PROJECT REPORT ON TRAINING AND DEVELOPMENT PROCESS AT BIGBAZAR

Submitted fort the partial fulfillment of the Award Of Bachelor of Business Administration Degree From Ch. Charan Singh university, meerut (Session 2009-2012) Submitted To: MS ABHILASHA VIHAN Faculty, Management Department Submitted By: NIDHI MALIK Roll. No.9673524 BBAVIth Sem.

Department of Management College of Applied Education & Health Sciences Gangotri, Roorkee Road, Meerut (U.P.) Telefax : +91-121-2610931, 2610200, 2610033

Original Certificate

ACKNOWLEDGEMENT The satisfaction and euphoria that accompany the completion of any task would be but incomplete without the mention of people who made it possible, whose constant guidance and encouragement crowned my efforts with success I consider it a privilege to express my gratitude and respect to all those who guided me in the completion of the project I feel gratitude to Ms. Abhilasha Vihan , Meerut their generosity kindness to help me to preserve with this study I would like to thank Mr. Naresh Kumar Marketing Manager for giving me the opportunity to under go the summer training in Parag .

Table of Contents

Abstract Objectives Introduction Company Profiles Research Methodology Data Analysis Findings Limitations Conclusion Bibliography Questionnaire

ACKNOWLEDGEMENT

Training experience at Moser Baer India Limited (MBIL) was very nurturing and learning for us. All the classroom study got a practical approach and a very interactive session was added to our experience. A lot of thanks are to be given to every member of organization for their support.

I am thankful to Mr. Manoj Kumar Shekhawat, AGM-Training for introducing us to the companys each and every department and the working of company.

I am extremely thankful to our industry guide Mr. Ashok Kumar Sharma, DGMER and the whole ER six-member team Mr. Vikram Singh, Mr. Sunil Sheoran, Mr. Prem Singh Bhati, and Mr. Ashish Tripathi for all the knowledge and support provided through the whole period of training.

This project would not have materialized without help and guidance of HR department and Time office.

And special thanks to Mr. Rajiv Sahdev Sr.GM-HR for his kind support to enter such an organization.

Last but not least, we would like to show our gratitude to all the employees those who directly or indirectly help us to complete our project.

INTRODUCTION Retailing is the distribution channel function where on organisation buys products from supplying firms and manufacture the product themselves and then sell these directly to consumers. Retailer is also reseller-obtain the product from one party in order to sell to other. The term "Retailing" refers to any activity that involves a sale to an individual customer. In India, the unorganized retailing sector comprises of 96.5% while that of organized sector just 3.5% that is mainly in major metropolitan and urban areas. Indian retailing traditionally dominated by a small family run "Kirana" store. Retailing in India is the second largest untapped market after China. Professional management and strong customer focus characterize organized retailing. Concept- To woo the customer to the store retailers are providing a wide range of product, Quality, and value for money, apart from creating a memorable shopping experience. Organized retailing has made a considerable headway in product like food & groceries, clothing books, and music. Five things for the retailer1. 2. 3. 4. 5. Customer satisfaction Ability to acquire right product Product presentation Traffic building Keeping pace with technology

The leading Indian retail player are1. 2. 3. 4.

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Westside (Tata) Pantaloon Big Bazaar food bazaar(PRIL)

5. 6. 7. 8. 9. 10. 11. 12. 13.

Food world(RPG) Shopper's stop(Raheja Group) Reliance fresh Vishal mega mart Life style Ebony Hyper city Honey well Subhiksha

Different format of retail1. Mom-and-pop stores: These are generally family-owned businesses catering to small sections of society. They are small, individually run and handled retail outlets. 2. Category killers: Small specialty stores have expanded to offer a range of categories. They have widened their vision in terms of the number of categories. They are called category killers as they specialize in their fields, such as electronics (Best Buy) and sporting goods (Sport Authority). 3. Department stores: These are the general merchandise retailers offering various kinds of quality products and services. These do not offer full service category products and some carry a selective product line. K Raheja's Shoppers Stop is a good example of department stores. Other examples are Lifestyle and Westside. These stores have further categories, such as home and dcor, clothing, groceries, toys, etc. 4. Malls: These are the largest form of retail formats. They provide an ideal shopping experience by providing a mix of all kinds of products and services,

food and entertainment under one roof. Examples are Sahara Mall, TDI Mall in Delhi. 5. Specialty Stores: The retail chains, which deal in specific categories and provide deep assortment in them are specialty stores. Examples are RPG's Music World, Mumbai's bookstore Crossword, etc. 6. Discount stores: These are the stores or factory outlets that provide discount on the MRP items. They focus on mass selling and reaching economies of scale or selling the stock left after the season is over. 7. Hypermarkets/ Supermarkets: These are generally large self-service outlets, offering a variety of categories with deep assortments. These stores contribute 30% of all food and grocery organized retail sales. Example: Big Bazaar. 8. Convenience stores: They are comparatively smaller stores located near residential areas. They are open for an extended period of the day and have a limited variety of stock and convenience products. Prices are slightly higher due to the convenience given to the customers. 9. E-tailers: These are retailers that provide online facility of buying and selling products and services via Internet. They provide a picture and description of the product. A lot of such retailers are booming in the industry, as this method provides convenience and a wide variety for customer. But it does not provide a feel of the product and is sometimes not authentic. Examples are Amazon.com, eBay.com, etc. 10. Vending: Smaller products such as beverages, snacks are some the items that can be bought through vending machines. At present, it is not very common in India.

View of a retail storeTo have a clear picture and understanding of any matter it is very important to approach it from the grass root level therefore to understand retail in depth it becomes important to deal first hand with the customers to whom you shall be catering to. Moreover the retail store is the final destination of all retail operations, so it again becomes important to know the handling, operations and various dealings at the basic store level. The employees, from the sales staff to the store manager, need to be highly customer driven and have the efficiency to meet the ever rising customer expectations. How can employees meet these rising customer expectations and alongside maintain efficiency of resources. The employees need to be well informed about stock availability, reorder points, latest trends, customer expectations, competitor strategies etc. To meet such stiff competition retailers need to follow a hybrid approach which involves both standardization and customization of processes and services respectively as and when the need arises. The retail staff needs to be highly customer driven and their efforts should not be aimed at making a sale but at earning a loyal customer for it is rightly said that 80% of the sale comes from 20% of the customers. Retail is all about size. If you look at retail companies, margins are thin. So it is important to grow to such a size that even if margins improve by ten basis points, the impact on the bottom-line is large.

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Therefore the processes need to be consumer friendly and apt according to the cost reduction and revenue generation policies of the company. Though the consumer behaviour is something that is highly unpredictable it needs to be motivated continuously for the benefit of the organization and definitely the customer too.

Why retail is booming in India1. 2. Cultural habits changing people are acquiring Western look New retail format development to incorporate, Changing attitudes like Having a good time attitude driving growth of pubs, clubs, coffee bars, fast food joints etc. 3. 4. 5. 6. 7. Increasing awareness and spending on grooming and lifestyle. High disposable incomes Reduction in import tariffs, excise duty More competition leading to fall in prices Before liberalization many consumer durables were not available Government disallowed imports of most products Luxury items banned/had high import tariffs 8. Post liberalization Enhanced availability of superior quality goods at affordable prices 9. Two incidental factors Spread of cable and satellite television influencing consumer behavior.
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Changing retail scenarioDemand = Ability + willingness to spend; Market = Demand + supply

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Tag line-Is se sasta aur achha kahin nahi Different categories1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Apparel, fashion and accessories Books and magazines Camera and photo Desk top, lap top and accessories Furniture and decor Gift and credit card vouchers Health beauty and personal care Jewellory and watches Kitchen and home appliances Mobile and service provider Music and mp3 player Software cds and vcds Toys sports and video games Other miscellaneous items

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Big Bazaars Commitment Our commitment is to deliver sustained growth, through empowered people, acting with responsibility and building trust with customers. Heres I am explaining what this means:

Sustained Growth is fundamental to motivating and measuring our success. Big Bazaars quest for sustained growth stimulates innovation, places a value on results, and helps us understand whether todays actions will contribute to our future. It is about growth of people and company performance. It prioritizes making a difference and getting things done.

Empowered People means we have the freedom to act and think in ways that you feel will get the job done, while being consistent with the processes that ensure proper governance and being mindful of the rest of the companys needs. Responsibility and Trust form the foundation for healthy growth. Its about earning the confidence that other people place in us as individuals and as a company. Our responsibility means we take personal and corporate ownership for all we do, to be good stewards of the resources entrusted to us. We build trust between ourselves and customers by talking not by mouth but by our superior customer service and being committed to succeeding together. PROBLEMS OF THE ORGANIZATION 2. Service delivery / Logistics perception is weak 3. Negative Environment 4. High interest rate as compared to others housing finance institution. 5. Top management takes large amount of time to approve high value loan borrowers.
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1.4

COMPETITION INFORMATION Westside (Tata) Pantaloon Big Bazaar food bazaar(PRIL) Food world(RPG) Shopper's stop(Raheja Group) Reliance fresh Visual mega mart Life style Ebony Hyper city Honey well Subhiksha

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Purchasing, generally defined as a consumers unplanned purchase which is an important part of buyer behavior. It accounts for as much as 62% of supermarket sales and 80% of all sales in certain product categories. Though impulsive purchasing has attracted attention in consumer research. Unfortunately, there is a dearth of research on group-level determinants. This research suggests that the presence of other persons in a purchasing situation is likely to have a normative influence on the decision to make a purchase. The nature of this influence, however, depends on both perceptions of the normative expectations of the individuals who exert the influence and the motivation to comply with these expectations. Peers and family members, are the two primary sources of social influence, often have different normative expectations. Thus, it has been evaluated two factors that are likely to affect the motivation to conform to social norms: a) The inherent susceptibility to social influence and b) The structure of the group Group cohesiveness refers to the extent to which a group is attractive to its members. The theory proposed by Fishbein and Ajzen helps conceptualize these effects. This theory assumes that behavior is a multiplicative function of expectations for what others consider to be socially desirable and the motivation to comply with these expectations.

Factors affecting buying behavior of SHOPING GOODS with special reference to big Bazzar in Meerut region.There are many factors which affect Consumers Behaviour in SHOPING GOODS market but we are only analysing marketers driven factors which are: Buying

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Festival season Diwali , Holi, Christmas, Pongal Etc.

