Fueling Sustainable Growth

A study on effectiveness of
training on employee’s
performance
FOR THE PARTIAL FULLFILLMENT OF THE REQUIRMENT FOR THE
AWARD OF BACHELOR OF BUSINESS ADMINISTRATION (2022-2025)

SUBMITTED BY
Name :- PRIYA KUMARI
University Roll No :- 23MB60053
Department :- SCHOOL OF MANAGEMENT
Session :- 2023-2025
College :- Dr.SHYAMAPRASAD MUKHARJEE
UNIVERSITY (JHARKHAND)
1
 Declaration
I the undersigned PRIYA KUMARI, student of MBA 2rd Year declare that I have done the
project report on the topic A study on effectiveness of training on employee’s
performance Trends and Its Analysis of Central Coalfield Limited, Ranchi” Which is
submitted as partial fulfilment for the requirement of the degree of Bachelor of Business
Administration. The data represented in the project is true and correct to the best of my
knowledge and belief.

The assistance and help the that received during the course of this investigation has been
duly acknowledged. It is further declared that it has original piece of work it is worthy of
the consideration for the degree of Masters of Business Administration.

PRIYA KUMARI
MBA (HR)
SEMESTER 3RD

Roll – 23MB60053
SESSION – 2023-2025
2
 ACKNOWLODGMENT
I feel enriched with the knowledge and experience and gained during my stay at CCL. The
guidance and cooperation received during my stay has left a long – lasting impression on
my mind. I am grateful to meet so many professional people who led me to this internship
period.

I am using opportunity to express my gratitude and special thanks toSRIRAJIV RANJAN

SHARMA senior finance manager, CCL for taking part in useful decisions and giving
necessary advice and guidance.

I perceive this opportunity as a big milestone in my career development.

I will strive to use gained skill in best possible way, and I will continue to work on their
improvement, in order to attain desired career objectives. Hope to continue cooperation
with all of you in future.

Thank you

Name: - PRIYA KUMARI

3
 PREFACE
Wintertraining is the most vital part of a MBA course, both as a

link between theory and actual industrial practices as well as an

opportunity for hands on experience in corporate environment. I

therefore, consider myself fortunate to receive the training in an

esteemed organization viz. CENTRAL COALFIELD LIMITED. Yet

the opportunity could not have been utilized without the guidance

and support of many individuals who although completion of my

winter training.

Sri Shafeeque T.M , Sr.Mgr(P)/S.S, thanks to all my faculty members

and my Parents and friends. However, I accept the sole

responsibility errors of omission and would be extremely grateful to

readers of this project report if they bring such mistake to my notice

PRIYA KUMARI

(MBA 3rdSEMESTER)

4
 STUDENT’S DECLARATION

I hereby declare that this report, submitted in partial fulfillment of

the requirement of the requirement for the award for the MBA-

HRManagement, to DR. SHYAMA PRASAD MUKHERJEE

UNIVERSITY,RANCHI is my original work and not used anywhere

for award of any degree.

Place: Ranchi

Date: __________________ ___________________

Signature

Name: PRIYA KUMARI

Class: MBA-HRsemester: 3rd

Roll No.: 23MB60053

5
 MBA-HR Project Reports Acknowledgement
“It is not possible to prepare a project report without the assistance &

encouragement of other people. This one is certainly no exception.”On the

very outset of this report, I would like to extend my sincere & heartfelt

obligation towards all the personages who have helped me in this

endeavor. Without their active guidance, help, cooperation &

encouragement, I would not have made headway in the project. I am

ineffably indebted to PRIYA KUMARI for conscientious guidance and

encouragement to accomplish this assignment. I am extremely thankful

and pay my gratitude to my faculty Shafeeque T.M , Sr.Mgr(P)/S.S

for her/his valuable guidance and support on completion of this project in

it’s presently. I extend my gratitude to DR. SHYAMA PRASAD

MUKHERJEE UNIVERSITY RANCHI for giving me this opportunity. I

also acknowledge with a deep sense of reverence, my gratitude towards

my parents and member of my family, who has always supported me

morally as well as economically. At last but not least gratitude goes to all

of my friends who directly or indirectly helped me to complete this project

report. Any omission in this brief acknowledgement does not mean lack of

gratitude.

Thanking You

6
 ACKNOWLEDGMENT

The Project Report on various types of case studies and company’s

work, Rules offered a great learning experience during the tenure

of this project I was fortunate to have interacted with people who in

their own capacities have encouraged and have guided me.

It is an exhilarating experience to do my training at P/S.S,

department of Central Coalfield Limited. I express my deep sense of

gratitude to CCL for the same.

I owe my regards to Sri K.Ramakrishna, HOD, HRD and HR Dept

of CCL Ranchi for providing me this opportunity to undergo my

training at such a reputed organization.

7
 BOARD OF ORGANIZATIONAL SETUP

PERSON DESIGNATION

Sri Nilendu Kumar Singh CMD, CCL, Ranchi

Sri. H.N.Mishra Director (Personnel)

Sri. Harish Duhan Director(T)(Operation)

Sri. P.K.Mishra Director(Finance)

Sri.N.K.Singh Director (T)(P&P)

Sri Pankaj Kumar C.V.O

8
 CERTIFICATE

THIS IS TO CERTIFY THAT PROJECT ON “A STUDY ON “EFFECTIVENESS

OF TRAINING ON EMPLOYEES PERFORMANCE”” IN CCL, RANCHI HAS

BEEN CARRIED OUT BY PRIYA KUMARI FROM 06.01.2025 TO 06.02.2025

UNDER MY SUPERVISION IN PARTIAL FULFILLMENT OF HER MBA (H.R)
COURSE AT DR. SHYAMA PRASAD MUKHERJEE UNIVERSITY, RANCHI.

I AM SATISFIED WITH HER SINCERE PERFORMANCE AND STUDY

CONDUCTED BY HER AT CCL.

RAJIV RANJAN SHARMA SHAFEEQUE T.M

G. M (P/S.S) SR.MANAGER (P/S.S)
CCL, RANCHI CCL, RANCHI

9
10
 CONTENT
Chapter Title Page No

Chapter-I Introduction

Types of Coal
Production of Coal in Other parts of
Chapter-II world
Objective
Gradation of coal
The Need for Study
Chapter-III Objectives of Study
Scope of Study
REVIEW OF Sources of Information
LITERATURE Research Methodology
Literature
Chapter-IV
Definition of Training
Nature of Training
Reseach Methodology Objectives of Training
Inputs in Training and Development
Benefits of Employee Training
Methods of Training
Chapter-V Types of Training based on Content type
Training Process
Data Analysis Training and Development in CCL
The Company/ Organisation/ System
2 Company Profile
Data Analysis and Inferences
Findings
Suggestions

11
 ABSTRACT

The project work entitled “A glimpse of Employee Attitude towards the

origination, IR, Manpower, Disciplinary Proceedings and Court Cases” with
special reference to the CENTRAL COALFIELDS LIMITED, RANCHI,
JHARKHAND the various factors that are concerned towards the attitude of
the employees.
The analysis has been made mainly based on the primary data that is by the

employees’ opinion survey method. The researcher has taken a sample size of

180 and has used the stratified random sampling method to select the samples

from the total population.

The study gives the opinion of employees about all the H.R. functions of

CENTRAL COALFIELDS LIMITED, employment conditions, wages and

incentives, interpersonal relationship, working conditions, management

practices, etc.

The researcher has used percentage analysis and CHI-Square test, and the study

reveals that there is no relationship between JOB ENRICHMENT educational

qualification of the respondents, and there is no relationship between length of

service of the respondents, and welfare facilities, and there is no relationship

between the salary of the respondents and welfare facilities. The study has also

revealed that most of the respondents have a positive attitude towards the

welfare facilities, management practices and employment conditions,

WELFARE FACILITIES, INTER PERSONAL RELATIONSHIP, WORKING

CONDITION the researcher has given suggestions for its improvement which

includes suggestion schemes which may be transparent and promotions

which may be made both based on seniority and performance to a

certain level in the organizational hierarchy.

12
Ganguli (1964) has argued that the factors that determine

performance of the workers in an industrial job can be classified

under three heads.

1. Personal factors

2. Work factors

3. Environmental (physical and social) factors

Personal Factors refer to skills of workers and the degree of

motivation that determine the extent to which he will apply his skill

to the job. Work factor refers to tools and equipment, method of work

and materials used. Examples of environmental factors are (a)

physical lighting, ventilation, etc. (b) social and psychological nature

of leadership (supervisory and managerial), social climate in the

shop, nature of the group formation amongst members, etc and (c)

Nature of organizational controls, communication patterns, etc.

