Development of Employee Efficiencey

A
DISSERTATION REPORT
ON
DEVELOPMENT OF EMPLOYEE EFFICIENCEY

IN PARTIAL FULLFILLMENT FOR THE DEGREE OF
MASTERS OF BUSINESS ADMINISTRATION
BATCH (2015-18)
SUBMITTED TO : SUBMITTED BY :
MRS RITIKA SHAHDAB
BEEHIVE COLLEGE OF MANAGEMENT AND TECHNOLOGY , SELAQUI

DEHRADUN.
12
DECLARATION
I here by declare that the DISSERTAION report titled SERVICES
PROVIDED BY THE BANK This work is based on original piece of work done by
me for the fulfillment of the award of degree of Master of Business
Administration at BEEHIVE COLLGE OF ADVANCE STUDIES DEHRADUN . And
whatever information has been taken from any sources had been duly
acknowledge. I further declare that the personal data & information received
from any respondent during survey has not been shared with any one and is
used for academic purpose only.
SHAHDAB
13
ACKNOWLEDGEMENT
I have pleasure in taking the opportunity of expressing gratitude to all those

hands that have helped me directly or indirectly during the whole Research Report
project work. Through a series of efforts made by many hands behind me, this
report has been completed.
Many individuals have contributed to carry out this Research Report.
I am very thankful to my faculty guide MRS RITIKA for constant

support and encouragement as well as the valuable guidance and direction;
she has provided the information to complete my project report.
Lastly I would like to thank all of my friends and well wishers for their
valuable co operation because without their help and support I could not be able to
complete my research report successfully.
SHAHDAB
14
INDEX
TABLE OF CONTENT
CHAPTER 1 INTRODUCITON
INTRO ABOUT THE TOPIC
COMPANY PROFILE
CHAPTER 2 REVIEW OF LITERATURE
CHAPTER 3 RESEARCH METHODOLOGY
CHAPTER 4 DATA ANALYSIS AND INTERPRETATION
CHAPTER 5 FINDINGS
CHAPTER 6 CONCLUSION AND RECOMMENDATION
BIBLIOGRAPHY
ANNEXURE
15
INTRODUCTION OF ONGC
COMPANY HISTORY
1947-1960:
During the pre-independence period, the Assam oil Company in the northeastern and Atoka
oil Company in northwestern part in of the undivided India were the only oil companies
producing oil in the country, with minimal exploration input. The major part of India
sedimentary basins was deemed to be unfit for development of oil and gas resources.
After independence, the national Government realized the importance oil and gas for rapid
industrial development and its strategic role in defense. Consequently, while framing the
industrial policy statement of 1948, the development of petroleum industry in the country
was considered to be of utmost necessity.
In 1955, Government of India decided to develop the oil and natural gas resources in the
various region of the country as the part of the public Sector development. With this
objective, an oil and natural gas directorate was set up towards the end of 1955, as a
subordinate office under the then ministry of natural resources and scientific research. The
department was constituted with a nucleus of geoscientists from the Geological survey of
India.
1961-1990:
Since its inception, ONGC has been instrumental in transforming the country’s limited
upstream sector into a large viable playing field, with its activities spread throughout India
and significantly in overseas territories. In the inland areas, ONGC not found new resources
in Assam but also
16
established new oil provides in cam bay basin (Gujarat),while adding new petroliferous areas
in the
Assam-Arakan fold belt and East Belt and East coast basins (both inland and offshore).
After 1990:
The liberalized economic policy, adopted by the Government of India in July 1991, sought to
deregulate and de-license the core sector (including petroleum sector) with partial in
disinvestment
of government equity in Public Sector Undertaking and other measures. As a consequence

thereof,
ONGC was re-organized as a limited company under the company’s Act 1956, in February
1994.
After the conversion of business of the erstwhile oil and natural gas commission to
that of
Oil and Natural Gas Corporation Ltd. 1993, the government disinvested of its share though
competitive bidding. Subsequently, ONGC expanded its equity by another percent by offering
shares to its employees.
During March 1999, ONGC, India oil corporation (IOC) – a downstream giant
and gas
Authority of India ltd. (GAIL) – the only Gas marketing company, agreed to have cross
holding in
17
each other stock. This paved the way for long-term strategic alliances both for the domestic
and
overseas business opportunities in the energy value chain, amongst themselves. Consequent
to this
the government sold off 10 percent of its share holding in ONGC to IOC and 2.5 percent
GAIL.
With this, government holding in ONGC came down to 84.11 percent.
In the year 2002-03,
after taking A V Birla Group, ONGC diversified into the downstream

