A PROJECT REPORT

ON

“STUDY ON BEHAVIOURAL TRAINING AND ITS

RELATION TO JOB SATISFACTION AT NALCO”

UNDER THE GUIDANCE OF:

INTERNAL GUIDE: DR.BIDYA DASH (faculty, CIME)

EXTERNAL GUIDE: MR. AJIT KUMAR PRADHAN (Manager, HRD, NALCO)

Submitted by-
IPSITA PANDA

Regd.No:1806107034

(MBA IN HRM)

(COLLEGE OF IT AND MANAGEMENT EDUCATION,

BBSR)
 ACKNOWLEDGEMENT

Before I begin this project report, I would like to thank all those people whose
constant support and encouragement, brought this project report into existence.

I convey my sincere gratitude to my internal project guide Dr. Bidya Dash

(faculty, CIME, BBSR).Without her kind direction and proper guidance this study
would have been a little success. In every phase of the project her supervision and
guidance shaped this report to be completed perfectly.

Then I feel honored, to acknowledge my gratitude to Mr. Ajit Kumar Pradhan

(manager, HRD, NALCO) for his invaluable support. He has been a constant
source of inspiration during my project work. He has provided me ample
opportunity for fruitful interaction of thoughts and for his suggestions and advice.

Ipsita Panda

Redg No: 1806107034

DECLARATION
I, Ipsita Panda, hereby declare that the presented report of internship titled
“STUDY ON BEHAVIOURAL TRAINING AND ITS RELATION TO JOB
SATISFACTION” in NALCO is uniquely prepared by me after the completion of
forty five days work at NALCO.

I also declare to the best of my knowledge that, this project is a result of

my effort and that it has not been submitted to any other university of institute for
the award of any degree.

PLACE: Bhubaneswar IPSITA PANDA

DATE: REDG.NO:1806107034
 Table of Content
Chapter – I

 Introduction
 Scope
 Objectives
 Methodology
 Limitation

Chapter – II

 Company Profile

Chapter – III

 Analysis and Findings

Chapter – IV

 Suggestions and Conclusion

Bibliography

Sample Questionnaire
 EXECUTIVE SUMMERY
The study is based on behavioral skill training and job satisfaction in Nalco, Bhubaneswar. The
objectives of the study are: to study the relationship between behavioral training and job
satisfaction, to study the different behavioral training programs conducted at Nalco. Behavioral
training is an approach to guide anyone to change behavior, attitude and opinion. Training
always bridges the gap between “As-Is” and the “to-be” components for specific organization
group and individuals. In this backdrop there is a basic necessity to understand the above said
objectives. The scope of the study is limited to Nalco HRD Excellence Center functioning in
Bhubaneswar.

The study validates the relationship between behavioral skill training and job satisfaction through
the structured questionnaire that was aimed at determining the demographic variables and
statements related to behavioral skill training and job satisfaction. A standardized scale
developed by Rensis Likert (1987) was used in the study. The exploratory design has been
adopted in this study with the sample size of 65 respondents from Nalco in Bhubaneswar. The
Cronbach's alpha reliability coefficients of the overall variables are between 0.780 to 0.860. The
purposive sampling method was used to select the respondents and statistical tool such as
regression analysis. It is observed from the study that supervisory skill found to be the best
predictors of job satisfaction in Nalco.
CHAPTER I
INTRODUCTION:
Training and development play an important role in the effectiveness of
organizations and to the experiences of people in work. Training has implications
for productivity, health and safety at work and personal development. All
organizations employing people need to train and develop their staff. Most
organizations are cognizant of this requirement and invest effort and other
resources in training and development. Such investment can take the form of
employing specialist training and development staff and paying salaries to staff
undergoing training and development. Investment in training and development
entails obtaining and maintaining space and equipment. It also means that
operational personnel, employed in the organization’s main business functions,
such as production, maintenance, sales, marketing and management support, must
also direct their attention and effort from time to time towards supporting training
development and delivery. This means they are required to give less attention to
activities that are obviously more productive in terms of the organization’s main
business. However, investment in training and development is generally regarded
as good management practice to maintain appropriate expertise now and in the
future.

The relevance of occupational psychology to training and development

Contributing to training has long been one of the main concerns of occupational
psychology – this is not surprising given that training involves learning and that
learning is a central issue in psychology. Training is one of the core skills of
occupational psychology. People with qualifications in and experience of
occupational psychology have been employed in different capacities in training
and development roles in government organizations, private companies and
consultancy groups.