Mr. Vijayanand, 1999, had done a project on “job satisfaction”,

among the employees in “Sakthi Sugars” and he suggested that the

organization has to concentrate more on labour measures and also

with regard to the maintenance of buildings.

Mr.Vasudevan.C, 1999, had done a project on “job satisfaction”

among the workers in “ELGI Electric and Industries Limited” and he

suggested that the organization may provide better working

conditions, can reduce the hours of work and provide more career

advancement opportunities.

13
According to Vroom(1964), productivity depends upon two major

variables viz., employees’ job performance and resources utilized. In

most organizational performance of the employees is relatively

more important than the equipments and raw materials. Even in

automated operations, productivity in strategic and coordinate

systems largely depends up on the human performance.

Performance of a worker on a task or job is a direct function of his

motivation.According to Hark Mantel(1971), the nature of the

relationship between job characteristics and employee reactions to

their work(including satisfaction, performance, and absenteeism)

will depend upon the need status of the employees.

Maslow proposes that employees’ emerge in a hierarchical fashion

and it is important for the organization to satisfy their needs, failing

which the employees may exhibit non productivity and effectiveness

of the organization.

Fleishman (1953) has studied the relationship of supervisory

behaviour with the productivity and morale of the sub ordinates,

superiors create certain climate in their department and high

consideration results in high productivity and morale.

Mr. R.K. Selvam has made ‘A Study on Worker’ Expectations on

Labour Welfare Facilities in 1998. In TTK Prestige Limited, the

sample size was 60. He used the interview schedule for primary data

collection; the secondary data was collected through discussion with

14
officials of the Personnel Department from the data it was found

that almost every one were satisfied.

Mr. Rajaprabakaran has conducted a research on ‘The Study on

level of Motivating the Employees with special reference to TTK

Prestige Limited in 2002. The sample size was 300 and he used the

interview schedule for the primary data collection. He found that

28% of employees were motivated with the working conditions of the

company. All of them were motivated with the first-aid facilities.

Argyris (1957) identified a style of leadership ranging from

immaturity. He holds that the effective leader or manager will

help people to move from a style of immaturity or dependent,

towards a style of maturity.

OBJECTIVES OF THE STUDY

To know the Industrial Relation.

To know the deployment of Manpower.

To know the Disciplinary Proceedings .

To know the Court Cases on Labour and Service Matter.

15
 INTRODUCTION OF COAL
Coal from the Old English term “coal”, which has meant "mineral of fossilized
carbon" since the 13th century is a combustible black or brownish-black
sedimentary rock usually occurring in rock strata in layers or veins called coal
beds or coal seams. The harder forms, such as anthracite coal, can be regarded
as metamorphic rock because of later exposure to elevated temperature and
pressure. Coal is composed primarily of carbon along with variable quantities of
other elements, chiefly hydrogen, sulfur, oxygen, and nitrogen.

In India, 80% of mining is in coal and the balance 20% is in various metals and other raw
materials such as gold, copper, iron, lead, bauxite, zinc and uranium. Coal has been a
major contributor in providing energy security during the past century. But it is not a
renewable resource, one day it will exhaust. It is possible that this pattern may change
and there could be emphasis on uranium and thorium based power plants during the later
part of the 21st century in addition to the emphasis on renewable energy sources.

Coal is a combustible sedimentary rock composed mostly of carbon and

hydrocarbons. It is the most abundant fossil fuel produced in the United States,
but it is a nonrenewable resource. The energy in coal comes from the energy
stored by plants that lived hundreds of millions of years ago in swampy forests.
Over time, layers of dead plants at the bottom of the swamps were c overed by
layers of water and dirt, trapping the energy of the dead plants. The heat and
pressure from the top layers turned the plant remains into coal.

Throughout history, coal has been used as an energy resource, primarily burned
for the production of electricity and or heat, and is also used for industrial
purposes, such as refining metals. A fossil fuel, coal forms when dead plant
matter is converted into peat, which in turn is converted into lignite, then sub-

bituminous coal, after that bituminous coal, and lastly anthracite. This involves
biological and geological processes that take place over a long period.

16
The United States Energy Information Administration estimates coal reserves at
948×109 short tons (860 Gt). One estimate for resources is 18 000 Gt.Coal is the
largest source of energy for the generation of electricity worldwide, as well as
one of the largest worldwide anthropogenic sources of carbon dioxide releases.
In 1999, world gross carbon dioxide emissions from coal usage were 8,666 million
tonnes of carbon dioxide. In 2011, world gross emissions from coal usage were
14,416 million tonnes.

Coal-fired electric power generation emits around 2,000 pounds of carbon

dioxide for every megawatt-hour generated, which is almost double the
approximately 1100 pounds of carbon dioxide released by a natural gas -fired
electric plant per megawatt-hour generated. Because of this higher carbon
efficiency of natural gas generation, as the market in the United States has
changed to reduce coal and increase natural gas generation, carbon dioxide
emissions have fallen.

Those measured in the first quarter of 2012 were the lowest of any recorded for
the first quarter of any year since 1992.In 2013, the head of the UN climate
agency advised that most of the world's coal reserves should be left in the ground
to avoid catastrophic global warming.Coal is extracted from the ground by coal
mining, either underground by shaft mining, or at ground level by open pit mining
extraction.

Since 1983 the world top coal producer has been China.In 2011 China produced
3,520 million tonnes of coal – 49.5% of 7,695 million tonnes world coal
production. In 2011 other large producers were United States (993 million
tonnes), India (589), European Union (576) and Australia (416).

In 2010 the largest exporters were Australia with 328 million tonnes (27.1% of
world coal export) and Indonesia with 316 million tonnes (26.1%),while the
largest importers were Japan with 207 million tonnes (17.5% of world coal
import), China with 195 million tonnes (16.6%) and South Korea with 126 million
tonnes (10.7%).

17
 FORMATION OF COAL

At various times in the geologic past, the Earth had dense forests in low-lying wetland
areas. Due to natural processes such as flooding, these forests were buried underneath
soil. As more and more soil deposited over them, they were compressed. The
temperature also rose as they sank deeper and deeper. As the process continued the
plant matter was protected from biodegradation and oxidation, usually by mud or acidic
water.
This trapped the carbon in immense peat bogs that were eventually covered and deeply
buried by sediments. Under high pressure and high temperature, dead vegetation was
slowly converted to coal. As coal contains mainly carbon, the conversion of dead
vegetation into coal is called carbonization.
The wide, shallow seas of the Carboniferous Period provided ideal conditions for coal
formation, although coal is known from most geological periods. The exception is the
coal gap in the Permian–Triassic extinction event, where coal is rare. Coal is known
from Precambrian strata, which predate land plants — this coal is presumed to have
originated from residues of algae.

USES OF COAL
18
Coal is the most important & abundant fossil fuel in India and accounts for 55% of India's
energy need. India's industrial heritage was built upon indigenous coal, largely mined in
the eastern and the central regions of the country. India is, however, poorly endowed
with oil assets and has to depend on crude imports to meet a major share of its needs
(around 70 percent). A large population of India in the rural areas depends on traditional
sources of energy such as firewood, animal dung and biomass. The usage of such
sources of energy is estimated at around 155 mtoe per annum or approximately 47
percent of total primary energy use.

Coal has been recognized as the most important source of energy for electricity
generation in India. About 75% of the coal in India is consumed in the power sector. In
addition, other industries like steel, cement, fertilizers, chemicals, paper and thousands
of medium and small-scale industries are also dependent on coal for their process and
energy requirements. In the transport sector, though direct consumption of coal by the
Railways is almost negligible on account of phasing out of steam locomotives, the energy
requirement for electric traction is still dependent on coal converted into electric power.

The coal reserves of India up to the depth of 1200 m have been estimated by the
Geological Survey of India at 247.85 billion tonnes as on January 1, 2005 of which 92
billion tonnes are proven. Hard coal deposits spread over 27 major coalfields, are mainly
confined to eastern and south central parts of India.

19
The lignite reserves in India are estimated at around 36 billion tonnes, of which 90%
occur in the southern State of Tamil Nadu. 4150 million tonnes (mt) spread over 480 sq
km is in the Neyveli Lignite fields in Cuddalore District of

which around 2360 Mt have been proved. Geological reserves of about 1168 mof lignite
have been identified in Jayamkondacholapuram of Trichy District of Tamilnadu. In
Mannargudi and East of Veeranam, geological reserves of

around 22661.62 Mt and 1342.45 mt of lignite have been estimated respectively. Other
states where lignite deposits have been located are Rajasthan, Gujarat, Kerala, Jammu
and Kashmir and Union Territory of Pondicherry.