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Introduction of Indian Retail Industries:

Retail is Indias largest industry, accounting for over 10 per cent of the countrys GDP and around eight per cent of the employment. Retail industry in India is at the crossroads. It has emerged as one of the most dynamic and fast paced industries with several players entering the market. But because of the heavy initial investments required, break even is difficult to achieve and many of these players have not tasted success so far. However, the future is promising; the market is growing, government policies are becoming more favorable and emerging technologies are facilitating operations. Retailing in India is gradually inching its way toward becoming the next boom industry. The whole concept of shopping has altered in terms of format and consumer buying behavior, ushering in a revolution in shopping in India. Modern retail has entered India as seen in Sprawling shopping centers, multi-storied malls and huge complexes offer shopping, entertainment and food all under one roof. The Indian retailing sector is at an inflexion point where the growth of organized retailing and growth in the consumption by the Indian population is going to take a higher growth trajectory. The Indian population is witnessing a significant change in its demographics. A large young working population with median age of 24 years, nuclear families in urban areas, along with increasing working-women population and emerging opportunities in the services sector are going to be the key growth drivers of the organized retail sector in India.

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Retailing is the final step in the distribution of merchandise -the last link in the Supply Chain -connecting the bulk producers of commodities to the final consumers. Retailing covers diverse products such as foot apparels, consumer goods, financial services and leisure. A retailer, typically, is someone who does not effect any significant change in the product execs breaking the bulk. He/ She are also the final stock point who makes products or services available to the consumer whenever require. Hence, the value proposition a retailer offers to a consumer is easy availabilities of the desired product in the desired sizes at the desired times. In the developed countries, the retail industry has developed into a full-fledged industry where more than three-fourths of the total retail trade is done by the organized sector. Huge retail chains like Wal-Mart, Carr four Group, Sears, K-Mart, McDonalds, etc. have now replaced the individual small stores. Large retail formats, with high quality ambiance and courteous. Retailing is the interface between the producer and the individual consumer buying for personal consumption. This excludes direct interface between the manufacturer and institutional buyers such as the government and other bulk customers. A retailer is one who stocks the producers goods and is involved in the act of selling it to the individual consumer, at a margin of profit. As Such, retailing is the last link that connects the individual consumer with the manufacturing and distribution chain. Retailing is more than selling goods: Retailing consists of the sale of goods or merchandise, from a fixed location such as a department store or kiosk, in small or individual lots for direct consumption by the purchaser. Retailing is a well recognized business function which compromises making available desired product in the desired quantity at the desired time. This
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creates a time, place and form utility for the consumer. The success of retailing is highly dependent on an efficient supply chain management. A well-developed supply chain reduces wastages and transaction cost thereby reducing the cost of inventories to be maintained by the producers and the traders. A reduction in the cost of inventory management leads to a reduction in the final price to the consumer. Retailing has been identified as a thrust area for promotion of textiles, processed foods, agricultural and horticultural produce. Retail Sector can be divided into organized and unorganized sectors: Unorganized Retail: Unorganized retailing is characterized by a distorted real-estate market, poor infrastructure and inefficient upstream processes, lack of modern technology, inadequate funding and absence of skilled manpower. Therefore, there is a need to promote organized retailing.

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CHAPTER-2

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COMPANY PROFILE BIG BAZAAR AT MILANZ MALL MEERUT!

First time a Discount Hypermarket opens at a PVS Meerut Pantaloon Retail opens 2 Big Bazaars Pantaloon Retail (India) Limited, the countrys leading retailer, opens BIG BAZAARS in Meerut. The two BIG BAZAARS are located at the Wazirpur and Inderlok Metro Stations respectively. This is the first time a discount hypermarket has opened at a station and Big Bazaar is proud to be the first to offer a never-before shopping experience to the metro commuters. The national tally of BIG BAZAAR is now at 20 taking the total tally of BIG BAZAAR in NCR region to 4.Both BIG BAZAAR, PVS & BIG BAZAAR, Millanz have FOOD BAZAARS within the store. This takes the national tally of Food Bazaar to 32 and total tally of Food Bazaar in NCR to 5.

BIG BAZAAR will provide shoppers with a completely new shopping experience and make available -a range of products for every household need at never before prices Shoppers for the first time will have the widest range of products in every segment Womens Apparel, Mens Apparel, Accessories like belts and bags, Cosmetics, Gold Jewellery, Kids Wear, Stationary and Toys, Footwear,
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Plastics and Home Dcor products, Utensils & Home Appliances, Gift Articles, food and grocery items.Food Bazaar will offer services like Live Kitchen where customers can get vegetables cut and select gravies of their choice , Golden Harvest providing best quality grain, pulses & spices, Ready to cook and Hungry Kya the ready to eat food sections. In addition, regular Food Bazaar offerings of Grains and Provisions, Farm Fresh Fruits & Vegetables, Drinks & Beverages, Dairy Products, Fabric Care products, Music Cassettes and CDs, Chill Station, Home Care Products, Accessories, Kitchen Linen. On the occasion of the launch, Mr. Kishore Biyani, Managing Director, Pantaloon Retail (India) Ltd., said, We are very proud to open BIG BAZAARS in Meerut. As has been the homemakers experience across the country, the store is a support to the homemakers untiring effort of saving the maximum while giving the best to her family. Our opening of the 2 stores in Meerut after the runaway success of the other stores at Meerut & Ghaziabad shows our commitment to this region. It also reflects the love and affection the people of this region have showered on us! Living up to its motto of Is se sasta aur accha kahin nahin", all products in BIG BAZAAR will be available at prices lower than the MRP, often up to 60% discount. In addition to this, various offers, discounts and promotions will be regularly held at the store. The consumer will experience a new level of standard in price, convenience and comfort, quality, quantity, and store service levels. BIG BAZAAR in its true

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hypermarket model will offer all of the above for both leading brands as also for its private labels.

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Layout chart of Big bazaar located at Millanz

LAYOUT INDEX

1. HELP DESK 2. KIDS ACCESSORIES 3. JACKETS 4. BABA SUITS 5. LADIES TOPS 6. TRIAL ROOM 7. PILLARS USED FOR DISPLAYING INFORMATION (SIZE CHART, SECTION DESCRIPTION) 8. WOOLEN CLOTHS FOR KIDS 9. WINTER WEAR 10.KIDS CASUAL WEAR 11.KIDS JEANS AND SHORTS 12.INFANT SHIRTS AND T-SHIRTS 13.MEN ACCESSORIES SUNGLASSES, WRIST WATCHES ETC 14.SOFT TOYS 15.HOME DECORATIVE ITEMS

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16.MUSIC COUNTER 17.LADIES ETHINIC 18.LADIES WESTERN 19.LADIES FORMALS(OFFICE WEAR) 20.LADIES ACCESSORIES LINGERIES 21.LADIES PERFUMERIES 22.LADIES COSMETICS 23.LUGGAGE 24.FOOTWEAR 25.SPORTS 26.SCHEME BASED PROMOTIONAL ITEMS 27.CASH COUNTER 28.HOME FURNISHING (CURTAIN CLOTHS, CARPETS) 29.MEN FORMAL SHIRTS 30.MEN TROUSERS 31.MEN SUITS AND BLAZERS 32.MEN FABRICS 33.MEN ETHINICS

DESCRIPTION

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HELP DESK As you can see from the layout, the Help Desk is located in a place where every one has their first sight that is in front of the entrance. This shows that when a person enters in to big bazaar it can get all information about the stores of big bazaar from the person sitting in the help desk. Help Desk uses paging service as a tool for the convenience of its employees and customers.

KIDS SECTION The kids section is located just at the left corner of the entrance of big bazaar. In the kids section kids accessories like diapers, trolleys, suckers, water bottles are available in one part. Kids jackets and baba suits are available in another part. Kids casual wear (jeans and shorts) are placed in one part of it and infant shirts & t-shirts are also placed in another part. In this section the pillars are used for displaying information like size chart and section description. The apparels are available at a price of Rs59 onwards.

MENS SECTION Next to it is the mens section that is in the center. It is divided in to five parts. At one part men formal shirts are available. In other parts men trousers, suits and blazers, fabrics and ethnics are available respectively. Here the price ranges from a minimum of Rs99 to Rs899.

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LADIES SECTION Next to it is the ladies section that is in the extreme right side. The ladies section is segregated in to seven parts. Ladies section starts from ladies ethnics, ladies western wear, ladies formals (office wear), ladies accessories lingeries, ladies perfumeries, and ladies cosmetics respectively. Here the price of the apparel ranges from Rs99 to Rs1000 approx.

Promotional scheme With an add on to the above products there are various other products which are available with a promotional scheme. The various products under this scheme includes girl t-shirts, infant winter wear etc. Non-Promotional scheme There are various other products available without any promotional scheme which includes jeans, infant baba suits, infant t-shirts, kids night wear, kids salwar suits etc.

Sports Store At the extreme corner there is a sports store where various kinds of sport items are available.

Food Bazaar The food bazaar is in the 1st floor of the building. Various kinds of food items, fruits and vegetables are available there. Sitting arrangements are well made so that people can sit and take tea, coffee or snacks or any other food item and can relax.
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Cash Counter The cash counter is located just near the exit

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Product Layout Chart Ground Floor First Floor

1. Ladies Western 2. Ladies Ethnic 3. Saree and Dress Materials 4. Night wear/Lingerie 5. Boys and Girls 6. Infants 7. Toys 8. Mens Formals 9. Mens Ethnic 10.Mens Casuals 11.Mens Accessories 12.Mens Party 13.Denim and T-shirts 14.Sportswear 15.Footwear 16.Home Linen 17.Luggage 18.Sunglasses and Watches
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1. Fruits and Vegetables 2. Golden Items 3. Ready to eat 4. Ready to cook 5. Sweets and Farson 6. Spices 7. Beverage 8. Confectionaries 9. Tea and Coffee 10.Personal Cars 11.Plastics 12.Utensils 13.Crockeries 14.Appliances

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SWOT ANALYSIS

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SWOT Analysis of Big bazaar

A swot analysis is done to know the strengths, weaknesses, opportunities and threats of any company. This analysis will explain about the strengths, weaknesses, opportunities and threats of big bazaar.

Strengths of Big bazaar

Large variety option Cheap price Huge customer Base Volume sales

Weaknesses of Big bazaar

Lacks in branded products Low in product quality Unable to provide enough parking space to its customers

Threats for Big bazaar

Opening up of other discounted stores like Vishal mega mart

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 Convenience of customers to near by kirana stores Availability of products in other retail outlets

Opportunities for Big bazaar

To open up more and more number of big bazaars in different cities of the country. To grab the rural market To bring in the customers of other retail outlet by dealing with branded products. Add more products to its product category

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FUNCTIONAL DEPARTMENTS Bigbazar Company Bangalore consists of various departments Department play a vital role in the development of the company. These departments manage all operations of the company. They are as follows:

HUMAN RESOURCE DEPARTMENT ENGINEERING DEPARTMENT PRODUCTION DEPARTMENT MAINTENANCE DEPARTMENT QUALITY ASSURANCE DEPARTMENT MARKETING DEPARTMENT FINANCE DEPARTMENT

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HUMAN RESOURCE DEPARTMENT HRD functions is to satisfy the organisational needs, Selecting right persons for the right job and to manage people not only workers but also includes white collared professionals. Thus, the main objective is to maintain cordial relationship, by providing maximum welfare & thereby optimising the personal contribution for the effective functioning of the undertaking. MAJOR FUNCTIONS Planning and consolidation of manpower data and projecting same to management for approval. Recruitment, promotion. Transfer. Welfare and industrial relationship. Identify the needs & conducting training & development programs. Rewarding employees and boosting their morale. Development programs for job rotation, job enrichment etc. Grievance handling & implementing corrective actions. Updating of personnel performance records as appraised by the concerned Head of the department. Ensuring safe working conditions for personnel at work & ensure compliance of statutory of factories Act. Shakunt ELECTRIC. Recognizes its employees as the most important asset for its continued growthHRM in Bigbazar shall strive to ensure continuous organisational growth by nurturing the strengths of its employees and providing the environment and opportunity for every individual to raise to his/her highest potential. Identity and achieve his/her personal goal within the framework of organisational, societal, and national objectives.