sector.
ONGC has also entered the global field though its subsidiary; ONGC Videsh Ltd ONGC has
made
major investment in Vietnam, Sakhalin and Sudan and earned its first hydrocarbon revenue
from
investment in Vietnam
 ONGC Group of Companies comprises of Oil and Natural Gas Corporation Limited
(ONGC - The Parent Company); ONGC Videsh Limited (OVL – a wholly owned
subsidiary of ONGC); ONGC Nile Ganga BV (ONG BV - a wholly owned subsidiary
of OVL) and Mangalore Refinery and Petrochemicals Limited (MRPL - a subsidiary
of ONGC). Oil and Natural Gas Corporation Limited (ONGC) is India's Most
Valuable Company, having a market share of above 80% in India's Crude Oil and
Natural Gas Exploration and Production. ONGC registered the highest profit among
all Indian companies at US $ 1.92 billion (Rs. 8664.4 Caror) in the year 2003-04. Its
production of Crude Oil in 2003-04 was 26.7 MMT and of Natural Gas 25.70 Billion
18
Cubic Meters. ONGC also produce Value-Added Products (VAP) like C2-C3; LPG;
Naphtha and SKO.
 ONGC Videsh Limited (OVL) is overseas arm of ONGC, engaged in Exploration &
Production Activities. It trans-nationally operates E&P Business in 10 countries,
making ONGC the biggest Indian Multinational Corporation. In recent years, it has
laid footholds in hydrocarbon acreage in various countries including Ivory Cost and
Australia. ONGC Nile Ganga BV is a wholly owned subsidiary of OVL and has
equity in producing field in Sudan.
 ONGC envisages organizing Import/International Sale of Crude Oil and Export of
Petroleum Products through Tendering Procedure for all the Group Companies.
However, it would be restricted to the Companies/ Firms/ Vendors registered with
ONGC on its approved Vendor Lists.
SWOT ANALYSIS
1. STRENGTHS
A) O.N.G.C LTD is perceived to be the leader in oil production industry.
B) O.N.G.C has a very efficient and professional management team.
C) O.N.G.C being an international company has sufficient resources and
capital to invest.
D) O.N.G.C has ISO-9001 & ISO 14001 registration.
2. WEAKNESSES
A) O.N.G.C facing difficulties to produce oil from aging reservoirs.
3. OPPURTUNITY
A) Energy utilization of buried coal resource (700 -1700M), estimated
63BT – Equivalent to 15000 BCM.
B) O.N.G.C facing difficulties to produce oil from aging reservoirs.
4. THREAT
A) Security of personnel & property especially crude oil continues to be
19
a cause of concern in certain area.
B) In some exploration Campaign Company involves high technology,
high technology, High investment and high risk.
BASIC FEATURES OF ONGC
 Company's vision & mission.
 Objectives of the company.
 Rajasthan forward base, Jodhpur.
 Major Achievement Of ONGC
 Different Working Condition.
 Oganizational setup of ONGC
 Globalization.
VISION OF ONGC
To be world class Oil & Gas Company Integrated in energy business with
dominant Indian leadership and global presence.
MISSION OF ONGC
World Class
20
Dedicated to excellence by leveraging competitive advantages in R&D and technology with
involved people.
Imbibe high standards of business ethics and organizational values.
Abiding commitment to health, safety and environment to enrich quality of Community
life
Foster a culture of trust, openness and mutual concern to make working a
Stimulating &
challenging experience for our people. Strive for customer delight through quality
products and services.
Integrated in Energy Business
Focus on domestic and international oil & gas exploration and production
business opportunities.
 Providing value linkages in other sectors of energy business.
 Creating growth opportunities and maximize shareholder value.
Dominant Indian Leadership
Retain dominant position in Indian Petroleum sector and enhance India's energy availability.
OBJECTIVES OF THE COMPANY
21
To maximize production of hydrocarbon, self reliance in technology, promoting indigenous
efforts to achieve self reliance in technology, promoting indigenous efforts to achieve in all
related equipment, material and services.
Assist in conservation of oil, more efficient use energy and development of alter
- nate source of energy.
Environmental protection
 Observe 100% safety in work.
DFFERENT WORKING CONDITION
Employee are working in different set-ups; at the drill sites where days ON/OFF
pattern is prevalent and the officers and staff 8 hours duty at base office where apart from
normal office hours some services like radio communication etc. are round the clock jobs .
The work force is approximately 200 with about 135 Officers and Remaining Staff.
22
ORGANIZATIONAL SET OF ONGC
From staff strength of 450 employees in the year 1956-57 ONGC staff from grown up to
35000 at
present.
There are about 15 broad disciplines under four main heading of
Engineering Services
Drilling Services
Geophysical services and
Administration and other support services.
Up to 1968, there was rapid advancement of individuals due to considerable
expansion of work . Thereafter, some stagnation took place in the career advancement of the
employees.
GLOBALIZATION
ONGC operations are being internationalized with a view to acquiring exploration
acreage and access to oil in other basics world over in line with the over strategy followed by
international oil companies .ONGC Videsh Limited .a subsidiary of ONGC , is managing the
overseas ventures.
23
THEORETICAL FRAMEWORK
Training is an act of increasing the knowledge and skill of an employee for doing a
particular job. It is concerned with imparting specific job related skill to the employee. The
aim of training is to develop some specific skill in an individual. It is mostly a preparation to
meet individuals’ present needs. It can thus be seen as a reactive process.
Need for training:

 To train the employees in the company culture pattern.
 To train the employee to increase his quantity and quality of output. This may involve
improvement in work methods or skills.
 To train employee for promotion to higher jobs.
 To train the bright but dronish employee in the formation of his goals. This may
involve instructions in initiative and drive.
 To train employee towards better job adjustment and high morale.
 To reduce supervision, wastage and accidents. Development of effective work habits
and methods of work should contribute towards a reduction in the accident rate, less
supervision and wastage of material.
Principles of training:
The most important objective is to create learning environment in organization so that
the member of organization continuously learns and acquires competencies. In order to make
the learning environment effective certain principles need to be followed.
Knowledge of results:
Every employee in a learning situation wants to know what is expected of him and how
well he is doing. He seeks information, appraisal and guidance about his progress and is
made uneasy by the possibility that he may be making some serious error in his behaviour
and not knowing that he is doing so. Knowledge of results affects learning in 2 ways:
 It provides the trainees basis for correcting his error
 It produces motivational effect on the trainee
24
Motivation:
A motivated worker learns better than an unmotivated one. Until the worker has
become convinced of the need of training and of the worthwhile ness of the returns the level
of motivation will be low and learning will be slow.
Reinforcement:
In order for behaviour to be acquired, modified and sustained it must be rewarded.
But reward should be distributed cautiously or discretely. Praising an inefficient and poor
learner may disappoint good trainees.
Principle of reinforcement also states that punishment is less effective than reward.
Punishment tends to fix the undesirable behaviour rather than to eliminate it. It may also
develop in the trainee a dislike for the punishment giver. However mild punishment is quite
effective if administered immediately following the incorrect response. Similarly fairy
immediate reinforcement should be provided for desirable behaviour.
Supporting climate and practice:

