Master of business Administration

Summer Internship Project Report on Panchnath Auto pvt. Ltd. (PAL Auto)

Training & development, performance appraisal

Submitted to,

(I.S.M) International School of management, Ahmedabad, India April - MAY- 2010

Guided By,

Submitted by, Dadhaniya Kinjal K.

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Mr. Amit Trivedi

INDEX
COVER PAGE CERTIFICATE PREFACE ACKNOWLEDGEMENT 1. GENERAL INFORMATION 2. INTRODUCTION TO THE COMPANY 3. INTRODUCTION HUMAN RESORCE MANAGEMENT 4. INFORMATION TRAINING & DEVELOPMENT 5. INFORMATION PERFORMANCE & APPRAISAL 6. CONCLUSION 7. BIBLIOGRAPHY

GENERAL INFORMATION INDEX

SR NO. 1 2 3 4 5 6 7 8 9 10 11

PARTICULAR Name and Address of the company Introduction History & development of the unit Present Managing body Size of unit Organization structure Manufacturing Process Types of Product Time-keeping system Welfare Services Contribution of the unit to the industry

In order to develop management skill & as part of academic studies in MBA. I have to go through industrial training to develop my management skill & to increase my knowledge. Industrial training plays a crucial role to delve the practical view of student & also aware them about each them about each every problem of the company & solutions which are by the company & opportunities &situation in front of company. In relation of this industrial training, I have visited Panchnath auto pvt ltd. In Duration of training period, I have paid my full attention on all the department of the company .i.e. production department, HR department.

No endeavor is complete without acknowledging those who have helped to male this project a success. As such we would like to thank all those who have helped me to complete this project. It was, indeed, very prestigious for me to undertake my summer Training at the Panchnath Auto pvt Ltd., shaper.. To begin with, I would like to express my sense of gratitude to Pal Auto pvt. Ltd. for providing me with an opportunity to do my summer Training at their esteemed organization. What I have done today to make me feel proud, It is the result of the opportunity that given to me by the International school of Management who brought me the knowledge of real Management from far beyond of my access. This Project is also the Result of many experiences I have encountered in different sources and with remarkable individuals whom we also wish to acknowledge. I am very thankful to Mr.Amit Trivedi (HR manager), for giving me the support, co-operation & the necessary help required for the successful completion of this project.

NAME OF THE COMPANY PANCHNATH AUTO PVT LTD.

ADDRESS OF THE COMPANY

Survey No.287/1, Shapar village Road National Highway 8-B. Shapar (Veraval). Ta.Kotda.

Phone :+91 2827 252665 Dist Rajkot-360024 India Fax:+91 2827 252746 Email: inquiry@pal3wheeler.com Web: www.pal3wheeler.com

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The Indian automobile industry is one of the well established in the developing world economy, going back to 1942 when Hindustan motors began their operation in India and started manufacturing the motorcars at the time Indian economy was just waking up and still India was not freed from British. After freedom Indian economy was very protected by the government and because of being under development economy India couldnt get such advantages, after almost 40 years of independence, Indian economy was opened to the world and license system came to an end, reserved industry were put open to all. This all happen after 1991 reforms and by the start of new millennium this industry have start exporting the product show the greatness of making things happen.

During the year review , the automobile industry shown growth in domestic sales by 27.37% in passenger vehicles, 39.5% in commercial vehicles, 36.53% in

LCVs, 0.63% in passenger vehicles ( 3 wheelers) 56.89% in load carrier (3 wheelers). In total, the automobile industry has shown, 14.36% increase in domestic sales and 55.96% in export sales. in terms of values, the exports crossed $ 1 billion mark, which is sign of tremendous growth in the entire industry and international recognitions.

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First of all we have to know about the history of the company. What is the history? In the industrial language history means what company has done from its Establishment to its present time.

Pnchnath Auto Pvt Ltd was established in 1975. During its progress period they realized that it was the time to venture in to the manufacturing of 3 wheeler so it had joined its hand with Field marshal.

PAL_Field Marshal group is a part of the INDIAN 3 wheeler industries, since many years. With combine efforts of both the entities, a new venture has been launched to manufacture 3 wheelers. The joint company is being branched as a symbol of trust under the brand name PAL-FIELD MARSHAL.

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Chairman :Mr. c.p.patel

Managing Director :Mr. Dipak virmagama

Board of director: Mr. Manish Viramgama

Mr. Kamlesh Patel

Mr.pravin Ramani

Mr.D. P.Patel

Mr. N. P. Patel

Mr. S Joglekar
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We can classify in three types according to their size & scale of the unit, Which are given as below. Small scale industries Medium scale industries Large scale industries According to traditional concept the capital investment in fixed assets is more than three crore, and it is known as large scale industry. The capital investment of Panchnath Auto Pvt. Ltd in fixed assets 10, 93, 00, 000/-according to traditional concept it is large scale industry.

While according to the capital investment in fixed assets is between 3 crore to 25 crore then it is called medium scale industries. According to this concept Panchnath Auto Pvt. Ltd is medium scale industry.

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Chairmain

Board of Directors

Production Manager

Marketting Manager

Finance Manager

Personal Manager

Supervisor

Dealers

Accountant

Supervisor

Engineer

Asstt. Accountant

worker

In this organization all workers are responsible to their direct superior i.e. manager while manager are responsible to the BOD. While authority flows fro top to bottom.