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It shall endeavour to uphold the dignity of individuals, by making them feel proud partners in progress, through the following measures: Ensure a high degree of selectivity in recruitment of employees/trainees explicitly on the criteria of their knowledge, skills and attitudes, so as to secure super achievers and nurture them to excel in there. Impart such induction, orientation and training, as to match the individual to the task and inculcate a high sense of organisational and personal goals. Provides facilities for all round growth of the individual by training in and outside the organisation, reorientation, lateral mobility and self-development through self motivation. Groom every individual to realize his potential in all facets while contributing to attain higher organizational and personal goals. Build teams and foster team work as the primary instrument in all activities. Recognize worthy contributions in time and appropriately so as to maintain a high level of employee motivation and morale. Appraisals and promotion shall be ethical and impartial. Implement equitable, scientific and objective system of rewards, incentives and control. Contribute toward health and welfare of employees. RECRUITMENT PROCESS/PROCEDURES Vacancy from each department is analyzed and call is made for employment through the internet. The process of recruitment is as follows: Interim written test

Aptitude test

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General round

Hr interview

Analysis of technical qualification of the candidate and previous experience

Analysis of expectations of salary

Skill testing about the communication skill, leadership skill etc.

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ORGANISATIONAL CHART OF HUMAN RESOURCE DEPARTMENT UNIT CHIEF

GM (P & IR)

SR. MANAGER (Training & Development Centre)

ASST. MANAGER (Personnel & Administration functions)

CONSULTANT (AMBULANCE ADMINISTRATION) CHIEF SECURITY OFFICER (Security, vigilance, telephone exchange, reception & gardening)

ASST. MANAGER (CORP. SAFETY) Safety & Environmental Management

MANAGER (P & IR) & FACTORY

CIVIL ENGINEER ON CONTRACT

APPRENTICE TRAINING MANAGER (2)

JUNIOR SECURITY OFFICER

WELFARE OFFICERS (2) CANTEEN & TRANSPORT

TIME OFFICER TIME OFFICE ADMINISTRATION

COMPANY GUARDS

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Total number of Employees; Staff & Executives 55 Workers 100

In order to attract and retain talent, the company maintains the compensation structure on par with that of the industry. They continue to make efforts to people with an environment in which they can give their best and realize their full potential. Various hr initiatives have been taken to align the hr policies of the company with the growth projections of the company Receiving resumes from the candidates. Conducting interview. Based on performance in interview, qualification, experience candidate is selected by the company. Application for appointment to be filled by candidates. Issue probationary engagement letter to candidate and take signature of candidate on all the copies of letters having accepted the terms and appointment conditions. Entries to be made in appointment register and adult register. To give employee number to candidates. Provident fund and gratuity fund application forms are to be filled by candidate. Issue of time card and brief about punching. Issue identity badge. Obtain bank A/C number. Induction by labour welfare officer. Sent to department head for reporting.

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DAILY RATED EMPLOYEES (DRE) Workmen category paid on daily wages basis for 26 days Exclusive of Sundays in the month and also based on the attendance of the worker. In Bigbazar there 450 daily rated employees in Unit-1 in Bangalore near Govenhalli. DRE will work daily in 3 shifts First shift; 6.30 am to 2.30 pm Second shift; 2.30 pm to 10.30 pm Night shift; 10.30 pm to 6.30 am Production process will be going on 24 hours a day. Weekly once shifts will be changed to all the employees. In one shift 150-170 workers are working in Bigbazar shop floor plant. MONTHLY RATED EMPLOYEES (MRE) They are under the management category; they get salary on monthly basis. Yearly wise they get increment based on performance and experience fixed by management in Bigbazar. There are 200 monthly rated employees in Unit-1 in Bangalore. MRE will work daily in one shift. General shifts; 9.15 am to 5.15 pm TRAINEES/APPRENTICES/GOVERNMENT/COMMERCIAL TRAINEES The company gives only stipend and doesnt attract any allowance to them. LEARNERS Their wages is only for 26 days, for learning certain work for certain period of time in order to gain practical training.
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TRAINING AND DEVELOPMENT A fully fledged training centre provides training to senior executives, managers, supervisors and operators in the areas of management, marketing, technical, information technology, quality and general program in Bigbazar. Specific carer development courses are conducted at training centre such as Employee re-orientation training, customer service training, promoters training, MDPs, Retraining of operators etc. Employees are encouraged to acquire technical/management qualifications through sponsorship form premier institutions within India and abroad, they may purse PG course in areas that are useful to the organisation as well as in furthering their career. PLACEMENT: The new entrant shall be placed under the best manager in the organisation. This implies that the manager being a role model, shall himself is a top performer, have the necessary skills in inculcating the right values and attitudes in young people. The new employees shall be placed under senior e at the executive who will act as his mentor. This mentorship process will start at the probation stage and shall continue for next 5 years. AWARDS Awards are instituted by the company in the recognition of outstanding work performance, useful suggestions for the improvements, and contributions to technical/academic knowledge. PROMOTIONS Company adopts an Accelerated Promotion Schemes for fast trackers in recognition of employees performance. Systematic job rotation is carried out to nurture the all round growth of the individual through lateral mobility. This will enhance employability as well as equip the person to shoulder higher responsibilities. Job rotation is based on
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the individuals experience, personality, attitude, education and past performance, in addition to job related skills and knowledge. The individual will be assisted in developing new skills and have a greater appreciation of inter-departmental and interunit issues, thereby removing communication barriers.

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PERFORMANCE APPRAISAL It is also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, time and cost). It is a part of career development. The objective is to groom every individual to realize his potential in all facets by helping to identify and achieve his personal goals within the framework of organizational goals. This is achieved through objective assessment of performance and potential and identification of development actions to be taken in order to enhance Appraisal consists of four stages viz Self appraisal, Performance assessment, Development plan, Final evaluation and grading. Generally, the aims of a scheme are: Give feedback on performance to employees. Identify employee training needs. Document criteria used to allocate organizational rewards. Form a basis for personal decisions: salary increases, promotions, Disciplinary actions, etc Provide the opportunity for organizational diagnosis and development. Facilitate communication between employee and administrator. COUNSELING: Counselling services are provided to enhance employees competence and job satisfaction, to prepare them for future responsibilities, to establish better working relationships and to cope up with personal problems. Counselling is carried out by HRD Appraisers and professional counsellors. CAREER PLANNING This is to ensure that people of the right calibre are available to meet the present and future requirements of organization. The process identifies the necessity inputs aim at imparting technical/managerial knowledge, inter-personal skills and attitudes that will
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helping dealing with the external and internal environments. Other factors to develop potential include activities such as exposure to new functional projects.

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JOB ENRICHMENT Bigbazar follows a people centred approach to job enrichment with a view to enhance performance of employees, lending to higher job satisfaction. Job enrichment shall be supported through multi-skills operation, self inspection and operator planning function. SUCCESSION PLANNING Every manager in Shakunt organization will prepare a succession plan to all position under him, identify the persons and provide required inputs to the probable successors. In order to identify the right incumbents with high potential for all positions, concerned HOD (head of the department) and unit chief shall implement the process. HR department shall co-ordinate this activity. Succession planning and career planning shall be reviewed every 6 months in the company.

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ENGINEERING DEPARTMENT INTRODUCTION Engineering department plays a major role in giving shapes the products i.e. electric motors, generators, transformers and controllers. It is mainly concerned with designing the product according to the needs and wants of customers. Highly, technically background employees will work together to ensure maximum satisfaction to the customer. This department consists of 75 employees. They also undertake 3 comprehensive reviews of products before adding new features. Engineering department interacts usually with various departments to bring effective results to the company in the form of profits and maximize the wealth of the shareholders. The department outlays designs, drawing and sketches required by the production department and keep track of recent changes in the technology thereby diversifying the product produced by the organisation in the modern era of computation. FUNCTIONS Converting customer specification into procurable, manufacturing and evaluating product specification. Design the product. Plan and arrange of raw material, manpower and other facilities required to meet schedule. Preparing production realization timing chart for new production development. Ensuring that production is completed in time. To reduce wastages. RESEARCH AND DEVELOPMENT

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This department gives a supporting hand for engineering department by analyzing the products with respect to materials requirement, their capabilities, uses and specific functions involved in the materials and quality specifications. This department has 6 employees. Research is conducted by research group. After research is done, product development starts and done by engineering department. CHALLENGES IN ENGINEERING DEPARTMENT Coming out with positive result with lots of constraints. Adapting them to changing market. More computer oriented applications. STAGES INVOLVED IN PROCESS OF ORDERS Branch or unit will receive the orders. Combine technical information along with commercial parameters (cost, delivery date, advance to be paid etc) The order will be released on customers engineering department. Make drawings, specification saying that specified that components should have properties. A document by name BILL OF MATERIALS will be prepared which consists of chronological order of materials along with their quantity. BILL OF MATERIALS is conveyed along with drawings, datasheets like catalogues. Incoming material inspection will be done by quality control department. Stage quality inspection will be done if material is available in house. After this, materials are sent to assembly shop to form finished product. Final inspection with respect finished products is done by quality control department again verifying customers wants and meeting their requirements. After final inspection, packing and dispatching of product is done.

54

 If there is any problem in the product, service department will take care.

55

PRODUCTION DEPARTMENT Introduction: Production department is the main department in any manufacturing unit as all manufacturing activities are undertaken by this department. Production department in any industry performs the functions of converting raw materials into finished goods requires a predetermined plan so that available resources of company are used to optimum level and more wastage is reduced to the greater extent. Bigbazar has always tried to excel in what one knows the best. In the process of progress, Bigbazar has laid great emphasis to use the best technology.

MANUFACTURING SYSTEM IN Bigbazar Based on marketing departments requirement and other documents received by planning and material management department the production activity is undertaken. Based on the requirement of the production department the stamping division plans production activity.