Practice makes a man perfect. In order that the trainee may not revert back to the old
behaviour, it is essential that he practice the new learning daily. The internal environments of
many organizations are hostile to this. Too often the trainee is not able to implement in his
work place what he has learned during the training session.
Part vs. Whole learning:

This controversial issue is concerned with whether it is more efficient to practice a
whole task all at once or whether sub tasks or component tasks should be mastered first
before integrating them into the whole task performance. In a comprehensive literature
review Naylor found that the answer to this question seemed to depend on the characteristics
of the tasks which the trainees were attempting to master. Tasks were seen to differ in
complexity (the difficulty of each of the separate task component viewed individually) and
organization (the extent to which such tasks are interrelated). Naylor then suggested the
following training principles:
Given a task of relatively high organization, as task complexity increases whole
learning becomes more efficient than part learning.
25
Given a task if relatively low organization, as task complexity increases part learning
becoming more efficient than whole.
Transfer of learning:
Transfer of learning from the training to the job would depend upon the extent to
which there are identical elements in two. Thus if the devices used in training were similar to
those on the job and there would be positive transfer of learning. This means that the trained
employee would be superior in performance on the job to an untrained individual. But if the
physical and psychological fidelities are wanting there would be negative transfer of learning.
This means that the trained would display inferior performance on the job. If incorrect work
methods are learned once, there may be considerable difficulty encountered in rejecting these
methods.
Criteria for setting training objective

 Nature and size of the group to be trained
 Roles and tasks to be coined out by the target group
 Relevance, applicability and compatibility of training to the work situation
 Existing and desired behaviour defined in terms of ratio, frequency, quality of
interaction, repetitiveness, innovations, supervision etc.,
 Operational results to be achieved through training e.g., productivity cost, down time,
creativity, turnover etc.,
 Identification of the behaviour where change is required
 Indicators to be used in determining changes from existing to the desired level in
terms of ratio and frequency.
Methods of training
On the job training:

In this method the trainee is placed on a regular job and taught the skills necessary to
perform it. The trainee learns under the guidance and supervision the superior or an
instructor. The trainee learns by observing and handling the job. Therefore it is called
learning by doing.
Several methods are used to provide on the job training e.g. Coaching, job rotation,
commitment assignments etc., A popular form of the on the job training is Job Instruction
26
Training (JIT) or step by step learning. It is widely used in the US to prepare supervisors. It
appropriate for acquisition or improvement of motor skills and routine and repetitive
operations
JIT method provides immediate feedback, permits quick correction of errors and
provides extra practice when required. But it needs skilled trainers and preparation in
advance.
Vestibule training:
In this method a training centre called vestibule is set up and actual job conditions are
duplicated or stimulated in it. Expert trainers are employed to provide training with the help
of equipment and machines which are identical with those is used at the work place.
Apprenticeship training:
In this method, theoretical instruction and practical learning are provided to trainees
in training institutes. In India the Government has established Industrial Training Institute for
this purpose. Under the apprenticeship act 1962 employers in specified industries are required
to train the prescribed number of persons in ‘designated trades’. The aim is to develop all
round craftsmen. Generally a stipend is paid during the training period. Thus it is an “earn
when you learn” scheme.
Class room training:

Under this method training is provided in company class rooms or in educational
institutions. Lectures, case studies, group discussions and audio visual aids are used to
explain knowledge and skills to the trainees. Classroom training is suitable for teaching
concepts and problem solving.
Internship training:
It is a joint of training in which educational institutions and business firms cooperate.
Selected candidates carry on regular studies for the prescribed period. They also work in
some factory or office to acquire practical knowledge and skills. This method helps to
provide a good balance between theory and practice.
Orientation training:
Induction or orientation training seeks to adjust newly appointed employees to the
work environment. Every new employee needs to be made fully familiar with his job, his
27
supervisors and sub ordinates and with the rules and regulations of the organization.
Induction training creates self confidence in the employees. It is also known as pre job
training. It is brief and informative.
Job training:
It refers to the training provided with a view to increase the knowledge and skills of
an employee for improving performance on the job. Employees may be taught the correct
methods of handling equipment and machines used in a job. Such training helps to reduce
accidents, waste and inefficiency in the performance of the job.
Safety training:
Training provided to minimize accidents and damage to machinery is known as safety
training, it involves instruction in the use of safety devices and in safety consciousness.
Promotional training:
It involves training of existing employees to enable them to perform higher level jobs.
Employees with potential are selected and they are given training before their promotion so
that they do not find it difficult to shoulder the higher responsibilities of the new positions to
which they are promoted.
Refresher training:
When existing techniques become obsolete due to the development of better
techniques, employees have to be trained in the use of new methods and techniques. With the
passage of time employees may forgot some of the methods of doing work. Refresher
training is designed to revive and refresh the knowledge and to update the skills of the
existing employees. Short term refresher courses have become popular on account of rapid
changes in technology and work methods. Refresher or re training is conducted to avoid
obsolescence of knowledge and skills.
Remedial training:
Such training is arranged to overcome the short comings in the behaviour and
performance of old employees. Some of the experienced employees might have picked up
appropriate methods and styles of working. Such employees are identified and correct work
28
methods and procedures are taught to them. Remedial training should be conducted by
psychological experts.
Process measure:
Number of training conducted against the number of trainings targeted and also the
training effectiveness.
STEPS IN TRAINING PROGRAMME:
Identify the training needs
Preparing training programmers
Preparing the learners
Implementing training programme
Performances try out
Follow up actions
29
RESEARCH OBJECTIVES
OBJECTIVES:
The objectives of the study are:
Primary:
 To analyse the effectiveness of training and to identify its impact on the trainees.
Secondary:
 To identify the training needs of employees.
 To evaluate the opinion of employees regarding training programmes offered at
Pothys Clothing (p) Limited.
 To analyse the contribution of training towards the productivity of employees.
 To ascertain the satisfaction of employees towards the training programme.
 To suggest measures to improve the effectiveness of training.
30
6.1 NEED FOR THE STUDY
Many companies go beyond training employees for specific job skills by offering
programmes of general educational content. The company’s rationale for such programmes
will benefit the company in intangible ways through a change in employees’ attitudes.
The “need” for training should be documented along with the reasons behind it. Without a
clearly defined need, an organization may not be able to determine its training effectiveness.
The major need for the programme is to evaluate the effectiveness of the training by
studying the existing training process in the company and to determine the factor like:
 Improved interpersonal skills of the workers.