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Manufacturing process or production process refers to process related to production of company. In Panchnath Auto Pvt Ltd. Manufacturing process of auto rickshaw is divided into nine different departments. This process of production of auto rickshaw is mentioned as under. 1) Front show body department Name of this department its self indicate that it is related with body of auto rickshaw. In this department body of auto rickshaw is made in which surface is done on body part, and hen front part is colored to make front show attractive. 2) Main electric department: In this department all electrical things like headlight, horn, and indicator of front & rear side, stop-light, battery etc.are fitted to the body of the auto rickshaw. 3) Engine & Assembly Department Connecting rod, valve system & fly wheel, coil, gearbox etc. This all spare parts are joined in engine. 4) Differential Department: In this department differential combines 2 rears & it is connected with propeller shaft and its workers in 90 angle power transmit then it is fitted under the chase. 5) Front wheel Department: As there is steering in four wheelers, in auto rickshaw it is one type of handle, which is movable. In this front wheel is connected with it. Speedometer is joined with the help of wire with front wheel .speedometer works as the front wheel runs. At the both side of front wheel jumps are fitted. 6) Main assembly department: Main assembly department is a department in which the assemblage of all the spare parts of auto rickshaw is done. Various spare parts like wire, mirror, seat, carbine light 7 glasses etcare fitted on the body of rickshaw.

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7) Body department: In this department out side part of auto rickshaw is colored & is made attractive. Then at 600 c heat is given to body of auto rickshaw by which colored comes dry. Then different out side spare parts & engine with all things is arranged on body part. 8) wiring department: In this department wiring head light, gear, indicator, engine etc are joined with wire.

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Panchnath Auto pvt ltd. Is one of the well-known 3 wheeler companies in the industry? Its main product is autorickshaw. But, it produces different types of auto - rickshaw. These are..

Auto Rickshaw Pick up Angle body Delivery van Soft Drink Van Water Tanker Hydraulic Tipper Chicken Carrier Mobile shop

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Time keeping system means working time duration of the workers. It is helpful in controlling function .Time-keeping system show workers discipline & punctuality in working hours.

In Panchnath Auto Pvt Ltd, Normally there is one shift for working. But, when there is big order & more work is there then extra shift is arranged for working. From the following table we can know the working duration of worker.

No 1 2 3

Details
Working Time Lunch Time Working Time

Time
9:00 a.m. to 1:00 p.m. 1:00 p.m. to 1:30 p.m. 1:30 p.m. to 5:30 p.m.

Hours
4 hours Half Hours 4 hour

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Welfare services means activities or various services to society and nation by the company by the company. The welfare activity includes employment opportunity. Contribution in national income, environmental subscription etc.

Panchnath Auto Pvt Ltd provides welfare activities like employment opportunity to the society. it tries to give maximum contribution in national income by exporting auto-rickshaw. This company produces C.N.G. rickshaw which does not increase pollution. By the way it gives subscription to nature.

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Today every firms has to take care of society because every firm is working in Society. So, society concept has to provide present of its liability toward Society.

Panchnath Auto Pvt Ltd. Is one of the top five companies in the three wheelers industry? This company also service in more then 50 countries. Thus, by exporting three wheelers in other countries it helps the earning a national income.

This unit is also providing employment opportunity. It provides employment to 85 workers and 25 employee and indirectly company helps nation in removing the unemployment problem. Thus, company is not only helpful for development of backward areas but also helpful for earning national income.

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INDEX
SR NO PARTICULAR Organization of personnel department 1
2 3 4 5 6 7 8 9 10 Job description Recruitment and selection Training & development Wage & salary Administration Promotion & Transfer Policy Performance & Appraisal System Working of ESI scheme Employee & welfare Activity Grievance Handling Process

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Personal management is important for management of employees acquiring in the organization because success of business mainly depend on the quality of personnel. Personal management mainly involves recruitment selection

development, integration, maintenance, separation, delegating, authority, giving Responsibility.

In the Panchnath Auto Pvt Ltd. All the routing activities are managed by the personnel manager Mr. Amit trivedi .They recognize the power of diverse minds, experience that their employees process. They give importance to production but employees idea & energy are given more importance than production .By this way they can motive employees to work more efficiently and act like owners.

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Chairman

Board of Directors

Personnal manager

Supervisor

From this chart, we can easily understand that personnel department comes directly under to board of Directors & final authority of personnel department is in the hand of personnel manager Mr. Amit trivedi. Under Amit Trivedi supervisors are given authority while responsibility flows from bottom to top.

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Job description is an important document which descriptive in nature & contains statement of job analysis. It provides both location information & function information. It is nothing but the description of feature of job. Panchnath Auto Pvt Ltd, has adopted some standard manner for job description which is follow:

1) Normally works done by workers & employees & they are provided supervision for guidance. 2) Responsibility & authority is given & explained to subsist the job. 3) They are also explained relation between job & working condition. 4) During training & on the job they are given suggestion about the usages of machinery, tools & equipment. 5) They are also alert about risk in use of machine.

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 Recruitment :

Recruitment forms the 1st stage in the process which continues with selection & engaged in the placement of candidate. Hence, it is considered as procurement function. Recruitment is often termed as positive for them who are selected in the organization. In short recruitment is direct appointment of a person for a job.

Sources of recruitment:
There are mainly 2 sources of recruitment. they are Internal sources External sources Internal sources include promotion, transfer, & demotion. While external sources includes Advertising by media, campus in educational institutes of employment exchange, Trade union etc

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Methods of recruitment:
There are mainly 3 methods of recruitment. They are

Direct method Indirect method Third Party method

1) Direct method:
In direct method, employer comes in face to face contact with candidates candidate may be student from colleges, which is called on the gate recruitment.

