, examine and share
facts, ideas and data, test assumptions and draw conclusions all of which contribute to the
improvement of job performance discussion has the distinct advantage over the lecture

method in that the discussion involves tow-way communication and hence feedback in
small group the success of this method depends on the leadership qualities of the person
who leads the group.

Programmed instruction: -

In recent years this method has become popular the subject matter
to be learned is presented in a series of carefully planned sequential units these units are
arranged from simple to more complex levels of instructions the trainee goes though these
units by answering questions or filling the blank this expensive and time consuming.

Selected reading: -

This is a self improvement programme under which executives

acquire knowledge by reading professional journals and advanced books on management
many organizations maintain their own libraries of this purpose. More over executives
may become members of professional associations in management, management process
has become complex and on-the-job training alone cannot provide the required
knowledge and skills. A modern executive cannot depend upon others to inform him of
latest developments in knowledge.

30
 CHAPTER-IV

PRESENT STUDY
AND
31
 METHODOLOGY

AGENCIES OF INTERNAL AND EXTERNAL TRAINING

HMT is making use of the following for imparting training to its

employee’s level.

 Department of employee’s and training Mallepally Hyderabad

 Engineering staff college

 Batalas quality training center Hyderabad

 Institute for security management

 NIIT professional management and engineering consultants

 Indian statistical institute

 Andhra Pradesh productivity council

 Sri Raman consultancy

 WIDIA (India) limited

 Public relation society of India

32
  Indian institute of production engineers

 Management study centre, madras

LIST OF SOME INTERNAL PROGRAMMES

 Workers education programme

 Supervisory development programme

 Market orientation

 Productivity through waste control

 Leadership effectiveness

 Programme on productivity

 Health education programme

 Quality system procedure awareness

 Material management strategies

 Hindi teaching workshop

 Effective communication

33
 I S O 9000 awareness programme

 Seminar on new emerging challenges in the worker of new economic

 Policy

 Bench market process

 Management orientation programme

 Conference of training and O.D personnel

 Letter/press operations training course

 Programme on production and material interface

 Programme on export management

 Self confidence in SDP

 PC application

 Mapping customer satisfaction

 Value addition and waste elimination

 JIT

 Change management

 Business process re-engineering

 Time management

34
CHAPTER-V
TRAINING

35
 AND
DEVELOPMENT
IN HMT LTD

TRAINING AND DEVELOPMENT IN H.M.T LTD

Knowing the importance and need of training and development in an

Organization Training and development center was established in HMT
since its inception.

Objectives of training and development center:

1. To train develop the employees so as to develop their skills. Knowledge, quality,
maintenance and incorporation of new technology skills etc. so that employees can
implement the same on the actual job.

2. To up grade the skills of an employee and also updating his knowledge. With the latest
technological advancements being taking place.

3. To train the maintenance of machinery along with servicing of the product.

36
4. To develop the managers so that they can develop managerial skills decision-making,
controlling, co-ordaining etc.

RESPONSIBILITIES: -

To carry out about functions effectively the training and development

center was given responsibilities, which includes.

1. Training and development shall co-ordinate and compile the training needs as
identified by the different department as per procedure.

2. Training and development center shall organize required training in association with
quality assurance and other such departments and external agencies prepare annual
training plans and update quarter schedule of programmes as per the procedure.

3. Training and development center shall depute personnel for specialized programmes
organized by professional bodies are collaborators based on specific needs.

4. Training and development shall maintain and up date periodically training records of
employees and identified customers.

PROCEDURE:-

To carry out above functions effectively the training and development

programmes training and development center follow the below procedure.

1. Identification of training needs

A. Employees training:-

37
 Chief of T&D sends a letter all departmental heads and
divisional heads once in a year requesting them to indicate the training of their
employees in the format No. QFT-09-00-01.

The departmental heads also suggests and indicates some

special programmes to the chief of T&D required form time to time.

After receiving training needs from departmental heads the

annual training plans prepared in the format QFT-09-00-02.In the consult with the
training committee as constituted by the unit chief.

B. Customer training: -

The chief of T&D communicates with department chiefs of

sales and servicing requesting them to indicate the training needs of customers. Them the
training plan will be prepared in for mat QFT=09-02.

2. Organization training programmes: -

Chief of T&D obtains the unit chief’s approval to conduct

various programmes on to the need of departments for future financial commitments he
obtains special approval from the concerned head. After finalizing the programme
schedule letters will be sent to both external and internal faculty members.