 To analyse the training outcome given to the workers.
 To study the problems faced by the workers during the training period.
 To study the respondents satisfaction level before and after training.
 Ability of the workers to acquire knowledge.
31
6.2 SCOPE OF THE STUDY
Training is defined as “Organized activity aimed at imparting information and/or

instructions to improve the recipient's performance or to help him or her attain a required
level of knowledge or skill”. The term training refers to the acquisition of knowledge, skills,
and competencies as a result of the teaching of vocational or practical skills and knowledge
that relate to specific useful competencies. Training has specific goals of improving one's
capability, capacity, and performance.
Pothys Clothing's fully integrated state of the art manufacturing facility was
commissioned at Sriperumbudur near Chennai. This hi-tech factory in an area spanning six
acres laced with greenery and a lot of open space and is self sufficient in all fronts. This
facility manufactures 4,000 pieces of shirts and trousers daily.
The study covers the effectiveness of training program in Pothys Clothing Private
Limited. The effectives of the training will lead to increase in the productivity and makes
healthy organisation. In order to find out the effectiveness of training, I used 75 workers of
the company as my respondents who had undergone the training programme in the cutting
department.
Research methodology
32
A research cannot be conducted abruptly. Researcher has to proceed systematically in
the already planned direction with the help of a number of steps in sequence. To make the
research systemized the researcher has to adopt certain methods.
The methods adopted by the researcher for completing the study are called research
methodology. In other words Research Methodology is simply the plan of action for a
research which explains in detail how data is to be collected, analysed and interpreted.
Data becomes information only when a proper methodology is adopted. Thus we can
say Methodology is a tool which processes the data in to reliable information. The present
chapter attempt to highlight the research adopted in this project.
The components of the research methodology are research design, type of data, data
collection, sampling plan and statistical tools used.
6.3 RESEARCH DESIGN
A research design is purely and simply the frame work of the plan for a study that given
the collection and analysis of data. The function of the research design into ensures that the
required data are collected accurately and economically.
Descriptive research design was adopted for this study because the study is concerned
with describing the characteristics, productivity and satisfaction of training provided by the
company to the workers.
6.4 DATA COLLECTION

The sources of primary and secondary data are used for the collection of information for the
study.
Primary Data
The primary data is collected from the employees of the company with the help of
structured questionnaire and direct personal interview. The questionnaire consisted of 22
questions. It was distributed among 75 respondents.
Secondary Data
33
The secondary data about the company profile and other details were collected from
the company web site and through personal discussion with the HR manager.
6.5 SAMPLE SIZE

The sample consists of 75 employees of the company who had undergone the training
programme in the cutting department.
SAMPLE DESIGN
Simple random sampling is used where each sample has an equal chance of getting
selected and all choices are independent of each other. It gives each possible sample
combination an equal probability of being chosen.
6.6 STATISTICAL TOOLS:
The Statistical tools used here is:
a. Percentage Analysis
b. Chi-squared tests
c. Weighted Average Method
a. Percentage Analysis
Percentage refers “for every hundred”. It is used to make easy comparisons of

fractions. In the study, fractions of respondents choosing different answers are converted into
percentages and interpretations are made.
Formula:
No of respondents
% of Respondents = * 100
No of Total Respondents
b. Chi-squared tests
It is a non parametric test used most frequently to test the hypothesis. This aims at
determining whether significant difference exists among groups of data or whether
differences are due to sampling. It describes the discrepancy theory and observation. This test
is done to find the dependence of one factor over the other.
34
Formula:
X^2 = £ (O-E) ^ 2 / E
Where ‘E’ is the expected frequency

‘O’ is the observed frequency
Degree of Freedom = (r-1) (c-1)
Properties of Chi- Square:
 X^2 cannot be negative in value, it is Zero or Positive

 X^2 are not symmetrical, it is skewed to the right
 There is a different X^2 distribution for every number of degree of freedom
 For degree of freedom exceeding 30, the X^2 distribution is approximated by normal
distribution.
c. Weighted Average method
Weighted average is used when the relative importance of the items is not the same.
Different weights are assigned to different and calculation is made. The weights assigned may
be actual, or arbitrary.
Weighted average = ∑ WiDi
∑ Wi
6.7 LIMITATION OF THE STUDY
35
 Even though the respondents were available they were not willing to give their
valuable responses because they were busy with their usual work.
 Majority of respondents are hesitant in giving their responses whole heartedly.
 The opinion of the respondents may be biased.
DATA ANALYSIS AND INTERPRETATION
36
TABLE NO - 1: AGE GROUP OF EMPLOYEES
S.NO AGE NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 18 – 25 36 48
2 25 – 32 24 32
3 32 – 39 10 13
4 39 – 46 5 7
4 Above 46 - -
TOTAL 75 100
INTERPRETATION
48% are fall under the age group of 18 to 25 years, 32% are fall under the age group
of 25 to 32 years, 13% are fall under the age group of 32 to 39 years and 7% are fall under
the age group of 39 to 46 years.
CHART NO – 1
AGE GROUP OF EMPLOYEES
37
TABLE NO - 2: GENDER OF EMPLOYEES
38
S.NO GENDER NO. OF PERCENTAGE OF
1 Male 11 15
2 Female 64 85
TOTAL 75 100
INTERPRETATION
Majority of the respondents are female and 15% of the employees are male.
CHART NO – 2
39
GENDER OF EMPLOYEES
TABLE NO – 3: MARITAL STATUS OF THE EMPLOYEES
40
S.NO MARITAL STATUS NO. OF PERCENTAGE OF
1 Married 35 47
2 Unmarried 40 53
TOTAL 75 100
INTERPRETATION
53% of the respondents are unmarried and 47% of the respondents are married.
CHART NO – 3
MARITAL STATUS OF THE EMPLOYEES