2) Indirect Method:
In this method, employer contact candidate by indirectly ways like newspaper, TV, Radio, Internet etc.Newspaper is the most frequently used way is employers.

3) Third Party Method:

In this method recruitment is made through hiring professional institute. In this method, employer contact, employment agencies, commercial institutes, professional bodies, relative friends etc..
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Panchnath Auto

Pvt. Ltd. Uses promotion as internal sources &

advertising by newspapers & magazines as external sources. It gives 1 st preference to internal source & 2nd preference to external source & if external source used then they mainly uses directly method.

Selection:
Selection is a process of screening, where persons with good & required qualities will be accepted while remaining will be rejected. It is process of discovering the most suitable & promising candidate from the group of candidates. Any firm must have to adopt a certain process for selection. Panchnath Auto Pvt ltd. Has adopted following process for selection of employees.

4) Preliminary Interview 5) Employment Test 6) Employment Interview 7) Checking Reference 8) Physical check up 9) Placement

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TRAINING &DEVELOPMENT
INDEX 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. INTRODUCTION NATURE OF TRAINING &DEVELOPMENT DEFINATION IMPORTANCE OF TRAINING & DEVELOPMENT OBJECTIVE OF TRAINING & DEVELOPMENT ADVANTAGE OF TRAINING DISADVANTADE OF TRAINING LIMITATION OBJECTIVE OF EMPLOYEE TRAINING NEED FOR TRAINING WHEN DOES THE NEED FOR TRAINING ARISE IMPORTANCE OF TRAINING TRAINING & DEVELOPMENT OBJECTIVE IMP OF TRAINING OBJECTIVE LIMITATION OF TRAINING TYPES OF TRAINING PROGRAMMES TRAINING & HUMAN RESORCE MANAGEMENT ROLE OF HRD PROFESSIONALS IN TRAINING MODELS OF TRAINING TRAINING SYSTEM DIFFERENT BETWEEN TRAINING & DEVELOPMENT TYPES OF TRAINING

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The training is the organized procedure by which person can acquire skill & knowledge for a definite purpose. Thus, training is process of learning. Any new candidate or successful employee or worker placed on job need training to perform their duties effectively. In a fast changing society, employee training & development is an activity that not only desirable but also necessary to maintain viable & knowledge workforce.

1) On the job training 2) Off the job training

In Panchnath Auto Pvt Ltd Mr. Ashish amrelia who gives training to servicemen, dealers staff & marketing agents. For the training special sessions are arranged & to attend these sessions they do not work during job time & it is called off the job training. Thus, they give on the job but off the job training.

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Elion Isaac & every person do economic activity for the purpose of earning reward. Employees & workers contribute his ability, efficiency, knowledge, experience etc.. Toward the organization. For this contribution he gets return, reward or remuneration is regarded as wage & salary.

Panchnath Auto Pvt ltd.maintains as work sheet in which time duration of work is mentioned & how much work is done is also mentioned. According to this work sheet workers are paid salary on monthly basis. However any worker or employees do overtime work, then they is also paid for overtime.

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 promotion
A promotion takes places when an employee moves to the higher position than the one formally occupied. His responsibility, status & salary also increase. Promotion offers opportunity to management to provide reorganization & incentives to the better employees to correct initial mistakes in appointment & to freeze inefficient personnel. In Panchnath Ato pvt Ltd. Promotion gives to employees on the basis of performance sheet included behavior, punctuality, output, extra activities & output of department.

Basis of promotion:Promotion is given to employees on the basis. 1) On the basis of seniority. 2) On the basis of merits. On the basis of seniority, promotion is given to employee on the basis of length of service. Seniority is linked with experience of an employee. While on the basis of merits, the employees are given promotion on the basis of their skill & achievements. Panchnath Auto Pvt ltd. gives promotion the basis of merits. To know the Achievement of employee .it maintains work-sheet of employees.

Transfer:A transfer in plies a lateral movement of employee in the hierarchy of position with the same pay & status. Transfer may be company intuited or employee initiated. But, in panchnath Auto pvt Ltd. Transfer is not possible because this company has no any other unit, but if any employee or worker is not giving well output in particular department then he is transfer to the department in which he given good output.
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PERFORMANCE & APPRAISAL INDEX 1. INFORMATION ABOUT PERFORMANCE & APPRAISAL 2. INTRODUCTION 3. PURPOSE OF PERFORMANCE APPRAISAL 4. BENEFIT OF PERFORMANCE APPRAISAL 5. THE PURPOSE OF APPRAISING PERFORMANCE 6. CHALLEGER OF PERFORMANCE APPRAISAL 7. PROCESS OF PERFORMANCE APPRAISAL 8. TRADITIONAL METHODS OF PERFORMANCE 9. MODEL METHOD OF PERFORMANCE APPRAISAL 10. MANAGEMENT BY OBJECTIVE 11. THE MBO PROCESS

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Performance Appraisal system means systematic evaluation of personality & performance of workers & employees by their supervisors or by other staff members, then they are given appraisal. This appraisal includes salary increment, promotion, training to improve knowledge & work leave except holidays etc..

Panchnath Auto Pvt. ltd. Maintains performance sheet of workers & Employees & also keep supervisors of evaluation of work. According to work Panchnath Auto Pvt. Ltd. Gives salary increment, promotion & 20 leaves except holidays. Working of ESI Scheme ESI means Employment service Incentives. Name it self suggest that ESI means services & incentives provided to employee during job. This ESI includes P.F. insurance, loan etc.