Bigbazar has production shops which are supported by: Feeder shop Tool room Shaft line Machine shop

FEEDER SHOPS:

Shop number I, II & VI are feeder shops.

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OBJECTIVES: To explain the various function carried out in the respective shops & organizational setup.

FUNCTIONS:

Production Delivery Drawing of materials. Industrial relations. Activities of tool room (shop I & II) Activities of tool crib (shop I & II) Fixing & revision of incentives (shop VI) Processing activities.

PROCESS ACTIVITIES OF SHOP I & II Machining

Marketing Drilling Tapping Burnishing

DIC-Costing Pressing Shrinking Balancing

Sub-Assembly of

report.

PROCESS ACTIVITIES OF SHOP VI

. Chromatin process for aluminium components. . Phosphate of mid steel components. . Premier painting . Unibake painting

58

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PRODUCT SHOPS:

Shop III & V are product shops

OBJECTIVES:

To explain the various activities carried out in the respective shops & organizational setup.

FUNCTIONS

Production Delivery Drawing of materials Industrial relations Interactions Production planning & controlling

(shop V) Process activity

60

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WORKING PROCESS:

The production dept of K.E.C. unit I is divided into six different shops. These shops are inter-connected. The central planning sets the program and then the production starts. In case of standard products some specifications are mentioned, its numbers are given to each product for identification. The last stage is the dispatching of goods when all the products are assembled & they assure the quality, they are sent to painting & then to the dispatch section.

Status of production at Bigbazar.

Particulars

% of production

Out sourcing

40%

Self manufacturing

60%

Total

100%

Compiled based on Personal Interview Percentage of discount available for the company for early payment;

Days

Percentage

30

2%

60 Immediate payment

4% 5%

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Compiled based on Personal Interview;

The credit period of Bigbazar is 90 days In unit one Bigbazar is producing heavy electric motors like more then 1000

KW DC and AC motors. Raw materials are purchased based on orders from clients, For purchasing of raw materials Bigbazar is adopted JIT technique.

PROCESS OF VENDOR SELECTION IN Bigbazar LTD; Totally 130 Vendors of the company. Vendor Development Department (VDD) performs the Vendor selection process. Steps followed in Vendor selection are: Step 1: Identification of company requirements. Step 2: Search for the Vendors. Step 3: Consideration of Vendor based on Infrastructure, financial status and Good will of the Vendor Step 4: Receiving Vendor Profile (based on spare facility, financial status, his Customers, workers qualification) Step 5: Final Selection of Vendor based on 3 Trial orders. Step 6: Vendor rating as A, B, C and feedback and training. MS-Excel is used to maintain Vendor database. Telephone and E-Mail are the mode of Communication between the company and vendors. Quality standards are fixed for each product of the vendor according to Quality Assurance department.

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Rejected raw materials are returned to vendor and vendor has to bare all the cost. Vendor codes are given for financial transactions. Company selects new vendors only in the following cases: In case of increase in Production. In case of new product development- where the existing vendor fails to supply required raw materials. Misunderstandings between the company and the Vendor in payments. Company finds new vendors through the people of purchase department, Yellow Pages and through Internet.

Risks involved in Vendor selection are:

New Supplier Risk- In case of new suppliers, Vendor has to adjust for the Company standards.

Business Risk - Improper supply of quality raw materials.

Time Risk- Delay in Delivery Time of raw materials. This is the main part of Purchasing.

To reduce the risks involved in vendor selection, company considers few measures like Vendors infrastructure, good will and the employees of the vendor.

Process of Negotiation: Company is finalizing the price for raw materials. Calculation of project cost and process cost which forms working cost is calculated and finalized by Costing department.

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Based on the working cost; Negotiation process is carried out. Vendor Development Department (VDD) is carrying the Negotiation process. Before receiving the raw materials, negotiation is carried out. 5% is the profit fixed by the company on all its finished goods.

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There are two types of payment;

Direct Payment-For DC department-90 to 100 days is the payment period.

Letter of Credit-For AC department- 90 days is the payment period.

Responsibility of Production Department:

1. Creating awareness among department personnel. 2. Identification of resource requirement & provision of adequate resource. 3. Participation in design review when necessary. 4. Implementation of storage/handling instructions. 5. In-process & final product are identified. 6. Quality assurance department will be provided information by production department for traceability of products. 7. Modification to system documents to incorporate proven corrective action. 8. Handling, storage and preservation of materials and product. Storage Materials at the process stages shall be stored appropriately to prevent damages & deterioration of quality. Materials/Products/components are stored in identified locations. Customer supplied products shall be stored along with appropriate identification taking adequate care.

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MAINTENANCE DEPARTMENT Integration Through integration with other modules (for ex: materials management, production, sales and distribution, personnel management, and controlling) the data is always kept current and processes that are necessary for plant maintenance and customer service are automatically triggered in other areas (for ex: a purchase requisition for non-stock material in the material management/purchasing area).

Responsibility To attend breakdown of any machine. To ensure enough spares are available. To ensure smooth work flow. To make sure all instruments are working properly. Maintenance of the whole building. To ensure all safety material is good condition.

When there is breakdown in the company the supervisor of that section reports immediately to the maintenance department. Maintenance department immediately attend to that machine if the machine is under warranty then maintenance department solves the problem on their own. While working production supervision finds or receives message from machine operator, about the possible malfunctioning of machine completely stops. In such situation production supervisors writes the break down slips. The maintenance supervisor analyses the solution like breakdown. Technicians identify the exact failure and cause of the problem is solved and carries out the rectification work. Then to ensure that the identified problem is solved they check for trail runs of machine is handed over to the production and for completion of job on the breakdown.

QUALITY ASSURANCE DEPARTMENT

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INTRODUCTION: Quality is the fitness to end use. It is all pervasive. In this modern & competitive world each & every company is training hard to introduce quality & detect free products. K.E.C. is one such industry whose priority is not to be number one in quantity but in quality and reliability. Bigbazar tries hard to see that the quality of a product is ensured by the total investment of all workers. There are very skilled & smart employees who actively take part in quality improvement. QUALITY POLICY OF Bigbazar LTD; To continually improve the effectiveness of the Quality management system, conforming to ISO 9001:2008 Standard in design, manufacture, marketing & services at competitive prices, products of such Quality resulting in Customer Satisfaction Quality Reputation & Market Leadership. Total Quality Management Depends on: Shareholders Satisfaction Employees satisfaction Vendors satisfaction Customers satisfaction

Quality Assurance Programmer takes into account the requirements of this part can be used, after agreement between the purchaser and the manufacture, to verigy the quality of the manufacturing process.

Responsibilities of Quality Assurance Department: Achieving the quality requirement as per ISO 9001 for products manufactured. Delegation of duties to the staff along with issue, distribution and control of documents and data. Control of data prints & ensuring the same is maintained. Maintain records of products against identification and traceability. Carry out inspection/testing of products at predetermined stages.

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Ensure usage of only valid calibrated measuring instruments or equipment. Responsibility for identification, documentation, evaluation & notification to the concerned department about the non conforming product to prevent their inadvertent use. Reviewing none conforming & implementing appropriate corrective actions. Identification of appropriate statistical technique.

Inspection of Machine Before start up, the machine should be tested as detailed below for proper execution and readiness for operation: Are the bolts are tightened at the feet of the machine. Is the machine is correctly coupled to the driving/driven machine. Is the machine is correctly connected. Do the brushes move freely in the boxes of the brush holders? Is the brush rocker in labelled position? Do the winding have minimum insulation resistance? Is the machine closed circuit cooling system in order? Are the bearings is in good condition and properly. Is the armature is free to rotate. Is the fuses and other protective device is in proper condition.

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STRUCTURE OF Q/A DEPARTMENT

DEPUTY GENERAL MANAGER

SENIOR MANAGER

MANAGER

ASSISTANT ELECTRICAL MANAGER

ASSISTANT MECHANICAL MANAGER

INSPECTOR

INSPECTOR

Material Management Department functions FUNCTIONS: To exercise purchase budget control based on the material requirement. To prepare purchase order as for the procedure of company having. To plan for production item are based on the purchase requirement of MMD. To finalize the terms of purchase. Maintaining the document as per purchase of raw material. Maintaining the quality records in MMD. TO feed the materials to the production division at required delivery schedules at an economic cost. To plan and process material conforming to specification through adequate selection of sub contracts. FUNCTIONS OF QUALITY ASSURANCE DEPARTMENT:

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Incoming material inspection and testing of products received at stores as per specified purchase requirement as per documented procedures. Suppliers quality rating. Assisting coordination in disposition of non conforming products. Preparation and maintaining of quality plans. Maintaining housekeeping and safety regulation in testing areas. Conducting routine engineering test on products. Generation of reports for analysis, review and initiating corrective and preventive actions. Ensuring proper identification, inspection status of products. Customer inspection.

RESPONSIBILITY Quality objectives. Control of documents. Control of records.

RESOURCE MANAGEMENT Determination of competency. Identification of trainee.

PRODUCT REALIZATION Planning of measuring instruments requirements. Product status identification & traceability.

PREVENTION OF PRODUCT DURING INSPECTION & TESTING Calibration of measuring devices. Providing inspection/test/quality plans. Verification of purchased product/in-process and find inspection & testing.

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MEASUREMENT, ANALYSIS & IMPROVEMENT Monitoring and measurement of product. Control of non-conforming products. Analysis of product. Continual improvement. Corrective action/prevention action.

TRAINING AND DEVELOPMENT In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups inorganizational settings. It has been known by several names, including employee development, human resource development, and learning and development. Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were

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"resources" an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still widely known by the other names. Training and development encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities:

TRAINING This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development

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This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers.

The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others.

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The conflicts are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer. An innovative mind is what constitutes the difference between manufacturing and

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designing. At Bigbazar Home Fashions, this exceptional talent of thinking out of the box is given the impetus to transform ideas into creations.

We always welcome a fresh influx of designs and dreams and are looking towards enriching our team and providing a unique opportunity to fresh talent.

o Designers o Merchandisers o Production managers/executives o Industrial engineers o Textile engineers o Floor in-charges o Production supervisors o The remuneration, level and terms would be dependent on the qualifications and pertinent experience. o For designing/merchandising, preference would be given to NIFT graduates.

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IMPORTANCE OF TRAINING AND DEVELOPMENT

o OPTIMUM UTILIZATION OF HUMAN RESOURCES- Training and development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individuals goals.

o DEVELOPMENT OF HUMAN RESOURCE- Training and development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.

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o DEVELOPMENT

OF

SKILLS

OF

EMPLOYEES-

Training

and

development helps in increasing the job knowledge and skill of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.

o ORGANISATION CLIMATE.

o QUALITY.

o HEALTHY WORK-ENVIRONMENT.

o HEALTH AND SAFETY.