The faculty chosen for the training programs will be based

on their qualification and experience.

In case of customer training the names of identified

customers for the chief of sales will obtain participating in the training programmes.

38
3. Deputation of external training programmes: -

Chief of training and development well consult the

departmental and divisional heads in case of external programme organized by
professional bodies on specific requirements.
Chief of T&D obtains the unit chief’s approval for deputy
personnel to attend external programs and communicates to the concerned organizations
and participants accordingly.

4. Training for trainees: -

The management trainees(Graduates) technicians

(Diploma holders) and crafts man (ITI) are trained adequately including quality aspects.

5. Training Records: -

The participants who attending the training programs will

register their names the date of training programmes shell be compiled month wise with
all details regarding external deputation are maintained in the records the data training

programmed offered to all employees will be send to computer center yearly for updating
the formal No QFT-09-00-06.

6. Training evaluation: -

At the end of each care (full day and above) training and
development programmes on evaluation format GFT-09-0007 is given to the participant
to get the feed back about the programmes effectiveness.

The department heads will evaluate the effectiveness of the

employees. After some specified period of the offered training program (one full day and
above) and the feedback is obtained in the format QFT-09-00-08.The feedback

39
information thus obtained form participants and departmental heads is used to modify or
restructure the training program if requires.

TRAINING AND DEVELOPMENT TECHNIQUES IN HYDERABAD

Some of the training techniques which are conduction by the training and development
center HMT Hyderabad.
Lectures:-
At HMT the lecture method is use for very large groups which are to be
trained with in s shore time thus reduce the cost per trainee. It is organized vigorously so
that ideas and principles are explained properly. Lectures are essentially given when it is
question of imparting technical or are usually enlivened with discussions film shows case
studies, role playing and demonstrations.

40
 Conference method:-
At HMT this method is used to confer to discuss points of common
interest to each other. A conference is basis to most participative group centered method
of development of formal meeting conducted in accordance with an organized plan in
which the leader seeks to develop knowledge and understanding by obtaining a
considerable amount of oral participation of the trainees. It lays emphasis on small
group’s discussions an organized subject matter and on the active participation of the
members involved. Buildings upon the ideas contributed by the conferees facilitate
learning.

Sensitivity training:-
Sensitivity training at HMT has the following characteristics.

 The group is small one generally these are ten to twenty members in the group.
 The group begins its activity without any format agenda.
 The role of trainer is primarily to call attentions form time to time to the on going
process with in the group

 This way the trainer provides feed back about the behavior of each trainees have
been stressing this way trainees development to clearance for other view becomes
less prejudiced develop understanding for group process and listening skills.
 Sensitivity training offers several advantages in 11 12 fields this is the way it is
called as human relations training also this may help people to develop better
understanding human problems.
 How ever sensitivity training may create more harm especially if it is not conducted
properly.

Transactional analysis:-

41
 TA is at HMT is used to develop better interpersonal interactions
among individuals. It involves under standing of personality factors of individuals and
their ago with they interact. In order to offers training in TA various association have
been established.

Seminars of team discussions:-

Paper will be prepared by one or more trainee on a subject selected in
consultation with person in charge of seminar. I t may be part of a study or related to
theoretical studies or practical problem the chairman of the seminar summarizes the
contents of the paper and the discussion which following reading.
Seminars are based on the statement made by the person in
charge of the seminar or on a document prepared by an expert who is invited to
participate in the discussion seminars are based on the statement made by the expert who
is invited to participate in the discussion.
Valuable working material will be provided to that trainee by
actual files the trainees consult the files and bring other to the seminar where they
studying details that various aspects ramification and complexities of a particular job or
work task.

Video:-
At HMT video is used to present material specially prepared for the
company in an attractive and compelling way. It gets the training message across
effectively in number of different locations.

Interactive video:-
Interactive view at HMT combines the powerful training technology of
computer based learning with the use of video. Interactive view offers the trainers the best
of both worlds. It is individualized interactive and random access (like computer based
training) but also presents the realistic still and moving visualize with or without sound

42
(like video) video disk at HMT have features like dual or stereo sound tracks a wide
variety of slows motion and fast scan relay speeds freeze frame of any scenic or chapter
and customized key pads for specified applications.