The discipline offers many benefits and perspectives to help resolve training
issues and problems and has also been at the root of many methods and techniques
that have now become part of the routine practices within human resource
management. Training specialists must be alert to the wider issues regarding the
problems presented to them and need the skills and confidence to deal with them.
They must understand how training fits into the wider organizational context. An
occupational psychology perspective is extremely beneficial in helping the
practitioner to understand how training relates to other interventions aimed at
improving job performance.

Opportunities of employment in training and development

Governments have traditionally played a significant role in the promotion and

development of occupational psychology with regard to training, because of their
responsibilities for employment, military, health and other services. People with an
occupational psychology background have been employed directly by governments
in areas such as job training, military training and health and safety. Government
agencies have also been a major sponsor of training research and development;
such investment has often provided the major underpinning of developments in this
area.

Governments can also affect the impetus for change in organizations through
legislation, taxation, and the general health of the economy, which in turn can
create more disposable income to create new demands for products and services,
affect the supply of raw materials and services, or put such pressure on consumers
that markets are adversely affected. Also, government initiatives can affect health
and safety requirements, fiscal issues, competition laws, and ecological concerns,
working with new technology and employment practices. Such changes prompt
new ways of organizing and delivering these products and services, creating new
training needs.

The other major source of employment and funding in training and development,
where occupational psychology plays a specialist role, is private companies.
Specialists might be employed directly within an organization’s training and
development functions or in consultancy offering services to clients. Organizations
often employ their own specialist training and development staffs who have been
recruited from the organization’s own ranks. Organizations often prefer this
approach because they feel it is more appropriate for their training staff to have
operational and business experience than for them to be experts in training or
occupational psychology. It is often assumed that training is simply a matter of
following well-established procedures and principles. This is an ill informed view
because often training cannot always proceed simply by application of standard
methods. It is often necessary to understand variations that have not been
responsive to the standard procedures. This entails understanding how people learn
and how training can support this learning.

Training and development staff are generally responsible for maintaining company
training and development systems, to judge training needs and to organize the
delivery of training and development. Practitioners with an occupational
psychology background may be encountered in departments concerned with
organizational development where they are engaged with the processes of
organizational change of which training and development is a part. It is impossible
to be more specific than this. Opportunities for occupational psychology specialists
to become engaged in training arise in different contexts and circumstances. It is
important to remain alert to where these opportunities might occur and be adaptive
and constructive in responding to opportunities.

Research into the psychology of training and development

There is substantial literature concerned with the psychology of training and

development, much of which has emerged from past government and military
funding initiatives. Some has been funded from the commercial sector. Applied
training and development research is less likely to have been funded by research
councils, who tend to focus instead on pure rather than applied science.

Research into training generally requires substantial funding and opportunity for
access to real situations. Without funding or access, it is difficult for applied
psychologists to contribute effectively to this area or for their findings to be
accepted as credible. In university research it is possible to set up and run basic
laboratory or small scale studies in human learning and social interaction with
minimal resources as a basis for publication and for theory development, but these
do not match the complexity that needs to be addressed to resolve practical training
issues in a rigorous way. Some comparatively inexpensive laboratory studies in
areas of training and instruction have been important in clarifying issues and
demonstrating the potential benefits of applying different principles to training. But
laboratory studies are limited in this field because research findings may be
confined to the laboratory context and not deal effectively with practical issues
when the complexities of the real situation are encountered.

This means that there is no wholly reliable body of research to enable training
decisions to be made with complete confidence. This may sound like a weakness,
but it is a reflection of the fact that new operational contexts can change the
applicability of research findings that were obtained in a different operational
context. It also makes for more interesting work, because problems generally have
to be investigated, solved and then outcomes tested, rather than simply following a
simple recipe.

To this end, this learning material will set out the basic ideas involved in the
psychology of training and development, so that it becomes clearer how work in
this area can be conducted. It will introduce the main concepts and themes, with a
view to providing a framework for your later work. In particular, it will present
these ideas in the context of organizations, showing how they can be applied and
how they might be constrained. The material will not aim to provide a
comprehensive account of all aspects of the occupational psychology of training
and development. Such issues will be left for you to investigate as future
requirements present themselves in your professional career. What we will focus
on, however, is providing you with an overview of the main issues in the
management and development of training for which knowledge of occupational
psychology can contribute towards helping solve practical problems of training in
an effective way.
SCOPE OF THE STUDY

 The study is conducted during 1stJune 2019 to July 15.