41
TABLE NO – 4: EDUCATIONAL QUALIFICATION OF THE EMPLOYEES
S.NO EDUCATIONAL NO OF PERCENTAGE OF
42
QUALIFICATION RESPONDENTS RESPONDENTS
1 10 42 56
2 +2 26 35
3 Diploma 7 9
4 Degree - 0
5 Others - 0
TOTAL 75 100
INTERPRETATION
56% of the respondents are 10th standard qualified and 35% have studied 12 th
standard.
CHART NO – 4
EDUCATIONAL QUALIFICATION OF THE EMPLOYEES
43
TABLE NO – 5: EXPERIENCE OF EMPLOYEES
S.NO EXPERIENCE NO OF PERCENTAGE OF

44
1 Less than 1 year 26 35
2 1 – 2 years 22 29
3 2 – 3 years 14 19
4 3 – 4 years 9 12
5 Above 4 years 4 5
TOTAL 75 100
INTERPRETATION
35% of the employees are less than 1 year experienced, 29% are 1 to 2 years
experienced, 19% are 2 to 3 years experienced, 12% are 3 to 4 years experienced and 5% are
above 4 years.
CHART NO – 5
EXPERIENCE OF EMPLOYEES
45
TABLE NO – 6: INCOME OF THE EMPLOYEES
S.NO INCOME NO OF PERCENTAGE OF

1 Below 3000rs 20 27
46
2 3000rs – 3500rs 37 49
3 3500rs – 4000rs 11 15
4 Above 4000rs 7 9
TOTAL 75 100
INTERPRETATION
49% of the employees earn between Rs.3000 and Rs.3500, followed by respondents
who earn below Rs.3000. 15% of the respondents earn between Rs.3000 and Rs.4000 and
only 9% of the respondents earn above Rs.4000.
CHART NO – 6
INCOME OF THE EMPLOYEES
47
TABLE NO – 7: ATTENDING TRAINING PROGRAM
S.NO OPTIONS NO OF PERCENTAGE OF

1 Yes 75 100
2 No - 0
48
TOTAL 75 100
INTERPRETATION
All the employees have attended the training program in the organization.
CHART NO – 7
ATTENDING TRAINING PROGRAM
49
TABLE NO – 8: PERSON CONDUCTING TRAINING PROGRAM

1 Internal resource 45 60
person
2 External resource 21 28
person
50
3 Both 9 12
TOTAL 75 100
INTERPRETATION
60% of the employees say that training is conducted by internal resource person, 28%
says that training is conducted by external resource person and 12% says that training is
conducted by both internal and external persons.
CHART NO – 8
PERSON CONDUCTING TRAINING PROGRAM
51
TABLE NO – 9: OPPORTUNITY TO LEARN FROM TRAINING PROGRAM

1 Strongly agree 54 72
2 Agree 13 17
52
3 Neither agree nor 8 11
disagree
4 Disagree - 0
5 Strongly disagree - 0
TOTAL 75 100
INTERPRETATION
72% of the employees strongly agree that training is an excellent opportunity to learn,
17% agree that training is an excellent opportunity to learn and 11% neither agree nor
disagree that training is an excellent opportunity to learn.
CHART NO – 9
OPPORTUNITY TO LEARN FROM TRAINING PROGRAM
53
TABLE NO – 10: WHETHER TRAINING CONTENT MATCHES JOB PROFILE

1 Yes 75 100
2 No 0 -
54
TOTAL 75 100
INTERPRETATION
All the respondents feel that training contents match job requirements.
CHART NO – 10
WHETHER TRAINING CONTENT MATCHES JOB PROFILE
55
TABLE NO – 11: FREQUENCY OF ORGANISING TRAINING PROGRAM

1 Once in a year 48 64
2 Six months 27 36
56
3 Three months - 0
4 One month - 0
TOTAL 75 100
INTERPRETATION
64% of the employees say that training program is conducted once in a year and 36%
of the employees say that training program is conducted in six months.
CHART NO – 11
FREQUENCY OF ORGANISING TRAINING PROGRAM
57
TABLE NO – 12: LEVEL OF SATISFACTION TOWARDS DURATION OF
TRAINING PROGRAM

1 Highly satisfied 37 49
58
2 Satisfied 21 28
3 Neither satisfied nor 6 8

dissatisfied
4 Dissatisfied 11 15
5 Highly dissatisfied - 0
TOTAL 75 100
INTERPRETATION
49% of the employees are highly satisfied with the duration of the training program,
28% of the employees are satisfied with the duration of the training program, 8% are neither
satisfied nor dissatisfied with the duration of the training program and 15% are dissatisfied
with the duration of the training program.
CHART NO – 12
LEVEL OF SATISFACTION TOWARDS DURATION OF TRAINING PROGRAM
59
TABLE NO – 13: RESPONSE TOWARDS BENEFIT OF TRAINING PROGRAM

1 Organisation 23 31
2 Employee 35 47
3 Both 17 23
60
TOTAL 75 100
INTERPRETATION
31% say that training is for the benefit of organization, 47% say that training is for the
benefit of employee and 23% say that training is for the benefit of both.
CHART NO – 13
RESPONSE TOWARDS BENEFIT OF TRAINING PROGRAM
61
TABLE NO – 14: PURPOSE OF GIVING TRAINING