Case Studies:
HMT believed that the case studies would develop managerial
competence for concrete cases, the case is a se of data (real or frictional) written or oral
miniature description and summary of such that present issues and problems calling for
solutions or action on the past of the trainee is given cases to analyze they are asked to
identify the problem and to recommended tentative solution for it. This method offers to
the trainees matter for reflection of and practices in the decision making process. It
diagnoses and deals with real life situations. HMT believes that case study is primarily
valuable as technique of developing decision making skills and for broadening the
perspective of the trainee.

In the live case method trainees form a particular business describe it development
and some of its problems. After discussion and detailed studies that trainees prepare a
report which contains an analysis of situation and there recommendations on the
corrective action to be taken.

Role playing:-
In role laying trainees act out a given role a they would in a stage. Two
or more trainees are assigned parts to play before the rest of the class these part do not
involved any memorization of lines or any rehearsals. The role players are simply
informed of a situation and of the respective roles they have to play, some time after he
preliminary planning, the role players act out the situation. Hmt believed that the role
playing is especially useful in providing, new insight and in presenting the trainee with
opportunities to develop Interaction skills, unless the trainer. Engages in coaching or
unless some one state the criteria for behavior however role play May not adhere of the

43
 derived behavior may be some what lacking. In other worlds it is conceivable that the
practice the trainee gets interpersonal relations could be faulty results this way role-
playing develops analytical and decision making skill in trainee.

TECHNIQUES OF DATA COLLECTION

1. PRIMARYDATA:
For the collection of the primary data stratified Random sampling
method was adopted as it was felt that the result obtained through this method are more
reliable and valid. It was also believed that by using this method a majority of employees
could meet personally and their problems could be explored in a detailed fashion.

2. SECONDARY DATA:

44
 All the information pertaining to the training program where
reading available in the company record which was very important for carrying out the
survey. The information is also gathered from the company website www.hmtindia.com

3. FIELD OF STUDY
The research was carried out in H.M.T.LTD, Hyderabad.

4. SAMPLE SIZE
A sample size of 50 employees have been selected out of 30
employees on purposive bases with due consideration to various categories of employees
such as workers supervisors executives.

LIMITATIONS:
1. The study has been confined to a limited period and so it cannot reveal the exact of
training and development

2. The study is limited to a particular area of H.M.T Hyderabad.

3. Sample size being small, not every body’s views could be considered

4. Possibility that the opinions given by employees.

45
 CHAPTER-VI
QUESTIONNAIRE

QUESTIONNAIRE

Respected sir/madam,
This is Y.TAVUDU from B.S.I.T College, Goollapally , Chevella ,
Ranga Reddy.I am undertaking a project work on TRAINING AND DEVELOPMENT
with reference to HMT MACHINE TOOLS Ltd., under the guidance of
S.SOMASUNDARAM (H.R.M). I request you to give your valuable response to
the questions below
PERSONAL DATA

NAME :

46
 DESIGNATION :
DEPARTMENT :
EXPERIENCE :

1. Do you feel that training programmes are necessary for employees?

(a) YES (b) NO

2. How often the frequency of training programmes are conducted which help in
enhancing the skills necessary for employees?
(a) Weekly once (b) Monthly (c) Yearly

3. Do you think training programmes help employees for their Personality

development and achieving the target?
(a) YES (b) NO

4. Training &development programmes affect employees in getting promotion. Do

you agree?
(a) Agree (b) Disagree

5. Are you satisfied with present training programmes in your organization?

(a) YES (b) NO

6. Are you satisfied with working conditions in your organization?

(a) YES (b) NO

7. Which type of training do you prefer?

(a) On the Job (b) Off the Job (c) Class rooms

8. Did trainer give sufficient freedom to express your views and doubts?

47
 (a) YES (b) NO

9. Does your management give you recognition for good results?

(a) YES (b) NO

10. Duration of training programme is sufficient?

(a) YES (b) NO

11. Your opinion on supply of reading material during training programmes?

(a) Excellent (b) Good (c) Poor

12. Does organization provides congenial climate for learning?

(a) YES (b) NO

13. Do you think that incentives are needed for attending training programmes?

(a) YES (b) NO

14. Duration of the training programme is:

(a) Short term (b) Medium (c) long term

15. Which learning methods did you find more effective in the acquisition of new
knowledge?

(a) Visual aids (b) Group discussions (c) Individual exercises

(d) Demos/Lab training (e) Others

16. Do you have promotional policies in organization?

(a) YES (b) NO

17. Your preference for training programmes?

(a) Internal (b) External (c) Both A & B

48
18. Will you have an opportunity to apply your newly acquired knowledge and skills?