Panchnath Auto Pvt Ltd. Gives EsI like provident fund to employees at the time of recruitment, accident insurance during the work & withdrawal facility etc. Here withdrawal facility means employee can withdraw their salary in advance.

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Employee & welfare service

Employee & welfare services mean the services or facilities provided to the employee other than salary by the organization. These types of services encourage the employees to work & achieve the goals of the organization. These goals include maximization of profit, maximization of production etc. Panchnath Auto Pvt. ltd. Always provides these types of facilities to its employees. These facilities include uniform, transportation facility, loan facility, insurance to the employees etc.

Grievance Handling procedure & Trade Unions

There may be one trade union in any company. If there is any conflict or problem to employees or workers then come together as trade union & they put their problem to the authority of the company. To solve these problems authority must have to follows grievance handling procedure. But, in the panchnath Auto Pvt. Ltd. There is nothing like trade union because they behave as a family so it is known as Panchnath Family. If there is any question to worker or employee. He asks his question to the manager as a family member & gets his answer very easily. Thus, there is no need of Grievance handling procedure.

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INTRODUCTION TRAINING & DEVELOPMENT: Training is the formal and systematic modification of behaviors though learning which occurs as a result of education, instruction, development and planned experience. Development is any learning activity, which is directed toward future, needs rather than present needs, and which is concerned more with career growth than present needs, which is concerned more with career growth immediate performance.

NATURE OF TRAINING & DEVELOPMENT In simple terms, training and development refer to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training and development is - it is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his, her skills and knowledge.

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DEFINATION
It is any attempt improves current of future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increase his or her skill & employees performance deficiency computed as follow.

IMPORTANCE OF TRAINING AND DEVELOPMENT

Importance of Training and Development: Training and development programmes, as was pointed out earlier, help remove performance deficiencies in employees. (i) The deficiency is caused by a lack of ability rather than a lack of motivation to perform,

(ii)

The individuals 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.

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THE PURPOSE OF TRAINING

The aim of training is to help the organization achieve its purpose by adding value to its key resource the people it employs. (i) (ii) (iii) (iv) To increase productivity and quality. To promote reduce the number of accidents. To reduce labors turnover. To increase job satisfaction displaying itself in lower labour turn over and less absenteeism. (v) To increase efficiency.

OBJECTIVE OF TRAINING & DEVELOPMENT

The fundamental aim of training is to help the organization achieve its purpose by advantage to its key resource. Training means investing in the people to enable them to perform better & to empower them to make the best use of their natural abilities. The particular objective of training are to: Development performance. Help people to grow within the organization in order that as far as possible. Its future needs for human resource can be met from within organization.

the

competences

of employees

&

improve

their

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ADVANTAGE OF TRAINING
1. Leads to improved profitability and/or more positive attitudes toward profits orientation. 2. 3. 4. 5. 6. 7. 8. 9. Improves the job knowledge and skills at all levels of the organization. Improves the morale of the workforce. Helps people identify with organizational goals. Helps create a better corporate image. Fasters authentically, openness and trust. Improves the relationship between boss and subordinate. Aids in organizational development. Learns from the trainee.

10. Helps prepare guidelines for work. 11. Aids in understanding and carrying out organizational policies. 12. Provides information for future needs in all areas of the organizationtion. 13. Organization gets more effective decision-making and problem solving. 14. Aids in development for promotion from within. 15. Aids in developing leadership skill, motivation, loyalty, better attitudes, and other aspects that successful workers and mangers usually display. 16. Aids in increasing productivity and/or quality of work. Helps keep costs down in many areas, e.g. production, personnel. Administration, etc.

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17. Develops a sense of responsibility to the organization for being competent and knowledge 18. Improves labor-management relations. 19. Reduces outside consulting costs by utilizing competent internal consulting

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DISADVANTAGE OF TRAINING
(i) Can be a financial drain on resources; expensive development and testing, expensive to operate? (ii) (iii) (iv) (v) Often takes people away from their job for varying periods of time; Equips staff to leave for a better job Bad habits passed on Narrow experience

OBJECTIVE
Primary objectives: To study on the effectiveness of training and development at Whirlpool company of India Ltd, Pondicherry. Secondary objectives: To study about the employees perception on training programs. To study on the training needs and satisfaction of the employees and to find the best method of training.

LIMITATION
Sample size is small. Sample may be biased. Non-response error Huge Space between what people say and what they actually do. More structured questionnaire would have limited their options.

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OBJECTIVE OF EMPLOYEE TRAINING

The overall objective of training programme is to fill in the gap between the existing and the desired level of knowledge, skill and aptitudes. Objective of training express the gap between the present and the desired performance level. A well designed training programme need involvement of top management to integrate the training objective with the organizational objective.

To impart basic knowledge

To function more effectively in their present position.

To build up second line of competent officers.

To broaden the minds of senior manager.

4.

To improve organizational environment.

5.

To reduced supervision.

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NEED FOR TRAINING

Analyzing training needs: For training to be effective, it is important to not only discern the training needs of the individual/group but also how their needs fit the overall objectives of the organization. Many organizations invest considerable resources in training and development but never really examine how training and development can most effectively promote organizational objectives, or how developmental activities should be altered in the light of business plans. Need for training is unquestionable. There is no choice with organization whether to train or not to train or not to train workers.

