PROJECT REPORT

ON
STUDY OF TRAINING AND DEVELOPMENT OF EMPLOYEES IN
INDORAMA SYNTHETICS (India) LTD.
BUTIBORI, NAGPUR
SUBMITTED BY
KARAN K KAMDI
GUIDED BY
Mr. S. Subramaniam
Asst. Professor, DMIMS
Datta Meghe Institute of Management and Studies
Ate! "a!out# Nag$u
%&'(()&'(&*
CERTI+ICATE
This is to certify that Mr. KARAN K KAMDI Studying in MBA
IInd sem of DMIMS Nagur has successfu!!y com!eted this
ro"ect entit!ed ,STUDY O+ TRAINING AND DE-E"OPMENT
O+ EMP"OYEES IN INDORAMA SYNT.ETICS %I* "TD/
BUTIBORI NAGPUR0 from #
st
"u!y to #$
th
august.
%e &as 'ery sincere ( honest in his &or). *e &ish him a!! the
best for his future endea'ors.
M/ S/ Su1amaniam D/Amishi Aoa
Po2e3t Guide Die3to# DMIMS
DEC"ARATION
I hereby dec!are that ro"ect entit!ed ,STUDY O+ TRAINING
AND DE-E"OPMENT O+ EMP"OYEES IN INDORAMA
SYNT.ETICS %I* "TD/ BUTIBORI NAGPUR0.
is a 1onafied and authenti3 e3od of 4o5 done 1! me
unde su$e6ision of Mr. A"ay dhob!e during academic
session +,##-+,#+.
The &or) resented here is not du!icated from any other
source ( a!so not submitted ear!ier for any other degree.di!oma
to any uni'ersity.
I understand that any such du!ication is !iab!e to be unished
in accordance &ith the uni'ersity ru!es.
P!ace/ Nagur Mr. KARAN KAMDI


AC7NO8"EGEMENT
No Pro"ect 0an Be Done 1naided
It is my rofound ri'i!ege to ac)no&!edge &ith dee sense of
gratitude and indebtness to&ards my ro"ect guide Mr. S.
Subramaniam Asst. Professor at DMIMS Institute of
management ( research for her 'a!uab!e guidance.
My sincere than)s to Mr. Ar'ind 2ain 3Asst. 4P5 for gi'ing me a
chance to do ro"ect at IndoRama and Mr. A"ay
Dhob!e3 Manager %uman Resource5 for his e6tensi'e co-
oeration and suort and Mrs. Ba!&inder Sodi Kaur 3 Sr.
7fficer Training and De'e!oment 5 for her e6tensi'e suort
and co- oeration.
My secia! than)s to staff members of Indorama &ho he!ed me
during this ro"ect &or). I am a!so than)fu! to the management
of Indorama &ho has gi'en their fu!! cooeration in this study.


KARAN KAMDI
CERTI+ICATE
This is to certify that Mr. KARAN K KAMDI Studying in MBA
IInd sem of DMIMS Nagur has successfu!!y com!eted this
ro"ect entit!ed ,STUDY O+ TRAINING AND DE-E"OPMENT
O+ EMP"OYEES IN INDORAMA SYNT.ETICS %I* "TD/
BUTIBORI NAGPUR0 from #
st
"u!y to #$
th
august.
%e &as 'ery sincere ( honest in his &or). *e &ish him a!! the
best for his future endea'ors.
M/ S/ Su1amaniam D/ Amishi Aoa
Po2e3t Guide Die3to# DMIMS
IND89
Seria! no. 0haters Page no.
,#.
Introduction +
,+.
Training and De'e!oment $
,:.
0omany rofi!e of Indorama synthetics #;
,<.
7b"ecti'e of the ro"ect. +=
,$.
Training and De'e!oment at Indorama
Synthetics 3India5 >TD.
+;
,?.
Research Methodo!ogy :;
,=.
Data interretation and Data ana!ysis. <:
,@.
>earning during SIP $?
,;.
0onc!usion. $@
#,.
Recommendation and suggestion. ?,
##.
Bib!iograhy. ?+
#+.
Anne6ure.
INTRODUCTION
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
%uman Resource Management is concerned &ith human beings, &ho are
energetic e!ements of management. The success of an enterrise &i!! deend uon the
abi!ity, strength and moti'ation of ersons &or)ing in it. %uman Resource
Management refers to systematic aroach to rob!ems in any organiAation. %uman
Resource Management is concerned &ith a!! asects of managing the human
resources of an organiAation.
According to >i)ert,BB8'ery asect of firmBs acti'ities is determined by
the cometence, moti'ation and genera! effecti'eness of its human organiAation. 7f
a!! the tas)s of management, managing the human comonent is the centra! and most
imortant tas) because a!! deends uon ho& &e!! it is done.B This Cuotation sums u
the imortance of human comonent in an organiAation and need for managing it
effecti'e!y.
%uman Resources are the most imortant assets of an organiAation. Its
ob"ecti'e is the maintenance of better human re!ations in the 7rganiAation by the
de'e!oment, a!ication and e'a!uation of o!icies, rocedures and rogrammes
re!ating to human resources to otimiAe their contribution to&ards the rea!isation of
organiAationa! ob"ecti'es.It is concerned &ith getting better resu!ts &ith the
co!!aboration of eo!e.
%uman Resource Management has been defined by 'arious eminent
authors. Some of them are mentioned be!o&/-
DBThe o!icies and ractices needed to carry out the eo!e or human
resources asects of a management osition inc!uding recruiting, screening, training,
re&arding and araising.BB
Dictionary of %uman Resource Management and Personne! Management.
DB%uman Resource Management is that art of the managementBs rocess &hich is
rimari!y concerned &ith the human constituents of an organiAation.BB
-8.E.>.Breach.
INTR7D10TI7N 7E T%8 T7PI0
7ne of the most ta!)ed sub"ects in cororate circ!es, in recent times is ho&
to otimiAe the contributions of human resources in achie'ing organiAationa! goa!s.
An efficient and satisfied &or)force is the most significant factor in organiAationa!
effecti'eness and margina! e6ce!!ence. But e6eriences in business and ser'ice
organiAations ho&e'er indicate that management, comarati'e!y sea)ing, besto&
more time and attention to o!icies and systems re!ating to roduction, techno!ogy,
in'estment, in'entory, mar)eting, etc than to human resources.
0omu!sion of modern business en'ironment is ho&e'er romoting
cororate managements to systematica!!y re'ie& their current attitudes, be!iefs and
o!icies to&ards human resources for they contribute most significant!y to the
sur'i'a! and gro&th of organiAation. 8n!ightened and rogressi'e managements ha'e
therefore come to be!ie'e that eo!e are not rob!ems but oortunities. Training and
De'e!oment acti'ities are imortant art of e6!oring these oortunities.
Training and De'e!oment acti'ities are designed to imart secific s)i!!s,
abi!ities and )no&!edge to em!oyees. Training is a !anned effort by an organiAation
to faci!itate em!oyeeBs !earning of "ob re!ated )no&!edge and s)i!!s for the urose of
imro'ing erformance. De'e!oment refers to !earning oortunities designed to
he! em!oyees gro& and e'o!'e a 'ision for future.
TRAINING AND DE-E"OPMENT