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METHODS OF TRAINING Training is a set of a systematic processes designed to meet learning objectives related to trainees' current or future jobs. These processes can be grouped into the following phases; needs analysis, design, development, implementation, and evaluation. The phases are sequential, with the outputs of the previous phases providing the inputs to those that follow. Figure 1 depicts the phases and their relationships. Training delivery methods consist of the techniques and materials used by trainers to structure learning experiences. Different training delivery methods are better or worse at achieving various learning objectives. During the design phase (see Figure 1) the different methods are examined to determine their appropriateness for the learning objectives. Once appropriate methods have been identified, they are applied to the training plan in the development phase. There are three categories of learning objectives: knowledge, skills, and attitudes (KSAs). Knowledge objectives are of three types: declarative, procedural, and strategic. Declarative knowledge is the person's store of factual information. Procedural knowledge is the person's understanding about how and when to apply the facts. Strategic knowledge is used for planning, monitoring, and revising goaldirected activity. Skill reflects one's proficiency at specific tasks such as operating a piece of equipment, giving a presentation, or making a business decision. Attitudes are beliefs and/or opinions about objects and events and the positive or negative affect (feelings) associated with them. Attitudes affect motivation levels, which in turn influence a person's behavior. Most training programs have learning objectives

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for knowledge, skill, and attitudes; these programs need to combine several methods into an integrated whole because no single method can do everything well. The various training delivery methods can be divided into cognitive and behavioral approaches. Cognitive methods provide information orally or in written form, demonstrate relationships among concepts, or provide the rules for how to do something. They stimulate learning through their impact on cognitive processes and are associated most closely with changes in knowledge and attitudes. The lecture, discussion, e-learning and, to some extent, case studies are cognitive methods. Though these types of methods can influence skill development, it is not their strength. Conversely, behavioral methods allow the trainee to practice behavior in a real or simulated fashion. They stimulate learning through experience and are best at skill development and attitude change. Equipment simulators, business games, role plays, the in-basket technique, behavior modeling and, to some

There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training. The various methods that come under cognitive approach are:

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LECTURE METHOD The lecture is best used for creating a general understanding of a topic. Several variations in the lecture format allow it to be more or less formal and/or interactive. In the pure lecture, communication is one wayfrom trainer to trainees. It is an extensive oral presentation of material. A good lecture begins with an introduction that lays out the purpose, the order in which topics will be covered, and ground rules about interruptions (e.g., questions and clarification). This is followed by the main body of the lecture in which information is given. The topic areas should be logically sequenced so that the content of preceding topics prepares trainees for the following topics. The lecture should conclude with a summary of the main learning points and/or conclusions. During the pure lecture trainees listen, observe, and perhaps take notes. It can be useful in situations in which a large number of people must be given a limited amount of information in a relatively short period; however, it is not effective for learning large amounts of material in a short time period. Thus, an effective lecture should not contain too many learning points. Trainees will forget information in direct proportion to the amount of information provided. Because the pure lecture provides only information, its usefulness is limited; when the only training objective is to have trainees acquire specific factual information, better learning can be achieved at less cost by putting the information into text. This allows trainees to read the material at their leisure and as often as necessary to retain the material. The only added value provided by the lecture is credibility that may be attached to the lecturer

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or the focus and emphasis provided by trainer presentation skills. Another major benefit of the lecture is that it is interactive, and that trainees can ask questions or have the presenter change the pace of the lecture if necessary. DEMONSTRATION TRAINING METHOD This method is a visual display of how something works or how to do something. As an example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more effective, demonstration method should be accompanied by the discussion or lecture method. DISCUSSION METHOD The discussion method uses two-way communication between the lecturer and the trainees to increase learning opportunities. This method uses a short lecture (20 minutes or less) to provide trainees with basic information. This is followed by a discussion among the trainees and between the trainees and the trainer that supports, reinforces, and expands upon the information presented in the short lecture. Verbal and nonverbal feedback from trainees allows the trainer to determine if the desired learning has occurred. If not, the trainer may need to spend more time on this area and/or present the information again, but in a different manner. Questioning (by trainees or the trainer) and discussions enhance learning because they provide clarification and keep trainees focused on the material. Discussions allow the trainee to be actively engaged in the content of the lecture, which improves recall and use in the future. Trainee questions demonstrate the level

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of understanding about the content of the lecture. Trainer questions stimulate thinking about the key learning points. The pure lecture is most useful when trainees lack declarative knowledge or have attitudes that conflict with the training objectives. The discussion method is more effective than the pure lecture for learning procedural and strategic knowledge because of the discussion and questioning components. If the training objective is skill improvement, neither the lecture or discussion method is appropriate. Both the lecture and discussion method are useful for changing or developing attitudes, though the discussion method is more effective. The lecture, and especially the discussion, modify employee attitudes by providing new insights, facts, and understanding. E-LEARNING Many companies have implemented e-learning, which encompasses several different types of technology assisted training, such as distance learning, computerbased training (CBT), or web-based training (WBT). Distance learning occurs when trainers and trainees are in remote locations; typically, technology is used to broadcast a trainer's lecture to many trainees in many separate locations. Distance learning provides many of the same advantages and disadvantages as the lecture method. Distance learning can be much less expensive than paying for trainees in multiple locations to travel for a lecture, but it may reduce motivation to learn because of the remoteness of the trainer.

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Computer-based training and web-based training are virtually similar. With this type of training, content is delivered through the computer, using any combination of text, video, audio, chat rooms, or interactive assessment. It can be as basic as reading text on a screen or as advanced as answering quiz questions based on a computerized video that the trainee has viewed. The difference between CBT and WBT is that, with CBT, the training program is stored on a hard-drive, a CD-ROM, or diskette. This means that it is not easy to update and may be more difficult for employees to access. Conversely, WBT is housed online through either a company's intranet or through the World Wide Web. This increases accessibility of training; employees may even be able to train from their home computers. Additionally, updates to content are quick and relatively easy. For example, if an error in the training content is found, one update on the training program housed on a server updates the content for every trainee who accesses it after that point. For a change to made to CBT, new CD-ROMs or diskettes would have to be produced. E-learning is an alternative to classroom-based training, and it can provide a number of advantages. E-learning can:

reduce trainee learning time, by allowing trainees to progress at their own pace reduce the cost of training, particularly by reducing costs associated with travel to a training location

provide instructional consistency, by offering the same training content to employees worldwide

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allow trainees to learn at their own pace thereby reducing any boredom or anxiety that may occur

provide a safe method for learning hazardous tasks with computer simulations increase access to training to learners in locations around the world E-learning is effective at developing declarative and, in particular, procedural

knowledge. It can be useful in developing some types of skills and for modifying attitudes. E-learning develops declarative knowledge through repeated presentation of facts, using a variety of formats and presentation styles. It can do an excellent job of describing when and how to apply knowledge to various situations. Procedural knowledge is developed by allowing trainees to practice applying the knowledge to various situations simulated by the software. This training delivery method is valuable because it can automatically document trainee's responses, interpret them, and provide appropriate practice modules to improve areas of weakness. Using e-learning, skill development is limited by the software's ability to mimic the trainee's job environment and context. For some situations, such as training employees in the use of word processing, spread sheet, and other computer-based software, e-learning is an appropriate choice for teaching skills. Here, the tasks and situations trainees will face on the job are easily simulated by the training software. On the other hand, it is very difficult to develop CBT software that realistically simulates interaction between two or more people or a person and an object in a dynamic environment. Other methods must be utilized for these situations.

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E-learning can be effective at developing or modifying attitudes. The factual relationships among objects and events, and the consequences of particular courses of action, can be portrayed in many ways with e-learning technology. How objects, events and their relationships are perceived can be altered by the visual and textual presented in a CBT. However, since the objects and events are simulated, rather than real, the emotional or affective side of attitudes may not be activated. In addition, there is no opportunity during e-learning to discuss attitudes with others in a setting where a trainer can monitor, direct, and reinforce the discussion to support the desired attitude(s). This may be one reason many adult learners indicate a preference for elearning to be combined with some form of instructor-based training. Trainees often prefer blended training, which is when both computer and face-to-face training are combined, and it is used by many organizations.

COMPUTER BASED TRAINING With the world-wide expansion of companies and changing technologies, the demands for knowledge and skilled employees have increased more than ever, which in turns, is putting pressure on HR department to provide training at lower costs. Many organizations are now implementing CBT as an alternative to classroom based training to accomplish those goals.

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Behavioral methods are more of giving practical training to the trainees. The various methods under behavioral approach allow the trainee to behave in real fashion. These methods are best used for skill development. The various methods that come under behavioral approach are: o GAMES AND STIMULATION o BEHAVIOR-MODELING o BUSINESS GAMES o CASE STUDIES o EQUIPMENT STIMULATORS o IN-BASKET TECHNIQUE o ROLE PLAY BEHAVIOR-MODELING: Behavior modeling is used primarily for skill building and almost always in combination with some other technique. Interpersonal skills, sales techniques, interviewee and interviewer behavior, and safety procedures are among the many types of skills that have been successfully learned using this method. While live models can be used, it is more typical to video tape the desired behavior for use in training. The steps in behavior modeling can be summarized as follows: 1. Define the key skill deficiencies 2. Provide a brief overview of relevant theory

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3. Specify key learning points and critical behaviors to watch for 4. Have an expert model the appropriate behaviors 5. Have trainees practice the appropriate behaviors in a structured role play 6. Have the trainer and other trainees provide reinforcement for appropriate imitation of the model's behavior Behavior modeling differs from role plays and games by providing the trainee with an example of what the desired behavior looks like prior to attempting the behavior. While this method is primarily behavioral, steps 2 and 3 reflect the cognitively oriented learning features of the technique. Feedback to the trainee is especially powerful when video is used to record both the model's and the trainee's performance. Through split screen devices, the performance of the model and the trainee can be shown side by side. This allows the trainee to clearly see where improvements are needed. Simulations are not good at developing declarative knowledge. Some initial level of declarative and procedural knowledge is necessary before a simulation can be used effectively. Although some knowledge development can occur in simulations, usually other methods are required for this type of learning. Simulations provide a context in which this knowledge is applied. Improving the trainees' ability to apply knowledge (i.e., facts, procedures, strategies) is the focus of simulations. Simulations do a good job of developing skills because they:

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simulate the important conditions and situations that occur on the job allow the trainee to practice the skill provide feedback about the appropriateness of their actions

Each of the different formats has particular types of skills for which they are more appropriate:

Mechanical, machine operation, and tool-usage skills are best learned through use of equipment simulators.

Business decision-making skills (both day to day and strategic), planning, and complex problem solving can be effectively learned through the use of business games.

The in-basket technique is best suited to development of strategic knowledge used in making day-to-day decisions.

Case studies are most appropriate for developing analytic skills, higher-level principles, and complex problem-solving strategies. Because trainees do not actually implement their decision/solution, its focus is more on what to do (strategic knowledge) than on how to get it done (skills).