 Study conducted in the NALCO based at BBSR to examined the
Behavioural skill training and job satisfaction.

OBJECTIVE OF THE STUDY:

 To study the relationship between behavioual training and job satisfaction.
 To study the different behavioual training programmes conducted at NALCO.
METHODOLOGY
• The present study is an exploratory design.

• The study was carried out among the executive and non executive
employees of NALCO HRD EXCELLENCE , Bhubaneswar.

• The study requires about the result of specified objectives as perceived by

opinions of both executive and non executive.

• The questionnaire was divided into two parts

PART 1: with demographic factors

PART 2: consists of structured questionnaire of behavioural training and job

satisfaction.

• The questionnaire consists of 16 statements with close ended where suitable

options were given to the respondent.

• In which 5 point rating scale , Strongly agree (5) to strongly disagree (1)
was used.

• The study was based on primary as well as secondary data.

• 65 questionnaires were distributed among the employees . The study

obtained valid responses which turned out to be 30 out of 65.
LIMITATIONS
●The research has been conducted within a limited time frame.

●The research was conducted at NALCO, BBSR and was restricted to this area
only.

●To collect the data from the clients was quite difficult due to busy schedule of
staff.

●Many target staff’s were too busy, so it was difficult to get their time and view
for specific questions.

●Some respondents may have difficulty in understanding the questionnaire’s

format.
CHAPTER II
 NALCO PROFILE
National Aluminium Company Limited, abbreviated as NALCO, (incorporated in
1981) is a Navratna group ‘A’ CPSE having integrated and diversified operations
in mining, metal and power under Ministry of Mines, Government of India.
Presently, Government of India holds 52% equity of NALCO.
It is one of the largest integrated Bauxite-Alumina-Aluminium-Power Complex in
the Country encompassing bauxite mining, alumina refining, aluminium smelting
and casting, power generation, rail and port operations .
The Company is the lowest-cost producer of metallurgical grade alumina in the
World and lowest-cost producer of Bauxite in the World as per Wood McKenzie
report. With sustained quality products, the Company’s export earnings accounted
for about 42% of the sales turnover in the year 2018-19 and the Company is rated
as 3rd highest net export earning CPSE as per Public Enterprise Survey report.
To face the challenges of ever-evolving market and position the Company in a
sustainable growth path, a new corporate plan has been developed with well-
defined 3 year action plan, 7 year strategy & 15 years vision of being a Premier
and Integrated Company in the Aluminium value chain with strategic presence in
Mining both domestic & global, Metals and Energy sectors. The Corporate Plan
has chalked out a roadmap for multifold growth in revenue and Profit by 2032.
As a responsive Corporate, the Company is harnessing renewable energy aligning
to the ambitious programmes of Govt. of India. The Company has already
commissioned 198 MW wind power plants and further 50 MW wind power plants
are in pipeline, making it the highest producer of renewable energy among PSUs.
 Type Public Sector Undertakings

Traded as NSE: NATIONALUM
BSE: 532234

Industry Mining, Metals, Power

Headquarters Bhubaneswar, Odisha

, 

India

Key people Dr. T. K. Chand

(Chairman & MD)

Products Aluminium, Alumina & Hydrate

Net income  ₹ 1,732 crore  (2018-19)

Owner Government of India

Number of 6,385 (June 2019)

employees

1. Mines & Refinery complex, Damanjodi

Divisions
2. Smelter & Power complex, Angul

Website www. nalcoindia.com

Operations:

NALCO is headquartered at Bhubaneswar, Odisha.

NALCO operates from two major Units

 Mining and Refinery (M&R) complex

o Bauxite Mines located at Panchpatmali hills, Koraput with capacity of
6825,000 TPA
o Alumina Refinery located at Damanjodi, Odisha with capacity of
2275,000 TPA
 Smelter and Power (S&P) complex
o Aluminium Smelter located at Angul, Odisha with capacity of
460,000 TPA
o Captive Power Plant located at Angul, Odisha with capacity of 1200
MW
 Port Facilities at Visakhapatnam and Paradip.
 Wind Power Plants
o Gandikota, Andhra Pradesh - 50.4 MW (2.1MW, 24 nos. WEGs)
o Ludarwa, Jaisalmer, Rajasthan - 47.6 MW (0.85 MW, 56 nos. WEGs)
o Devikot, Jaisalmer, Rajasthan - 50 MW (2 MW, 25 nos. WEG)
o Sangli, Maharashtra - 50.4 MW (2.1MW, 24 nos. WEGs)

 Solar Power at Nalco Corporate Office, Bhubaneswar & NRTC, Gothpatna

 Regional offices at Kolkata, Mumbai, Delhi, Chennai & Bangalore
 10 operating stockyards at various locations in the Country
VISION:
 To be reputed global Company in the Metal and Energy Sectors.
 To be a premier and integrated company in the aluminium value chain with
strategic presence in mining both domestic and global Metals and Energy
sectors.