DISTINCTION BET8EEN TRAINING AND DE-E"OPMENT
TRAININF D848>7PM8NT
#.Training means !earning s)i!!s and
)no&!edge for doing a secific "ob.
#.De'e!oment means gro&th of an
em!oyees in a!! resects.
+.It is concerned &ith maintaining and
imro'ing current "ob erformance.
Thus, it has short-term ersecti'e.
+.It see)s to de'e!o cometence and
s)i!!s for future erformance. Thus, it has
a long-term ersecti'e.
:.It is job-centered in nature. :.It is career-centered in nature.
<.Ro!e of trainer is 'ery imortant.
<.The e6ecuti'es has to be moti'ated
interna!!y for se!f de'e!oment.
TRAININF AND D848>7PM8NT
M8ANINF 7E TRAININF AND D848>7PM8NT/-
In sim!e terms, training and de'e!oment refer to imarting secific s)i!!s, abi!ities
and )no&!edge to an em!oyee.
A forma! definition of training and de'e!oment is/-
GIt is any attemt to imro'e current or future em!oyee erformance
by increasing an em!oyeeBs abi!ity to erform through !earning, usua!!y
by changing the em!oyeeBs attitude or increasing his s)i!!s and
)no&!edge.H
The need of training and de'e!oment is determined by em!oyeeBs erformance
deficiency, comute as fo!!o&s/-


Training is an organised acti'ity for increasing the )no&!edge and s)i!!s of eo!e for
a definite urose. It in'o!'es systematic rocedure for transferring technica! )no&-
ho& to em!oyees so as to increase their )no&!edge and s)i!!s for doing secific "obs
&ith roficiency.
According to Ed!n "# $l!%%o, GTra!n!ng !s the act o& !ncreas!ng the 'noledge And
s'!lls o& an em%lo(ee &or do!ng a %art!c)lar job#*
Training in'o!'es the de'e!oment of s)i!!s that are usua!!y necessary to erform a
secific "ob. Its urose is to achie'e a change in the beha'ior of those trained and to
enab!e them to do their "obs better. It ma)es ne&!y aointed &or)ers fu!!y roducti'e
in the minimum of time. It is eCua!!y imortant for the o!d em!oyees due to freCuent
changes in techno!ogy.
Training and de'e!oment need I Standard erformance J Actua!
erformance.
PROCESS O+ TRAINING AND DE-E"OPMENT
Process of training and de'e!oment is a &e!! !anned rocess. The fo!!o&ing grah
reresents this in a grahica! manner/-
TRAINING AND DE-E"OPMENT PROCESS


7RFANISATI7NA>
7B280TI48S AND
STRAT8FI8S
8STAB>IS%M8NT 7E
TRAININF AND
D848>7PM8NT F7A>S
D84ISINF TRAININF
AND D848>7PM8NT
PR7FRAMM8
IMP>8M8NTATI7N 7E
TRAININF AND
D848>7PM8NT
PR7FRAMM8
84A>1ATI7N 7E
R8S1>TS
ASS8SSM8NT 7E
TRAININF N88DS
NEED O+ TRAINING AND DE-E"OPMENT
Training is imortant not on!y from the oint of 'ie& of organiAation K but a!so for
the em!oyees. Training is 'a!uab!e to the em!oyees because it &i!! gi'e them greater
"ob security and oortunity for ad'ancement.
The need of training arises in an enterrise due to fo!!o&ing reasons/-
CHANGING TECHNO+OG,/-Techno!ogy is changing at a fast ace. The
&or)ers must !earn ne& techniCues to ma)e use of ad'anced techno!ogy. Thus,
training shou!d be treated as a continuous rocess to udate the em!oyees in ne&
methods and rocedures.
-UA+IT, CONSCIOUS CUSTOMERS/-0ustomers ha'e become Cua!ity
conscious and their reCuirements )ee on changing. To satisfy the customers, Cua!ity
of roducts must be continuous!y imro'ed through training of &or)ers.
GREATER .RODUCTI/IT,/-It is essentia! to increase roducti'ity and Reduce
cost of roduction for meeting cometition in the mar)et. 8ffecti'e training can he!
increase roducti'ity of &or)ers.
STA"+E 0OR1.+ACE /-Training creates a fee!ing of confidence in the minds of
the &or)ers. It gi'es them a security at the &or)-!ace. As a resu!t, !abor turno'er and
absenteeism rates are reduced.
TRAINING AND DE-E"OPMENT OBJECTI-ES

Training ob"ecti'es are formed )eeing in 'ie& comanyBs goa!s and
ob"ecti'es.
To reare the em!oyee Lboth ne& and o!dM to meet the resent as &e!! as
changing reCuirements of "ob and organiAation.
To imart to the ne& entrants the basic )no&!edge and s)i!! needed for the
erformance of a definite "ob.
To assist em!oyees to function more effecti'e!y in their resent ositions by
e6osing them to !atest concets, information and techniCues and de'e!oing
the s)i!! sets that may need further.
To de'e!o the otentia!ities of eo!e for the ne6t !e'e! of "ob.
To ensure smooth and efficient &or)ing of deartment.
To bridge the ga bet&een Ge2!st!ng %er&ormance ab!l!t(H and Gdes!red
%er&ormance*#
To imro'e organiAationa! c!imate since an end!ess chain of ositi'e reactions
can resu!t from a &e!! !anned training rogramme.