Inspite of various policy initiatives to diversify the fuel mix but considering the limited
reserve potentiality of petroleum & natural gas, eco-conservation restriction on hydel
project and geo-political perception of nuclear power, it is becoming increasingly
evident that coal will continue to occupy centre-stage of India's energy scenario. Indian
coal offers a fuel source to domestic energy market for the next century & beyond.
Based on estimates, the consumption of coal is projected to rise by nearly 40 percent
over the next five years and almost to double by 2020.

Major Coal Producing States in India

Majority of the coal producing states are found in the eastern part of India comprising
part of Jharkhand, Orissa, Chhattisgarh and West Bengal. Jharkhand is the largest coal
producing state in the country followed by Orissa, Chhattisgarh, West Bengal, Madhya
Pradesh, Andhra Pradesh and Maharashtra.

1.Jharkhand: 38% of the total reserves of India are found in this state. Darla is

the most important and most productive coal field in India. The field

accounts for 100% of the country’s prime coking coal

20
 production.Other significant coal producing regions of this state are

Bokaro, North Karanpura, South Karanpura, Giridih, Ramgarh,

Daltonganj and Rajmahal.

2. Orissa (Odisha): Orissa account for around 13.4% of the country’s total

production. Talcher and Ranapur Himgir are the two

important coal fields. Talcher accounts for nearly 3/4th of the

total coal reserve of the state.

3. Chhattisgarh and Madhya Pradesh: Major coal fields are Korba,

Umaria, Singrauli, Chirmiri and Sohagpur. Other

coal fields include Pench Kanhan, Mohpani,

Sonhat, Jhilimili, Bisrampur, Raigarh and

Tatapani – Ramkola.

4. Andhra Pradesh: The major coal producing districts are Adilabad,

Karimnagar, Warangal, Khammam, East Godavari and West

Godavari. Major coal fields are Tandur, Singareni,

Kothagudem and Ramagundam.

5. Maharashtra: The major coal fields are found in Nagpur-Wardha region. The

important mining areas are – Wardha, Ballarpur, Chanda and

Kampati.

6. West Bengal: Raniganj is the largest coal field of West Bengal and the

second biggest in India in terms of total reserve. The coal

21
 fields of Asansol are also famous. Recently a large coal field

has been discovered in Mejia in the Bankura district.

COAL INDIA LIMITED

Coal India Limited (CIL) is an Indian state-controlled coal mining company

headquartered in Kolkata, West Bengal, India. It is the largest coal producer company in
the world and contributes around 81% of the coal production in India. It produced 452
million tonnes of coal during FY 2012–13 and earned a revenue of INR 882.81 billion
from sale of coal in the same financial year. As on 30 January 2015,Union Government
of India owns 89.65% of the shares in CIL and controls the operations of CIL through
Ministry of Coal. In April 2011, CIL was conferred the Maharatna status by the Union
Government of India. On 31 March 2013, its market capitalisation was INR 1.952 trillion
(US $35.9 billion) making it India's 5th most valuable company by market value.

22
History and formation

With dawn of the Indian independence a greater need for coal production was felt in
the First Five Year Plan. In 1951 the Working Party for the coal Industry was set up
which included representatives of coal industry, labour unions and government which
suggested the amalgamation of small and fragmented producing units. Thus the idea
for a nationalized unified coal sector was born. Integrated overall planning in coal
mining is a post-independence phenomenon. National Coal Development Corporation
was formed with 11 collieries with the task of exploring new coalfields and expediting
development of new coal mines.

Factors which led up to Nationalization of Coal

Industry in India

Nationalization of coal industry in India in the early seventies was a fall out of two
related events. In the first instance it was the oil price shock, which led the country to
take up a close scrutiny of its energy options. A Fuel Policy Committee set up for this
purpose identified coal as the primary source of commercial energy. Secondly, the
23
 much needed investment needed for growth of this sector was not forthcoming with
coal mining largely in the hands of private sector. The objectives of Nationalization as
conceived by late Mohan Kumaramangalam were; Conservation of the scarce coal
resource, particularly coking coal, of the country by:-

• Halting wasteful, selective and slaughter mining.

• Planned development of available coal resources.
• Improvement in safety standards.
• Ensuring adequate investment for optimal utilization consistent with growth needs.
• Improving the quality of life of the work force.

Moreover the coal mining which hitherto was with private miners suffered with their
lack of interest in scientific methods, unhealthy mining practices etc. The living
conditions of miners under private owners were sub-standard.

Formation of Coal India Limited

With the Government's national energy policy the near total national control of coal
mines in India took place in two stages in 1970s. The Coking Coal Mines (Emergency
Provisions) Act 1971 was promulgated by Government on 16 October 1971 under which
except the captive mines of IISCO, TISCO, and DVC, the Government of India took over
the management of all 226 coking coal mines and nationalised them on 1 May, 1972.
Bharat Coking Coal Limited was thus born. Further by promulgation of Coal Mines
(Taking over of Management) Ordinance 1973 on 31 January 1973 the Central
Government took over the management of all 711 non-coking coal mines. In the next
24
phase of nationalization these mines were nationalized with effect from 1 May 1973 and
a public sector company named Coal Mines Authority Limited (CMAL) was formed to
manage these non coking mines.

A formal holding company in the form of Coal India Limited was formed in November
1975 to manage both the companies.

Coal India Limited at a Glance

Coal India Limited (CIL) as an organized state owned coal mining corporate came into
being in November 1975 with the government taking over private coal mines. With a
modest production of 79 Million Tonnes (MTs) at the year of its inception CIL today is
the single largest coal producer in the world. Operating through 81 mining areas CIL is
an apex body with 7 wholly owned coal producing subsidiaries and 1 mine planning and
consultancy company spread over 8 provincial states of India. CIL also fully owns a
mining company in Mozambique christened as 'Coal India Africana Limitada'. CIL also
manages 200 other establishments like workshops, hospitals etc. Further, it also owns
26 technical & management training institutes and 102 Vocational Training Institutes
Centres. Indian Institute of Coal Management (IICM) as a state-of-the-art Management
Training 'Centre of Excellence' - the largest Corporate Training Institute in India -
operates under CIL and conducts multi disciplinary management development
programmes.

CIL having fulfilled the financial and other prerequisites was granted the Maharatna
recognition in April 2011. It is a privileged status conferred by Government of India to
select state owned enterprises in order to empower them to expand their operations
and emerge as global giants. So far, the select club has only five members out of 217
Central Public Sector Enterprises in the country.
Unmatched Strategic Relevance:-

1. Produces around 81.1% of India's overall coal production

2. In India where approximately 52% of primary commercial energy is coal dependent,

CIL alone meets to the tune of 40% of primary commercial energy requirement

25
3. Commands nearly 74% of the Indian coal market

4. Feeds 82 out of 86 coal based thermal power plants in India

5. Accounts for 76% of total thermal power generating capacity of the Utility sector

6. Supplies coal at prices discounted to international prices

7. Insulates Indian coal consumers against price volatility

8. Makes the end user industry globally competitive

Thus, plays a key role in "India Growth Story" and making India incorporate globally
competitive.

Vision
To emerge as a global player in the primary energy sector committed to provide energy
security to the country by attaining environmentally & socially sustainable growth
through best practices from mine to market.

Mission

To produce and market the planned quantity of coal and coal products efficiently and
economically in an eco-friendly manner with due regard to safety, conservation and
quality.

Production and Growth

Produces over 400 Million Tonnes of Coal annually. Coal production ending Financial
Year 2011 was 431.32 Million Tonnes (MTs). CIL's dynamic production momentum is

26
evident in the fact that in recent years, CIL leaped from 300 MTs mark achieved in
2003-04 to 400 MTs (2008-09) in a time span of 5 years. It took CIL 12 years to
cross the 300 MTs production mark from that of 200 MTs achieved in 1991-92. CIL Is
targeted to produce 452 MTs FY ending 2012.
Two of the subsidiary companies of CIL South Eastern Coalfields Limited and
Mahanadi Coalfields Limited are in the elite club of 100 MTs coal producing companies
which number only a few worldwide.

Transparency Initiatives

• Introduced e-auction for selling coal to any consumer from any location in a
transparent manner.
• Introduced Integrity Pact in High Value Procurement.
• e- procurement introduced for speeding up purchase of vital inputs

Employee Welfare& CSR

Pursues a structured CSR policy around coal mining areas to improve quality of life
with community consensus and inclusive participation

• Mobile Dispensaries and wellness clinics introduced on a large scale.