MISSION:
 To sustainably grow multifold in mining, Alumina and Aluminium
business along with selected diversification in minerals and energy
sector, while continuously improving on efficiency and business
practices thus enhancing value of all stake holders.

 To satisfy the customers and shareholders, employees and all other stake
holders through our service.
 To continuously develop human resources, create safe working
conditions, improve productivity and quality and reduce cost and waste.
 To be good corporate citizen, protecting and enhancing the environment
as well as discharging social responsibility in order to ensure sustainable
growth.
Ongoing projects:

Bauxite deposite
On Panchapatmali hills of Koraput district in odisha, a fully mechanized opencast
mines is in operation since November, 1985, serving freestock to Alumina
Refinery at Damanjodi located on the foothills. Present capacity of Mines is 68.25
lakh TPA. All the statutory clearance for the Rs. 5540 crore project has been
obtained for brownfield expansion of 1 milion ton refinery.
Utkal D&E coal blocks
NALCO has been allotted D&E coal blocks, in Angul district Odisha, where the
company’s Aluminium smelter and captive power plant are located. With this,
NALCO’s captive resources have added 200 milion tones of coal.

NALCO ventures into the new field of backward integration, which will have a
substantial impact on input cost of coal. This project is scheduled to be completed
on January 2020.
Angul Aluminium Park
NALCO has formed this JV company with IDCO to promote downstream
industries in odisha. The company has commited to supply 50,000 MT of molten
Aluminiumf for a period of 20 years to the JV company.

Caustic soda project

NALCO AND Gujarat alkalies and chemical limited have jointly incorporated a
joint venture company, to set up a 2.7 lakhtonnes per annum caustic soda plant at
Dahej in Gujarat

.
Captive power plant
Presently the captive Thermal power plant has a generation capacity of 1200 MW
(10×120MW).While the captive thermal power plant provides entire electric power
requirement of aluminium shelter, it also feeds for approximately 35MW of the
power requirement to the alumina refinery through the state grid.

The location of the captive thermal power plant at angul is also strategic to the
availability and supply of coal from nearby Talcher coalfield.
Port facilities
On the Northern arm of the inner harbor of Visakhapatnam port on the bay of
Bengal, NALCO has established mechanized storage and ship handling facilities
for exporting Alumina in bulk and importing caustic soda.

The company also uses the port of paradeep and Kolkata for export of aluminium.

Rooftop solar system

NALCO utilized the entire available roof top space in corporate office, Township
and NRTC at Bhubaneswar for setting up of 310 kWp solar power plant.
Products:
Main products of NALCO are as follows
Aluminium Metal

 Ingots
 Alloy Ingots
 T-Ingots
 Sows
 Billets
 Wire Rods
 Cast strips
Alumina & Hydrate

 Calcined Alumina
 Alumina Hydrate
Rolled Product

 Aluminium Rolled Products

 Aluminium Chequered Sheets
Power

 Thermal Power
 Co-generation Power
 Wind Power
 Solar Power

Employees:
As on June 2019, out of 6,385 employees on the Company's roll, there were 1,038
(16.25%) SCs, 1,179(18.45%) STs and 808 (12.65%) OBCs. The total number of
female employees in the organisation stands at 354.
Expansions:

 To be more resilient to the vagaries of market, the Company has prepared a

New All-Weather Business Model. It has extensive plans for brownfield and
greenfield expansion projects, which include the ongoing 5th Stream Refinery
project of 1 MTPA capacity in existing Alumina Refinery at Damanjodi
(Brownfield), development of Pottangi bauxite mines, Utkal D&E coal mines in
Odisha, establishment 5 lakh TPA brownfield Smelters in Odisha.
 As part of backward integration, the Company is establishing a caustic soda
plant in JV with Gujarat Alkalies & Chemicals Limited (GACL) in Gujarat and
a CT Pitch plant in JV with NINL in Odisha.
 The Company has formed JV Company named ‘Angul Aluminium Park
Private Ltd’ (AAPPL) with Odisha Industrial Infrastructure Development
Corporation (IDCO) to give a boost to ancillary, upstream & downstream
products related to aluminium industry.