1. JOB REQUIREMENTS: Some job requirement specialized knowledge employees selected for a job might reasonably be lacking in specialized skill required on the job to Performa the job effectively. New and totally inexperienced workers need detailed instructions for effective performance on the job. Such employees need orientation training. In some case an experienced person may be quite unfit to the new job or to the new organization due to change the job patter or environment.

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2. TECHNOLOGICAL CHANGE: There are fast technological changes in the industrial world. Automation,

mechanization, computerization etc. are being applied almost in every office. These changes require a specialized training in the new technologies. No officer or organization can take advantages of the new technology unless there is a trained work force. 3. ORGANISATIONAL VIABILITY: In order to survive and grow an organization must continually adapt to itself to the changing environment with the increasing liberalization and globalization in India, business firms are experiencing expansion, growth and diversification. An organization can build second time of command through training in order to meet their future need. 4. INTERNAL MOBILITY When an employee is promoted need to a higher job or transferred to a new job, he needs training so that he may be able to perform the new responsibilities in a better way. Training is widely used to prepare employees for higher level jobs. Training is required to old and new employees.

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WHEN DOES THE NEED FOR TRAINING FOR ARISE?

1. The installation of new equipment or techniques.

2. A change in working methods or products produced.

3. A realization that performance is inadequate.

4. Labor shortage, necessitating the upgrading of some employees.

5. A desire to reduce the amount of scrap and to improve quality.

6. An increase in the number of accidents.

7. Promotion or transfer of individual employees.

8. Ensures availability of necessary skills and there could be a pool of talent from which to promote from.

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IMPORTANCE OF TRAINING
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 individual goals. Development of Human Resources : 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. Development of skills of employees : Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees Productivity : Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal TEAM SPIRIT Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employee. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.

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 Organization Climate : Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality: Training and Development helps in improving upon the quality of work and work life. Healthy work-environment : Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety : Training and Development helps in improving the health and safety of the Organization thus preventing obsolescence.

Morale:
Training and Development helps in improving the morale of the work force.

Image:
Training and Development helps in creating a better corporate image.
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TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a Skilled and willing workforce to an organization. In addition to that, there are four other Objectives: Individual, Organizational, Functional and Societal. Individual Objectives : Help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives :

Assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives : Maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives : Ensure that an organization is ethically and socially responsible to the need and challenges of the society.

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Importance of Training Objectives

Training objective is one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives. 1. Trainer. 2. Trainee. 3. Designer. 4. Evaluator.

1. Trainer: The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.

2. Trainee: The training objective is beneficial to the training objective is beneficial to the trainee because it helps in reducing the Anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise.
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Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is Set.

3. Designer:

The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales..

4. Evaluator: It becomes easy for the training evaluator to measure the progress of the trainees Because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants.

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LIMITATION OF TRAINING
1. Training is a costly affair and expensive process. 2. Training may result dislocation of work of loss of output because regular office work likely to be interrupted or delayed because of the time spent in training. 3. Sometimes, it is difficult to obtain good training instructors and leaders. 4. Self reliance and capacity for new ideas might be stiffed.

TYPES OF TRAINING PROGRAMMES

1. ORLENTATION OR INDUCTION TRAINING: It is meant for new recruits to make them familiar with job, his superiors and subordinates and with rules and regulation of the company. 2. ON THE JOB TRAINING: Training is given while working on the machines with a view to improve performance on the job. 3. REMEDIAL TRAINING: It is given to improve the efficiency by overcoming the shortcoming in the behavior and performance of old employees. 4. SAFETY TRAINING: It is training to use safety equipments, and devices. 5. REFRESHER TRAINING: The training is given to existing employees with a view to improve their knowledge and skills.
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Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now-a-days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization. To increase the commitment level of employees and growth inequality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.
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Role of HRD Professionals in Training:

1. This is the era of cut-throat competition and with this changing scenario of business; the role of 2. An HR professional in training has been widened. HR role now is Active involvement in employee education Rewards for improvement in performance. Rewards to be associated with self esteem and self worth. 3. Providing pre-employment market oriented skill development education and post employment Support for advanced education and training. 4. Flexible access i.e. anytime, anywhere training.

Models of Training

Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

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THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organizations requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.

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The three model of training are: 1. System Model 2. Instructional System Development Model 3. Transitional model System Model Training The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. Model of training are as follows: 1. Analyze and identify the training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc. 2. The next step is to develop a performance measure on the basis of which actual performance would be evaluated

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT:

Training and development go hand in hand and are often used synonymously but there is a difference between them. Train in g is the process of learning a sequence of programmed behavior. It is an application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It intends to improve their performance on the current job and prepares them for an intended job. Development is a related process. It covers not only those activities, which improve job performance, but also those, which bring about growth of the personality. It helps individual in the progress towards maturity and actualization of potential capabilities so that they can become not only good employees but better human beings.
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TYPES OF TRAINING
Training is required for several purposes. Accordingly training programmes may be of the following types: Orientation training: Induction or orientation training seeks to adjust newly appointed employees to the work environment. Every new employee needs to be made fully familiar with his job, his superiors and subordinates and with the rules and regulations of the organization. Induction training creates self-confidence in the employees. It is also knows as pre-job training. It is brief and informative. Job training: It refers to the training provided with a view to increase the knowledge and skills of an employee for performance on the job. Employees may be taught the correct methods of handling equipment and machines used in a job. Such training helps to reduce accidents, waste and inefficiency in the performance of the job. Safety training: Training provided to minimize accidents and damage to machinery is known as safety training. It involves instruction in the use of safety devices and in safety consciousness. Promotional training: It involves training of existing employees to enable them to perform higher-level jobs. Employees with potential are selected and they are given training before their promotion, so that they do not find it difficult to shoulder the higher responsibilities of the new positions to which they are promoted.
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 Refresher training: When existing techniques become obsolete due to the development of better techniques, employees have to be trained in the use of new methods and techniques. With the passage of time employee may forget some of the methods of doing work. Refresher training is designed to revive and refresh the knowledge and to update the skills of the existing employees. Short-term refresher courses have become popular on account of rapid changes in technology and work methods. Refresher or re-training programmes are conducted to avoid obsolescence of knowledge and skills.