Role plays provide a good vehicle for developing interpersonal skills and personal insight, allowing trainees to practice interacting with others and receiving feedback. They are an especially effective technique for creating

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attitude change, allowing trainees to experience their feelings about their behavior and others' reactions to it. BUSINESS GAMES: Business games attempt to reflect the way an industry, company, or functional area operates. They also reflect a set of relationships, rules, and principles derived from appropriate theory (e.g., economics, organizational behavior, etc.). Many business games represent the total organization, but some focus on the functional responsibilities of particular positions within an organization (e.g., marketing director, human resource manager). These are called functional simulations. Games that simulate entire companies or industries provide a far better understanding of the big picture. They allow trainees to see how their decisions and actions influence not only their immediate target but also areas that are related to that target. Prior to starting the game trainees are given information describing a situation and the rules for playing the game. They are then asked to play the game, usually being asked to make decisions about what to do given certain information. The trainees are then provided with feedback about the results of their decisions, and asked to make another decision. This process continues until some predefined state of the organization exists or a specified number of trials have been completed. For example, if the focus is on the financial state of a company, the game might end when the company has reached a specified profitability level or when the company must declare bankruptcy. Business games involve an element of competition, either against

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other players or against the game itself. In using them, the trainer must be careful to ensure that the learning points are the focus, rather than the competition. CASE STUDY: Case studies are most often used to simulate strategic decision-making situations, rather than the day-to-day decisions that occur in the in-basket. The trainee is first presented with a history of the situation in which a real or imaginary organization finds itself. The key elements and problems, as perceived by the organization's key decision makers, may also be provided. Case studies range from a few pages in length to more than a hundred. Trainees are asked to respond to a set of questions or objectives. Responses are typically, though not always, in written form. Longer cases require extensive analysis and assessment of the information for its relevance to the decisions being made. Some require the trainee to gather information beyond what was in the case. Once individuals have arrived at their solutions, they discuss the diagnoses and solutions that have been generated in small groups, large groups, or both. In large groups a trainer should facilitate and direct the discussion. The trainer must guide the trainees in examining the possible alternatives and consequences without actually stating what they are. Written and oral responses to the case are evaluated by the trainer. The trainer should convey that there is no single right or wrong solution to the case, but many possible solutions depending on the assumptions and interpretations made by the trainees. The value of the case approach is the trainees' application of known concepts and principles and the discovery of new ones. The solutions are not as

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important as the appropriateness with which principles are applied and the logic with which solutions are developed. EQUIPMENT SIMULATORS: Equipment simulators are mechanical devices that incorporate the same procedures, movements and/or decision processes that trainees must use with equipment back on the job. Among those trained with this method are airline pilots, air traffic controllers, military personnel, drivers, maintenance workers, telephone operators, navigators, and engineers. To be effective the simulator and how it is used must replicate, as closely as possible, the physical and psychological (time pressures, conflicting demands, etc.) aspects of the job site. To facilitate this, the equipment operators and their supervisors should be involved in the simulation design and pretesting. This reduces potential resistance to the training and, more importantly, increases the degree of fidelity between the simulation and the work setting.

IN-BASKET TECHNIQUE: The in-basket technique simulates the type of decisions that would typically be handled in a particular position such as a sales manager or operations manager It affords an opportunity to assess and/or develop decision-making skills and attitudes. To begin the exercise, trainees are given a description of their role (a current or future job) and general information about the situation. Trainees are then given a packet of materials (such as requests, complaints, memos, messages, and

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reports) which make up the in-basket. They are asked to respond to the materials within a particular time period (usually 2 to 4 hours). When the in-basket is completed, the trainer asks the trainee to identify the processes used in responding to the information and to discuss their appropriateness. The trainer provides feedback, reinforcing appropriate decisions and processes or asking the trainee to develop alternatives. A variation is to have trainees discuss their processes in a group format moderated by the trainer. Here the trainer should attempt to get the trainees to discover what worked well, what didn't and why. ROLE PLAY: The role play is a simulation of a single event or situation. Trainees who are actors in the role play are provided with a general description of the situation, a description of their roles (e.g., their objectives, emotions, and concerns) and the problem they face. Role plays differ in the amount of structure they provide to the actors. A structured role play provides trainees with a great deal of detail about the situation that has brought the characters together. It also provides in greater detail each character's attitudes, needs, opinions, and so on. Structured role plays may even provide a scripted dialog between the characters. This type of role play is used primarily to develop and practice interpersonal skills such as communication, conflict resolution, and group decision making. Spontaneous role plays are loosely constructed scenarios in which one trainee plays herself while others play people that

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the trainee has interacted with in the past (or will in the future). The objective of this type of role play is to develop insight into one's own behavior and its impact on others. How much structure is appropriate in the scenario will depend on the learning objectives. Whether structured or spontaneous, role plays may also differ based on the number of trainees involved. Single, multiple, and role-rotation formats provide for more or less participation in the role play. In a single role play, one group of trainees role plays while the rest of the trainees observe. While observing, other trainees analyze the interactions and identify learning points. This provides a single focus for trainees and allows for feedback from the trainer. This approach may cause the role players to be embarrassed at being the center of attention, leading to failure to play the roles in an appropriate manner. It also has the drawback of not permitting the role players to observe others perform the roles. Having non-trainees act out the role play may eliminate these problems, but adds some cost to the training. In a multiple role play, all trainees are formed into groups. Each group acts out the scenario simultaneously. At the conclusion, each group analyzes what happened and identifies learning points. The groups may then report a summary of their learning to the other groups, followed by a general discussion. This allows greater learning as each group will have played the roles somewhat differently. Multiple role plays allow everyone to experience the role play in a short amount of time, but may reduce the quality of feedback. The trainer will not be able to observe all groups at once, and trainees are usually reluctant to provide constructive feedback to their

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peers. In addition, trainees may not have the experience or expertise to provide effective feedback. To overcome this problem, video tapes of the role plays can be used by the trainee and/or trainer for evaluation. The role-rotation method begins as either a single or multiple role play. However, when the trainees have interacted for a period of time, the role play is stopped. Observers then discuss what has happened so far and what can be learned from it. After the discussion, the role play resumes with different trainees picking up the roles from some, or all, of the characters. Role rotation demonstrates the variety of ways the issues in the role play may be handled. Trainees who are observers are more active than in the single role play since they have already participated or know they soon will be participating. A drawback is that the progress of the role play is frequently interrupted, creating additional artificiality. Again, trainees may be inhibited from publicly critiquing the behavior of their fellow trainees.

ON-THE-JOB TRAINING: The most common method of training, on-the-job training (OJT) uses more experienced and skilled employees to train less skilled and experienced employees. OJT takes many forms and can be supplemented with classroom training. Included within OJT are the job-instruction technique, apprenticeships, coaching, and mentoring. Formal OJT programs are typically conducted by employees who can effectively use one-on-one instructional techniques and who have superior technical

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knowledge and skills. Since conducting one-on-one training is not a skill most people develop on their own, train-the-trainer training is required for OJT trainers. In addition to training the trainers, formal OJT programs should carefully develop a sequence of learning events for trainees. The formalized instructional process that is most commonly used is called the job-instruction technique. JOB-INSTRUCTION TECHNIQUE (JIT): The JIT was developed during World War II and is still one of the best techniques for implementation of OJT nearly forty years later. It focuses on skill development, although there are usually some factual and procedural-knowledge objectives as well. There are four steps in the JIT process: prepare, present, try out and follow up. Prepare. Preparation and follow up are the two areas that are most often ignored in OJT programs. Preparation should include a written breakdown of the job. Ignoring this step will prevent the trainer from seeing the job through the eyes of the trainee. When the trainer is very skilled there are many things he does on the job without thinking about them. This can result in their being overlooked in training without a systematic analysis and documentation of the job tasks prior to beginning training. Once the tasks have been documented, the trainer must prepare an instructional plan. Here, the trainer must determine what the trainee currently knows and does not know. This is the needs analysis phase of Figure 1. Interviewing the trainee, checking personnel records and previous training completed are among the many ways of

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determining what KSAs the trainee currently has. This is compared to the KSAs the trainee needs to perform the tasks. The instructional plan is then completed focusing on the trainee's KSA deficiencies. Immediately prior to the training, the trainee should be provided with an orientation to the OJT/JIT learning process. The orientation should help trainees understand their role and the role of the trainer. The importance of listening effectively and feeling comfortable asking questions should be emphasized. The trainee should become familiar with the steps in the JIT process so he or she knows what to expect and when it will occur. Present. In this stage of JIT there are four activities: tell, show, demonstrate, and explain. When telling and showing, the trainer provides an overview of the job while showing the trainee the different aspects of it. The trainer is not actually doing the job, but pointing out important items such as where levers are located, where materials are stored, and so on. The trainer then demonstrates how to do the job, explaining why it is done that particular way and emphasizing key learning points and important safety instructions. The components of the job should be covered one at a time, and in the order they would normally occur while performing the job. Try Out. The trainee should be able to explain to the trainer how to do the job prior to actually trying to do the job. This provides a safe transition from watching and listening to doing. When the trainee first tries out the job the trainer should consider any errors to be a function of the training, not the trainee's learning ability.

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When errors are made they should be used to allow the trainee to learn what not to do and why. The trainer can facilitate this by questioning the trainee about his actions and guiding him or her in identifying the correct procedures. Follow Up. During follow up the trainer should check the trainees' work often enough to prevent incorrect or bad work habits from developing. The trainer should also reassure the trainee that it is important to ask for help during these initial solo efforts. As trainees demonstrate proficiency in the job, progress checks can taper off until eventually they are eliminated. APPRENTICESHIP TRAINING: Apprenticeship training dates back to the Middle Ages, when skilled craftsmen passed on their knowledge to others as a way of preserving the guilds. Today, apprenticeship programs are partnerships between labor unions, employers, schools, and the government. They are most often found in the skilled trades and professional unions such as boiler engineers, electrical workers, pipe fitters, and carpenters. The typical apprenticeship program requires two years of on-the-job experience and about 180 hours of classroom instruction, though requirements vary. An apprentice must be able to demonstrate mastery of all required skills and knowledge before being allowed to graduate to journeyman status. This is documented through testing and certification processes. Journeymen provide the on-the-job training, while adult education centers and community colleges typically provide the classroom training.