• Tele-medicine facilities introduced in central hospitals.
• Provides medical services to employees, their families and local populace
through 86 fully equipped hospitals having 5835 beds.
• Employs 1524 specialist Doctors.
• Runs 423 dispensaries and has 640 Ambulances.
• Provides potable water to about 2.3 million populace in remote corners of CIL's
areas of operation
• Supports 536 schools under different categories - Project Schools (55);
Privately managed Schools with grant packages (284); Private Committee
Managed Educational Institutes (72) and other schools where occasional grants
are given (125).

27
 • Introduced 'Coal India Scholarships' for 100 Below Poverty Line students plus
25 wards of land losers in government engineering and medical colleges.
Scholarship covers education, hostel and mess charges
• Meets the entire cost of wards of workmen securing admission in government
engineering and medical colleges
• Committed to generate employment opportunities for people in mining areas by
providing vocational training.
• The company Pursues 'Mining with a human face' through socially sustainable
inclusive model of growth by making Project Affected People stakeholders in the
decision making process for their livelihood.
• Medical facilities extended to nearby communities in fully equipped company
hospitals.
• Mobile dispensaries and Tele-medicine facilities meant for employees also
extended to nearby village populace.

Care for Environment

One of the inherent tendencies of coal mining is degradation of the land and environment.

CIL constantly addresses the impact of mining activities across environmental and social

issues. Eco-friendly mining systems have been put in place in all of its mining areas. To

make environmental mitigation measures more transparent, CIL introduced state-of-

the-art Satellite Surveillance to monitor land reclamation and restoration for all

opencast projects.

Coal India has made afforestation over an area of around 32,000 Hectares while the total

forest area degraded due to mining operation is around 12,800 Hectares, which means,

for every hectare of forest land degraded, CIL has made plantation in 2.5 Hectares of

land.

Committed to minimize the adverse impact of coal mining on environment through well

28
structured Environment Management Plans and sustainable development activities.

As a part of 'Clean & Green' programme, massive plantation has been taken up by CIL

wherever land is available. CIL has till date planted over 73 million trees.

A positive result of this effort towards improvement of environment through massive

plantation undertaken in Singrauli Coalfields since 1985, is such that the analysis for the

period 1985-1995 and 1996-2002 carried out by Conservator of Forest indicates that

the annual average maximum temperature in Singrauli has decreased by 0.4oC while the

annual average rainy days increased by 11.2 days and average annual rainfall has

increased by 105.6 mm.

Subsidiary Companies Of Coal India Limited

Coal India is a holding company with seven wholly owned coal producing subsidiary
companies and one mine planning & consultancy company. It encompasses the whole
gamut of identification of coal reserves, detailed exploration followed by design and
implementation and optimizing operations for coal extraction in its mines. The producing
companies are:

1. Eastern Coalfields Limited (ECL), Sanctoria, West Bengal

2. Bharat Coking Coal Limited (BCCL), Dhanbad, Jharkhand

3. Central Coalfields Limited (CCL), Ranchi, Jharkhand

4. South Eastern Coalfields Limited (SECL), Bilaspur, Chattisgarh

5. Western Coalfields Limited (WCL), Nagpur, Maharashtra

6. Northern Coalfields Limited (NCL), Singrauli, Madhya Pradesh

7. Mahanadi Coalfields Limtied (MCL), Sambalpur, Orissa

8. Coal India Africana Limitada, Mozambique

29
 9. The consultancy company is Central Mine Planning and Design Institute Limited

(CMPDIL), Ranchi, Jharkhand.

North Eastern Coalfields (NEC) a small coal producing unit operating in Margherita,
Assam is under direct operational control of CIL.

Coal India's major consumers are Power and Steel sectors. Others include Cement,
Fertiliser, Brick Kilns, and small scale industries.

CORPORATE STRUCTURE

Central Coalfields Limited

Central Coalfields Limited (CCL) is a subsidiary of Coal India Limited (CIL), an
undertaking of the Government of India. CCL manages the nationalized coal mines of the
Coal Mines Authority, Central division. The registered and corporate office is at
Darbhanga House, Ranchi, Jharkhand.

30
It presently has 62 mines (22 underground, 40open cast) in the Coal belt of East Bokaro,
West Bokaro, North Karnpura, South Karnpura, Ramgarh and Giridih. Their facilities
include seven coal preparation plants, three for non-coking coal and four for medium
coking coal. They earned their Mini Ratna status in 2007.The majority of coal field is in
Khalari commonly two branches are Piparwar-area and Asoka coal field.

Central Coalfields Limited is a Category-I Mini-Ratna Company since October 2007.

During 2009-10, coal production of the company reached its highest-ever figure of
47.08 million tones, with net worth amounting to Rs. 2644 crore against a paid-up capital
of Rs. 940 crore.

Formed on 1st November 1975, CCL (formerly National Coal Development Corporation
Ltd) was one of the five subsidiaries of Coal India Ltd. which was the first holding
company for coal in the country (CIL now has 8 subsidiaries).

Early History – Formation of NCDC

CCL had a proud past. As NCDC, it heralded the beginning of nationalization of coal
mines in India.

National Coal Development Corporation Ltd. (NCDC) was set up in October, 1956 as
Government-owned Company in pursuance of the Industrial Policy Resolutions of 1948
and 1956 of the Government of India. It was started with a nucleus of 11 old state
collieries (owned by the Railways) having a total annual production of 2.9 million tonnes
of coal.
Until the formation of NCDC, coal mining in India was largely confined to the Raniganj
coal belt in West Bengal and the Jharia coalfields in Bihar (now in Jharkhand), besides a
few other areas in Bihar (now in Jharkhand) and a part of Madhya Pradesh (now
Chattishgarh also) and Orissa.
From its very beginning, NCDC addressed itself to the task of increasing coal production
and developing new coal resources in the outlying areas, besides introducing modern
and scientific techniques of coal mining.
31
In the Second Five Year Plan (1956-1961) NCDC was called upon to increase its
production from new collieries, to be opened mainly in areas away from the already
developed Raniganj and Jharia coalfields. Eight new collieries were opened during this
period and the production increased to 8.05 million tonnes by the end of Second Plan.
During Third Five Year Plan (1961-1966), though the Corporation had built up a much
larger production capacity, it could not be utilized due to a sluggish domestic coal
market. Production had, therefore, to be pegged down and the development of several
collieries undertaken from the early part of the Plan period, had to be suspended. By
this time, the contribution of NCDC to the nation’s coal production (67.72 million tones)
increased to around 9.6 million tonnes.

Vision of CCL

"Committed to create eco-friendly mining"

• The Mission of CCL is to produce and market the planned quantity of coal and
coal products efficiently and economically with due regard to safety,
conservation and quality.

• The main thrust of CCL in the present context is to orient its operations towards
market requirements maintaining at the same time financial viability to meet the
resource needs.

Mission of CCL

"To become a World class, Innovative, Competitive & ProfitableCoal Mining Operation
to achieve Customer Satisfactionas top priority."

Objectives Of CCL

• Coal Mining through efficiently operated mines.

• Besides fulfilling coal needs of the customer in terms of quantity, focus on
quality, value addition and beneficiation to the satisfaction of the customers.

32
Nationalisation of Coal Mines:

A major event in the history of Indian coal industry during the Fourth Plan Period (1969-
74) was the nationalisation of the erstwhile privately owned coal mines in two phases.
In the first phase, the management of coking coal mines was taken over by the
Government of India on 17th Oct. 1971 and nationalization was effective from 5th
January 1972. A state owned company, Bharat Coking Coal Ltd. was formed for
managing coking coal mines. For convenience of management, BCCL collieries in the
East Bokaro coalfields in Bihar (now Jharkhand) were transferred to NCDC, and its
projects in Central Jharia region viz., Sudamdih and Moonidih deep shaft mines were
handed over, in stages to BCCL.
In the second phase of nationalisation, the management of non-coking coal mines in the
country, excepting the captive coal mines of the two steel plants, viz, TISCO and IISCO,
was taken over by the Government on 31st January 1973. These mines were
subsequently nationalized with effect from 1st May 1973 and another state-owned
company, Coal Mines Authority Ltd. (CMAL) came into being with headquarters at
Calcutta (now Kolkata) to manage and develop NCDC collieries and other newly
nationalized units. NCDC itself, in this process, became a division of CMAL which owned
36 collieries under commercial production in Bihar, Orissa, Madhya Pradesh and
Maharashtra, besides four coal washeries, one by-product coke oven plant, two large
central workshops and manpower of about 71,000.
The formation of CMAL witnessed regrouping of the coal mines into three divisions,
namely, Western, Central and Eastern. The regrouping had to be done for the
convenience of management, keeping in view the geographical location of the collieries.