METHODS OF TRAINING
ON-THE-JOB TECHNIQUES On the job techniques enables managers to practice management skills, make mistakes and learn from their mistakes under the guidance of an experienced, competent manager. Some of the methods are as: Job Rotation: It is also referred to as cross straining. It involves placing an employee on different jobs for periods of time ranging from a few hours to several weeks. At lower job levels, it normally consumes a short period, such as few hours or one or two days. At higher job levels, it may consume much larger periods because staff trainees may be learning complex functions and responsibilities. Job rotation for managers usually involves temporary assignments that may range from several months to one or more years in various departments, plants and offices. Job rotation for trainees involves several short-term assignments, that touch a variety of skills and gives the trainees a greater understanding of how
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various work areas function. For middle and upper level management, it serves a slightly different function. At this stage, it involves lateral promotions, which last for one or more years. It involves a move to different work environment so that manager may develop competence in general management decision-making skills. Enlarged and enriched job responsibilities: METHODS OF TRAINING ON- THE- JOB METHODS OFF- THE- JOB METHODS By giving an employee added job duties, and increasing the autonomy and responsibilities associated with the job, the firm allows an employee to learn a lot about the job, department and organization. Job instruction training: It is also known as step-by-step training. Here, the trainer explains the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee. In simple words, it involves preparation, presentation, performance, and tryout and follows up. Coaching: The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides the feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee shares some duties and responsibilities of the coach and relives him of his burden. A drawback is that the trainee may not have the freedom or opportunity to express his own ideas.

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 Committee assignments: Here in, a group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. This develops team work and group cohesiveness feelings amongst the trainees.

OFF-THE-JOB TRAINING
It includes anything performed away from the employees job area or immediate work area. Two broad categories of it are: IN HOUSE PROGRAMMES These are conducted within the organizations own training facility; either by training specialists from HR department or by external consultant or a combination of both. OFF-SITE PROGRAMMES

It is held elsewhere and sponsored by an educational institution, a professional association, a government agency or an independent training and development firm. The various off- the- job-training programmes are as follows: 1. Vestibule training: Herein, actual work conditions are simulated in a classroom. Materials, files and equipment those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semiskilled jobs. The duration of this training ranges from few days to a few weeks. Theory can be related to practice in this method.
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2. Role- playing: It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. This method involves action doing and practice. The participants play the role of certain characters, such as production manager, HR manager, foreman, workers etc. This method is mostly used for developing interpersonal interactions and relations. 3. Lecture method: The lecture is a traditional and direct method of instruction. The instruction organizes the material and gives it to the group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees. An advantage of this method is that it is direct and can be used for a large group of trainees. 4. Conference or discussion: It is a method in training the clerical, professional and supervisory personnel. It involves a group of people who pose ideas, examine and share facts and data, test assumptions and draw conclusions, all of which contribute to the improvement of job performance. It has an advantage that it involves two way communications and hence feedback is provided. The participants feel free to speak in small groups. Success depends upon the leadership qualities of the person who leads the group. 5. Programmed instruction: This method has become popular in recent years. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to mere complex levels of instructions. The trainee goes through these units by answering questions or filling the blanks. This method is expensive and time consuming.

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INDEX PERFORMANCE APPRAISAL

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PERFORMANCE MANAGEMENT & APPRAISAL

Its important to understand the various terms and methods used in performance management and appraisals. Most of these aren't difficult to understand, but people often get confused about the meanings. Documentation: The process of creating a paper trail to record data such as discussions had with employee, results of those discussions, both supervisor and employee comments, agreements between the two. Objectives or Results: Statements of what an employee is supposed to achieve. Ongoing Performance Communication : Communication between manager and employee all throughout the year to ensure that problems are identified early, and so there are NO SUPRPRISES during the performance appraisal. Performance Review : Usually refers to a meeting to review and evaluate performance, involving supervisor and employee. Often done once a year, but to be effective performance reviews, or at least informal meetings to discuss performance should be undertaken at least every few months. Performance Appraisal: The regular (usual annual) process where an employees performance for the year is assessed by manager and/or employee. It is only one part of the performance management approach. Usually means the same as "performance review". Performance Diagnosis: Often performance problems are a result of a number of factors, not just the fault of the employee.
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 Performance Management : The larger process of defining what employees should be doing, ongoing communication during the year, linking of individual performance to organization needs, and the evaluating of appraising of performance. Performance Planning: The process of communication between manager and employee that results in MUTUAL UNDERSTANDING of what the employee is to be doing during the next period of time. Often includes setting objectives and standards of performance. Progressive Discipline : The process of addressing performance difficulties by first trying to help, then setting up increasingly strong consequences for failure to reach the desired levels of performance. Ranking Scales : A way of evaluating staff by comparing them to each other, so there is a best, a second best, and so on. This is REAL SERIOUS TROUBLE, and almost always destructive. Standards of Performance : Mutually agreed upon criteria used to describe how WELL an employee must perform, written to reduce subjective judgment.