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Formal apprenticeship programs are regulated by governmental agencies that also set standards and provide services. COACHING: Coaching is a process of providing one-on-one guidance and instruction to improve the work performance of the person being coached in a specific area. It differs from other OJT methods in that the trainee already has been working at the job for some time. Usually, coaching is directed at employees with performance deficiencies, but it can also serve as a motivational tool for those performing adequately. Typically the supervisor acts as the coach. Like the OJT trainer, the coach must be skilled both in how to perform the task(s) and how to train others to do them. The amount of time supervisors devote to coaching activities steadily increased during the 1990s and will likely represent more than 50 percent of supervisors' time by the new millennium. The coaching process, viewed from the coach's perspective, generally follows the outline below. Note the similarities between JIT and this process. 1. Understand the trainee's job, the KSAs and resources required to meet performance expectations, and the trainee's current level of performance. 2. Meet with the trainee and mutually agree on the performance objectives to be achieved. 3. Mutually arrive at a plan/schedule for achieving the performance objectives.

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4. At the work site, show the trainee how to achieve the objectives, observe the trainee's performance, then provide feedback. 5. Repeat step 4 until performance improves. MENTORING: pararing is a form of coaching in which an ongoing relationship is developed between a senior and junior employee. This technique focuses on providing the junior employee with political guidance and a clear understanding of how the organization goes about its business. Mentoring is more concerned with improving the employee's fit within the organization than improving technical aspects of performance, thus differentiating it from coaching. Generally, though not always, mentors are only provided for management-level employees.

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TRAINING AND DEVELOPMENT METHOD ADOPTED BY BIGBAZAR The training methods which are generally used in an organization are classified into two categories: 1-ON THE JOB: On the job training places the employees in an actual work situation and makes them appear to be immediately productive. It is learning by doing. For jobs, that either are difficult to simulate or can be learn quickly by watching and doing on-the job training makes sense. 2- OFF THE JOB: Off-the-job training covers a number of techniques classroom lectures, films, demonstration, case studies and other simulation exercises, and programmed instruction. The three broad heading are sub-divided below:

On-the-job training Job rotation Internship Apprenticeship Coaching

Off-the-job training Classroom lectures Film show Demonstration vestibule training Case study

Simulation Method

Business game Critical incident in basket

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Committee assignment Task force

Role playing Education T.V

sensitivity training

INPUTS IN TRAINING AND DEVELOPMENTS IN BIGBAZAR Any training and development program must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress upon decision-making and problemsolving abilities. SKILLS Training, as was stated earlier, is imparting skills to employees. A worker needs skills to operate machines, and use other equipments with least damage or scrap. This is a basic skill without which the operator will not be able to function. There is also the need for motor skills. Motor skills refer to performance of specific physical activities. These skills involve training to move various parts of ones body in response to certain external and internal stimuli. Common motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball and driving a car. Motor skills are needed for all employees from the clerk to the general manager. Employees, particularly supervisors and executives, need interpersonal skills popular known as the people skills. Interpersonal skills are needed to understand one self and others better, and act accordingly. Examples of interpersonal skills include listening, persuading, and showing an understanding of others feelings.

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EDUCATION The main purpose of Bigbazar industries is to provide education to teach theoretical concepts and develop a sense of reasoning and judgment. That any training and development program must contain an element of education is well understood by HR specialist. Any such program has university professors as resource persons to enlighten participants about theoretical knowledge of the topic proposed to be discussed. In fact organizations depute or encourage employees to do courses on a part time basis. Chief Executive Officers (CEOs) are known to attend refresher courses conducted by business schools. Education is important for managers and executives than for lower-cad reorders. DEVELOPMENT Another component of a training and development is development which is less skill oriented but stressed on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of the company. ETHICS There is need for imparting greater ethical orientation to a training and development program. There is no denial of the fact that ethics are largely ignored in businesses. Unethical practices abound in marketing, finance and production function in an organization. They are less see and talked about in the personnel function. If the production, finance and marketing personnel indulge in unethical practices the fault

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rests on the HR manager. It is his/her duty to enlighten all the employees in the organization about the need of ethical behavior.

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How Training Benefits Bigbazar industries ltd:

o Leads to improved profitability and/or more positive attitudes towards profit orientation. o Improves the job knowledge and skills at all levels of the organization o Improves the morale of the workforce. o Helps people identify with organizational goals. o Helps create a better corporate image. o Fosters authenticity, openness and trust. o Improves relationship between boss and subordinate. o Aids in organizational development. o Learns from the trainee. o Helps prepare guidelines for work. o Aids in understanding and carrying out organizational policies. o Provides information for future needs in all areas of the organization. o Organization gets more effective decision-making and problem-solving skill. o Aids in increasing productivity and/or quality of work. o Helps keep costs down in many areas, e.g. production, personnel, administration, etc. o Develops a sense of responsibility to the organization for being competent and knowledgeable. o Improves Labour-management relations.

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o Reduces outside consulting costs by utilizing competent internal consultation. o Stimulates preventive management as opposed to putting out fires. o Eliminates suboptimal behavior (such as hiding tools). o Creates an appropriate climate for growth, communication. o Aids in improving organizational communication. TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE ADVANTAGE:

BIGBAZAR derive competitive advantage from training and development. Training and development program, as was pointed out earlier, help remove performance deficiencies in employee. This is particularly true when i. The deficiency is caused by a lack of ability rather than a lack of motivation to perform, ii. The individual(s) involved have the aptitude and motivation need to learn to do the job better, and iii. Supervisors and peers are supportive of the desired behaviors. Training & Development offers competitive advantage to BIGBAZAR by removing performance deficiencies; making employees stay long; minimized accidents, scraps and damage; and meeting future employee needs. There is greater stability, flexibility, and capacity for growth in an organization. Training contributes to employee stability in at least two ways.

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Employees become efficient after undergoing training. Efficient employees contribute to the growth of the organization. Growth renders stability to the workforce. Further, trained employees tend to stay with the organization. They seldom leave the company. Training makes the employees versatile in operations. All rounders can be transferred to any job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in increased profits from year to year. Who else but well-trained employees can contribute to the prosperity of an enterprise? Accidents, scrap and damage to machinery and equipment can be avoided or minimized through training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if employees are trained well. Future needs of employees will be met through training and development program. Organizations take fresh diploma holders or graduates as apprentices or management trainees. They are absorbed after course completion. Training serves as an effective source of recruitment. Training is an investment in HR with a promise of better returns in future. In BIGBAZAR training and development pays dividends to the employee. Though no single training program yields all the benefits, the organization which devotes itself to training and development enhances its HR capabilities and strengthens its competitive edge. At the same time, the employee's personal and career goals are furthered, generally adding to his or her abilities and value to the employer.

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MORE ON TRAINING AND DEVELOPMENT: The term training and development are often used interchangeably, even though they have different connotation. In the narrow sense, training refers to the ways in which specific knowledge and skills are necessary to perform a specific job are target and learnt (Crawford, 1994). Development implies a parallel process in which people acquire more general abilities and information, but in ways that cannot always be tied directly to a particular task. According to MCfarland (1968) training is the term used to describe the process in which the skills of non managerial employer are enhanced while Development refers to the process by which managers and executives acquire skill, competence, and technical capacity for future challenges. Thus to clearly distinguish both terms better, some experts refer to training as employees training an d development as management development, or executive development. Training and development activities are an integral and important aspect of human resources management, such activities make it possible to adjust as well as enhance the skill of the workforce, from the junior cadre up to the management cadre. DETERMINATION OF TRAINING NEEDS It is agreed that determination of training need provides a good basis for planning training programme, choosing the training methods as well as course content, but the determination of the training needs analysis; task or job need

analysis as well as person needs analysis.

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ORGANISATION NEEDS ANALYSIS The organization need analysis entails a detailed examination of the short and long term objectives of the organization. This will normally include an analysis of the organization strength and weakness, percentage of the market share, quality and quantity of output.

JOB NEED ANALYSIS Task or job needs analysis entails any extensive consideration of the specific requirement of the task to be performed, the minimum acceptable standard of performance, the technical, professional, interpersonal, managerial, conceptual, analytical and diagnostic skills required to get the job done well. PERSON NEED ANALYSIS The emphasis here is on the person i:e job holder; the analysis here tries to focus on the weakness, deficiencies or the training needs of each job holder within the present and the near future. The analysis here focuses on individual strength and weakness and on what would turn the individual worker into a better performance. GENERAL METHOD FOR IDENTIFYING NEEDS Training programme should be designed as targeted at employee deficiencies or weakness for better performance, the following factors among others can be used to identify training needs.

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a. Performance appraisal reports b. Observations c. Training needs survey d. Employee suggestions e.g union. WHY THE NEED FOR TRAINING According to Banjoko (1996), perhaps a good starting point for examining the relevance of training is to ask the question; why the need for training? Every organization provides training for its employees for a number of reasons which includes; 1. To remove performance deficiencies: Employee may exhibit lack of adequate expertise in the performance of his duty and as such may require some exposure for improvement. 2. To match the employees abilities with the job performance requirement and organizational needs. Irrespective of an employees past experience, qualification, skills and knowledge, management may find variance between employees current abilities and job requirement in such instance training may be needed to fill such gaps. 3. To improve quality and quantity of work 4. To increase productivity and efficiency

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5. Sometime training may be untaken to enhance employees self-esteem, to boost employees morale and thereby improve organizational climate. 6. To induce certain behavioural charges in the employees 7. To reduce cost of production and minimize waste 8. To prevent skill obsolescence

TRAINING PROCESS

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CHARACTERISTIC OF TRAINING AND DEVELOPMENT According to Crawford (1984) and Posuw and Randolph (1978), characteristic of the two terms are in tabular form. Characteristics Primary target group professionals Usual location Pay off Application Specificity Objective Local Right way or soon Current job Narrow Improve performance Dispersed Long term Future job Broad Improve potential, capacity distant, sometimes uncertain Training Rank and File Development Managers,

Linkage to performance immediate

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OBJECTIVE OF TRAINING There are several reasons why organizations undertake training programmes. The objectives of training towards the achievement of corporate goals, according to flippo (1984), it includes. 1. To provide the initial training for new employees, professionals, technical and other skilled and semi-skilled personel (induction) 2. To train new employees without specific skills, say in form of apprenticeships training. 3. To satisfy specific manpower needs, e.g cover areas where there are difficulty recruity e.g computer programmers, tool makers, e.t.c. Such need may give birth to a training school or programme. 4. To retain employed workers to perform new jobs, i:e in technological development. 5. Training may be aimed at solving operational problems i:e reduce accident at the workplace e.g safety workshop 6. To bring supervisors and managers up to date on techniques in management. 7. To increase organizational flexibility and stability i:e ability to adjust to short run variation in volume of work and also sustain corporate effectiveness despite loss of key personnel.