Research & Development:

 NALCO Research & Technology Centre (NRTC) is located at Gothapathna,

Odisha.
 The Company pursues its R&D activities fervently and has already filed 36
patents out of which 17 patents have been granted and 5 have been
commercialized till Dec 2018. As a part of its effort to convert waste to wealth,
the Company is endeavoring to salvage iron concentrate from red mud, Gallium
from spent liquor. The Company has also successfully commissioned a first of
its kind de-fluoridation process based on nano-technology to de- contaminate
the effluent water of Smelter solving a long standing fluoride contamination
problem of the area.

Mobile Apps
NALCO has developed four mobile apps:

1. Nisarg - Nalco Initiatives for Social Awareness and Responsible Growth

2. Naginaa - Nalco Grahak Information and Networking App for All
3. Namasya - Nalco Micro And Small enterprise Yogayog Application
4. Hamesha Nalconian - App for the Retired employees of NALCO
Corporate social responsibility (CSR) :
 The Company, while climbing the ladder of success has strived hard to play
a significant role in the socio-economic development in its operational areas
through empathetic CSR activities. Rehabilitation of displaced families,
employment, income generation, health care and sanitation of local people,
education & skill development, providing safe drinking water, development of
infrastructure, pollution control, environmental measures, rural development,
promotion of arts, crafts & culture and various humanitarian good will missions
have earned NALCO a place of pride in the corporate world and was awarded
the SCOPE Meritorious Award for CSR from Hon’ble President of India in
Apr’17.
 It has spent Rs. 325 crore towards CSR activities till 2017-2018.
 Notable efforts in field of Education includes Indradhanush scheme, where
the Company has sponsored 920 tribal children of Maoist infested Damanjodi
sector and provided education to them in 3 reputed residential schools. 416
meritorious girl students of BPL families at Angul and Damanjodi sector have
been adopted with financial support by the Company under ‘Nalco ki Ladli’
scheme in line with Govt’s ‘Beti Bachao, Beti Padhao’ Mission.
 Recognizing the healthcare needs as one of the critical need, NALCO is
operating 8 MHUs (Mobile Health Units) in peripheral villages of its plants by
which more than one lakh patients are treated freely every year. Going a step
ahead, the Company is also setting a secondary modern eye care hospital at
Angul and a Night Shelter in AIIMS, Bhubaneswar for attendants of indoor and
OPD patients availing long term treatment.
 Responding to the call of Govt of India, NALCO actively participated in
Swachh Bharat Abhiyan by constructing 479 toilets in various districts of its
operating areas and has also taken up a noble initiative to make 11 periphery
villages completely Open Defecation Free (ODF) in Damanjodi and Angul
sector.
 The Company has taken the responsibility of Shri Jagannath Temple, Puri &
its surrounding under PM’s Iconic Shrine Development Programme to upgrade
the infrastructure & maintain cleanliness with special emphasis on Renovation
and beautification of Gandhi Park as a tourist spot, temple illumination,
beautification of Puri town with thematic painting based on Jagannatha culture
and battery-operated vehicle in railway station for differently-abled passengers
and sick people.
NALCO FOUNDATION:
Nalco board decided to set up a standalone foundation for its CSR activities.
among other things, thr board decided to allocate an additional one percent of
Nalco’s total net profit every year to fund the schemes to be undertaken by this
foundation. With the setting up of Nalco foundation, the CSR budget of the
company now doubles at 2% of the net profit.From these 2%of net profit of CSR,
1% goes for the periphery development whereas the other 1% is used for the
NALCO foundation which is primitively a trust running by this organization in the
welfare of the society.

Nalco foundation is focused on development of villages located within 15 kms

radius of NALCO’s mines and plants in Damanjodi and Angul,and also proposed
mining areas such as utkal-E-coal block (chhendipada block, Angul), pottangi
(Koraput) and Gudem and KR konda(Visakhapatnam and east Godavari district of
Andhra Pradesh).