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INTRODUCTION Managing employee performance is an integral part of the work that all managers and rating officials perform throughout the year. It is as important as managing financial resources and program outcomes because employee performance or the lack thereof, has a profound effect on both the financial and program components of any organization. The Department of the Interiors performance management policy is designed to document the expectations of individual and organizational performance, provide a meaningful process by which employees can be rewarded for noteworthy contributions to the organization, and provide a mechanism to improve individual/organizational performance as necessary. To accomplish these objectives, managers need to identify organizational goals to be accomplished, communicate individual and organizational goals to employees that support the overall strategic mission and goals of the Department, monitor and evaluate employee performance, and use performance as a basis for appropriate personnel actions, including rewarding noteworthy performance and taking action to improve less than successful performance. The Office of Personnel Management defines performance management as the systematic process Planning work and setting expectations Continually monitoring performance Developing the capacity to perform Periodically rating performance in a summary fashion; and Rewarding good performance.
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PURPOSE OF PERFORMANCE APPRAISAL

Performance Appraisal is being practiced in 90% of the organizations worldwide. Self-appraisal and potential appraisal also form a part of the performance appraisal processes. To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between superior subordinates and management employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. To provide feedback to the employees regarding their past performance. Provide information to assist in the other personal decisions in the organization. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees.
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The most significant reasons of using Performance appraisal are: Making payroll and compensation decisions 80% Training and development needs 71% Identifying the gaps in desired and actual performance and its cause 76% Deciding future goals and course of action 42% Promotions, demotions and transfers 49%

BENEFITS OF PERFORMANCE APPRAISAL

Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily working life, it offers a rare chance for a supervisor and subordinate to have "time out" for a one-on-one discussion of important work issues that might not otherwise be addressed. Almost universally, where performance appraisal is conducted properly, both supervisors and subordinates have reported the experience as beneficial and positive. Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and correct existing problems, and to encourage better future performance. Thus the performance of the whole organization is enhanced. For many employees, an "official" appraisal interview may be the only time they get to have exclusive, uninterrupted access to their supervisor. Said one employee of a large organization after his first formal performance appraisal, "In twenty years of work, that's the first time anyone has ever bothered to sit down and tell me how I'm doing." The value of this intense and purposeful interaction between a supervisors and subordinate should not be underestimated.
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1. MOTIVATION AND SATISFACTION

Performance appraisal can have a profound effect on levels of employee motivation and satisfaction for better as well as for worse. Performance appraisal provides employees with recognition for their work efforts. The power of social recognition as an incentive has been long noted. In fact, there is evidence that human beings will even prefer negative recognition in preference to no recognition at all. This alone can have a positive influence on the individual's sense of worth, commitment and belonging. The strength and prevalence of this natural human desire for individual recognition should not be overlooked Absenteeism and turnover rates in some organizations might be greatly reduced if more attention were paid to it. Regular performance appraisal, at least, is a good start.

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2. TRAINING AND DEVELOPMENT

Performance appraisal offers an excellent opportunity - perhaps the best that will ever occur - for a supervisor and subordinate to recognize and agree upon individual training and development needs. Supervisor and subordinate to recognize and agree upon individual training and development needs. During the discussion of an employee's work performance, the presence or absence of work skills can become very obvious - even to those who habitually reject the idea of training for them! Performance appraisal can make the need for training more pressing and relevant by linking it clearly to performance outcomes and future career aspirations.

3. RECRUITMRNT AND INDUCTION

Appraisal data can be used to monitor the success of the organization's recruitment and induction practices. For example, how well are the employees performing who were hired in the past two years? Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies. By following the yearly data related to new hires (and given sufficient numbers on which to base the analysis) it is possible to assess whether the general quality of the workforce is improving, staying steady, or declining.
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4. EMPLOYEE EVALUATION
Though often understated or even denied, evaluation is a legitimate and major objective of performance appraisal. But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since evaluative and developmental priorities appear to frequently clash. Yet at its most basic level, performance appraisal is the process of examining and evaluating the performance of an individual. Though organizations have a clear right - some would say a duty - to conduct such evaluations of performance, many still recoil from the idea. To them, the explicit processes of judgment can be dehumanizing and demoralizing and a source of anxiety and distress to employees. It is been said by some that appraisal cannot serve the needs of evaluation and development at the same

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THE PURPOSE OF APPRAISING PERFORMANCE

In general the appraisal systems serve a twofold purpose: 1. To improve the work performance of employees by helping them realize and use their full potential in carrying out their firms mission. 2. To provide information to employees and managers for use in making work related decisions.

More specifically appraisals serve the following purposes.

a) Appraisals provide feedback to employees and help them. "' management identify the areas where development efforts are "' needed to bridge the gaps thereby serving as vehicles for personal " and career development.

b) Helps management spot individuals who have specific skills so that their promotions/transfer are in line with organizational requirements.

c) Appraisal serves as a key input for administering a formal organization reward and punishment system.

d) The performance system can be used as a criterion against which selection devices and development programs are validated.