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DESIGNING THE TRAINING PROGRAMMES: Once the various training needs and objectives have been well spelt out, effort is shifted to designing an appropriate training programme that will effectively correct the various deficiencies. In doing this, the training and development manager must fashion out the appropriate course for various categories of employers: a. Clerical staff b. Supervisors or foremen c. Companys drivers

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Chapter 4: Data Analysis

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RESEARCH METHODOLOGY INTRODUCTION In this chapter, attention will be focused on the collection and treatment of necessary data for conducting the study. Information will be gathered from primary and secondary sources of data using valid and reliable data collection instrument based on our research questions. RESEARCH DESIGN An explanatory research design will be adopted for this study and the aim is to show the existing relationship between the variables. This will ensure an effective gathering and analysis of data POPULATION STUDY The target population is the Nigeria Port Authority employees. The total population of the employees is about 600 in the entire complex and the research shall be limited to certain number among this lot. SAMPLE SIZE This is a subset of a population selected to meet specific objectives. An important guiding principle in selecting a sample is that it must as far as possible have the essential characteristics of the target population. For the purpose of this research and easy collection, stratified sample technique, where the population is divided into distinct strata is used, the sample size was 50 persons comparising of

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male and female, junior and senior members of staff representing 5.5% of the total workforce

DATA COLLECTION INSTRUMENT For the collection of primary data questionnaire was administered five (5) scale like questions was used in the questionnaire having a range from Strongly Agree Strongly Disagree and three sections based on the independent variables; Training and development and dependent variables; labour productivity. DATA ANALYSIS For ease of comprehension, the data collected was analyzed manually with the use of percentages, and frequency table. The responses gotten from the questionnaire, which was designed according to the research questions, formed the basis for data analysis. PRESENTATION AND ANALYSIS OF DATA In this chapter, the responses are classified accordingly to sex, marital status, educational level, job experience, age of respondent. Attempt is also made on the analysis of data gathering through the use of research instruments relevant to the research study The responses provided through the research questions and other relevant data is also analysed with the use of tables and other statistical techniques.

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DEMOGRAPHIC DATA ANALYSIS As indicated in the previous chapter, a total of 40 questionnaires were distributed and all of them were received, this number represents 5.7% of the total workforce of the organization. 8 of the respondents were females representing 20% of the sample size while the remaining 32 of the respondent were males representing 80% of the whole lot.

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DATA ANALYSIS & INTERPRETATION Q: 1 your organization considers training as a part of organizational strategy. Do you agree with this statement? Parameters Strongly Agree Agree Somewhat agree Disagree No. of respondents 25 In numbers 13 1 4 7 In percentage 52 4 16 28

Training as a part of organisation strategy

Disagree 28% Somewhat agree 16% Strongly Agree 52%

Agree 4%

INTERPRETATION: The above graph indicates that organization considers training as a part of organizational strategy. QUES 2): How many training programs will you attend in a year?

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Parameters LESS THEN 00-10 10- 20 20-40 MORE THAN 40 No. of respondents 25

In numbers 14 2 6 3

In percentage 56 8 24 12

No of training session attended in an year

56% 24% 8% LESS THEN 00-10 20-Oct 20-40 12% MORE THAN 40

INTERPRETATION: The above chart indicates that less training programs are held in the organization. QUES 3): To whom the training is given more in your organization?

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Parameters Senior staff Junior staff New staff Based on requirement No of Respondents 25

In numbers 3 5 6 13

In percentage 12 20 24 52

Trainees

Senior staff 11%

Based on requirement 48%

Junior staff 19%

New staff 22%

INTERPRETATION The above chart shows indicates that training is provided on the basis of requiretment.

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QUES 4): what are all the important barriers to training and development in your organization?

Parameters Time Money Lack of interest by staff Non availability of skill trainer No of Respondents 25

In numbers 5 6 10

In percentage 20 24 40

Barriers to training

24% 48%

Time Money Lack of interest by staff Non availability of skill trainer

28%

INTERPRETATION

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The graph indicates that the important barriers to training and development in the organization is non-availability of skilled trainers. QUES 5): Enough practice is given for us during training session? Do you agree with this statement?

Parameters Strongly agree Agree Somewhat agree Disagree No of Respondents 25

In numbers 14 2 6 3

In percentage 56 8 24 12

Satisfaction with practices during training

Disagree Somewhat agree Agree Strongly agree 8

12 24

56

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INTERPRETATION The above graph indicates that enough practice is given for employees during training sessions. QUES 6): The training session conducted in your organization is useful. Do you agree with this statement?

Parameters Strongly agree Agree Somewhat agree Disagree No of Respondents 25

In numbers 15 5 5 0

In percentage 60 20 20 0

satisfaction with usefulness of sessions

Somewhat agree 20% Agree 20% Strongly agree 60%

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INTERPRETATION The above graph indicates the training sessions conducted in the organization is useful. QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do it agree with this statement?

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Parameters Strongly agree Agree Somewhat agree Disagree No of Respondents 25

In numbers 14 6 3 2

In percentage 56 24 12 8

Appraisal as a motivation
60 50 40 30 20 10 0 Strongly agree Agree Somewhat agree Disagree

INTERPRETATION The above graph indicates employees are given appraisal in order to motivate them to attend the training. QUES 8): How well the work place of training is physically organization?

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Parameters Excellence Good Average Bad No of Respondents

In numbers 8 6 6 5

In percentage 32 24 24 20

Work place

Bad, 20

Excellence, 32

Average, 24 Good, 24

INTERPRETATION This graph indicates that the working environment of the organization is average.. QUES 9): What are the general complains about the training session?

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Parameters Take away precious time of employees Too many gaps between the sessions Training sessions are unplanned Boring and not useful No of Respondents

In numbers 4

In percentage 25

10

40

15

20

General Complains

20%

25%

Time wastage Gaps

15%

unplanned useful 40%

INTERPRETATION This graph indicates that there are too many gaps between the training sessions.

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QUES 10): Time duration given for the training period is:

Parameters Sufficient To be extended To be shortened Manageable No of Respondents

In numbers 5 10 8 2

In percentage 20 40 32 8

Time duration

40 20 0 Sufficient To be extended To be shortened

Manageable

INTERPRETATION This graph indicates the reasons for shortage of skilled manpower at workplace are lacks of support from senior staff.

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Chapter 5: Findings

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FINDINGS

BIGBAZAR considers the training and development programs as a part of strategy of the organization. The organization is less active to the training and development programs. The training is provided on the requirement of the employees. The problem faced by the organization in the training and development programs are the non-skilled trainers. Employees are given awards and rewards to attend the training programs. Training is not frequent in the organization . Senior staff is not supporting for the training programs of the subordinates The Bigbazar is a developing organization and it is leading to the success. The working environment is not up to the mark n it is average . The organizations deals in many categories in the home decors. Organization needs more Bigbazar workforce to satisfy the needs and wants of the customers . The training has to be according to the recent trends as per the requirement of the employees The company is associated with many foreign brands and actively involved in the export business. The organization have opportunity to excel as it is in the forevr developing field. The more trendy and Bigbazar practices will be followed the more demand will increase for the products.

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Textile industry is experiencing more and more turnover that is incresing in nature so ultimately the Bigbazar is beneficial . The organization requires a well designed and developed training program to motivate the employees and to incease the productivity.

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Chapter 6: Suggestions

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RECOMMENDATIONS/ SUGGESTIONS On the basis of survey through questionnaire, I hereby humbly propose my recommendation to carry out further improvement in existing training and development activities in Bigbazar Efforts for making training and development formats user friendly should be kept continued. As organization considers the training and development program as a strategical part of the organization so they must plan for the long term training programs for the employees. We found from the data analysis that the training is not provided in the organization as per the need of the employees and the frequency is less so, the training must be provided continuous basis to enhance the skills of the employees. Training should be provided to each and every level of the employees. As per the requirement as well as ,as per the preplanned schedule. Experienced trainer must be hired in order to give efficient and effective training to the employees In order to motivate employees training and development programs should be conducted.

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Time to time appraisals must be given to the employees to attend the training programs. The superiors should take part actively in the training process of junior staff it will increase the sense of belongingness in the employees and it will also lead to the perfection of the training program. All the technical aspect of the job should be properly be teach to the employees to enhance the practical aspects and to increase the effectiveness of the employees. Chapter 7: Conclusion

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CONCLUSION This study was a learning experience for me and I came to know the training and development programs in BIGBAZAR ., noida was positive in response but still more training and development is needed in BIGBAZAR so that the employees are motivated time by time and they should know their strength & weakness so that they can work on it & improve their knowledge & skills for the betterment of their organization. A competent workforce underpins the success of any organisation. It is crucial that staff possess the knowledge, skills and competencies required for optimum performance. Recognising the training, development and learning needs necessary to equip staff with the capabilities required to contribute to business success and progress their careers is therefore key. Most organisations acknowledge the importance of developing their staff, but many will admit that their provision for staff development through training and learning could be improved. Employees must work on certain as[acts to increase the production as well as self motivation like Optimum utilization of resources, development of human resources, development of skills of employees, productivity team spirit, healthy work environment, morale image profitability etc.

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In the last but not the least I conclude that all the training and development programs of company are highly effective & beneficial to the employees in giving their best contribution to their personal growth & development as well to meet the organizational objective.

Chapter 8: Bibliography

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REFERENCES

1. David A. Decenzo/Stephen P. Robins (2004) Personal Human Resource Management 2. A. Monappa (2004), Personal Management 3. Allan pepper (1999) A Handbook on Training and Development 4. www.wikipedia.org 5. www.naukrihub/training&development.com 6. Dr. sarabjit singh, Director Apeejay College of engeneering, Gurgon, India 7. Paul Lewis, William J. Rothwell, Lindamillar Aahad osan-gani 8. Department of psychology & Institute of molecular Biology 9. Lane Randole crocket 10.L.B.oio & D.A.olaninan 11.Barid, liayad, Grith Dorell, Lunderson, John 12.www.Bigbazarindustriesl.com

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Chapter 9: Appendix

ANNENXURE QUESTIONARE FOR THE MANAGEMENT : Ques 1) - Your organization considers training as a part of organizational strategy. Do you agree with this statement?

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STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE

Ques 2)- How many training programs will you attend in a year? Less than 10 10-20 20-40 More than- 40 Ques 3)- To whom the training is given more in your organization? SENIOR STAFF JUNIOR STAFF NEW STAFF BASED ON REQUIRTMENT

Ques 4)- what are all important barriers to training and development in your organization?

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Time Money Lack of interest by the staff Non-availability of skilled trainers Ques 5)- Enough practice is given for us during training session? Do you agree with this statement? JOB ROTATION EXTERNAL RATING CONFERENCE/DISCUSION 80jh PROGRAMMED INSTRUCTION QUES 6): The training session conducted in your organization is useful. Do you agree with this statement? Strongly agree Agree Somewhat agree Disagree

QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do it agree with this statement? Strongly agree Agree Somewhat agree Disagree

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QUES 8): How well the work place of training is physically organization? Excellence Good Average Bad QUES 9): What are the general complains about the training session? Take away precious time of employees Too many gaps between the sessions Training sessions are unplanned Boring and not useful QUES 10): Time duration given for the training period is: Sufficient To be extended To be shortened Manageable