NALCO is considered to be a turning point in the history of Indian Aluminium

Industry.In a major leap forward, Nalco has not only addressed the need for self-
sufficiency in aluminium, but also given the country atechnological edge in
producing the syrategic metal to the best of world standards.
ACHIEVEMENTS:
 First Mines Safety Award-1988 by DGMS
 Best Eco-friendly Factory Award 1994–95 to the Mines and Refinery
Complex by Odissa State Factory Inspectorate
 State Award-1995 to Captive Power Plant from state Factory inspectorate
for Environment Management
 Indira Priyadarshini Vrikshamitra Award-1994 from MOEF, Govt. of India,
for afforestation and wasteland development
 FICCI Environment Award for Environment Conservation and Pollution
Control- 1996–97
 WEC-IIEE-IAEWP Environment award −1997 for contributing towards
environment protection
 Gem Granite Environment Award for −1997-98 by FIMI, New Delhi for
Mines
 Shri Sita Ram Rungta Memorial Social Awareness Award-1997-98 by FIMI,
New Delhi
 Pollution Control Excellence Award – 1998 by Odisha State Pollution
Control Board for Mines
 Special Commendation under Golden Peacock Environment Management
Award 1998 Scheme by World Environment Foundation
 State Award for Best Occupational Health Centre to S&P Complex'-1998
 Best Safety Performance Award to CPP by CII (ER)- 1999–2000
 The prestigious Dun & Bradstreet's Best PSU Award – 2012 in Non-Ferrous
Metal Category.
 Outstanding CSR Practices in Community Development – Odisha CSR
Summit 2016
 (BEHAVIORAL
TRAINING PROGRAMMES
CONDUCTED IN NALCO IN THE YEAR 2018-19)

NAME OF THE LEVEL DURATION

Sl.n PROGRAMME
o
BEHAVIOURAL TRAINING
1. Leadership Executives 2 DAYS
2. Managerial effectiveness Executives 2 DAYS
&behavioural process
3. Motivation Exe/NE 2 DAYS
4. Emotional intelligence Executives 2 DAYS
5. Train the trainers Internal 2 DAYS
faculty
6. Communication skills Executives 2 DAYS
7. Presentation skills Executives 2 DAYS
8. Transactional analysis for Executives 2 DAYS
effectiveness
9. Innovation and creativity Executives 2 DAYS
10. Interpersonal skill Executives 2 DAYS
11. Team bonding and building Exe/NE 2 DAYS
12. Retirement planning Exe/NE 2 DAYS
13. Negotiation skills Non Exes 2 DAYS
14. Supervisory development Sups 2 DAYS
programme for SC/ST employees
15. Supervisory development Sups 2 DAYS
programme
16. Dev. programme for trade union TUL 2 DAYS
leaders
 (BEHAVIORAL TRAINING PROGRAMMES TO BE
CONDUCTED IN NALCO IN THE YEAR 2019-20)

NAME OF THE PROGRAMME LEVEL DURATION

Sl. No
BEHAVIOURAL TRAINING
1. Leadership Executives 2 DAYS
2. Managerial effectiveness & Executives 2 DAYS
behavioural process
3. Motivation Exe/NE 2 DAYS
4. Emotional intelligence Executives 2 DAYS
5. Train the trainers Internal 2 DAYS
faculty
6. Communication skills Executives 2 DAYS
7. Presentation skills Executives 2 DAYS
8. Transactional analysis for Executives 2 DAYS
effectiveness
9. Innovation and creativity Executives 2 DAYS
10. Interpersonal skill Executives 2 DAYS
11. Team bonding and building Exe/NE 2 DAYS
12. Retirement planning Exe/NE 2 DAYS
13. Negotiation skills Non Exes 2 DAYS
14. Supervisory development Sups 2 DAYS
programme for SC/ST employees
15. Supervisory development Sups 2 DAYS
programme
16. Dev. programme for trade union TUL 2 DAYS
leaders
 TRAINING IMPLEMENTATION STEPS:

 Preparation of training module

 Selection of faculty
 Selection of participants
Requisition to different departments for nomination of employees with
reference to the training need
Issue of order for participants
 Arrangement of training kits and aids
 Organizing training session with different methodology
 Refreshment and working lunch
 Interactive
 Collection of training feedback from participants
 Analysis of feedback
 Evaluation of training for development of program
 Training profiles of participants
 Training effectiveness assessment
Importance of Behavioural Skills Training at workplace:
What are Behavioural Skills?
These are skills that must be learned and practised and it’s entirely possible to
develop these behavioural skills at any time. Many of these behavioural skills
training are social in nature. Their concern is how well you can get along with
other people, including your supervisor, your colleagues, customers and clients.
The employees who come new to the system cannot be considered as completely
skilled and the growth of the employees depends on how the employer
provides behavioural training and establishes them at the workplace. By
establishing a workplace that encourages the employees to improve their skills,
you can draw out the productivity of the employees and help them achieve job
satisfaction within the organization. The workplace should stimulate the growth
and behavioural skills of the employees to establish a stable and productive work
setting.
What are Behavioural Skills training topics?
Below are the behavioural skills training topics which are essential in the
workplace.
Communication
Good communication consists of many other different sub-skills, from suitable
patterns of body language and eye contact with the ability to write clear and
accurate reports. Accurate listening and the ability to follow instructions are
especially important but are often ignored or taken for granted. Many people
simply do not pay close attention to what others say or write and do not ask follow-
up questions to check their understanding. As a result, individuals act on their own
inaccurate assumptions and create inefficiencies and frustrations at work.
Communication training will help them overcome these challenges.
Goal-Setting and Planning
Anybody can wish for something to happen, but to accomplish anything one must
plan which surprisingly few people know how to do. Planning requires setting
concrete goals, identifying workable action steps, and making a commitment to see
the plan through.
Even setting the primary goal can be difficult when multiple issues are competing
for attention. Effective planning requires arranging problems by importance and
delegation. It is impossible to do everything at once, but if one focuses on the most
important tasks and ask for help, they can accomplish a lot..
Self-improvement
Life in the workplace should not enforce stagnation, there should be a constant
need or desire for improvement. Satisfaction leads to a perception of repetition,
which is the essence of a job perceived as unchallenging. Employees should
improve to avoid both the frustration of inexperience and contentment with their
work.
People always have room to grow, and advance behavioural skills are always
welcomed. At the upper end, one can give your workers the tools and mindset to
aim for improvement by observing their behaviour, work habits, and production.
Self-improvement training will help provide feedback and criticisms that they can
use to benefit their next assignments. An essential part of promoting improvement
is to communicate to the employees that failure.
Empathy
Being an empathetic individual comes naturally to some, but is less natural to
others. Behaving with empathy means more than feeling bad for someone who’s
sad or sharing in someone else’s joy. It means being able to step into someone
else’s world to understand not just what their point of view is, but also why they
have that point of view.
Empathy is a behavioural skill that can help one not only keep their own peace of
mind but can also help one to grow in your career because empathetic people tend
to put others at ease.
Conflict Resolution
At points of imbalance and friction, the employees must be able to confront the
tension between themselves and resolve whatever disagreement arises. This is a
twig of communication, though it is a distinct skill that can be hard to develop due
to hesitation and the intimate nature of the workplace. The bad habit to breed is
ignoring these conflicts to the point that they grow and spread like wild-fire,
damaging relationships and the productivity of both individuals and the team.
Instead, employers should remain aware of potential conflicts and be active in
entering and facilitating these more emotional interactions, and over time, help
their workers see the bigger picture when they harbour uncertainties.

Time Management
An often-underrated attribute of employees, time management doesn’t refer to an
employee’s ability to make a deadline, but the organization and execution of their
work to complete a task on time. While this is more of the skill of the worker, you
can help develop your people’s time management skills during their performances.
Removing distractions such as cell phones and social media is one way to ensure
employees stay on schedule, but in cases such as work at home or without a
traditional office space, you will have to focus on promoting good practices
through more subtle means. For example, staggering your assignments into
multiple milestones or goals can help guide your workers as well as push them to
see the proper pace to complete the project. Separating work into these segments
convinces your workers to see your assignment as more immediate.
Giving Behavioural Skills training related to time management skills, such as
focusing on the most difficult task first thing in the workday, in means such as
announcements, emails, and notes to the employees will help them.
Behavioural skills training programs are highly effective in the workplace, the
component of learning can be incorporated if the employees develop a habit of
learning, relearning and unlearning. Bringing a positive change in terms of attitude,
values and norms is very significant in today’s hyper-competitive world.
CHAPTER III
 ANALYSIS AND FINDINGS:
Table 1.1 Model Summary

MODEL R R SQUARE ADJUSTED R STD ERROR OF

SQUARE ESTIMATE
1 .767(a) .589 .432 .4416

a Predictors: (Constant), training opportunities, interpersonal skill, encouraged & rewarded,

leadership skill, implement new methods, supervisory skill, satisfied with training, build team