• As a result, NCDC units located in the States of Maharashtra and Madhya Pradesh,
with the exception of Singrauli coalfields, became a part of the Western Division.

• The Central Division consisted of all the old collieries of NCDC in Orissa and
Bihar (except Sudamdih and Moonidih which had been handed over to BCCL)
and those acquired by CMAL after take-over in Giridih, East Bokaro, West

33
 Bokaro, South Karanpura, North Karanpura, Hutar & Daltongunj Coalfields in
Bihar. The Central Division consisted of 64 collieries, four coal washeries, one
by-product coke oven plat, on bee-hive coke plant and one central workshop
having a manpower of 1,11,500.

34
35
 Formation of CCL

The CMAL, with its three divisions continued upto 1st November 1975 when it
was renamed as Coal India Limited (CIL) following the decision of Govt. of India
to restructure the coal industry. The Central Division of CMAL came to be known
as Central Coalfields Limited and became a separate company with the status of
a subsidiary of CIL, which became the holding company.

SWOT Analysis Of Central Coalfields Limited

THE NEED FOR STUDY Good communications and consultation are essential for efficient operation

in any organisation. However, their impact is often diminished by a lack of skill or knowledge on the part

of the participants. It is important, therefore, to provide both managers and employees with training in the

skills and techniques required for communication and consultation. Training can help employees better

understand the information they are given and can encourage them to play a fuller part in the way of

organisation conducts its affairs. Training courses in particular can be a useful way of giving employees

factual information about their employment because they necessarily include a substantial element of

explanation and provide opportunities for questions to be answered. Managers have an important role to

play in communicating and consulting and good training can enable them to: Become more aware of the

importance of good communication and consultation practice Understand their roles and responsibilities

as communicators Support those who are less outspoken and improve their ability to communicate.

Training is particularly important for supervisors who have important communications responsibilities but

often limited experience. Communication and consultation skills should have a place in any development

programme for them as well as for other managers. Trade unions should also ensure that they provide

adequate training for their representatives to enable them to take a full part in employee communications

and consultation. Wherever possible training should be participative and trainees should be encouraged to

exchange views, take part in discussions and share ideas and experiences. Such participation not only
36
makes for more effective training but also helps to foster the idea of employee involvement which is an

underlying principle of consultation and communication. It is good practice to evaluate periodically the

effectiveness of any training undertaken. OBJECTIVES OF STUDY

INTRODUCTION

. To understand the process of training in CCL

2. To understand the performance of employees before training and after training.

3. To know about the perception of employees about the training program.

4. To analyse that whether the organisation is providing incentive to trained employees or

not. SCOPE OF THE STUDY The scope of study is limited to CCL and to understand the

training need and process in the organisation. SOURCE OF INFORMATION The

methodology adopted for this study deserves a special mention. The study includes various

secondary source of information and sample size of the questionnaire. The study is based

on secondary information based on the secondary information from the company’s website.

RESEARCH METHODOLOGY DATA COLLECTION: The methodology adopts for this

study deserves a special mention. The research study includes various secondary source of

information. The data collection methods include both the primary and secondary

collection method. The study is mostly based on the secondary information. Primary data

was collected through survey method by distributing questionnaires to employees. The

questionnaires were carefully designed for employees at different positions. SAMPLING:

Features of Attitude

37
 Attitudes affect behavior of an individual by putting him ready to respond favorably
to things in his environment.

Attitudes are acquired through learning over a period of time. The process of learning
attitudes starts right from the childhood and continues throughout the life of a person.

Attitudes are invisible as they constitute a psychologied phenomenon which cannot

be observed directly. They can be observed by observing the behavior of an individual.

Attitudes are pervasive and every individual has some kind of attitude towards the
objects in his environment. In fact, attitudes are forced in the socialization process and
may relate to anything in the environment.

Attitude, Opinion and Belief

An opinion is generally the expression of one’s judgment of a particularset of facts, an

evaluation of thecircumstances presented to him. “Thurston” defines opinion as
aresponse to a specifically limited stimulus, but the response is certainlyinfluenced by
the predisposition with, with the individual is operating, thatis, the attitude structure. A
difference can also be made between attitudeand belief. A belief is an enduring
organization of perceptions andcognitions about some aspects of individual world. Thus,
belief is ahypothesis concerning the nature of
objects, more particularly, concerning one’s judgments of the probabilityregarding the
nature. In this sense, belief is the cognitive component ofattitude which reflects the
manner in which an object is perceived. Thedifference between attitude, opinion, and
belief exists on conceptual basis.Most researchers believe that these three terms are
so closely tied that itis difficult to separate them except on a limited conceptual
basis.MBA HR, Project Report : Employee’s attitude towards the organizationIn the
literature, often, there is a considerable amount of overlapping inthese three terms. Most
psychologists, however, believe that attitudes aremore fundamental to human behavior
than are the related aspects. Forthis reason, more attempts have been made to analyze
attitudes ascompared to others. Obviously attitudes are an important
considerationbecause of their central position in the process of transforming
workrequirements in to efforts.Attitude alone do not influence behavior but these acts
38
with other factorsin the individual influencing behavior, such as personality,
perception,motivation, etc. Further, attitudes are also affected by the
individualdimension as well as the objects, persons, and ideas. Attitudes have
beenthrough as serving four functions and there by influencing the behavior.These are
instrumental, ego defensive, value orientation and knowledge.

Instrumental: Attitudes serve as a means to reach a desired goal orto avoid an

undesired one. Instrumental attitude are aroused by theactivation of a need or cues that
are associated with the attitudeobject and arouse favorable or unfavorable feelings.

Ego-Defensive: The ego-defensive functions of attitudeacknowledge the importance

of psychological thought. Attitude maybe acquired by facing threats in the external world
or becomingaware of his own unacceptable impulses. Value Orientation: The value-
orientation function takes in toaccount attitudes that are held because they express a
person’sMBA HR, Project Report : Employee’s attitude towards the organizationself-
image, or by cues that engage the person’s values and makethem salient to him.
Knowledge: The knowledge function of attitude is based on aperson’s need to maintain
a stable, organized and meaningfulstructure of the world.

Attitude that provides a standard against which a person evaluatesthe aspects of his
world and serve as the knowledge function too.
These functions of attitudes affect the individual’s way of interpreting theinformation
coming to him. Since attitudes intervene between workrequirements and work
responses, information about how people feelabout their jobs can be quite useful in the
predication about workresponse. Thus, these types of attitudes can portray areas of
investigationfor making the individual and the organization more compatible.

organizationFactors in Attitude Formation

The attitudes are learned. Though there are different approaches as howlearning works
and is acquired by an individual, generally it is held thatindividuals learn things from the
environment in which they interact. Thus,for attitude formation, all these factors must
39
be taken in to account fromwhich people learn. Such factors may be analyzed in terms
of groupsstarting from the family as a group, an individual moves in a close group,then
to longer groups, and finally to the society as a whole. A part fromthese groups, the
individual’s psychology which makes up particularly hispersonality, is also responsible
for behavior and attitudes.

Methods of Attitude Change

There are various methods through which a positive change in attitudesmay be brought.
In the social context, Cohen has suggested four methodsfor attitude change. They are

Communication of additional information.

Approval and disapproval of a particular attitude.

Group influence, and

Inducing engagement in discrepant behavior.

In some or the other, all these methods involve introducing discrepanciesamong the
elements making up the individual’s attitudes in the hope thatthe elements will be
rebalanced through the effective component of theattitudes. From the organization point
of view, a Manager can takefollowing actions in brining change in attitudes of its
organizationalmembers.

Group action

Persuasion through leadership

Persuasion through communication and

Influence of total situation.These actions involve the analysis of different variables

affecting aparticular action.

Values and Attitudes

40
Some researchers see values as consisting of large sets of relatedattitudes. For
example, “Fishbein” and “Ajzen” have included twocomponents in attitudes-
informational, emotional. Thus, they have takenvalues as a part of attitudes. However,
some differences exist betweenvalues and attitudes. Attitudes are specific and related
to distinct objects;people, or ideas. Values are more general than attitudes, values
oftencontain statement of goodness or badness associated with the attitudeswhich
people hold. Valuesare, then, beliefs about which attitudes we should have or how we
shouldbehave.