1 Employee 28 37
62
TOTAL 75 100
INTERPRETATION
37% feel that training is given according to employees need and 63% feel that training
is given according to organizations need.
CHART NO – 14
PURPOSE OF GIVING TRAINING
63
TABLE NO – 15: THE COMPETENCE OF RESOURCE PERSON FOR THE
TRAINING PROGRAM

64
1 Yes 63 84
2 No 12 16
TOTAL 75 100
INTERPRETATION
84% says that competent person handle training sessions and 16% says that competent
person doesn’t handle training sessions.
CHART NO – 15
THE COMPETENCE OF RESOURCE PERSON FOR THE TRAINING PROGRAM
65
TABLE NO – 16: REASON FOR PROVIDING TRAINING

1 To develop skills in 49 65
current job
2 Future development 26 35
66
TOTAL 75 100
INTERPRETATION
65% of the employees say that training is provided to develop skills in current job and
35% says that training is provided for future development.
CHART NO – 16
REASON FOR PROVIDING TRAINING
67
TABLE NO -17: GIVEN ENOUGH PRACTICE DURING TRAINING

2 Agree 29 39
68
3 Neutral 10 13
4 Disagree 5 7
TOTAL 75 100
INTERPRETATION
41% says that enough practice is given during the training session, 39% says that
enough practice is given during the training session, 13% says that enough practice is given
during the training session and 7% says that enough practice is given during the training
session.
CHART NO – 17
GIVEN ENOUGH PRACTICE DURING TRAINING
69
TABLE NO -18: THE AVAILABILITY OF TRAINING MATERIALS

1 Yes 75 100
2 No - 0
70
TOTAL 75 100
INTERPRETATION
All the respondents say that they are provided with sufficient training materials.
CHART NO -18
THE AVAILABILITY OF TRAINING MATERIALS
71
TABLE NO – 19: IMPROVING THE SKILL DUE TO TRAINING PROGRAM

1 Yes 75 100
72
2 No - 0
TOTAL 75 100
INTERPRETATION
All employees say that training helps them in improving their skill.
CHART NO – 19
IMPROVING THE SKILL DUE TO TRAINING PROGRAM
73
TABLE NO -20: THE LEVEL OF INVOLVEMENT IN TRAINING PROGRAM

1 Very high 38 51
74
2 High 28 37
3 Moderate 9 12
4 Low - 0
5 Very low - 0
TOTAL 75 100
INTERPRETATION
51% had high involvement in training, 37% had high involvement in training and
12% had moderate involvement in training.
CHART NO – 20
THE LEVEL OF INVOLVEMENT IN TRAINING PROGRAM
75
TABLE NO – 21: SATISFACTION LEVEL OF INFRASTRUCTURE FACILITIES

2 Satisfied 13 17
76
dissatisfied
4 Dissatisfied - 0
TOTAL 75 100
INTERPRETATION
76% are highly satisfied with the infrastructure of training programme, 17% are
satisfied with the infrastructure of training programme and 7% are neither satisfied nor
dissatisfied with the infrastructure of training programme.
CHART NO – 21
SATISFACTION LEVEL OF INFRASTRUCTURE FACILITIES
77
TABLE NO -22: PRACTICAL SESSION HELD IN TRAINING PROGRAMME

1 Yes 75 100
2 No - 0
78
TOTAL 75 100
INTERPRETATION
100% of employees said that there are real time practices and practical session
held in the training.
CHART NO – 22
PRACTICAL SESSION HELD IN TRAINING PROGRAMME
79
TABLE NO – 23: RELATIONSHIP OF TRAINING AND PRODUCTIVITY

1 Yes 69 92
2 No 6 8
80
TOTAL 75 100
INTERPRETATION
92% says that productivity increases after training sessions and 8% says that
productivity doesn’t increases after training session.
CHART NO – 23
RELATIONSHIP OF TRAINING AND PRODUCTIVITY
81
TABLE NO – 24: PARTICIPATION LEVEL DURING TRAINING SESSIONS

1 Yes 67 89
82
2 No 8 11
TOTAL 75 100
INTERPRETATION
89% says that they are allowed to participate and implement their ideas during
training session and 11% says they are not allowed to participate and implement their ideas
during training session.
CHART NO – 24
PARTICIPATION LEVEL DURING TRAINING SESSIONS

83
TABLE NO -25: LEVEL OF FEEDBACK RECEIVED

1 Yes 67 89
84
2 No 8 11
TOTAL 75 100
INTERPRETATION
89% says that feedback is received after training sessions and 11% says that feedback
is not received after training sessions.
CHART NO – 25
LEVEL OF FEEDBACK RECEIVED
85
TABLE NO – 26: THE OVERALL SATISFACTION OF TRAINING PROGRAMME

1 Excellent 48 64
86
2 Good 14 19
3 Neutral 5 6
4 Average 8 11
5 Bad - 0
TOTAL 75 100
INTERPRETATION
64% says excellent about the overall satisfaction of training programme, 19% says
well about the overall satisfaction of training programme, 7% says neutral about the overall
satisfaction of training programme and 11% says average about the overall satisfaction of
training programme.
CHART NO – 26
THE OVERALL SATISFACTION OF TRAINING PROGRAMME
87
TABLE NO – 27: OPINION ABOUT THE IMPACT OF TRAINING

1 Improvement is 46 62
88
technical skill
2 Can able to achieve 19 25

targets
3 Deduction of errors 10 13
in work
TOTAL 75 100
INTERPRETATION
62% of employees said that training improve the technical skill. And 25% of
employees said that training can able to achieve targets. And the remaining 13% said that
training helps to deduct errors in work.
CHART NO – 27
OPINION ABOUT THE IMPACT OF TRAINING
89
TABLE NO – 28: STEP TO IMPROVE THE TRAINING IN EFFECTIVE MANNER