• Dependent variable: Job satisfaction

• Table 1.1 shows that the R- square (.589) is the proportion of variation in the dependent
variable (job satisfaction) that is explained by 8 independent statements of behavioral
skill training, namely training opportunities, interpersonal skill, encouraged & rewarded,
leadership skill, implement new methods, supervisory skill, satisfied with training, build
team. R-value citing the simple co-relation was found to be .767. The above table shows
that 58.9% of variation observed in job satisfaction was explained by 8 independent
statements in the model.
Table 1.2 ANOVA(b)
model Sum of df Mean f Sig.
square square
1 regression 5.866 8 .733 3.760 .007(a)
residual 4.098 21 .195
total 9.961 29

a Predictors: (Constant), training opportunities, interpersonal skill, encouraged & rewarded,

leadership skill, implement new methods, supervisory skill, satisfied with training, build team

• b Dependent Variable: Job satisfaction

• Significant at the 0.10 level

• The ANOVA Table 1.2 shows whether the proportion of variance explained is
significant. It also states whether the overall effect of the behavioral training skill on the
job satisfaction is significant. The Sig (or p-value) is 0.007, which is below the 0.10 level.
Hence, it is concluded that the overall model is statistically significant or that the
behavioral training skill have a significant combined effect on the job satisfaction
TABLE 1.3 COEFFICIENT

Mode Unstandardise Standardise

coefficient coefficient t Sig.

B Std.error Beta t P-value

1 constant 1.103 .734 1.503 .148
2 Leadership skill -.168 .253 -.180 -.665 .514
3 Satisfied with .131 .142 .223 .924 .336
training
4 Interpersonal skill .174 .181 .246 .963 .347
5 Build team -.079 .175 -.121 -.452 .656
6 Supervisory skill .239 .129 .363 1.849 .079
7 Implement new .074 .165 .084 .446 .660
methods
8 Encouraged & .209 .163 .296 1.281 .214
rewarded
9 Training .099 .148 .129 .668 .511
opportunities

• a Dependent Variable Job satisfaction

 Table 1.3 indicates that the coefficient of supervisory skill shows a strong relationship with job
satisfaction. The supervisory skill (Beta = .363, p-value = .079), is below 0.10. From the Beta
value, it is quite clear that supervisory skill is found to be the best predictor of job satisfaction in
Nalco.

 
CHAPTER IV
CONCLUSION:
 The Sig (or p-value) is 0.007, which is below the 0.10 level. Hence, it
concluded that the overall model is statistically significant or that the
behavioral training skill have a significant combined effect on the job
satisfaction

 The supervisory skill (Beta = .363, p-value = .079), is below 0.10. From the
Beta value, it is quite clear that supervisory skill is found to be the best
predictor of job satisfaction in Nalco.

BIBLIOGRAPHY:
1.Understanding organizational behavior, Parek, Oxford
2.Organizational Behaviour, VSP Rao, Excel

3.Organizational Behaviour, K. Aswathappa, HPH

4.Introduction to OB, Moorhead, Griffin, Cengage

QUESTIONNAIRE:
Sl. no DEMOGRAPHIC BEHAVIOUR

Gender
1 □ Male
□ Female
Age
□ Less than 30
2 □ 31-40
□ 41-50
□ above 50
Category of employee
□ Permanent employee
3 □ Probational employee
□ Part time employee
□ Others
Marital status
4 □ Married
□ Unmarried

Educational level
□ Diploma/school
5 □ under graduate
□ Graduate
□ Post graduate
BEHAVIOURAL JOB TRAINING:

SL.N STATEMEN HIGHLY SATISFIE NEUTRA DISSATISFIE HIGHLY

O T SATISFIE D L D DISATISFIE
D D
1 I develop
leadership
skill by
training
programme
2 I am satisfied
with the
amount of
training
provided to
me
3 I am able to
use my
interpersonal
skill at job
through
training
4 Training helps
me to build
team at work
place
5 Training
provides
learning
opportunities
in the area of
supervisory
skills
6 Training
provides
opportunities
to implement
new methods
7 Training
should be
encouraged or
rewarded
8 Department
provides
training
opportunities
JOB SATISFACTION:
SL.N STATEMEN HIGHLY SATISFIE NEUTRA DISSATISFIE HIGHLY
O T SATISFIE D L D DISATISFIE
D D
1 I received the
right amount of
support and
guidance from
my direct
supervisor
2 I am
appropriately
recognized
when I perform
well at my
regular duties
3 I am satisfied
with the
adequate
opportunities
available to
develop my
professional
skills
4 My work
assignments are
always clearly
explained to me
5 I feel I can
easily
communicate
with members
from all the
levels
6 The
organization
rules make it
easy for me to
do a good job
7 I am provided
with all training
accessories for
me to perform
my job
8 I feel fairly well
satisfied with
my job