Values and Behaviour

Behaviour of people is influenced by the values which they hold,particularly in terms of

those stimuli which have some value orientation inthe organizational context,
understanding the influence of individual valuesystem on the behaviour of individuals in
the following manner:
Values influence an individual perception about the problems hefaces and consequently
the decision he makes to overcome those
problems.Values influences the way in which an individual looks at the otherindividual
and groups of individuals, that is, interpersonal
relationship. Values become the basis of such interpersonalelationship interactions.

Individuals judge organizational success as well as its achievementof the basis of

their value system. Thus, for some individuals,organizational success may be in the form
of high profit learningirrespective of the means adopted where as, this may be a
meanthing for other individuals.

Individuals set limit for the determination of what is ethical orunethical behaviour for
themselves as well as for the others.

Values determine the extent to which individuals acceptorganizational pressures and

goals. If these do not match with thevalue held by them, they thwart the organizational

41
pressures andgoals, and even leave the organization.Attitudes are not the same as
values, but the two are interrelated. You cansee this by looking at the three components
of an attitude: cognition, affectand behavior. The belief that “discrimination is wrong” is
a valuestatement.

Types of Attitudes

A person can have thousands of attitudes, butOrganizational Behaviour focuses our

attention on a very limited numberof work-related attitudes. These work-related
attitudes tap positive ornegative evaluations that employees hold about aspects of their
workenvironment. Most of the research in OB has been concerned with threeattitudes:
job satisfaction, job involvement, and organizationalcommitment.

Job Satisfaction

The term job satisfaction to an individual’s general attitude towards his orher job. A
person with a high level of job satisfaction holds positiveattitudes about their job, while
a person who is dissatisfied with his or herjob holds negative attitudes about the job.
When people speak ofemployee attitudes, more often mean job satisfaction.

Job Involvement

The term job involvement is a more recent addition to the OB literaturewhile there isn’t
complete agreement over what the tem means. Aworkable definition states that job
involvement measures the degree towhich a person identifies him with his or her job
and considers his or herperceived performance level important to self worth. Employees
with ahigh level of job involvement strongly identify with and really care aboutthe kind
of work they do.

Organizational Commitment

The third job attitude is organizationalcommitment, which is defined as a state in which

an employee identifieswith a particular organization and its goals, and wishes to
42
maintainmembership in the organization. So, high job involvement meansidentifying with
one’s specific job, while high organizational commitmentmeans identifying with one’s
employing organization.

Attitudes and Consistency

Research has generally concluded that people seek consistency amongtheir attitudes
and between their attitudes and their behaviour. This meansthat individuals seek to
reconcile divergent attitudes and align theirattitudes and behaviour so that they appear
rational and consistent. Whenthere is an in consistency, forces are initiated to return
the individual toan equilibrium state.

Cognitive Dissonance Theory

This theory sought to explain the linkage between attitudes and behaviour.Dissonance
means an inconsistency. Cognitive dissonance refers to anyincompatibility that an
individual might perceive between two or more ofhis or her attitudes, or between his or
her behaviour and attitudes.

Moderating Variables

The most powerful moderates have been found to be the importance ofthe attitude;
specially, its accessibility, whether there exist socialpressures, and whether a person
has direct experience with the attitude.Important attitudes are one’s that reflect
fundamental values, self-interest,or identification with individuals or groups that a
person values. Attitudethat individuals consider important tend to show a strong
relationship tobehaviour.

Attitude Survey

43
The preceding review indicates that knowledge of employee attitudes canbe helpful to
managers in attempting to predict employee behaviour. But,how does management get
information about employee attitudes. Themost popular methods are through the use of
attitude surveys.

Attitude and Workforce Diversity

Managers are increasingly concerned with changing employee attitude toreflect shifting
perspectives on racial, gender, and other diversity issues. Acomment to a co-worker of
the opposite sex, which 20 years ago mighthave been taken as a complaint, can today
become a career-limitingepisode. The majority of large U.S. employees and a
substantialproportion of medium sized and smaller ones sponsor some sort ofdiversity
training. Some examples are, Police Officers in Escondido,California, receive 36 hours
of diversity training for their 12,000employees. The Federal Aviations Administration
sponsors a mandatory 8hours diversity seminar foremployees of its western pacific
region.

Job Satisfaction

Job satisfaction is one of the important factors which have drawn attentionof managers
in the organization as well as academicians Various studieshave been conducted to find
out the factors which determine jobsatisfaction and the way it influences productivity in
the organization.Though, there is no conclusive evidence that job satisfaction
affectsproductivity directly because productivity depends on so many variables, itis still
a prime concern for managers. Job satisfaction is the mental feelingof favorableness
which an individual has about his job. “Dubrins” hasdefined job satisfaction in terms of
pleasure and contentment when hesays that.

Determinants of Job Satisfaction

While analyzing various determinants of job satisfaction, we have to keepin mind that all
individuals do not receive the same degree of satisfactionthough they perform the same
44
job in the same job environment and at thesame time. Therefore, it appears that besides
the nature of job and jobenvironment, there are individual variables which affect job
satisfaction.Thus all those factors which provide a fit among individual variables,nature
of job and situational variables determine the degree of jobsatisfaction. Let us see what
these factors are,Individual FactorsIndividuals have certain expectation from their jobs.
If there expectationsare met from the jobs, they feel satisfied. These expectations are
basedon an individual’s level of education, age, and other factors.

1. Level of Education: Level of education of an individual is a factorwhich determines

the degree of job satisfaction. For example,several studies have found the negative
correlation between thelevel of education, particularly higher level of education and
jobsatisfaction.

2. Age: Individuals experience different degrees of job satisfaction atdifferent stages of

their life. Job satisfaction is high at the initialstage, get gradually reduced, starts rising
up to certain stage andfinally dips to a low degree.

3. Other factors: Besides the above two factors, there are otherindividual factors which
affect job satisfaction. If an individual doesnot have favorable social and family life, he
may not feel happy atthe work place. Similarly, other personal problems associated
withhim may affect his level of job satisfaction.

Effect of his Job Satisfaction

Job satisfaction has a variety of effects. The effects may be seen in thecontext of an
individual’s physical and mental health, productivity,absenteeism, and turnover.

Physical and Mental Health

The degree of job satisfaction affects an individual’s physical and mentalhealth. Since,
job satisfaction is a typed of mental feeling, its

45
favorableness or unfavourableness affects the individual psychologicallywhich for
example, “Lawler” has pointed out that drug abuse, alcoholism,and mental and physical
health results from psychologically harmful jobs.

Improving Job Satisfaction

Job satisfaction plays a significant role in the organization. Therefore,Managers should

take concrete steps to improve the level of jobsatisfaction. These steps may be in the
form of job re-designing to makethe job more interesting and challenging, improving
quality of work life,linking rewards with performance, and improving overall
organizationalclimate.

Attitude Measurement

Attitudes are subjective attributes of people. They can be regarded asconstruct in the
sense that they are conceptualizations of human statisticalevidence. Thus, people may
vary along a number of attitudinaldimensions.Keeping this measurement aspect in to
consideration, the attitudes mightbe defined operationally by describing the
measurement systems thatpsychologists use to measure attitudes. Attitude
measurement, developedlargely by social psychologists is concerned with the efforts to
tap theseattitudes as they are characteristics of individuals. There are manymethods of
attitude measurement. The Thurston type of scaling goes backto the early work of
Thurston and Chive, which collected a large number ofstatements relating to the area in
which attitudes were to be measured.
This statement may be relating to any object about which attitudes were tobe measured.
The statements are both favorable and unfavorable and areplaced in 11 piles, with most
favorable one being placed in pile 11. Otherstatements are placed in between their
position depending on the degreeof favorability or unfavorability.The scale is then
presented to the respondents. Each respondent checksthe statement in pulling together
numerous methods dealings with attitude

46
measurement. They are:

Self Report

Indirect Tests

Direct Observation Techniques

Psychology Reaction Techniques

However attitude measurement of employees in an organization is mostcommonly

carried out with self-respect questionnaires uses severalscaling methods. There are
three types of attitude scaling which arecommonly used in attitude measurement. They
are Thurston type of scale,Likert scale, and semantic differential. With which he agrees
his attitudescore is then based on the average or the median scale of the statementsthat
he has checked. Soon after Thurston scale, Likert experimented withcertain other
varieties of attitude scales. Likert’s attitude scale uses fivepoints. The statements
relating to the measurement of attitude is given tothe person concerned and he is asked
to check one of the five pointsgiven for every statement. These points show the degree
of agreement ordisagreement with the statement. The Likert scale is considered better
ascompared to Thurston because of several positive facts.For example, in this scaling,
there is no much problem in makingnumerous statements which will show both positive
and negative degree.
The semantic differential, an attitude scaling technique that lends itself tovarious
applications, was developed by Orgood, Suci and Tannenbaum.Therefore, an employee
who has a high level of job satisfaction tends tobear attitudes, which are favorable to
the organization. Balancing thepositives with the negatives is important so that the
employees will not bedisappointed and become a problem that would have been avoided
fromthe beginning. Attitudes cannot be changed drastically or quickly. There isa reason
why people have attitudes; it is a part of them. To change aperson takes patience and
lots and lots of stalls, especially in a boss-employee relationship where it is more
formal. Sometimes, all it takes is awarning in simple words which is to change an
unfavorable attitude.When an employee discloses a mental health problem, try to work

47
out areasonable accommodation. Give him/her time off from work or a modifiedwork
schedule, make physical changes to the work place, or adjustsupervisory instructions or
training. Many mental health problems arehighly treatable and cause only temporary
disruptions at work.If an employee with a chronically negative attitude suddenly claims
amental disability, employers have the right to ask for medical certificationand/or, in
some situations, a second opinion. However, credible testimonyfrom privacy. Check with
an attorney before requesting these. Strikebefore the iron gets hot by including conduct
problems in your employeehand book. Develop a policy that clearly delineates the types
of behavior which are not acceptable in your workplace. The above mentionedexamples
are some which can change unfavorable attitude to a favorableone.

REVIEW OF LITERATURELITERATURE SURVEY

From the Wall Street Journal Online:A majority of U.S. employees say they are satisfied
with their job andnearly half feel pride in their career, according to a recent,
“HarrisInteractive Poll”. Still, many U.S. employees dislike their jobs, suffer fromburnout
and don’t have good feelings about their employers and SeniorManagers, the poll shows.
Employees in small organizations are morelikely to have positive attitude towards their
jobs, their employers and theirtop managers.Of people working for small employers,
54% of those polled say they aresatisfied with their job, and company. 38% of those
working for largeemployers feel they are at dead-end jobs, compared with 24% of
thoseworking for companies feel “this is the best organizational to work for” only25%
of the people working for large organizations, compared with forsmall employers,
believe that the top manages display integrity andmorality. This survey also shows that
younger workers have much morenegative view of their job than older workers. Among
the older workers,59% say a good deal of their pride comes from their work and
careers,compared with just 37% of the younger workers. Likewise, among 64% ofthe
older workers, only 47% of the younger workers really care about thefate of the
organization for which they work. Overall, while 595 of theemployees are satisfied with
their jobs, that two out of every five 41% ofthe workers aren’t satisfied. In addition,
one-third of the workers feel theyare in dead-end jobs, and “trying to cope with feeling

48
of burn out”. Burn outis much more prevalent among the workers’ ages between 18-24
years,47% report feeling burned out, compared with 28% of the older workers.Ms. B.
Nagalakshmi, 2006, had done a project on “Employee Attitudetowards the Organisation
in “Lakshmi Machine Works Limited” and shesuggested that Management/HR
department may be changing theprocedures or approaches to improve the employees’
positive attitudetowards them by participation from them. Attitudes change from person
toperson. In an organization, the functions and procedures followed by themanagement/
HR departent should accepted and negative attitudes if anymay be identified at an earlier
stage. Relationship of the employees withthe HR Department may be enhanced to reduce
negative attitude amongthe employees in general which will lead to prosperity of the
companythrough profits and that of the employees through enhanced quality ofwork
life.Ganguli (1964) has argued that the factors that determine performance ofthe
workers in an industrial job can be classified under three heads.

1. Personal factors

2. Work factors

3. Environmental (physical and social) factors

Personal Factors refer to skills of workers and the degree of motivationthat determine
the extent to which he will apply his skill to the job. Workfactor refers to tools and
equipment, method of work and materials used.Examples of environmental factors are
(a) physical lighting, ventilation,etc. (b) social and psychological nature of leadership
(supervisory andmanagerial), social climate in the shop, nature of the group
formationamongst members, etc and (c) Nature of organizational controls,communication
patterns, etc.Mr. Vijayanand, 1999, had done a project on “job satisfaction”, among
theemployees in “Sakthi Sugars” and he suggested that the organization hasto
concentrate more on labour measures and also with regard to themaintenance of
buildings.Mr.Vasudevan.C, 1999, had done a project on “job satisfaction” amongthe
workers in “ELGI Electric and Industries Limited” and he suggestedthat the organization
may provide better working conditions, can reducethe hours of work and provide more
career advancement opportunities.According to Vroom(1964), productivity depends
49
upon two majorvariables viz., employees’ job performance and resources utilized. In
mostorganizational performance of the employees is relatively more importantthan the
equipments and raw materials. Even in automated operations,productivity in strategic
and coordinate systems largely depends up on thehuman performance. Performance of
a worker on a task or job is a directfunction of his motivation.According to Hark
Mantel(1971), the nature of the relationship betweenjob characteristics and employee
reactions to their work(includingMBA HR, Project Report : Employee’s attitude towards
the organizationsatisfaction, performance, and absenteeism) will depend upon the
needstatus of the employees.Maslow proposes that employees’ emerge in a hierarchical
fashion and itis important for the organization to satisfy their needs, failing which
theemployees may exhibit non productivity and effectiveness of
theorganization.Fleishman (1953) has studied the relationship of supervisory behavior
with the productivity and morale of the sub ordinates, superiors createcertain climate in
their department and high consideration results in highproductivity and morale.Mr. R.K.
Selvam has made ‘A Study on Worker’ Expectations on LabourWelfare Facilities in 1998.
In TTK Prestige Limited, the sample size was60. He used the interview schedule for
primary data collection; thesecondary data was collected through discussion with
officials of thePersonnel Department from the data it was found that almost every
onewere satisfied.Mr. Rajaprabakaran has conducted a research on ‘The Study on level
ofMotivating the Employees with special reference to TTK Prestige Limitedin 2002. The
sample size was 300 and he used the interview schedule forthe primary data collection.
He found that 28% of employees weremotivated with the working conditions of the
company. All of them weremotivated with the first-aid facilities.Argyris (1957) identified
a style of leadership ranging from immaturity.He holds that the effective leader or
manager will help people to movefrom a style of immaturity or dependent, towards a
style of maturity.MBA HR, Project Report : Employee’s attitude towards the organization

RESEARCH METHODOLOGYINTRODUCTION
Research is an active, diligent and systematic process of inquiry in orderto discover,
interpret, and revise facts, events, behaviors or theories or tomake practical applications
with the help of such facts, laws or theories.The tem research is also used to describe
the collection of informationabout a particular subject.Employees’ attitude towards the
50
organization should be known by theentire organization to reduce the grievance. The
main objective is to findout the number of employees who are having positive attitude
and or
negative attitude and what tends to the same.Here, the general employee opinion survey
method has been followed.The questionnaires were directly handed over to the
employees of theorganization for their responses.

OBJECTIVES OF THE STUDY

To know the employees’ attitude towards the organization

To know the reasons for the employees’ positive attitude

To know the reasons for the employees’ negative attitude

To know the employees’ expectations from the organization

To make suggestions to improve the attitude of the employees to themanagement.

SAMPLING METHOD

The sample size taken is 180 which has been selected through StratifiedRandom
Sampling.When the markedly heterogeneous group is first sub-divided into groupsor
‘stratas’ in such a manner that all items in any particular group aresimilar with regard to
the characteristic under consideration. From eachsuch ‘strata’ items are chosen at
random. The number of items taken fromeach group may be in proportion to its relative
strength, the sample soformed is called as ‘stratified’.

TOOLS FOR DATA COLLECTION

Questionnaire is the main tool for data collection. Questionnaire has beendistributed to
the employees directly and a discussion also has been done.

INDUSTRIAL RELATION IN CENTRAL COALFIELDS LIMITED

51
 In Central Coalfields Limited there is a provision to maintaining good relationship

between the employer and workmen. These are:

1. Project Consultative Committee(PCC):-This is a Unit level Committee

consisting of representatives of different trade Unions . The demands and

matters which can be sought out by Unit/Project Level , the committee work

out and try to resolve the demands and grievances of the workmen which

pertains to Unit/Project level. The meeting of the committee held once in a

month.