IMPORTANCE O+ TRAINING AND DE-E"OPMENT
Training !ays an imortant ro!e in human resource deartment. It is necessar(,
)se&)l and %rod)ct!3e for a!! categories of &or)ers and suer'isory staff.
The imortance of training and de'e!oment in an enterrise are/-
O.TIMUM UTI+I4ATION O$ RESOURCES/-Training and de'e!oment
he!s in otimiAing the uti!iAation of human resources that further he!s the
em!oyees to achie'e the organiAationa! as &e!! as their indi'idua! goa!s.
DE/E+O.MENT O$ S1I++S O$ EM.+O,EES/- Training and de'e!oment
he!s in increasing the "ob )no&!edge and s)i!!s of em!oyees at each !e'e!.
It he!s to e6and the horiAons of human inte!!ect and an o'era!! ersona!ity
of the em!oyees.
.RODUCTI/IT,/-Training and de'e!oment he!s in increasing roducti'ity of
the em!oyees that he!s organiAation to achie'e its !ong-term goa!s.
TEAM S.IRIT/-Training and de'e!oment he!s in incu!cating the sense of
team-&or), team sirit, and inter-team co!!aborations.
-UA+IT, /-Training and de'e!oment he!s in imro'ing uon Cua!ity of &or)
and &or)-!ife.