(a) To a Small extent (b) To a Full extent (c) To a Great extent

19. After participation in this training programme, were your objectives met?

(a) To a great extent (b) To a sufficient extent (c) To a little extent

20. What is the overall impression of the training programme?

(a) Excellent (b) Good (c) Satisfactory (d) Poor

(SIGNATURE)

CHAPTER-VII

49
 DATA ANALYSIS
AND
INTERPRETATION

1. Do you feel that training programmes are necessary for employees?

(a) YES (b) NO

NO OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 YES 50 100
2 NO 0 0
TOTAL 50 100

50
 % OF RESPONDENTS

120
100
80
60
40
20
0
1 2
YES NO

Interpretation:
From the above analysis we can say that 100% employees

feel that the training programmes are necessary for employees. The 0%

employees feel that training programmes are not necessary for employees.

2. How often the frequency of training programmes are conducted which help in
enhancing the skills necessary for employees?

(a) Weekly once (b) Monthly (c) Yearly

% OF
S.NO OPTIONS NO.OF RESPONDENTS RESPONDENTS
1 WEEKLY ONCE 0 0
2 MONTHLY 16 32
3 YEARLY 34 68
TOTAL 50 100

51
 % OF RESPONDENTS

80
70
60
50
% OF
40
68 RESPONDENTS
30
20
32
10
0 0
1 2 3
weekly Monthly Yearly

Interpretation:
From the above analysis 32% of employees responds that the training

Programmes are conducted monthly which helps in enhancing the skills. 68% of

employees responds that the training programmes are conducted yearly and 0% of the

employees respondents that the training programmes are conducted weekly

3. Do you think training programmes help employees for their Personality

development and achieving the target?

(a) YES (b) NO

NO OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 YES 46 92
2 NO 4 8
TOTAL 50 100

52
 % OF RESPONDENTS

No
8%

92% yes

Interpretation:
From the above analysis we can say that 92% employees responds

that the training programmes help employees in achieving their targets. The remaining

8% of the employees respondents that the training programmes not help employees in

achieving their targets

4. Training &development programmes affect employees in getting promotion. Do

you agree
(a) Agree (b) Disagree

NO. OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 AGREE 50 100
2 DISAGREE 0 0
3 TOTAL 50 100

53
 % OF RESPONDENTS

120

100

80

60
100
40

20

0 0
1 2
Agree Disagree

Interpretation:
About 100% of the employees agreed that the training and

development programmes affect employees in getting promotion and 0% of the

employees disagreed that the training and development programmes affect employees in

getting promotion.

5. Are you satisfied with present training programmes in your organization?

(a) YES (b) NO

NO OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 YES 28 56
2 NO 22 44
TOTAL 50 100

54
 % OF RESPONDENTS

No

44%
Yes
56%

Interpretation:
About 56% of the employees are satisfied with present training

programmes in organization. 44% of the employees were not satisfied with present

training programmes in organization.

6. Are you satisfied with working conditions in your organization?

(a) YES (b) NO

NO OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 YES 40 80
2 NO 10 20
TOTAL 50 100

55
 % OF RESPONDENTS

20%

Yes
No

80%

Interpretation:
From the above analysis 80% of the employees are satisfied with

working conditions in this organization. Rest 20% of the employees are satisfied with

working conditions in this organization.

7. Which type of training do you prefer?

(a) On the Job (b) Off the Job (c) Class rooms

% OF
S.NO OPTIONS NO.OF RESPONDENTS RESPONDENTS
1 ON THE JOB 34 68
2 OFF THE JOB 8 16
3 CLASSROOMS 8 16
TOTAL 50 100

56
 % OF RESPONDENTS

80

70

60

50

40
68
30

20

10 16 16
0
1 2 3
on the job Off the job class room

Interpretation:
From the above analysis we can say that 68% of the employees prefer

on the job, 16% of the employees prefer off the job and rest 16% prefer class rooms.