2. Area Level Committee (ACC) :- This is an Area Level

Committeeconsisting of representatives of different trade Unions at Area

Level. The demands and matters which cannot be sought out by Unit/Project

Level the same is referred to Area and this committee takes efforts to resolve

the grievance and demands at their level . This committee also try to resolve

the grievances related to Area Level. The meeting of the committee held once

in a month.

3. Joint Consultative steering Committee (JCSC):- This is a Apex Committee at

Company level. Mostly policy decision has to be taken in this committee.

Committee also tries to resolve the grievances and demands which cannot be

sought out at Area Level. Recently, a Book “ Sunehare Kal Ki Ore” has been

published in which 84 point of demands and grievances have been sought out

by the committee and taking all efforts to resolve that.

52
 Apart from that there is also provision of “Structural Meeting” with different

Trade Union separately to resolve the Grievances and demand of the workmen

In Central Coalfields Limited 5 centrally Trade Union registered. They are

CITU, INTUC , AITUC,HMS, BMS.

Besides that A Samadhan Cell also established in which any one can

represent to resolve grievances within 15 days of time.

STAND OF THE RESPONDENT (CCL) :

. MOU signed between the two companies provided that in any case of accident claimaint should
inform the immediately but not later than 120 days from the date of accident to CCL .

And the petitioner has informed the CCL within the time prescribed and that the premium has
been regularly deducted from the salary of the petitioner’s husband and the money was
deposited by CCL to OICL in advance .This factum also appears in the MOU.

The Insurance company by their letter dated 03.07.2012 informed the respondent CCL that the
claim file has been closed on 28.12.2010 as no claim due to non-submission of documents

DATA ANALYSIS AND INTERPRETATON

1. HIGH LEVEL OF SATISFACTION TOWARDS TRAINING FACILITIES PROVIDED BY THE

COMPANY?

53
 20%

80%

INTERPRETATION:

• 80% EMPLOYEES ARE AGREE WITH THE STATEMENT.

• 20% EMPLOYEES ARE DISAGREE WITH THE STATEMENT.

2. HIGH LEVEL OF MOTIVATION AVAILABLE IN COMPANY?

30%

70%
INTERPERTATION:

• 30% PEOPLE AGREE WITH THE STATEMENT..

• 80% PEOPLE DISAGREEWITH THE STATEMENT..

3. COMPANY HELPS TO DEVELOP THE SKILLS?

54
 12% 09%

1st Qtr
2nd Qtr
55% 3rd Qtr
4th Qtr

24%
INTERPRETATION:

• 9% EMPLOYEES FEEL POOR ABOUT THE DEVELOPMENT OF SKILLS.

• 12% EMPLOYEES FEEL SATISFIED ABOUT THE DEVELOPMENT OF SKILLS..
• 24% EMPLOYEES FEEL GOOD ABOUT THE DEVELOPMENT OF SKILLS.
• 55% EMPLOYEES FEEL EXCELLENT ABOUT THE DEVELOPMENT OF SKILLS.

4. REST ROOMS FACILITY PROVIDED BY THE COMPANY?

18%

82% 1

INTERPRETATION:

• 82% EMPLOYEES ARE SATISFIED WITH FACILITY.

• 18% ONLY EMPLOYEES AREUNSATISFIED WITH FACILITY.

5. PROMOTION IS GIVEN ACCORDING THE PERFORMANCE OF THE EMPLOYEES?

55
 24%

76%
INTERPRETATION:

• 24% EMPLOYEES ARE UNSATISFIED WITH THIS SATEMENT.

• 76% EMPLOYEES ARE SATISFIED WITH THIS SATEMENT.

6. :SOLVING PROBLEMS BY SUPERIOR?

20%

80%
INTERPERTATION:

➢ 80%. EMPLOYEES ARE AGREE WITH THE STATEMENT.

➢ AND REST 20% EMPLOYEES ARE DISAGREE WITH THE STATEMENT.

7. FEELING SATISFACTION TOWARD

DURING THE TIME OF TRAINING?

56
 4th Qtr Sales
9%
3rd Qtr
10%

2nd Qtr
1st Qtr
23%
58%

INTERPRETATION

58% EMPLOYEES AGREE WITH THE SATISFACTION DURING THE TIME OF TRAINING.

23% EMPLOYEES STORNGLY AGREE WITH THE STATEMENT.

10% EMPLOYEE ARE NEUTRAL WITH THE STATEMENT.

9% EMPLOYEE ARE DISAGREE WITH THE STATEMENT.

8.CO-WORKERS ARE VERY CO-OPERATIVE IN NATURE?

58%
42%

INTERPRETATION:

• 58% EMPLOYEES ARE UNSATISFIED WITH THIS STATEMENT.

• 42% EMPLOYEES ARE SATSFIED WITH THIS STATEMENT.

9. RECREATIONAL FACILITIES PROVIDED BY THE COMPANY?

57
 Sales

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

QUALIFICATION

70% 63%
NUMBER OF RESPOND

60%
50%
40%
30% 24%
20%
10%
10% 3%
0%
1 2 3 4 5
RANK

INTERPRETATION:

10% rank 1st qualification.

0% respond on 2nd rank.

3% employees rank qualification 3rd.

10% rank this 4th. And

24% rank qualification 5th.

CONFIDENCE:

58
 35% 33%

30%
NUMBER OF RESPOND

25% 23%

20%
17% 17%

15%
10%
10%

5%

0%
1 2 3 4 5
RANK

INTERPRETATION:

10% Employees rank confidence 1st.

34% rank this 2nd.

17% rank this 3rd.

17% employee’s rank 4th. And

23% rank this 5th.

LANGUAGE SKILLS:

50%
45% 43%

40%
NUMBER OF RESPOND

35%
30% 27%
25%
20%
15% 13%
10%
10% 7%
5%
0%
1 2 3 4 5
RANK

59
INTERPRETATION:

7% Employees rank language skill 1st.

13% rank this 2nd.

10% rank it 3rd.

43% rank this 4th. And

27% rank this 5th.

CONVINCING SKILLS:

60%

50%
NUMBER OF RESPOND

40%

30%

20%

10%

0%
1 2 3 4 5
RANK

INTERPRETATION:

0% Employees responds 1st rank.

13% employees rank convincing skill 2nd.

17% rank 3rd.

20% employee’s rank 4th.

50% employee’s rank 5th.

CONVENCING SKILLS:

60
 60%

50%
50%
NUMBER OF RESPOND

40%

30%

20%
20% 17%
13%
10%

0%
0%
1 2 3 4 5
RANK

INTERPRETATION:

0% Respond communication skills 1st.

13% rank this 2nd.

17% rank this 3rd.

20% rank this 4th.

50% rank 5th convincing skills.

61
 BIBLOGRAPHY

BOOKS REFERED:

Human resource management (C.B. GUPTA)

WEBSITE REFERED:

www.google.com
www.wikipedia.com
www.centralcoalfield.in
www.ccl.gov.in

62
 QUESTIONNAIRE
QUESTIONNARE ON “ Employee’s Attitude Towards the Organization ”
HELLO SIR / MA’AM
My name is Priya kumari and I am pursuing MBA from Dr. Shyama prasad Mukherjee
university, Ranchi. I am an intern in CCL and doing a project on” Employee’s Attitude
towards the Organization “.
I am conducting a survey which is based on the employee attitude level to P/S.S
department. It will be very helpful if You spend your precious time in filing up this
questionnaire so that I can collect the data and complete my project which will reflect the
current status of all facilities provided by CCL to its employee.

THANK YOU

PERSONAL DATA

(a) Name :

(b) Designation :

(c) Gender : Male ( ) Female ( )

(d) Experience : 0-5yrs ( )5-10yrs ( )10-15Yrs ( ) Above 15Yrs( )

Kindly rate the question from 1 to 15 as per the following scale:

Employee attitude segment:
S.A - Strongly Agree
A - Agree
N - Neutra
DA - Disagree
SDA - Strongly Disagree
Please tick the following factors regarding satisfaction:

SA A N DA SDA
High level of satisfaction towards Training
f a c i l i t i e s provided by the company.

Company helps to develop the skills

Feeling satisfaction towards during
the time of training

Technical training procedure

High level of Job Satisfaction

63
Superiors’ co-ordinate during
the work time
Co-workers are very co-
operative in nature
Employees co-ordinate in all aspects

Solving problems by superior

Long term job nature

Quality water facility provided by the

company
Rest rooms facility provided by the
company.
Staff quarters facility provided by the
company.
Work environment is satisfied

Canteen in the company is good

Recreational facilities provided by the

company

High level of Motivation available in

company

Promotion is given according the

p e r f o r m a n c e o f t h e employees

64
65