1 Clear defined 28 37
training policy
90
2 Well defined training 10 13
objective and scope
3 Effective training 6 8
periods
4 Good Practice and 26 35

feedback
5 Self Development 5 7
TOTAL 75 100
INTERPRETATION
37% of the employees say that training is effective by clearly defined the training
policy, 13% of employees are well defined the training objective and scope, 8% are well
effective training periods, 35% are good practice and feed back and 7% of employees are to
improve the self development programs.
CHART NO – 28
STEPS TO IMPROVE THE TRAINING IN EFFECTIVE MANNER
91
CHI SQUARE ANALYSIS
NULL HYPOTHESIS:
HO: There is no significant relationship between the gender and training needs.
ALTERNATE HYPOTHESIS:
H1: There is significant relationship between gender and training needs.
92
TABLE NO – 6.6.1 Employee perceptions on the training needs
Training content Gender
Male Female
TOTAL
Employee 6 22 43
Organisation 5 42 32
TOTAL 11 64 75
Calculation of chi square
O E (O-E) (O-E)2 (O-E)2/E
6 4.106 1.894 3.587 0.873
22 23.89 -1.89 3.572 0.149
5 6.89 -1.89 3.572 0.518
42 40.10 1.893 3.583 0.089
TOTAL 1.163
Degree of freedom = (r-1) (c-1) = (2-1) (2-1) = 1
Level of significance: 5%
Calculated value = 1.163
Tabulated value = 3.84
Conclusion:
93
Since CV < TV, we accept null hypothesis and hence there is no significant
relationship between the gender and training needs.
CHI SQUARE ANALYSIS

NULL HYPOTHESIS:
HO: There is no significant relationship between gender and providing training program.
ALTERNATE HYPOTHESIS:
H1: There is significant relationship between gender and providing training program.
TABLE NO – 6.6.2 Employee perceptions on reason for providing training program

94
Providing training Gender
program Male Female
TOTAL
To develop skills in 6 43 49
current job
Future development 5 21 26
TOTAL 11 64 75
Calculation of chi square
O E (O-E) (O-E)2 (O-E)2/E
6 7.19 -1.19 1.41 0.196
43 41.81 1.19 1.41 0.034
5 3.81 1.19 1.41 0.370
21 22.19 -1.193 1.41 0.089
TOTAL 0.689
Degree of freedom = (r-1) (c-1) = (2-1) (2-1) = 1
Level of significance: 5%
Calculated value = 0.689
Tabulated value = 3.84
Conclusion:
Since CV < TV, we accept null hypothesis and hence there is no significant
relationship between the gender and providing training program.
95
WEIGHTED AVERAGE
TABLE NO – 6.6.3 Overall satisfaction of the training program
Reasons Excellent Good Neutral Average Poor weighted

average
(5) (4) (3) (2) (1)
Overall 48 14 5 8 0 4.36
satisfaction
Formula:
Weighted average = (X1*W1)+(X2*W2)+……….+(Xn*Wn)
96
N
= 327/75
= 4.36
~4
Conclusion:
Most of the employees say that the overall satisfaction of the training programme is
good.
WEIGHTED AVERAGE
TABLE NO – 6.6.4 Opportunity to learn from training program
Weightage SA A N SDA DA weighted

average
(5) (4) (3) (2) (1)
Opportunity 54 13 8 0 0 4.61
to learn
Formula:
97
N
= 346/75
= 4.61
~5
Conclusion:
Most of the employees are strongly agree that training is an opportunity to learn.
WEIGHTED AVERAGE
TABLE NO – 6.6.5 Enough practice during training program
Weightage SA A N SDA DA weighted

average
(5) (4) (3) (2) (1)
Enough 31 29 10 5 0 4.15
practice
during
training
Formula:
98
= 311/75
= 4.15
~4
Conclusion:
Most of the employees agree that enough practice is given to them during the training
program.
FINDINGS
 Among 75 respondents, most of them are in the age group of 18 – 25.
 Majority of the respondents are female and most of them are unmarried.
 None of the respondents are diploma holders or graduates.
 Most of the employees working in this organization have experience of less than 1
year and 49% of the respondents earn between Rs.3000 and Rs.3500.
 All the employees have attended the training program in Pothys Clothing (p) Limited.
 Majority of the employees agree that training is necessary and they strongly agree that
training is an opportunity to learn.
 Majority of the employees have stated that the duration of the training programme is
satisfactory and the training content matches the job requirements.
99
 The employees have very well understood that training is for the benefit of
candidates.
 Most of the employees feel that training is given according to organizations need and
says that competent resource person handled training sessions.
 Majority of the employees say that training is provided to develop skills in current job
and enough practice and sufficient training material is given during the training
session.
 Most of the employees feel that training improve their skill and they had high
involvement in training.
 Almost all the employees have stated that training leads to increase in productivity.
 Few of the employees feel that they are not allowed to participate and implement their
ideas during training sessions.
 All the employees have told that feedback is always received after training sessions
held by the Pothys Clothing (P) Limited.
 Majority of the employees have stated that the infrastructure of the training is too
good and also the overall training performance is good.
 Most of the respondents say that they are highly satisfied with the level of satisfaction
towards duration of training program conducted by Pothys Clothing (P) Limited.
 Majority of the respondents have stated that the overall satisfaction of the training
programme is excellent.
100
SUGGESTIONS & RECOMMENDATIONS
 First-of-all the company should make aware of the training policies to all employees
irrespective of the category.
 The employees should be made to realize that training is for their benefit and also its
Importance.
 Training should be given according to the needs of the employees and they must be
permitted to participate in determining the training needs.
 The number of training programmes will be effective if it is handled by external
faculty members.
101
 The duration of the training program should be according to the convenience of the
employees.
 All employees should be given a chance to let their opinions open and the best of it
shall be implemented.
 Training may motivate the employees to get higher production for employers and
higher incentives for employees.
 Training programmes should be still motivational to achieve 100% effectiveness.
CONCLUSION
The employees are highly satisfied with the training system of Pothys Clothing (P)
Limited. The study also reveals that the training programmes are evaluated and the
employees participate in programmes with high enthusiasm and readiness to implement it in
their work.
The study reveals that the training programmes are really effective and directed
towards the objectives. The number of training programmes and their duration will be more
effective if it is increased.
102
The company is making continuous effort to update the knowledge and skills of
employees. The suggestions already given may be implemented then it will have the positive
impact and beneficial both for the company and employees.
QUESTIONNAIRE
1. EDUCATIONAL QUALIFICATION OF THE EMPLOYEES
S.NO EDUCATIONAL NO OF PERCENTAGE OF