8. Did trainer give sufficient freedom to express your views and doubts?

(a) YES (b) NO

NO OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 YES 50 100
2 NO 0 0
3 TOTAL 50 100

57
 % OF RESPONDENTS

100%
90%
80%
70%
60%
50% 100
40%
30%
20%
10%
0% 0
1 2
Yes No

Interpretation:
About 100% of the employees responds that the trainer gives

Sufficient freedom to express their doubts and views. 0% of the employees says the

there is no freedom to express their doubts and views

9. Does your management give you recognition for good results?

(a) YES (b) NO

NO OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 YES 40 80
2 NO 10 20
TOTAL 50 100

58
 % OF RESPONDENTS

20%

No

Yes

80%

Interpretation:
From the above analysis we can say that 80% of the employees

responds that their management gives recognition for their good results. And 205 of the

employees responds that their management not gives recognition for their good results

10. Duration of training programme is sufficient?

(a) YES (b) NO

NO OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 YES 10 20
2 NO 40 80
TOTAL 50 100

59
 % OF RESPONDENTS

90
80
70
60
50
40 80
30
20
10 20
0
1 2
Yes No

Interpretation:
From the above analysis we can say that 80% of the employees are

not sufficient for duration of the programme. And 20% of the employees are sufficient

for duration of the programme.

11. Your opinion on supply of reading material during training programmes?

(a) Excellent (b) Good (c) Poor

% OF
S.NO OPTIONS NO.OF RESPONDENTS RESPONDENTS
1 EXCELLENT 2 4
2 GOOD 40 80
3 POOR 8 16
TOTAL 50 100

60
 % OF RESPONDENTS

90
80
70
60
50
40 80
30
20
10 16
0 4
1 2 3
excellent Good Poor

Interpretation:
About 4% of the employees opinion on supply of reading material

during training programmes is excellent. 80% of the employees opinion on material is

good and remaining 16% of the employees opinion on material is poor.

12. Does organization provides congenial climate for learning?

(a) YES (b) NO

NO OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 YES 50 100
2 NO 0 0
TOTAL 50 100

61
 % OF RESPONDENTS

120

100

80

60
100
40

20

0 0
1 2
Yes No

Interpretation:

From the above analysis we can say that 100% of the employees says

that the organization provides congenial climate for learning

13. Do you think that incentives are needed for attending training programmes?

(a) YES (b) NO

NO OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 YES 50 100
2 NO 0 0
TOTAL 50 100

62
 % OF RESPONDENTS

120

100

80

60
100
40

20

0 0
1 2
Yes No

Interpretation:

From the above analysis we can say that 100% of the employees feel

that incentives are needed for attending training programmes. 0% of the employees feel

that incentives are not needed for training programmes.

14. Duration of the training programme is:

(a) Short term (b) Medium (c) long term

% OF
S.NO OPTIONS NO.OF RESPONDENTS RESPONDENTS
1 SHORT TERM 20 40
2 MEDIUM 30 60
3 LONG TERM 0 0
TOTAL 50 100

63
 % OF RESPONDENTS

long term
0%
short term

40%
Medium

60%

Interpretation:

About 40% of the employees opinion of the duration of training

Programme is short term, 60% of employees opinion is medium and 0% of employees

opinion is long term.

15. Which learning methods did you find more effective in the acquisition of new
knowledge?

(a) Visual aids (b) Group discussions (c) Individual exercises

(d) Demos/Lab training (e) Others

% OF
S.NO OPTIONS NO.OF RESPONDENTS RESPONDENTS
1 VISUAL AIDS 0 0
2 GROUP DISCUSSIONS 28 56
INDIVIDUAL
3 EXCERCISES 18 36
4 DEMO/LAB TRAINING 4 8

64
 TOTAL 50 100

% OF RESPONDENTS

4 1
8% 0%

3 2
2 3
36%
56%
4

Interpretation:
About 56% of the employees found group discussions more effective

in the acquisition of new knowledge. 36% of the employees found individual exercises

more effective. 8% of the employees found demos/lab training more effective.

16. Do you have promotional policies in organization?

(a) YES (b) NO

NO OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 YES 50 100
2 NO 0 0
TOTAL 50 100

65
 % OF RESPONDENTS

No
0%

100%
Yes

Interpretation:
About 100% of the employees responds that they have a

promotion policies in the organization.