TYPES O+ TRAINING

7n the basis of urose, se'era! tyes of training rogrammes are offered to
em!oyees. The imortant tyes of training rogrammes are as fo!!o&s/
INDUCTION TRAINING/-Induction is concerned &ith introducing a ne& em!oyee
to the organiAation and its rocedures, ru!es and regu!ations. *hen a ne& em!oyee
reorts for &or), he must be he!ed to get acCuainted &ith the &or) en'ironment and
fe!!o& em!oyees.It is better to gi'e him a friend!y &e!come &hen he "oins the
organiAation, get him introduced to the organiAation and he! him to get a genera! idea
about ru!es and regu!ations, &or)ing conditions, etc of the organiAation.
5O" TRAINING/-2ob training re!ates to secific "ob &hich &or)ers has to hand!e. It
gi'es information about machines, rocess of roduction, instructions to be fo!!o&ed,
methods to be used and so on. It de'e!os s)i!!s and confidence among the &or)ers
and enab!es them to erform the "ob efficient!y. It is the most common of forma! in-
!ant training rogrammes.It he!s in creating !nterest of the em!oyees in their "obs.
A..RENTICESHI. TRAINING/-Arenticeshi training rogrammes tend more
to&ards education than mere!y on 'ocationa! training. 1nder this, both s)i!!s and
)no&!edge in doing a "ob or a series of re!ated "obs are in'o!'ed. The go'ernment of
'arious countries ha'e assed !a&s &hich ma)e it ob!igatory on certain c!asses of
em!oyers to ro'ide arenticeshi training to young eo!e. The usua!
arenticeshi rogrammes combine on the "ob training and e6erience &ith c!ass
room instructions in articu!ar sub"ects. This training is desirab!e in industries &hich
reCuires a constant f!o& of ne& em!oyees e6ected to become a!! round craftsmen. It
is 'ery much re'a!ent in rinting trades, bui!ding and construction and crafts !i)e
mechanics, e!ectricians, &e!ders, etc.
INTERNSHI. TRAINING/-1nder this method, the educationa! and 'ocationa! institute
enters into arrangement &ith an industria! enterrise for ro'iding ractica!
)no&!edge to its students. This training is usua!!y meant for such 'ocations &here
ad'anced theoretica! )no&!edge is to be bac)ed u by ractica! e6erience on the
"ob. Eor instance, engineering students are sent to big industria! enterrises for
gaining ractica! &or) e6erience and medica! students are sent to hosita!s to get
ractica! )no&!edge. The eriod of such training 'aries from si6 months to t&o years.
RE$RESHER TRAINING/-As the name im!ies, the refresher training is meant for the
o!d em!oyees of the enterrise. The basic urose of this training is to acCuaint the
e6isting &or)-force &ith the !atest methods of erforming their "obs and imro'e
their efficiency further. In the &ords of Dale ,oder, GRetraining rogrammes are
designed to a'oid ersonne! obso!escence.H The s)i!!s &ith the e6isting em!oyees
become obso!ete because of techno!ogica! changes and of the human tendency to
forget.
TRAINING $OR .ROMOTION/-The ta!ented em!oyees may be gi'en adeCuate
training to ma)e them e!igib!e for romotion to higher "obs in the organiAation.
Promotion means a significant change in the Resonsibi!ities and duties. Therefore, it
is essentia! that em!oyees are ro'ided sufficient training to !earn ne& s)i!!s to
erform their "obs more efficient!y. The urose of training for romotion is to
de'e!o the e6isting em!oyees to ma)e them fit for underta)ing higher "ob
resonsibi!ities. This ser'es as a mot!3at!ng force to the em!oyees
MET.ODS O+ TRAINING
The 'arious methods of training may be c!assified into the fo!!o&ing categories/
On-the-job tra!n!ng
/est!b)le tra!n!ng
O&&-the-job tra!n!ng
ON-THE-5O" TRAINING/-7n-the-"ob training is considered to be the most effecti'e
method of training the oerati'e ersonne!.1nder this method, the &or)er is gi'en
training at the &or) !ace by his immediate suer'isor. In other &ords, the &or)er
!earns in the actua! &or) en'ironment.It is based on the rinci!e of Glearn!ng b(
do!ngH.
There are four methods of on-the-"ob training described be!o&/-
COACHING/-1nder this method, the suer'isor imarts "ob )no&!edge and s)i!!s to
his subordinate.The emhasis in coaching the subordinate is on !earning by
doing.This method is 'ery effecti'e if the suerior has sufficient time to ro'ide
coaching to his subordinates.
1ND8RST1DN/-The suerior gi'es training to a subordinate as his assistant. The
subordinate !earns through e6erience and obser'ation.It reares the subordinate to
assume the resonsibi!ities of the sueriorBs "ob in case the suerior !ea'es the
organiAation. The urose of understudy is to reare someone to fi!! the 'acancy
caused by death, retirement, transfer, or romotion of the suerior.
P7SITI7N R7TATI7N/ The urose of osition rotation is to broaden the
bac)ground of the trainee in 'arious ositions. The trainee is eriodica!!y rotated
from "ob to "ob instead of stic)ing to one "ob so that he acCuires a genera! bac)ground
of different "obs. %o&e'er, rotation of an em!oyee from one "ob to another shou!d
not be done freCuent!y. %e shou!d be a!!o&ed to stay on a "ob for sufficient eriod so
that he may acCuire the fu!! )no&!edge of the "ob.
27B R7TATI7N/-2ob rotation is used by many firms to de'e!o all-ro)nd &or)ers.
The em!oyees !earn ne& s)i!!s and gain e6erience in hand!ing different )inds of
"obs. They a!so come to )no& !nterrelat!onsh!% bet&een different "obs. It is a!so used
to !ace &or)ers on the right "obs and reare them to hand!e other "obs in case of
need.
48STIB1>8 TRAININF
The term D'estibu!e trainingB is used to designate training in a c!ass-room for semi-
s)i!!ed &or)ers. It is more suitab!e &here a !arge number of em!oyees must be
trained at the same time for the same )ind of &or). *here this method is used, there
shou!d be &e!! Cua!ified instructors in charge of training rogrammes.%ere the
emhasis tends to be on learn!ng rather than roduction. It is freCuent!y used to train
c!er)s, machine oerators, tyists, etc.
4estibu!e training is adated to the genera! tye of training rob!em that is faced
by on-the-"ob training. An attemt is made to du!icate, as near!y as ossib!e, the
materia!s, eCuiments and conditions found in rea! &or) !ace. The human resources
deartment ma)es arrangements for 'estibu!e training &hen the training &or) e6ceeds
the caacity of the !ine suer'isors. Thus, in 'estibu!e training, the &or)ers are
trained on secific "obs as they &ou!d be e6ected to erform at their &or) !ace.
4estibu!e training has certain demerits a!so. The artificia! training atmoshere may
create ad"ustment rob!em for the trainees &hen they are sent to their actua! &or)
!ace. It is re!ati'e!y e2%ens!3e as there is du!ication of materia!s, eCuiments and
conditions found in the rea! &or) !ace.
7EE-T%8-27B TRAININF/-It reCuires the &or)ers to undergo training for a secific
eriod a&ay from the &or) !ace. 7ff-the-"ob methods are concerned &ith both
)no&!edge and s)i!!s in doing certain "obs. The &or)ers are free of tension of &or)
&hen they are !earning.
There are se'era! off-the-"ob methods of training as described be!o&/-
SP80IA> >80T1R8 01M DIS01SSI7N/-Training through secia! !ectures is a!so
)no&n as Gc!ass-room trainingH. It is more associated &ith imarting )no&!edge than
s)i!!s. The secia! !ectures may be de!i'ered by some e6ecuti'es of the organiAation
or secia!ists from 'ocationa! and rofessiona! institutes. Many firms a!so fo!!o& the
ractice of in'iting e6erts for secia! !ectures for the staff on matters !i)e hea!th,
safety, roducti'ity, Cua!ity, etc.
07NE8R8N08 TRAININF/-A conference is a grou meeting conducted According
to an organised !an in &hich the members see) to de'e!o Kno&!edge and
understanding by ora! articiation. It is an effecti'e training de'ice for ersons in
the ositions of both conference member and conference !eader. As a member, a
erson can !earn from others by comaring his oinions &ith those of others. %e
!earns to resect the 'ie&oints of others and a!so rea!iAes that there is more than one
&or)ab!e aroach to any rob!em.
0AS8 ST1DN/-The case method is a means of stimu!ating e6erience in the
c!assroom. 1nder this method, the trainee are gi'en a rob!em or case &hich is more
or !ess re!ated to the concets and rinci!es a!ready taught. They ana!yAe the
rob!em and suggest so!utions &hich are discussed in the c!ass. The instructor he!s
them reach a common so!ution to the rob!em. This method gi'es the trainee an
oortunity to a!y his )no&!edge to the so!ution of rea!istic rob!ems.


COMPANY
PRO+I"E

ABOUT INDORAMA
COMPANY
INDORAMA# the giant te6ti!e !td. 0omany ran)s #$
th
g!oba!!y and
is the +
nd
!argest te6ti!e comany in India. The history of this successfu!
comany begins &ith the estab!ishment of the Asho) Te6ti!e Industry 3P5
>td, in Nea! in the year #;?;. The grou &as founded by Mr. M.>
>ohiya &ith the estab!ishment of PT. IndoRama Synthetics in Indonesia.

This &or!d-reno&ned grou &as then e6tended to Thai!and, Sri!an)a, and
India.
In India the first sinning mi!! &as set at Pithamur, &hich manufactured
Synthetic yarns &ith a caacity of +#,#+, Sind!es.
In the year #;;+ the grou came in Butibori, Nagur &ith its ne& !ant,
&hich actua!!y started functioning in the year #;;<. The subsidiaries of
IRS> are a!so sent in the Butibori industria! area. These inc!ude the Te6t
rint o'erseas >td, and t&o units of 1ni&orth 'iA, *oo!&orth Ind. >td.
and Eab&orth Ind. >td.
The net rofit of the comany in the year +,,=-,@ is Rs. #$, 0r. In one
Cuarter of the year. The on!y cometitor to this grou in India is the
Te6ti!e ( Po!yester giant Re!iance. In techno!ogica! asect Indorama
ran)s first in the country, &ith its techno!ogy imorted from 1SA , 2aan,
and Fermany.
The comany is under technica! co!!aboration &ith M.S D1P7NT, 1SA,
M.S T7N7B7, 2aan and uses most sohisticated machines from the
BARMAF, Fermany and 0%8M8T89 INT>, 1SA.
As er memorandum and artic!es of Association, the Board of Director of
the comany sha!! consist of not more than #+ Directors. The resent
Board comrise of ; Director of &hom : be!ong to the romoter and < are
out side rofessiona!s, one nominee each of IE0I and MPA4N.

PRODUCTS
The comany is basica!!y roducing fi'e different roducts/-
#. PSE/ Po!yester Sta!e Eiber.
+. P7N/ Partia!!y 7riented Narn.
:. DTN/ Dra& Te6tured Narn.
<. EDN/ Eu!!y Dra&n Narn.
$. P0/ Po!yester 0his.
RA8 MATERIA"S
Eo!!o&ing are the ra& materia!s used/-
#. Purified teratha!ic acid. 3PTA5
+. Mono ethy!ene g!yco!. 3M8F5
:. 4iscose sta!e fiber
<. Po!yester sta!e fiber
$. ,Po!yester fi!ament yarn
AREA O+ E9PORTAND
A8ARDS
Indorama e6orts its roducts main!y to Fermany, Portuga!, Freece
and Tur)ey, 1K, Ita!y. The comany has been a&arded Nationa!
86orts A&ard from the President of India for its outstanding
erformances in the fie!d of e6orts, on the year #;;=-;@. In #;;= the
comany a!so recei'ed GNiryat-ShriH a&ard from the Eederation of
Internationa! 86ort 7rganiAation. The comany has a!so been
recei'ing the SRT80P A&ard for o'era!! e6ort for ninth year
running. The comany has a!so been a&arded by the IS7-;,,+
certificate by SFS Nars!ey, 1K, for its Cua!ity erformance.
ORGANISATION STRUCTURE
TOP MANAGEMENT "E-E" AT IRS"
0%AIRMAN 3IND7RAMA FR71P5

MANAFINF DIR80T7R 3IRS>5
PRESIDENT %IRS"*
4P 4P Sr. 4P 4P 4P Asst. 4P
3P7>N5 38NFI5 3MKTF.5 3MAT8RIA>5 3EIN. ( A00.5 3P8R(ADMIN5
MANAGEMENT .IERARC.Y
PRESIDENT
S/ -ICE PRESIDENT
GENERA" MANAGER
D!/ GENERA" MANAGER
S/ MANAGER
D!/ MANAGER
Asst/ MANAGER
S.I+T In) C.ARGE
SUPER-ISOR
8OR7MEN
MANAGING DIRECTOR
MANAGER
.IERARC.Y O+ PERSONA" DEPARTMENT
IR SECURITY ADMINISTRATION
Manage
Manage
Offi3e
Manage
.R %-P*
PERSONA"
Manage
Asst/ Manage
Conta3t
mgt///
Asst/ Manage
Attendan3e
mgt/
Asst/
Manage
Sa:a!
mgt/
Offi3e
Offi3e Offi3e
Offi3e
Asst/Manage
T;D
Asst/Manage
Re3ut<se:<a$$

Asst/Manage
Ti35<.os$
Asst/ Manage
Go6e<:ies3e
Offi3e
Offi3e
Offi3e
D/G/M/
OBJECTI-ES
OBJECTI-ES O+ T.E PROJECT
The ro"ect is entit!ed as, GStudy of Training and De'e!oment of em!oyees in
Indorama synthetics 3India5 !td. Butibori, Nagur.HSo, the basic ob"ecti'es of the
ro"ect is as fo!!o&s/-
To acCuire a thorough )no&!edge base on sub"ect of Training and De'e!oment.
To study ho& Training and De'e!oment rogrammes are underta)en in the
organiAation.
To )no& rocess of Training and De'e!oment at Indorama synthetics 3i5 !td.
Butibori, Nagur.
To study the induction rogramme at IRS>.
To study the effecti'eness of Training and de'e!oment in the organiAation.
To measure the satisfaction !e'e! of em!oyees regarding training and
de'e!oment.
TRAINING AND DE-E"OPMENT
AT INDORAMA SYNET.ETIC
%India* "TD/
TRAININF AND D848>7PM8NT AT IND7RAMA SNN8T%8TI0
3India5 >TD.
The 'ision is to, GTHIN1 G+O"A+ GRO0 G+O"A+*
Training is the rocess of increasing the )no&!edge and s)i!!s for doing a articu!ar
"ob. It is organiAed rocedure by &hich eo!e !earn )no&!edge and s)i!! for a definite
urose. The urose of training is basica!!y to bridge the ga bet&een "obs basica!!y
to bridge the ga bet&een "ob reCuirement and resent cometence of an em!oyee.
Training is c!ose!y re!ated &ith the education and de'e!oment.
8m!oyee Training is distinct from management de'e!oment. Training is
the short term rocess uti!iAing a systematic ( organiAed rocedure by &hich non J
manageria! ersonne! !earn technica! and mechanica! oerations of machines. It for
short duration and for secific "ob re!ated urose.
De'e!oment is the !ong term rocess uti!iAing a systematic and organiAed
rocedure by &hich manageria! ersonne! !earn concetua! and theoretica! )no&!edge
for genera! urose. It in'o!'es hi!osohica! and theoretica! educationa! concet and
it is designed for manager.
The IRS> ro'ides the training session to the e'ery !e'e! of em!oyee in the
organiAation. It begins from manager !e'e! to the &or)er !e'e!.
8'en the ne& fresher inc!uding Management trainee 3MTBs5 and Fenera! engineering
trainee 3F8TBs5 gets the training.
TRAINING PROGRAME
The training rogram is gi'en at IRS> at e'ery month according to the training
ca!endar is being schedu!e. The induction rogram at IRS> is norma!!y of ?

month. It
is designed as er the deartmenta! reCuirements.
In the beginning of this rogram, the em!oyee is reCuired to fi!! a articu!ar form.
This form contains his basic information. The induction rogram for the em!oyee is
designed after studying this form, ta)ing into consideration his bac)ground, areas of
interests, &ea)nesses, strengths etc.
Norma!!y, Butibori is the on!y centre for induction at IRS>. 8m!oyees from different
!ace are trained at Butibori !ant. To begin &ith the induction the 'ery first thing is to
de'e!o amongst these em!oyees, a fee!ing of togetherness. Eor this, these em!oyees
are gi'en c!assroom training for about a month. 4arious deartments come to the c!ass
room to de!i'er !ecture. During these c!assrooms training the em!oyees get fami!iar
( friend!y &ith each other. To strengthen the fee!ing of togetherness (de'e!o a
sense of be!onging grous are formed in the c!assroom. These grous are gi'en
'arious tas)s and intergrou cometitions are conducted. Thus they are )et busy a!!
the time.
In the e'ening these em!oyees are ta)en for !ant 'isits. 7uting is a!so !anned to
frame eo!e in the area. During this one month training e6aminations business
games, resentations are ta)en after this # month.
%ere the F8TBs and MTBs are ta)en to different units. In this training they !earn the
setu of the comany. 1nti! this rotationa! training the !acements of the candidates
are not disc!osed. P!acements are decided on com!etion of the rotationa! training. At
!acement branch again the candidate is sent to different deartment. This may ta)e +-
< months. Then they are bac) to their resecti'e deartments. No !ea'es are a!!o&ed
during the ? months of induction eriod. After the com!etion of induction eriod a
&ee)Bs !ea'e is ermitted before "oining.
The difference bet&een the induction of F8TBs and MTBs is that the MTBs ha'e to go
deeer into the management art than the technica! art.
At the end of the induction a reort and feedbac) s has to be submitted by the
em!oyee.
Induction of the FM and abo'e !e'e! inc!udes on!y the 'isit to different deartment
eo!e. Induction rogram for &or)ers is restricted to his deartment ( !ace at &or).
+"O8C.ART O+ TRAINING PROCEDURE
Identif! taining needs
Taining needs assessment foms
Identif! em$:o!ees fo taining
Pogam
+i:e
Em$:o!)ee
tanning
e3od
Design taining $ogam
Pogam s3hedu:e
Pe$ae taining 3a:enda
Taining 3a:enda

A
s
A
Send nomination
Nomination :ette
+i:e
Pog/ +eed1a35
fom 1e:o4
taining Mgt/
Pog/ +eed1a35
fom 4o5e
+i:e
Ogani=e taining $ogam
Co::e3t feed1a35 assess 3om$eten3!
Pog/ +eed1a35
fom Mgt/ and
a1o6e
+i:e +i:e
+o::o4 u$ a3tion
U$date em$:o!ee taining e3od
+o::o4 u$ a3tion on feed1a35
B
B
Em$:o!ee taining e3od
+i:e

+i:e

B8%A4I71RA> TRAININF IN IND7RAMA SNNT%8TI0S 3India5 >TD.
The rocedure for imarting training based on organiAationa! needs to em!oyees in
Indorama are as fo!!o&s/-
7rganisationa! training needs/- Training needs based on organiAationa! needs &i!! be
identified by the manager using training needs identification form. The base for such
training is organiAationa! reCuirements, change in system, rocedure.
P!anning and 7rganising Training rogrammes /- The %RD &i!! ma)e !an for
training rogramme based on needs of the firm. This may inc!ude training re!ated to
roduct image, rocess change, fire and safety, en'ironmenta! change, etc.
Secific Training Needs Through Resecti'e Deartmenta! %eads/- Based on
Training !an, training rogrammes &i!! be organised in-house or outside Eacu!ty.
Particiant may a!so be sent for outside training rogrammes for Secific training
needs through resecti'e deartmenta! head. Eor the Purose of organiAing in-house
training rogramme, the deartment can Maintain a !ist of facu!ties a'ai!ab!e in the
comany. This !ist &i!! ser'e as a Fuide!ine documents. Records of training
rogrammes conducted &i!! be Maintained.
8'a!uation of Training rogrammes/- The %RD &i!! monitor rogress on training
needs co!!ected &ith resect to !an. The e'a!uation &i!! be done and record &i!! be
maintained for each em!oyee to &hom training has been imarted.
Measure of 8ffecti'eness/- The measure of effecti'eness of training rogrammes is
done in fo!!o&ing &ays/ 7'era!! imro'ement of indi'idua!. Eu!fi!!ment of firmBs
goa!s. Kno&!edge 8nrichment. 8nhancement in 8m!oyee Satisfaction Inde6.
Eeedbac) obtained from the em!oyees.

RESEARC. MET.ODO"OGY
.
R8S8AR0% M8T%7D7>7FN
Research in common ar!ance refers to the search for )no&!edge. It can be a!so
defined as a scientific and systematic search for ertinent information on secific
toic. Infact, search is an art of scientific in'estigation. In sim!e terms, research
means, D a care&)l !n3est!gat!on or en6)!r( es%ec!all( thro)gh search &or ne &acts !n
an( branch o& 'noledge.B
>7FI0A> E>7* 7E R8S8AR0% IS AS E7>>7*S
Identification of rob!em
Research ob"ecti'e
Sources of data
Data co!!ection
Sam!e
Sam!e SiAe
Data interretation
Data ana!ysis
Einding and obser'ation
0onc!usion
Recommendation
R8S8AR0% D8SIFN
Research design can be thought of as the structure of research. It is the gl)e that ho!ds
a!! the e!ements in a research ro"ect together. Research design is a 'ita! art of the
research study. It is the !ogica! and systematic !anning and directing of iece of
research. It is the master %lan and bl)e %r!nt of the entire study.
S71R08S 7E DATA
The sources of the data are as fo!!o&s/-
PRIMARN DATA/-
Interna! data about &or)ing of %R deartment gathered from organiAation.
Inter'ie&.
7bser'ation.
Sufficient data co!!ected through feedbac) forms by the em!oyees.
L Ouestionnaires M.
S807NDRAN DATA/-
MagaAines, "ourna!s, brochures , etc.
*ebsite of the comany. L&&&.irs!.com M.
Boo)s.
8ar!ier researches on simi!ar toic.
SAMP>8S
*e a!&ays ha'e to &or) &ith a sam!e of sub"ects rather than the fu!! ou!ation. But
eo!e are interested in the ou!ation, not the sam!e. To genera!iAe from the sam!e
to the ou!ation, the sam!e has to be reresentati'e of the ou!ation. The safest
&ay to ensure that it is the reresentati'e is to use a Random select!on %roced)re.
M8T%7D 7E SAMP>INF 1S8D/ G RAND7M SAMP>INF M8T%7DH
In the random sam!ing method, a!! items ha'e some chance of se!ection that can be
ca!cu!ated. Random sam!ing techniCue ensures that bias is not introduced regarding
&ho is inc!uded in the sur'ey.
SAMP>8 SIP8
The sam!e siAe ta)en is +, em!oyees from the %uman Resource Deartment of
Indorama synthetics 3India5 !td. Butibori, Nagur.
DATA 07>>80TI7N
Sur'ey-Cuestionnaire/- Beha'iors, be!iefs and obser'ations of secific grous are
identified, reorted and interreted.

DATA ANA"YSIS <
INTERPRETATION
DATA ANA>NSIS AND DATA
INT8RPR8TATI7N
O #. Nour organiAation considers training as a art of organiAationa! strategy. Do
you agree &ith this statementQ
No of
em!oyees
Strong!y agree Agree Disagree
Some&hat
agree
+, ,@ #, ,# ,#
According to the abo'e data, it is c!ear that out of #,,R em!oyees of Indorama /
$,R of em!oyees consider training as a art of firmBs strategy.
<,R of em!oyees strong!y agree &ith the statement.
$R of em!oyees disagree &ith the statement.
O.+ To &hom training is gi'en more in your organiAationQ
No.of
em!oyees
Ne& staff 2unior staff Senior staff Based on
reCuirement
+, @ + @ +
According to the abo'e data, out of #,,R em!oyees in Indorama/
<,R of ne& staff are gi'en training.
#,R of "unior staff are gi'en training.
<,R of senior staff are gi'en training.
#,R of em!oyees are gi'en training based on reCuirements.
O.: *hat are the barriers to training and de'e!oment in your firmQ
No of
em!oyees
Time >ac) of
interest
Money Non a'ai!abi!ity
of s)i!!ed
trainer
+, ,= ,@ ,: ,+
According to abo'e data, out of #,,R em!oyees fo Indorama/
:$R of em!oyees consider time as a barrier in their training.
<,R of em!oyees consider !ac) of interest as a barrier.
#$R of em!oyees consider money as a barrier.
#,R of em!oyees consider non a'ai!abi!ity of s)i!!ed trainer as a barrier.
O.< *hat mode of training method is used in your firmQ
No of
em!oyees
2ob re!ation 0onference.Discussion 86terna!
training
Programmed
instruction
+, ,? ,@ ,: ,:
According to the abo'e data, out of #,,R em!oyees in Indorama/
:,R of em!oyees said "ob re!ation is used as a mode of training.
<,R of em!oyees said conference.discussion is used as mode of training.
#$R of em!oyees said e6terna! training is done.
#$R of em!oyees said rogrammed instruction is used as a mode of training.
O.$ G Training and de'e!oment sessions conducted in your firm are usefu!.H
Do you agree &ith this statementQ
No of
em!oyees
Strong!y agree Agree Disagree Some&hat
agree
+, ,$ #: ,# ,#
According to abo'e data, out of #,,R em!oyees in Indorama/
+$R of em!oyees strong!y agree &ith the statement.
?$R of em!oyees agree &ith the statement.
$R of em!oyees disagree &ith the statement.
$R of em!oyees some&hat agree &ith the statement.

O.? %o& !ong does it ta)e to im!ement the trained rocessQ
No of
em!oyees
>ess than one
month
#-+ months +-< months More than <
months.
+, ,$ #+ ,: ,,
According to abo'e data, out of #,,R em!oyees in Indorama/
+$R of em!oyees said it too) !ess than one month.
?,R of em!oyees said it too) #-+ months.
#$R of em!oyees said it too) +-< months.
O.= %o& &e!! the &or)!ace of the training is hysica!!y organisedQ
No of
em!oyees
86ce!!ent Food Bad A'erage
+, #: 7$ ,# ,#
According to the abo'e data, out of #,,R em!oyees in Indorama/
?$R em!oyees said that &or)!ace of training is organised e6ce!!ent!y.
+$R em!oyees said &or)!ace is good organised.
$R em!oyees said &or)!ace is bad!y organised.
O.@ *hat are the conditions that ha'e to be imro'ed during training sessionsQ
No of
em!oyees
Re-design the
&or)!ace
Remo'e
interference
Re organise
the &or) !ace
1 grade the
information
+, ## ,: ,+ ,<
According to the abo'e data, out of #,,R em!oyees in Indorama/
$$R em!oyees needs re-design of "ob.
#$R of em!oyees needs remo'a! of interferences during training.
#,R of em!oyees needs re-organisation of the &or) !ace.
+,R of em!oyees needs u graded information during training sessions
O.; *hat are the genera! com!aints about training sessionsQ
No of
em!oyees
Time *astage Fas bet&een
the sessions
Training
sessions are
un!anned
Sessions are
boring.
+, #< ,< ,# ,#
According to the abo'e data, out of #,,R em!oyees in Indorama/
=,R of em!oyees ha'e a com!aint of time &astage during training.
+,R of em!oyees ha'e a com!aint of too many gas bet&een the sessions.
$R of em!oyees said training sessions are un!anned and are boring.
"EARNINGS DURING SIP

Selection of the Project
I am a student of MBA (
st
!ea and ha'e ta)en %uman Resource Management as my
secia!iAation sub"ect.
*hi!e doing Summer Internshi in Indorama I studied the %R acti'ities and functions
carried out in indorama during my SIP training ( de'e!oment came u as a toic of
interest &hi!e it is not easy to understand a!! the arameters it is sti!! reCuired by a!!
the 7rganiAations.
Training is a !earning rocess that in'o!'es the acCuisition of )no&!edge, sharening
of s)i!!s, concets, ru!es, or changing of attitudes and beha'iours to enhance the
erformance of em!oyees.
The Po2e3t +o3us On>
%o& training ( de'e!oment is an antecedent of "ob in'o!'ement and &hat shou!d
comany do to ma)e the comany to imro'e em!oyees erformance.
"ESSONS "EARN DURING SIP>
#. Se!ection of the 0omany for Si Shou!d Be Done 0arefu!!y.
+. Team &or) is 'ery imortant for %R manager.
:. Net&or)ing and 0ommunication s)i!!s need to be 'ery good.
<. Need to )no& 86ce! Sheet for office &or).
$. %o& the training and de'e!oment of em!oyees done in Industries.
?. Safety measure shou!d be ta)en into consideration during training.
=. Time motion study !ays a )ey ro!e in the rocess of training.

CONC"USIONS
07N0>1SI7NS
7n the basis of the ana!ysis made, the fo!!o&ing conc!usions are dra&n/
Ma6imum number of the em!oyees finds hea!thy en'ironment at the
&or) !ace.
>ac) of interest in em!oyees act as a barrier in training rogrammes.
Ma6imum em!oyees said that they get he! &hene'er they reCuire.
8m!oyees are satisfied &ith the training and de'e!oment rogrammes gi'en
to them.
The training rogrammes has he!ed in de'e!oing s)i!!s of the em!oyees.
After attending the training rogramme most of the &or)ers find their attitude
better to&ards the "ob.
Most of the em!oyees &ants to the &or)!ace to be redesigned &here the
training sessions are been conducted.
8m!oyees fe!t the time &astage during training session. But trainees &ere
satisfied &ith acti'ities conducted during training rogram because it &as
re!ated to their "ob.


RECOMMENDATION
R807MM8NDATI7NS AND S1FF8STI7NS
Some ad'anced training is reCuired in techno!ogy deartment.
The comany shou!d adot some other &ays for nominating the trainees !i)e
training need identification sur'ey, se!f nomination, ersona! ana!ysis,
organisationa! ana!ysis, etc.
Training shou!d be a continuous rocess i.e., it shou!d be imarted at regu!ar
inter'a!s.
The duration of training rogram shou!d be !ess and detai!s shou!d be recise
and accurate.
%R deartment shou!d conduct seminars on some 'ita! toics so that
em!oyees are a!&ays moti'ated and encouraged to &or).
BIB"IOGRAP.Y
BIB>I7FRAP%N
B77KS R8E8RR8D/
Personne! and %uman Resource Management by P. Subba Rao.
Personne! Management by 0. B. Mamoria.
%uman Resource and Personne! Management by K. As&athaa.
%uman Resource Management by An"a!i Fhane)ar.
%uman Resource Management by T. N. 0hhabra.
*8BSIT8S/
&&&.gogg!e.com
&&&.&i)iedia.org
&&&.irs!.com


ANNE9URE
ANN891R8

IND7RAMA SNNT%8TI0 3India5 >TD.B1TIB7RI, NAFP1R.
O18STI7NNAIR8
P8RS7NA> D8TAI>S/
NAM8/
AF8/
F8ND8R/ MA>8 E8MA>8
O.# Nour organisation considers training as a art of organisationa! strategy.Do
Nou agree &ith this statementQ
Strong!y agree
Agree
Disagree
Some&hat agree
O.+ To &hom is training gi'en more in your organisationQ
Ne& staff
2unior staff
Senior staff
Based on reCuirement
O.: *hat are the barriers to training and de'e!oment in your organisationQ
Time
>ac) of interest
Money
Non a'ai!abi!ity of s)i!!ed trainer
O.< *hat mode of training is norma!!y used in yur organisationQ
2ob re!ation
0onference.Discussion
86terna! training
Programmed instruction
O.$ G Training and De'e!oment sessions conducted in your firm are 1sefu!.HDo
you agree &ith this statementQ
Strong!y agree
Agree
Disagree
Some&hat agree
O.? %o& !ong does it ta)e to im!ement the trained rocessQ
>ess than one month
#-+ months
+-< months
More than < months
O.= %o& &e!! the &or) !ace of training is organisedQ
86ce!!ent
Food
Bad
A'erage

O.@ . *hat are the conditions that ha'e to be imro'ed during training
sessionsQ
Re organise the "ob
Remo'e interference
Re organise the &or)- !ace
1 grade the information of materia!
gi'en during training.
O.; . *hat are the genera! com!aints about training sessionsQ
Ta)e a&ay recious time of &or)ers
Too many gas bet&een the sessions.
Training sessions are un!anned.
Boring and not usefu!.