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CHALLENGES OF PERFORMANCE APPRAISAL

In order to make a performance appraisal system effective and successful, an organization comes across various challenges and problems. The main challenges involved in the performance appraisal process are:

1. DETERMINING THE EVALUATION CRITERIA

Identification of the appraisal criteria is one of the biggest problems faced by the top management. The performance data to be considered for evaluation should be carefully selected. For the purpose of evaluation, the criteria selected should be in quantifiable or measurable terms

2. CREATE A RATING INSTRUMENT

The purpose of the Performance appraisal process is to judge the performance of the employees rather than the employee. The focus of the system should be on the development of the employees of the organization.

3. LACK OF COMPETENCE

Top management should choose the raters or the evaluators carefully. They should have the required expertise and the knowledge to decide the criteria accurately. They should have the experience and the necessary training to carry out the appraisal process objectively.

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4. ERRORS IN RATING AND EVALUATION

Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait influencing the evaluators rating for all other traits) etc. may creep in the appraisal process. Therefore the rater should exercise objectivity and fairness in evaluating and rating the performance of the employees.

5. RESISTANCE

The appraisal process may face resistance from the employees and the trade unions for the fear of negative ratings. Therefore, the employees should be communicated and clearly explained the purpose as well the process of appraisal. The standards should be clearly communicated and every employee should be made aware that what exactly is expected from him/her.

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PROCESS OF PERFORMANCE APPRAISAL

1. ESTABLISHING PERFORMANCE STANDARDS

The first step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the standards.

2. COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate the standards to all the employees of the organization. The employees should be informed and the standards should be clearly explained to them. This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators.

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3. MEASURING THE ACTUAL PERFORMANCE

The most difficult part of the Performance appraisal process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work.

4. COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE

The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees performance.

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5. DISCUSSING RESULTS

The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees future performance.

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TRADITIONAL METHODS OF PERFORMANCE

APPRAISAL:1. ESSAY APPRAISAL METHOD This traditional form of appraisal, also known as Free Form method involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator. 2. STRAIGHT RANKING METHOD This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation. 3. PAIRED COMPARISON A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings. 4. CRITICAL INCIDENTS METHODS In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. The drawback of this method is that the supervisor has to note down the critical incidents and the employeebehaviour as and when they occur.
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5. FIELD REVIEW In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors personal bias.

6. CHECKLIST METHOD The rate is given a checklist of the descriptions of the behavior of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees.

7. GRAPHIC RATING SCALE In this method, an employees quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. The factors taken into consideration include both the personal characteristics and characteristics related to the on-the-job performance of the employees. For example a trait like Job Knowledge may be judged on the range of average, above average, outstanding or unsatisfactory.

8. FORCED DISTRIBUTION To eliminate the element of bias from the raters ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve. The rater chooses theappropriate fit for the categories on his own discretion.

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MODERN METHODS OF PERFORMANCE APPRAISAL

1. ASSESSMENT CENTRES An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Generally, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics. The major competencies that are judged in assessment centers are interpersonal skills, intellectual capability, planning and organizing capabilities, motivation, career orientation etc. assessment centers are also an effective way to determine the training and development needs of the targeted employees.

2. BEHAVIORALLY ANCHORED RATING SCALES Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad (for eg. the qualities like inter-personal relationships, adaptability and reliability, job knowledge etc).

3. HUMAN RESOURCE ACCOUNTING METHOD Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money.
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In this method the Performance appraisal of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms).

MANAGEMENT BY OBJECTIVES
The concept of Management by Objectives (MBO) was first given by Peter Drucker in 1954. It can be defined as a process whereby the employees and the superiors come together to identify common goals, the employees set their goals to be achieved, the standards to be taken as the criteria for measurement of their performance and contribution and deciding the course of action to be followed. The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employees actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and the choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.

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THE MBO PROCESS

The principle behind Management by Objectives (MBO) is to create empowered employees who have clarity of the roles and responsibilities expected from them, understand their objectives to be achieved and thus help in the achievement of organizational as well as personal goals. Some of the important features and advantages of MBO are: Clarity of goals With MBO, came the concept of SMART goals i.e. goals that are: Specific Measurable Achievable Realistic, and Time bound. The goals thus set are clear, motivating and there is a linkage between organizational goals and performance targets of the employees. The focus is on future rather than on past. Goals and standards are set for the performance for the future with periodic reviews and feedback. Motivation Involving employees in the whole process of goal setting and increasing employee empowerment increases employee job satisfaction and commitment.

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As there is need of practical training of industry. I have visited & studied the working of HR department of Panchnath Auto pvt. Ltd. This company plays a better role in the society. It creates employment opportunity & tries to provide the best quality in the product. As studied I can say that this company tries to make the economical situation better of our nation by exporting its product.

I have got good managerial training from the HR manager of Panchnath Auto Pvt . Ltd., Mr. Amit Trivedi. During my practical training, I got great co -operation in acquiring knowledge & also found good industrial relation.

I am very glad that I have visited Panchnath Auto Pvt. Ltd. & its department concerned with my study of training. I am also thankful to my college authority for giving me this opportunity.

As I had visited this company, I can conclude that this company, is playing a great role for the development of 3-wheeler industry, development rural area & society & also for developing the engineering abilities in the 3-wheeler industry.

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Bibliography is the final section of presentation. It contains detailed information on references or source materials.

BOOKS:
Human Resource Management: - Asvatsthpa
Flippo Edwin B :- Personnel management, Edition sixth, Gupta, C.B:- Human Resource Management, Edition Fifth P. Subba :Essentials of Human Resource Management and

Rao,

IndustrialRelations ; Edition Second.

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