17. Your preference for training programmes?

(a) Internal (b) External (c) Both A & B

NO. OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 INTERNAL 6 12
2 EXTERNAL 14 28
3 BOTH A& B 30 60
TOTAL 50 100

66
 % OF RESPONDENTS

70
60
50
40
30 60
20
28
10
12
0
1 2 3
Internal external both A&B

Interpretation:
From above analysis we can say that 12% of the employees

prefer internal training programmes. 28% of the employees prefer external

training programmes. 60%of the employees prefer both internal and external

training programmes

18. Will you have an opportunity to apply your newly acquired knowledge and skills?

(a) To a Small extent (b) To a Full extent (c) To a Great extent

NO. OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 TO SMALL EXTENT 10 20
2 TO FULL EXTENT 28 56
3 TO GREAT EXTENT 16 24
TOTAL 50 100

67
 % OF RESPONDENTS

60

50

40

30 56
20

10 20 24

0
1 2 3
Small Full Great

Interpretation:
About 20% of employees has a small extent of opportunity to apply

newly acquired knowledge and skills. 56% of the employees has a full extent and 24%

of the employees has a great extent of opportunity to apply newly acquired knowledge

and skills.

19. After participation in this training programme, were your objectives met?

(a) To a great extent (b) To a sufficient extent (c) To a little extent

NO. OF % OF
S.NO OPTIONS RESPONDENTS RESPONDENTS
1 TO GREAT EXTENT 2 4
2 TO SUFFICIENT EXTENT 28 56
3 TO LITTLE EXTENT 20 40
TOTAL 50 100

68
 % OF RESPONDENTS

Great extent

Little extent 4%

40%

56%

sufficient extent

Interpretation:
About 4% of the employees objectives were met at great

extent,56% of the employees were met at sufficient extent and 40% of the employees

were met at little extent.

20. What is the overall impression of the training programme?

(a) Excellent (b) Good (c) Satisfactory (d) Poor

% OF
S.NO OPTIONS NO.OF RESPONDENTS RESPONDENTS
1 EXCELLENT 0 0
2 GOOD 30 60
3 SATISFACTORY 20 40
4 POOR 0 0
TOTAL 50 100

69
 % OF RESPONDENTS

0% 4
0% 1

40% 1
3 2
2 3
60% 4

Interpretation:
About 60% of the employees opinion is Good on the overall

impression of the training programme. 30% of the employees were Satisfactory and 0%

of the employees were Excellent and Poor on the overall impression of the training

programme.

70
 CHAPTER-VIII

SUMMARY
AND
CONCLUSIONS

CONCLUSIONS

Training & development plays a vital role in employee skills & knowledge to perform the
job better

1. The study reveals that the programme contents coverage was good.

71
2. The reading material provided by HMT-V as a part of training process was good.

3. Trainees expressed that the utility of programmes was fully useful to organization & to
themselves.

4. The services provided by that HMT is availability of faculty, classrooms facilities,

and use of audio visuals is excellent.

5. Most of faculty members are from within the organization.

6. Majority of respondents expressed that duration of program has to be increased as there

was less allocation of sessions.

Some suggestions that the latest technological equipment should be more available,
computer knowledge should be improved to the employees.

Regarding the training program many of the respondents felt them to be good. But
some suggest that they could still improved a proper planning & by including more need-
based training courses in program.

RECOMMENDATIONS AND SUGGESTIONS

 Training and development programmes should be innovative and updated to meet

the present technological trends.

72
 It would benefit the employees if the management includes equal number of
practical & theory sessions during the course of during.

 Continuous education & more training would further improve performance of

employees

 Training and development center should use modern teaching aids like computers
overhead projectors (OHP) mini theaters etc.

 T&D center should put emphasize on conducting classes with external faculty
preferable from IIT’S and IIMS.

 T & D center should more emphasize on health programmes.

 The organization should conduct more personality development programmes.

73
 CHAPTER-IX
BIBLIOGRAPHY

BIBLIOGRAPHY

S.NO AUTHOR NAME OF THE BOOK

1. P. SUBBA RAO : Personnel/Human resource Management.

74
2. ASWATAPPA : Human Resource Management

3. C.B.MAMORIA : Human Resource Management.

4. KOONTZ : Essentials of Management

5. DECENZO & ROBBINS : Human Resource Management

HMT PERSONNEL MANUAL

WEBSITES:
WWW.hr.com
WWW.hmt.com
WWW.hmtinternational.com
WWW.indiahmt.com

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