QUALIFICATION RESPONDENTS RESPONDENTS
1 10 42 56
2 +2 26 35
3 Diploma 7 9
4 Degree - 0
5 Others - 0
TOTAL 75 100
103
2. TABLE NO – 5: EXPERIENCE OF EMPLOYEES
S.NO EXPERIENCE NO OF PERCENTAGE OF

1 Less than 1 year 26 35
2 1 – 2 years 22 29
3 2 – 3 years 14 19
4 3 – 4 years 9 12
5 Above 4 years 4 5
TOTAL 75 100
TABLE NO – 6: INCOME OF THE EMPLOYEES
S.NO INCOME NO OF PERCENTAGE OF

1 Below 3000rs 20 27
2 3000rs – 3500rs 37 49
3 3500rs – 4000rs 11 15
4 Above 4000rs 7 9
TOTAL 75 100
TABLE NO – 7: ATTENDING TRAINING PROGRAM
104
1 Yes 75 100
2 No - 0
TOTAL 75 100
TABLE NO – 8: PERSON CONDUCTING TRAINING PROGRAM

1 Internal resource 45 60
person
2 External resource 21 28
person
3 Both 9 12
TOTAL 75 100
TABLE NO – 9: OPPORTUNITY TO LEARN FROM TRAINING PROGRAM

2 Agree 13 17
3 Neither agree nor 8 11

105
disagree
4 Disagree - 0
TOTAL 75 100
106
TABLE NO – 10: WHETHER TRAINING CONTENT MATCHES JOB PROFILE

1 Yes 75 100
2 No 0 -
TOTAL 75 100
TABLE NO – 11: FREQUENCY OF ORGANISING TRAINING PROGRAM

1 Once in a year 48 64
2 Six months 27 36
3 Three months - 0
4 One month - 0
TOTAL 75 100
107
TABLE NO – 12: LEVEL OF SATISFACTION TOWARDS DURATION OF
TRAINING PROGRAM

2 Satisfied 21 28

dissatisfied
4 Dissatisfied 11 15
TOTAL 75 100
108
TABLE NO – 13: RESPONSE TOWARDS BENEFIT OF TRAINING PROGRAM

2 Employee 35 47
3 Both 17 23
TOTAL 75 100
TABLE NO – 14: PURPOSE OF GIVING TRAINING

1 Employee 28 37
TOTAL 75 100
109

Development of Employee Efficiencey

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DEVELOPMENT OF EMPLOYEE EFFICIENCEY

MASTERS OF BUSINESS ADMINISTRATION

BEEHIVE COLLEGE OF MANAGEMENT AND TECHNOLOGY , SELAQUI

I here by declare that the DISSERTAION report titled SERVICES

me for the fulfillment of the award of degree of Master of Business

Administration at BEEHIVE COLLGE OF ADVANCE STUDIES DEHRADUN . And

used for academic purpose only.

I have pleasure in taking the opportunity of expressing gratitude to all those

Many individuals have contributed to carry out this Research Report.

I am very thankful to my faculty guide MRS RITIKA for constant

INTRO ABOUT THE TOPIC

CHAPTER 2 REVIEW OF LITERATURE

CHAPTER 3 RESEARCH METHODOLOGY

CHAPTER 4 DATA ANALYSIS AND INTERPRETATION

CHAPTER 6 CONCLUSION AND RECOMMENDATION

of government equity in Public Sector Undertaking and other measures. As a consequence

shares to its employees.

With this, government holding in ONGC came down to 84.11 percent.

In the year 2002-03,

after taking A V Birla Group, ONGC diversified into the downstream

A) O.N.G.C LTD is perceived to be the leader in oil production industry.

B) O.N.G.C has a very efficient and professional management team.

C) O.N.G.C being an international company has sufficient resources and

D) O.N.G.C has ISO-9001 & ISO 14001 registration.

A) O.N.G.C facing difficulties to produce oil from aging reservoirs.

A) Energy utilization of buried coal resource (700 -1700M), estimated

63BT – Equivalent to 15000 BCM.

B) O.N.G.C facing difficulties to produce oil from aging reservoirs.

A) Security of personnel & property especially crude oil continues to be

B) In some exploration Campaign Company involves high technology,

high technology, High investment and high risk.

BASIC FEATURES OF ONGC

 Company's vision & mission.

 Objectives of the company.

 Rajasthan forward base, Jodhpur.

 Major Achievement Of ONGC

 Different Working Condition.

 Oganizational setup of ONGC

dominant Indian leadership and global presence.

Imbibe high standards of business ethics and organizational values.

Foster a culture of trust, openness and mutual concern to make working a

products and services.

Integrated in Energy Business

 Providing value linkages in other sectors of energy business.

 Creating growth opportunities and maximize shareholder value.

Dominant Indian Leadership

OBJECTIVES OF THE COMPANY

related equipment, material and services.

- nate source of energy.

 Observe 100% safety in work.

DFFERENT WORKING CONDITION

There are about 15 broad disciplines under four main heading of

Geophysical services and

Administration and other support services.

Up to 1968, there was rapid advancement of individuals due to considerable

ONGC operations are being internationalized with a view to acquiring exploration

Need for training:

Supporting climate and practice:

Part vs. Whole learning:

Criteria for setting training objective

On the job training:

Class room training: