Anda di halaman 1dari 111

1

CHAPTER - 1
2

INTRODUCTION
Training &Development is vital part of human resource development. It is assuming ever important role

in wake of advancement of technology which has resulted in ever increasing competition, rise in

customer’ s expectation of quality and service and a subsequent need to lower cost. Training is required

not only to impart necessary job skills but also for preparing them for physically demanding jobs.

Relevance of Training & Development:

1) Optimum utilization of resources.

2) Development of human resources.

3) Development of skills of employees.

4) Increase in productivity of employees.

5) Helps in developing team spirit.

6) Helps in creation of healthy environment.

7) Improving morale of workforce.

8) Helps in creating better corporate image.

Training & development is one of the biggest tool of an organization to increase its productivity

and growth of employees & to enhance the effectiveness and efficiency of employees, so every

organization have to focus on this.


3

OBJECTIVE OF RESEARCH:

Training and development are very relevant topic For any organization which one has to

focus on it. So there are certain objectives of training and Development are given below:

*To analyse the perception of employees regarding T& D program.

*To analyse the impact of training an employee performance.

*To study the benefits rendered by T& D programs.

*To find out the level of contentment among employees for T&D Program
4

Reason for choosing Training and Development Topic

Organization is not about bricks and mortar ,plant and Machinery, it is the human who

actually runs the organization by own skills and knowledge.So human resource is the biggest

resource on which every resource depends, and its not Necessary that every time the humans

done the work in proper manner, but due to lack of Knowledge and skills they didn’t perform

their job properly so they need proper training and Development programs to learn the job or

to refined skills of doing job .

Place for conducting research:

UPAVP is the best place for conducting research program on training and development as it

is very old organization established in 90’s and thousands of employees were working since

long time ago when the computers did not enter into the market and now a days every work

from collection of data to auditing is automatic and done with the help of computers so its

obvious that UPAVP provides proper training totheir employees so I choose UPAVP for

doing research .
5

CHAPTER - 2
6

Training Needs Analysis


Training Analysis sometimes called Training Needs Analysis (TNA)) is the formal

process of identifying the training gap and its related training need.

TNA can be described as “the acquisition of skills, concepts or attitudes that result

in improved performance within the job environment”.

Training analysis as a process often covers:

➢Review of current training

➢Task analysis

➢Identification of training gap

➢Statement of training requirement

➢Assessment of training options

➢Cost benefit analysis of training options


7

The reasons for conducting a training needs analysis are:

➢To determine whether training is needed

➢To determine causes of poor performance

➢To determine content and scope of training

➢To determine desired training outcomes

➢To provide a basis of measurement

➢To gain management support


8

TRAINING AND DEVELOPMENT

Meaning and Definition:

Training refers to the methods used to give new or present employs the skills they need to perform

their jobs. Training might thus mean showing a machinist how operate his new machine, a new

salesperson how to sell he firm's product, or a new supervisor how to interview and appraise employees.

Training's focus has broadened in the past few years. Training used to focus mostly on teaching

technical skills, such as training assemblers to solder wires or teachers to device lesson plans. Employees

today need skills (and thus training) in team building, decision marking and communication, as well as

technological and computer skills.


9

Nature of Training and Development:

Training and development is an attempt to improve current or future employee performance by

increasing an employee's ability to perform through learning, usually by changing the employee's

performance deficiency, In simple terms, training and development refers to the imparting of specific

skills, abilities and knowledge to an employee. A formal definition of training development is “it is any

attempt to improve current or future employee performance by increasing an employee’s ability to

perform through learning, usually by changing the employee’s attitude or increasing his or her skills and

knowledge.”

The need for training & development is determined by the employee’s performance deficiency,

computed as follows:

Training & Development need = Standard performance – Actual performance

We can make a distinction among training, education and development. Such distinction enables us to

acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the

process of imparting specific skills. Education, on the other hand, is confined to theoretical learning in

classrooms.

Development refers to those leering opportunities designed to help employees grow. Development is not

primarily skills-oriented. Efforts towards development often depend on personal drive and ambition
10

Basic Terms and Definitions


Note that trainers, developers and educators vary among their own definitions of the following terms, as

you can see in

Information
At its most basic form, a piece of information about something is a "unit of awareness" about that thing.

Some people think that this awareness occurs only in the brain and, therefore, usually comes from some

form of thought. Other people also accept information as a form of realization from other forms of

inquiry, e.g., intuition.

Knowledge
Knowledge is gleaned by organizing information. Typically, information evolves to knowledge by the

learner's gaining context, perspective and scope about the information.

Skills
Skills are applying knowledge in an effective and efficient manner to get something done. One notices
skills in an employee by their behaviors.

Task
A task is a typically defined as a unit of work, that is, a set of activities needed to produce some result,

e.g., vacuuming a carpet, writing a memo, sorting the mail, etc. Complex positions in the organization

may include a large number of tasks, which are sometimes referred to as functions.

Job
A job is a collection of tasks and responsibilities that an employee is responsible to conduct. Jobs have

titles.

Role
A role is the set of responsibilities or expected results associated with a job. A job usually includes
11

several roles.

Learning
Typically, learning is viewed as enhancing one's knowledge, understanding or skills. Some people see

learning as enhancement to one's knowledge, awareness and skills. Some professionals view learning as

enhancing one's capacity to perform.

Continuous Learning

Simply put, continuous learning is the ability to learn to learn. Learning need not be a linear event where

a learner goes to a formal learning program, gains areas of knowledge and skills about a process, and then

the learning ceases.

Training
This term is often interpreted as the activity when an expert and learner work together to effectively

transfer information from the expert to the learner (to enhance a learner's knowledge, attitudes or skills)

so the learner can better perform a current task or job.

Education
This term seems to be the most general of the key terms in employee training. Some professionals view

education as accomplishing a personal context and understanding of the world, so that one's life and work

are substantially enhanced, e.g., "Go get an education." Others view the term as the learning required to

accomplish a new task or job.

Development

This term is often viewed as a broad, ongoing multi-faceted set of activities (training activities among

them) to bring someone or an organization up to another threshold of performance. This development

often includes a wide variety of methods, e.g., orienting about a role, training in a wide variety of areas,

ongoing training on the job, coaching, mentoring and forms of self-development. Some view

development as a life-long goal and experience.


12

INPUTS IN TRAINING AND DEVELOPMENTS


Any training and development programme must contain inputs which enable the participants to gain

skills, learn theoretical concepts and help acquire vision to look into distant future.

In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal changes

stress upon decision-making and problem-solving abilities.

Skills
Training, as was stated earlier, is imparting skills to employees. A worker needs skills to operate

machines, and use other equipments with least damage or scrap. This is a basic skill without which the

operator will not be able to function. There is also the need for motor skills. Motor skills refer to

performance of specific physical activities. These skills involve training to move various parts of one’s

body in response to certain external and internal stimuli. Common motor skills include walking, riding a

bicycle, tying a shoelace, throwing a ball and driving a car. Motor skills are needed for all employees –

from the clerk to the generalmanager. Employees, particularly supervisors and executives, need

Interpersonal skills popular known as the people skills. Interpersonal skills are needed to understand one

self andothers better, and act accordingly.

Examples of interpersonal skills include listening, persuading, and showing an understanding

of others’ feelings.

Education
The purpose of education is to teach theoretical concepts and develop a sense of reasoning

and judgement. That any training and development programme must contain an element of education is

well understood by HR specialist. Any such programme has university professors as resource persons to

enlighten participants about theoretical knowledge of the topic proposed to be discussed. In fact

organizations depute or encourage employees to do courses on a part-time basis. Chief Executive Officers

(CEO’s) are known to attend refresher courses conducted by business schools. Education is important for

managers and executives than for lower-cadre workers.


13

Development
Another component of a training and development is development which is less skill oriented but stressed

on knowledge. Knowledge about business environment, management principles and techniques, human

relations, specific industry analysis and the like is useful for better management of the company.

Ethics

There is need for imparting greater ethical orientation to a training and development programme. There is

no denial of the fact that ethics are largely ignored in businesses. Unethical practices abound in

marketing, finance and production function in an organization. They are less see and talked about in the

personnel function. If the production, finance and marketing personnel indulge in unethical practices the

fault rests on the HR manager. It is his/her duty to enlighten all the employees in the organization about

the need of ethical behaviour.

Attitudinal Changes

Attitudes represent feeling and beliefs of individuals towards others.

Attitude affects motivation, satisfaction and job commitment. Negative attitudes need to be converted

into positive attitudes. Changing negative attitudes is difficult because –

1. Employees refuse to changes

2. They have prior commitments

3. And information needed to change attitudes may not be sufficient.

Nevertheless, attitude must be changed so that employees feel committed to the organization, are

motivated for better performance, and derive satisfaction from their jobs and the work environment.
14

Decisions Making and Problem Solving Skills

Decision making skill and problem solving skills focus on method and techniques for making

organizational decisions and solving work-related problems. Learning related to decision-making and

problem-solving skills seeks to improve trainees’ abilities to define structure problems, collect and

analysis information, generate alternative solution and make an optimal decision among alternatives.

Training of this type is typically provided to potential managers, supervisors and professionals.
15

TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE ADVANTAGE

Companies derive competitive advantage from training and development. Training anddevelopment

programmes, as was pointed out earlier, help remove performance deficiencies in employee. This is

particularly true when –

(1) The deficiency is caused by a lack of ability rather than a lack of motivation to perform,

(2) The individual(s) involved have the aptitude and motivation need to learn to do the job better, and

(3) Supervisors and peers are supportive of the desired behaviours.

There is greater stability, flexibility, and capacity for growth in an organization. Training contributes to

employee stability in at least two ways. Employees become efficient after undergoing training. Efficient

employees contribute to the growth of the organization. Growth renders stability to

theworkforce. Further, trained employees tend to stay with theorganization. They seldom leave the

company. Training makes the employees versatile in operations. All rounder’s can be transferred to any

job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in increased profits

from year to year. Who else but well-trained employees can contribute to the prosperity of an enterprise?

Accidents, scrap and damage to machinery and equipment can be avoided or minimized through training

Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if employees are trained well.

Future needs of employees will be met through training and development programmes.Organizations take

fresh diploma holders or graduates as apprentices or management trainees.

They are absorbed after course completion. Training serves as an effective source of recruitment.

Training is an investment in HR with a promise of better returns in future. A company’s training and

development pays dividends to the employee and the organization. Though no single training programme

yields all the benefits, the organization which devotes itself to training and development enhances its HR

capabilities and strengthens its competitive edge. At the same time, the employee’s personal and career

goals are furthered, generally adding to his or her abilities and value to the employer. Ultimately, the

objectives of the HR department are also furthered.


16

Objectives of training and Development:

The HR formulates the following training objectives in keeping with the company's goals and

objectives:

a) To prepare the employee both new and old to meet the present as wall as the changing.

b) To prevent obsolescence.

c) To impart the new entrance the basic knowledge and skill they need for an intelligent

performance of definite Job.

d) To prepare employee's for higher level tasks.

e) To assist employee's to function more affectively in their present positions by exposing them to

the latest concept, information and techniques and developing their skills they will need in their

particular fields.

f) To build up a second line of competent officers and prepare than to occupy mare responsible

positions.

g) To develop the potentialities of the people for the next level job.

h) To ensure smooth and efficient working of a department.

i) To ensure economical output of he required quality.

j) To promote individual and collective moral, a sense of responsibility,

co-operative attitudes and good relationships.


17

Training Process:
18

The various steps involved in training process are as follows.

Organizational Objectives and strategies:

The first step in the training process in an organization is planning i.e. the assessment of

its objectives and strategies. What business are we in? At what level of quality do we wish to

provide this product or service? Where do we want to be in the future? It is only after answering

these and their related questions that the organization must assess the strengths and weakness of

its human resources.

Needs Assessment:

Need assessment diagnoses present problems and future challenges to be met through

training and development. Needs assessment occurs at two levels-group and individual. An

individual obviously needs training when his or her performance falls short of standards, that is,

when there is performance deficiency. Inadequacy in performance may be due to lack of skill or

knowledge or any other problem. The problem of performance deficiency caused by absence of

skills or knowledge can be remedied by training.

Training and Development Objectives:

Once training needs are assessed, training and development goals must be established.

Without clearly-set goals, it is not possible to design a training and development programmer

and, after it has been implemented, there will be no way of measuring its effectiveness. Goals

must be tangible, verifiable, and measurable. This is esay where skills training is involved.

Behavioral objectives like attitudinal changes can be more difficult to state. Nevertheless. clear
19

behavioral standards of expected results are necessary so that the programmer can be effectively

designed and results can be achieved.

Designing Training and Development Programme:

Every training and development programmer must address certain vital issues i) Who

participates in the program? ii) Who are the trainers? iii) What methods and techniques are to be

used for training? iv) what should be the of training? v) what learning principles are needed? vi)

Where is the programmer conducted?

Implementation of the Training Programmer:

Once the training programmer has been designed, it needs to be implemented.

Implementation is beset with certain problems. In the first place, most managers are action-

oriented and frequently say they are too bust to engage in training efforts. secondly, availability

of trainers must know the company's philosophy, its objectives, and the goals of the training

programmer.

Scheduling training around the present work is another problem. How to schedule training
without disrupting the regular work is another problem. How to schedule training without
disrupting the regular work? There is a problem of record keeping about the performance of
trainee during his or her training period. This information may be useful to evaluate the program
of the trainee in the company.

Programmer implementation involves action on the following lines.

a) Deciding the location and organizing other facilities.


b) Scheduling the training Programmer.
20

Evaluation of the Programme:

The last stage in the trading and development process is the evaluation of results. It
involves finding out whether training programmes are successful or ot. If training programmes
fails to meet the set objectives the process is refollowed.
21

Difference between Training and Delvelopment

Employee training and development is an indispensable part of human resource function and

management. Both the activities aim at improving the performance and productivity of the

employees. Training is a program organized by the organization to develop knowledge and skills in the

employees as per the requirement of the job. Conversely, Development is an organized activity in which

the manpower of the organization learn and grow; it is a self-assessment act.

In training, the employees are imparted technical knowledge and skills related to the particular job and

stresses on improving the abilities of each worker. In contrast, development is a sort of educational

process which focuses on the growth and maturity of the managerial personnel. Check out the article

given below, that elucidates the difference between training and development, in tabular form
22

BASIS FOR
TRAINING DEVELOPMENT
COMPARISON

Meaning Training is a learning Development is an


process in which employees educational process which is
get an opportunity to concerned with the overall
develop skill, competency growth of the employees.
and knowledge as per the job
requirement.

Term Short Term Long Term

Focus on Present Future

Orientation Job oriented Career oriented

Motivation Trainer Self

Objective To improve the work To prepare employees for


performances of the future challenges.
employees.

Number of Many Only one


Individuals

Aim Specific job related Conceptual and general


knowledge
23

METHODS OF TRAINING

1. On the Job Training Methods:-

Under this Method the employee is trained on the job and at his work palace. The is

provided by the superior or a senior employee. The training is suitable where a few

employees are to be trained in the real job environment and no expert instructor is

required.

Popular on the job training methods are give below:-

 Coaching:- Under this method, the trainees received personal guidance and

instruction from his superior. This method is effective when the superior is well

trained and has sufficient.

 Under study:- Here the trainee works as an assistant to a superior manager. The

trainee is expected eventually, to occupy the job o senior manger.

 Job Rotation:- It involves a systematic transfer of the trainees from one job to

another so as to broaden.

The Advantages of using On the Job Training Method


24

➢Training can be delivered at the optimum time: for example immediately before a

job is to be performed ‘for real’ in the workplace.

➢The trainee will have opportunities to practice immediately.

➢The trainee will have immediate feedback.

➢Training is delivered by colleagues and can go someway to integrate the trainee into

the team.

The Disadvantages of using On the Job Training Method

➢There is a tendency to fit OJT in when it is convenient for office routine rather than at the optimum

time for learning.

➢Too much training can be delivered in one session leading to ‘information overload’ and trainee

fatigue.

➢If immediate practice is not accompanied by feedback the trainee can feel abandoned after the initial

experience.
25

2. Off the job Training Methods:-

Under these methods, training is given outside and external agency arranges the

training programmer. The focus is more on learning than doing. Off-The-Job training

enables training to concentrate batter because they are free from job pressure. It is suitable

when the large numbers of employees.

 Class Room Lectures:- Professional experts instruct through a series of

lectures to impact knowledge and skills about a job. Some organizations like

Hindustan Lever Ltd.,

 Conference. - In a conference, employees of the same Organization or different

discuss together the various aspects of the particular subject.

 Case Discussion- A case studies is a written description of an actual or

hypothetical situation. This method helps to develop analytical reasoning and

other mental qualities of the participants.

 Role playing:- Under this method, the participants in acts a number of roles to

understand the problem.

 Sensitivity Training:- Under this method, a training group consisting of five to

ten person is formed. The members of the group freely express their ideas, beliefs

and attitudes.
26

Advantages of Off-the-Job Training


 Trainers are usually experienced enough to train

 It is systematically organized

 Efficiently created programs may add lot of value

Disadvantages of Off-the-Job Training:

 It is not directly in the context of job

 It is often formal

 It may not be based on experience.

 It is expensive.

 Trainees may not be much motivated

It is artificial in nature.
27

Implementing Training Programmes

A sound training programme must possess the following characteristics

(i) Training programme should be designed so as to achieve the predetermined

objectives, goals and needs of the organisation. It should be less expensive.

(ii) Training programme should be leopardess for all, in the organization and not

for a particular group.

(iii) Training programme should pre-planed and well organized taking in view, the

objectives of training programme. For this purpose the whole task should be

divided in various sub-activities an such sub-activities should be arranged in a

systematic order.

(iv) Training programme should be designed according to size, nature and financial

position of the concern. A small scale enterprise cannot afford much to the

training programme.

(v) Training programme must be flexible enough.

(vi) The programme must be conducted by senior and experienced officer of

the concern. In large scale enterprises, training is conducted by the training

director who is incharge of the training section under personnel department

Such training director is well trained and experienced in the art training.

(vii) Theoretical and practical aspects of training must be given due considerations

while preparing a training programme.


28

(viii) It should be designed in such a fashion as to incorporate the recent trends

developed in the industrial field. Psychological researches may guide the

conducting of a programme. The main purpose of the training programme

should be to enable the employee to pick-up the work as soon as he completes

the training.

(ix)Training programme should be designed taking in view the interests of both

employer and the employees. Their group interests should not be suffered.

(x)It is not essential to follow a single method of training for all employees. The

purpose of training is to develop the men and not the methods, therefore, more

than one method maybe followed side by side for different groups.

(xi) The main purpose of the training programme should be to motivate the workers to

learn something to improve is job performance and therefore, a reward must be to

expected at the concussions of the learning process such as promotion or a better job.

The above characteristics must be developed in designing a sound training

programme
29

IMPORTENCE OF TRAINING & DEVELOPMENT

How Training Benefits the Organization:

How Training Benefits the Organization:

*Leads to improved profitability and/or more positive attitudes towards profit orientation. Improves the

job knowledge and skills at all levels of the organization

*. Improves the morale of the workforce

*. Helps people identify with organizational goals

*. Helps create a better corporate image

*. Fosters authenticity, openness and trust

*. Improves relationship between boss and subordinate

*Aids in organizational development

*learns from the trainee

*Helps prepare guidelines for work

*Aids in understanding and carrying out organizational policies.

*Provides information for future needs in all areas of the organization

*Organization gets more effective decision-making and problem-solving skills

*Aids in development for promotion from within

*Aids in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that
successful workers and managers usually display

*Aids in increasing productivity and/or quality of work

*Helps keep costs down in many areas, e.g. production, personnel, administration, etc.

*Develops a sense of responsibility to the organization for being competent and knowledgeable

*Improves Labour-management relations

*Reduces outside consulting costs by utilizing competent internal consultation

*Stimulates preventive management as opposed to putting out fires


30

*Eliminates suboptimal behaviour (such as hiding tools)

*Creates an appropriate climate for growth, communication

*Aids in improving organizational communication

*Helps employees adjust to change

*Aids in handling conflict, thereby helping to prevent stress and tension.

Benefits to the Individual Which in Turn Ultimately Should Benefit the Organization:

*Helps the individual in making better decisions and effective problem solving

*Through training and development, motivational variables of recognition, achievement, growth,


responsibility and advancement are internalized and

Operationalised

*Aids in encouraging and achieving self-development and self-confidence

*Helps a person handle stress, tension, frustration and conflict

*Provides information for improving leadership, knowledge, communication skills and attitudes

*Increases job satisfaction and recognition

*Moves a person towards personal goals while improving interactive skills

*Satisfies personal needs of the trainer (and trainee)

*Provides the trainee an avenue for growth and a say in his/her own future

*Develops a sense of growth in learning

*Helps a person develop speaking and listening skills; also writing skills when exercisesare required.
Helps eliminate fear in attempting new tasks.

Benefits in Personnel and Human Relations, Intra-group & Inter-group Relations and
Policy Implementation:

*Improves communication between groups and individuals:

*Aids in orientation for new employee and those taking new jobs through transfer or promotion

*Provides information on equal opportunity and affirmative action

*Provides information on other government laws and administrative policies

*Improves interpersonal skills.


31

*Makes organizational policies, rules and regulations viable.

*Improves morale

*Builds cohesiveness in groups

*Provides a good climate for learning, growth, and co-ordination

*Makes the organization a better place to work and live


32

EVOLUTION OF TRAINING PROGRAMME

The process of training evaluation has been defined as "any attempt to obtain information on the

effects of training programmer, and to assess the value of training in the light of that information." The

various methods of training evaluation are:

a) Immediate assessment of trainees' reaction to the programmer.

b) Trainees' observation during training programmer.

c) Knowing trainees' expectations before the training programmer and collecting their views

regarding the attainment of the expectation after training.

d) Seeking opinion of trainees' superior regarding his/her job performance and after training.

e) Evaluation of trainees' skill before and after training programmer.

f) Cost-benefit analysis of the training program.


33

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives


and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge,


transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.

Intervention: It helps in determining that whether the actual outcomes are aligned
with the expected outcomes.
34

Training and Development Officer


A training and development officer/manager manages the learning and professional
development of an organization’s workforce.

Activities of T & D Officer

➢Identifying training and development needs within an organization through job


analysis, appraisal schemes and regular consultation with business managers and
human resources departments;

➢Designing and developing training and development programmes based on


organization’s needs;

➢Developing effective induction programmes;

➢Conducting appraisals;

➢Devising individual learning plans;

➢Producing training materials

➢Managing the delivery of training and development programmes

➢Monitoring and reviewing the progress of trainees through questionnaires and


discussions with managers;

➢Ensuring that statutory training requirements are met;

➢Evaluating training and development programmes;

➢Keeping up to date with developments in training by reading relevant journals, going


to meetings and attending relevant courses;

➢Increasingly, having an understanding of e-learning techniques.


35

Administration of Training Programs

Functions of Training Administration are as follows.

1. Maintain the training plan detailing courses, course dates, trainers, guest speakers
and venues.

2. Ensure information on training courses run by the department is current and accurate
and changes are reflected in appropriate documentation.

3. Maintain accurate records of applications for training courses.

4. Provide administrative support from courses including preparation of class lists,


course files, issue joining instructions, book meals and accommodation, prepare and
update course exams, preparation of course certificates and providing trainers with
relevant information, via the designated Training Administration System.

5. Ensure diversity information for both course applications and course delivery is
accurately recorded.

6. Maintain personal training records by prompt inputting of training received to the


designated recording system.

7. Act as a point of contact for matters relative to the administration of the designated
training activity.

8. Act, as required, in the absence of Administration Supervisor.

9. Represent the Department at meetings and take minutes as necessary.

10. Provide general administrative support, i.e. photocopying, laminating, Faxes.


36

11. Maintain stationery supplies and order as necessary (Receipt Books) etc.

12. Progress external training applications ensuring an accurate record of requests and
allocations is maintained.
IMPEDIMENTS TO EFFECTIVE TRAINING AT UPHDB

There are many impediments which can make a training programmer ineffective. Following are the major

hindrances:

Management Commitment is Lacking and Uneven:

Most companies do not spend money on training. Those that do tend to concentrate on mars.,

technicians and professionals. In an increasingly competitive environment, the ability to implement rapid

changes in products and technologies is often essential for economic viability.

Aggregate Spending on Training is Inadequate:

Companies spend minuscule proportions of their revenues on training. Worse Still, budget

allocation to training is the first item to be cut when a company faces a financial crunch.

Educational Institution Award Degree but Graduates Lack Skills:

This is the reason why business must spend must sums of many to train workers in basic skills.

Organizations also need to train employees in multiple skills. Managers, particularly at the middle level,

need to be retrained in team-playing skills, entrepreneurship skills, leadership skills and customer-

orientation skills.
37

Large-scale Poaching of Trained Workers:

Trained work-force is in great demand. Unlike, Germany, Where local business groups pressurize

companies, there is no such system in our country.

No Help to workers Displaced because of Downsizing:-

Organizations are downsizing and de-layering in order to trim their work-forces. The

government. should set apart certain fund from the national renewal fund for the purpose of retaining and

rehabilitating displaced workers.

Employees and B Schools Must Develop Closer Ties:

B Schools are often seen as not responding to labor-Market demands to B Schools. to Schools.

This must change. Businessmen must sit with deans and structure the courses that would serve the

purpose of business. better.

Organized Labour Can Help:

Organized labour Can play a positive role in imparting training to workers. Major trade unions in

our country seem to be busy in attending to mundane issues such as bonus, wage revision , settlement of

disputes, and the like. They have little time in imparting training to their members
38

CHAPTER-3
39

ORGANIZATION PROFILE

U.P. Housing & Development Board is an autonomous organization founded under "The Uttar

Pradesh Awas Evam Vikas Parishad Adhiniyam 1965" is involved in Housing & Development activities

in the state since 1966. It has a vision and mission to uplift the living standards of the people by providing

them well-developed townships having all basic amenities and healthy environment to ensure the over-all

development & prosperity of the Society.

UPHDB is capable of managing all its construction & development activities with its own resources, with

budgetary turnover of about Rs. 2077.66 Cr. in the year 2018-19 and has expanded its jurisdiction and

notified over 62 cities (56 UP + 6 UK) for its activities with 172 projects (147 UP + 25 UK)

for development of new townships in the state of Uttar Pradesh & Uttrakhand since 1966. It has acquired

8711.24 hectares of land till March 2018 and developed 8288.24 hectares of land including houses and

plots of different sizes suitable to the requirement of every section of the society.

UPHDB has homogeneous mix of Architect & Engineers, at Junior, Middle & Senior

levels. Total executive control of the organization rests with The Housing Commissioner. Whole

organization is divided in Nine departments, controlled by respective HOD's. The departments are:

Administration & Management Development Centre

Finance & Accounts


40

Land Acquisition

Architecture & Planning

Engineering & Quality Control

Properties

Public Relation Office

Legal

Global Construction and Consultancy Cell

For proper implementation of projects, whole state of Uttar Pradesh is divided into eleven circle.

At circle level engineering projects are controlled by Superintending Engineers & headed by

Chief Engineer and registration, property disposal is controlled by Additional Housing

Commissioner, while Architecture & Planning is controlled by respective Chief Architect Planner.

At project level works are handled by Construction Divisions, which are under control of

Executive Engineer.

Apart from regular works UPHDB takes up deposit & consultancy works through Global

Construction & Consultancy Cell, a wing of UPHDB, under control by three Joint Director

headed by Director G.C.C.

UPHDB has in-house Architectural Wing comprising of well-qualified Architects at juniors,

middle and senior levels.

UPHDB is well equipped with latest tools and Plants and construction Machinery.
41

UPHDB has the services of four Quality control Units having Laboratory fully equipped with

latest testing instruments and machines, and Division Laboratories at every division/Unit for

ensuring better quality control headed by Director, Quality Control & Design.

UPHDB has the services of a structural and services Design Wing equipped with latest computer

and software's

Human Resources

UPAVP is a professionally managed organization with specialists working in different fields viz.

Architecture, Town Planning, Construction Technology, Infrastructure Design, Execution and

Maintenance, Estate and financial Management etc. Senior professionals and administrators head

different wings of the Board.

Quality Consciousness

UPAVP is highly quality conscious having its own quality control manual. The board has

established one Central Laboratory and two regional testing laboratories. Besides these there are

site labs with almost all schemes of the board.

Transparent Working.

There are specific rules and regulations for all activities undertaken by the board. All rules

and regulation of the board are mode public through Gazette notifications.

Housing for the Shelter less

Although housing is the need of everybody but it is most need to those who do not have

any shelter over their head and are forced to occupy public land. For these people 8480 dwelling

units have been constructed under "Samajwadi Ashraya yojna" at different places.

Multistoried Commercial Arch cades and office


42

The UPAVP has constructed multi storied office buildings and commercial towards for its

own and public use. It has also developed market areas and convenient shopping. Providing

public facilities have also always been on Board's priority.

Innovative Management Techniques

Recognizing the need for modern management techniques, UPAVP has adopted latest and

many innovative methods and techniques for its faster growth such as:

Land through negotiation

Normal procedure for land acquisition is highly time consuming and bothersome. UPAVP

is now directly negotiation with farmers/land Owners for acquiring land for Urban Housing

Program. This method of Land Acquisition is turning to be much successful.

Disaster Management

During 1999, a severe earthquake hit Garhwal region UP hills. UPAVP helped in

rehabilitating thousands of people whose house were damaged/destroyed. The new houses were

constructed with modern techniques and earthquake resistant.

Building Center

With a view to innovate and practice new building material, UPAVP established its own

Building centers at 4 Places in the state. New material produced at these centre are being used in

various housing schemes of board and other local bodies.

Public Redressed

To look into difficulties of the allotted and land owner etc. a public redressed system since

1997 & Grievances Redress Mechanism since 2013.

Parishad Divas

Parisad Divas organized In third Thursday of each month, there is a face - to - face hearing and

spot decision. There is a every attempt to answer public queries promptly.

Diversification
43

The board has diversified its activities for executing projects of bigger magnitude for other

departments and agencies. At present it has many projects of Rs. 333.63 Cr. in hand. It includes

construction of 4 to 10 storied buildings, their infrastructure. Constructing 300 bedded hospitals,

office, building for various government departments, over all department and construction of

newly created district head quarters and mass group housing.

Vision Statement

UPAVP shall strive its best to ensure affordable housing in environmentally invigorating habitats with
inclusive facilities especially for the economically weaker section, low and middle income groups and
competitive price options for the other sections of the society.

Mission Statement

 To plan and develop state of art townships at affordable price to all sections of the society.
 To develop such townships with inclusive facilities which include modern amenities, community
services, hospitals, educational institutes, neighborhood parks and playgrounds.

 To plan and develop centers of excellence at strategic locations across the state.
 To ensure utmost quality in all works including the works assigned as deposit works by other
organizations.

 To sustain the land bank each year equal to the land developed in the previous year.
 To encompass newer technologies in construction works with price affordability.
 To facilitate public private partnership (PPP) to cater to the housing needs of the society in time.
 To ensure prudent financial results with appropriate accounting principles.
 To maintain and sustain a user friendly dedicated website with online facilities for the intended
services.

 To maintain an effective public grievance redressal mechanism and set standards by adhering to
timeframe and schedules.

 To impart quality training, capacity building and skill up-gradation for the employees of the
organization.
44

 To promote innovative ideas and pioneering initiatives in the functioning of the system.
 To improve working conditions favorable for the employees and clientele as well. To be successful as
a total quality organization.

CITIZEN CHARTER
COMMITMENTS OF HOUSING BOARD

U.P. HOUSING AND DEVELOPMENT BOARD, OWE FOLLOWING


SERVICE TO OUR CONSUMERS, ALLOTTEE/BUYERS

 Unbiased, quick and cordial service with full integrity and honesty,

 High quality of construction and development works at appropriate cost,

 Punctuality and transparency in all transactions,

 Time-bound delivery of all services and redressal of complaints,

 To make available all information at I.F.C, regarding various on-going programme,

 Organise regular public camps for quick disposal of pending matters

 Disposal of appeal for services under "U.P. Janhit Guarantee Adhinium-2011" as per the Act.

Determining/Fixation of Time-Schedule and responsibilities for time-


bound disposal of various Tasks and redressal of Public Grievances.

Expectations of Citizen Charter


45

 Plot/house/property Allotment

 Building Plan Approval

 Land Acquisition, Development Works and Maintenance of Public Services.

 Obligations of Consumers

 Procedure for registration of Complaints

Allotment of Plot/Houses (Property Section)

Time Officer
S.No. Purpose/Enquiries
Schedule Responsible
1. Mutation of plot/house* 60 Day E.M.O.
2. Execution of agreement/sale deed* 15 Day E.M.O.
Refund of registration amount to unsuccessful applicants after
3. 10 Day E.M.O.
the lottery*
Conversion of free-hold dead of plot/house(Exclude Najool
4. 15 Day E.M.O.
Land) *
5. To obtain copy of office orders* 7 Day E.M.O.
To obtain calculation memo regarding installments of plot/
6. 7 Day E.M.O.
house
7. To obtain details of interest/penal interest calculation 10 Day E.M.O.
8. To obtain reschedule of installments 10 Day E.M.O.
9. To obtain settlement of anomalies in the deposited amount 10 Day E.M.O.
To obtain Reinstatement of plot/house allotment on request
10. 15 Day E.M.O.
made within 15 days of cancellation
11. To obtain Costing for complete payment 7 Day E.M.O.
To obtain possession letter of plot/house after registration of sale
12. 5 Day E.M.O.
deed

Development Works And Maintenance of Public Services


(Engineering Section)

Time Officer
S.No. Purpose/Enquiries
Schedule Responsible
1. To obtain costing of plot/house 5 Day S.E.
46

2. Approval of compounding plan 90 Day S.E.


3. Repair of drains, parks and roads etc. in the Parishad colonies 7 Day E.E.
4. Restoration of water supply in the Parishad colonies 1 Day E.E.
Completion of small development / construction (incomplete)
5. 30 Day E.E.
works
6. To obtain physical possession of house/plot 7 Day E.E.
7. To obtain physical possession of building 15 Day E.E.
8. Issue of Completion Certificate 30 Day E.E.
9. Repair of street-light in the Parishad colonies 7 Day E.E.(Ele.)

Approval of Plans (Architecture Section)


Time Officer
S.No. Purpose/Enquiries
Schedule Responsible
1. Approval of plan for group housing/commercial buildings* 90 Day A.P.
Approval of plan for unitary plots of more than 300 sq.mt. of
2. 30 Day A.P.
area*
3. Decision on Compounding of houses* 60 Day A.P.
4. Plan renewal 15 Day A.P.
5. To obtain copy of approved plan 7 Day A.P.
6. Disposal of application regarding change of Land use 90 Day A.P.
7. To obtain Land-use information as per Master Plan 7 Day C.A.P.
8. Approval of sub-division/lay-out plan 45 Day C.A.P.

9. To secure approach to private land from Parishad scheme C.A.P.


90 Day

Land Acquisition
1. To know the boundaries of land proposed for acquisition 5 Day JHC(L.A.)
Disposal of application regarding readjustment of land in the
2. 90 Day JHC(L.A.)
Parishad scheme

* mark services covered with Janhit Guarantee Adhinium-2011.

RESPONSIBILITIES OF ALLOTTEE/APPLICANT

 Do not purchase plots or buildings with disputed ownership title


47

 Plot or building should be purchased only in such scheme where lay-out plan has been
sanctioned by the Competent Authority
 Do not purchase plot or building falling within undeveloped land or unauthorized colony
 Do not purchase house or building whose construction is illegal.
 Comply with formalities relating to plan approval and pay all prescribed fees/ charges.
 Construct your house after approval of the building plan and in accordance with the
approved plan.
 Complete construction of the building within validity of the building permit.
 Use your land or building as per land-use prescribed in the Master Plan.
 Do not encroach upon road, drain, park, public land, etc.
 Do not choke/plug the drain abutting your plot or building by covering it with earth or any
other material.
 Do not encroach upon others land or property.
 Do not carry out illegal construction on your land or plot.
 Do not continue construction in case it is sealed.
 Pay all installments by due date relating to plot or building allotted by U.P. Housing And
Development Board.
 Pay all charges by due date related to maintenance of civic amenities.
 Extend full cooperation in the maintenance of civic amenities.
 Do not install motor pump on water supply main.
 Do not purchase plot/building or get any other work done through the mediators/dalals.
 Extend the full cooperation to the field staff of the Authority/ Housing Board in
discharging their responsibilities.

IMMEDIATE ACTION ON COMPLAINTS REGISTERED BY THE APPLICANTS TO BE


ENSURED ONLY IF NO DEFAULT OFRESPONSIBLY FOUND ON THEIR PART.

Grievance Redress Mechanism


(A)- Name & contact details of Public Grievance Officer -

 All Public Information Officers are nominated as Public Grievance Officer. The name &
contact detail of PGO's are mentioned in Parishad web site http://www.upavp.com or
asked from Parishad Toll Free No.1800-180-5333.
Grievance Lodging

 Personal/Written/By Fax
48

Time Line for Grievance Redress


 Acknowledge and communication for additional 03 days
information if needed
 Grievance Redress Within 03 days
(B)- Process for Appeal-

 If the grievance is not replied to the PGO's the following 04 level of appeal is proposed to pursued
with the higher level.
 Copy of appeal is also send to Additional Management Representative, Sevottam Prakostha, 104-
M.G. Marg, Lucknow.
First Level Appeal-

Add./Joint Housing Comm. (Anushasnik) Grievance Redress


U.P. Housing & Development Board
104-M. G. Road, Lucknow. Within 07 days
Mob.- 8795810013

Second Level Appeal-

Add. Housing Commissioner & Sec./M.R. Grievance Redress


U.P. Housing & Development Board
104-M. G. Road, Lucknow. Within 07 days
Mob.- 8795810002

Third Level Appeal-

Housing Commissioner Grievance Redress


U.P. Housing & Development Board
104-M. G. Road, Lucknow. Within 15 days
Phone.- 0522-2238593, 2237609

Forth Level Appeal-

Ombudsman
Sri. V. N. Garg, IAS Grievance Redress
Principle Secretary
Forest & Environment Within 30 days
U.P. Government, Lucknow.

Stakeholders/Client-
49

1- Top Management & Middle Management of UPHDB.

2- Representatives of Unions.

3- Representatives of Costumers.

4- Employees, Citizen's.

SERVICE QUALITY MANAGEMENT SYSTEM


AT
UTTAR PRADESH HOUSING & DEVELOPMENT BOARD

PURPOSE & SCOPE


The purpose of this Service Quality Manual is to describe the service quality system
adopted by the organization. It has prepared to outline how the organization conducts its own
affairs with respect to the achievement and assurance of quality. It is also intended to serve as a
document for the organization's own staff and workforce for understanding the organization's
policy and procedures.

SCOPE OF SERVICE QUALITY MANAGEMENT SYSTEM


The Service Quality Management System is applicable to all the 22-offices located at sites
listed under, with H.Q. Located at 104, Mahatma Gandhi Marg, Lucknow-226001,
 LAND ACQUISTION.
 ARCHITECTURE
 URBANPLANNIG
 CONSULTANCY
 QUALITY CONTROL
 DESIGN & DEVELOPMENT.
 CONSTRUCTION
 MARKETING OF RESIDENTIAL COLONIES & INSTITUTIONAL / COMMERCIAL
COMPLEXES.
 MANAGEMENT OF COOPERATIVE HOUSING SOCIETIES.
Offices under the scope of SQMS are in following cities:-
50

Name of office Location


Head office, 104-M.G. Marg, Lucknow Lucknow
Chief Architect Planner Lucknow
Circle-I Varanasi
Circle-II Merrut
Circle-III Lucknow
Circle-IV Kanpur
Circle-V Moradabad
Circle-VI Agra
Circle-VII Ghaziabad
Circle Vrindavan Lucknow
Circle Electrical Lucknow
Circle Quality Control & Design Lucknow
Global Construction and Consultancy cell Lucknow
Kanpur Zone Kanpur
Agra Zone Agra
Merrut Zone Ghaziabad
EMO, Indira Nagar Lucknow
EMO, Vrindavan Lucknow
EMO, Merrut Merrut
EMO, Moradabad Moradabad
EMO, Ghaziabad Ghaziabad
EMO, Kalyanpur, Kanpur Kanpur
51

DOCUMENTATION REQUIREMENTS

1. General
UPHDB has documented the following:
a) Service quality manual;
b) Citizen' charter;
c) Any other documents needed by UPHDB for effective planning, operation and control
of its service and service delivery processes; and
d) Records required by this standard.
2. Service Quality Manual
UPHDB has established and maintained a service quality manual which includes
a) Scope of service quality management system;
b) Service quality policy;
c) Service quality objectives:
d) Complaints handling objectives;
e) Responsibility and authority of personal at relevant levels within the scope of this
standard;
Reference: Annex IV of SQMM
f) Documented procedures required by this standard;
Reference: Annex III of SQMM
g) Other documents, needed by UPHDB for effective planning , operation and control of
its service and services delivery processes, or reference to them; Reference: Annex II of
SQMM and
h) Description of service processes including service delivery processes at the customer
interface and those needed to directly
Reference: Annex III of SQMM
52

3. Control of Documents
3.1 All the documents required as per IS15700:2005 standard are
a) Approved for adequacy prior to issue;
b) Reviewed periodically, updated, as necessary and re-approved. The changes made are
identified; and
c) Eligible and identifiable indicating their current revision status.
3.2 UPHDB...
a) maintains a master list of all documents related to the scope of this standard which also
indentifies their current revision status;
b) maintains distribution list of all such documents;
c) ensures that the current version of applicable documents are available at points of used,
d) ensures that obsolete documents, if retained for any purpose, are suitably identified to
prevent their unintended use; and
e) ensures that the documents of external origin are identified and their distribution
controlled
3.3 A documented procedure is established to define the controls needed for the above.
Reference: Quality Procedure for Control of Documents QP-01
4. Control of Records
Records (including files) are maintained to provide evidence of conformity to
requirement and for the effective operation of the management system for service quality.
The records are legible, readily identifiable and easily retrievable. The method of
identification, storage, protection, disposition of each record, their retention time and
responsibility for each of these activities are established in a documented procedure.
Reference: Quality Procedure for Control of Documents QP-02.
53

MANAGEMENT RESPONSIBILITY

5.1 Management Commitment


a) Steering Committee of UPHDB has :
b) Established the service quality policy and citizens' charter,
c) Ensured that service quality objectives and complaints handling objectives are
established.
d) Conducted management reviews, and
e) Ensured the availability of resources.
5.2 Customer Focus
Housing Commissioner and Steering Committee has ensured that the customer
requirements are determined through stakeholder participation and are met with the aim of
enhancing customer satisfaction. Feedback is collected from IFC/Jan Suvidha Kendra/Jan
Soochna Patal and submitted to MR in the 1st week of every month.
5.3 Service Quality Policy and Citizen's Charter
5.3.1 Steering Committee has ensured that service quality policy and citizen's charter
a) are documented,
b) are appropriate to the purpose of the organization.
c) are made available to all personnel including customers and other stakeholders through
making it available on official website,
d) are communicated and understood within the organization through in house trainings,
e) include a commitment to comply with requirements and continually improve the
effectiveness of the quality management system, and
f) are reviewed annually for continuing suitability.
5.3.2 The service quality policy provides a framework for establishing and reviewing service
quality objectives and complaints handling objectives.
54

SERVICE QUALITY POLICY

UPHDB shall strive to continually improve THE QUALITY OF LIFE through


human-habitation projects by providing focused attention to the needs of customers,
healthy and growth conductive environment, high quality and affordable products coupled
with caring attitude to enhance the customer satisfaction.
We shall elevate our capabilities by Bench-Marking with the best practices.
Our quality policy provides framework for setting our service quality objectives &
we review the suitability of our service quality policy, achievements of our service quality
objectives and implementation of our quality management system on pre-defined intervals
in a planned way.
Quality policy is communicated amongst the staff of UPHDB offices by displaying
at appropriate places in Hindi & English languages. Trainings are conducted periodically
to make it understand and absorb in the working of UPHDB activities.
5.4 Objectives
Service quality objectives and complaints handling objective are consistent with the
service quality policy and are established at relevant functions and levels with the
organization. All the objectives are measurable and documented.
a) To minimize time and cost over runs.
b) To reduce customer complaints
c) To improve customer satisfaction
5.5 When establishing the above policy and objectives, the following factors are taken into
account by working group:
a) Input of customers and other stakeholders;
b) Any relevant legal, statutory and regulatory requirements; and
c) Financial, operational and organizational requirements
55

5.6 Responsibility, Authority and Communication


5.6.1 Housing Commissioner and Steering Committee has ensured that the responsibilities and
authorities are established at relevant functions and levels, related to the scope of this
standard, and communicated within the organization.
Reference: Annexure IV of SQMM

5.6.2 Working Group for Citizens' Charter


Top management of U.P.H.D.B. has constituted a working group for formulation of the
citizen's charter and steering committee for approving Citizen Cahrter. Mr. Rajesh Kumar
Mehtani, Additional Management Representative acts as Member Secretary of the
working group.
Reference: IS 15700:2005 Clause 5.6.3 (Note-2)
The working group includes representatives from top management, middle management,
Union members, customers and other stakeholders. The selection of team members is done
in a transparent manner, the details of which are accessible to public posting on official
website.
5.6.2.1. The responsibilities of the working group includes
a) Identifying all stakeholders of the organization,
b) Identifying all key services provided by the organization,
c) Preparing a draft citizens' charter in consultation with stakeholders,
d) Formally issuing/releasing the citizen's charter after its approval by appropriate
authority, and
e) Reviewing and updating, as necessary, based on the feedback and continuing
suitability.
56

RESOURCES MANAGEMENT

6.1 UPBDB has determined and provided resources for effective implementation of
management systems for service quality, citizens' charter and complaints handling. The
resources includes human resources, infrastructure and work environment.
6.2 UPHDB ensures that the personnel are
a) Selected on the basis of capability to satisfy defined job specifications,
b) Trained to ensure that they understand the tasks to be performed and the objectives to
be achieved including how they contribute to the achievement of objectives.
c) Aware of their responsibilities including promptly reporting on complaints/ feedback
which have a significant impact on the organization, and
d) Aware of procedures to be followed and information to be given to the customers.
6.2.1 The training records are maintained.
References: Quality procedure for Training/Job responsibilities/
Training Needs Identification/ Training Calendar/Training
Record
6.2.2. UPHDB ensures that the personnel, who are in direct contact with the customers
a) Are available and accessible, as specified in Citizen Charter/official website;
b) Are sensitized to treat customers in a courteous manner;
c) Respond promptly to customer's enquiry/complaint;
d) Provide accurate, updated and complete information; and
e) Possess good interpersonal and good communication skills.
This is achieved by conducting regular or need based trainings by MDC/Sevottam
Prakostha.
Reference: Trainings related correspondence/Training calendar/
Training records
6.3 Infrastructure and Work Environment
57

The organization has determined, provided and maintained the infrastructure and work
environment necessary for achieving service quality and complaints handling. Resource
requirements are discussed in Management reviews/Monthly review meetings
Reference: Minutes of Monthly Review meetings/Minutes of Management
Review meeting.

CITIZENS' CHARTER, SERVICE PROVISION AND


COMPLAINTS HANDLING

7.1 Citizens' Charter


7.1.1 The citizen's charter contains
a) Vision and mission statement of UPHDB,
b) List of key service(s)being offered by UPHDB, and
c) Measurable service standards for the service(s) provided and remedies available to the
customer for non-compliance to the standards.
7.1.2 The citizen's charter
a) Represents a systematic effort of UPHDB to focus on its commitment towards
customers;
b) Is simple and easily understandable and also printed in Hindi/English language
c) Is non discriminatory;
d) Describes or refers to complaints handling process;
e) Includes the name, address, telephone number and other contact details of the Public
Grievance Officer (Management representative of UPHDB);
f) Be reviewed annually for up gradation and continual improvement;
g) Highlights expectations of UPHDB from its customers, as required; and
h) Provides information on the date of issue of the citizens' charter and persons who were
consulted during its preparation.
Reference: U.P.H.D.B's Citizen Charter
7.2 Service Provision
UPHDB
a) Ensure that services being provided by organization take into account expectations of
the customer and regulatory requirements;
Reference: Service Standards
58

b) Ensures that the service delivery processes are in line with the objectives defined by
the organization in SQMS;
c) Assures the quality of the products and/or services purchased and/or outsourced,
which affects its service quality;
Reference: Process for Purchase of material UPHDB/PM/ENG/03
d) Ensures availability of procedures/work instructions, information, wherever necessary,
and their implementation so that service delivery processes are carried out as
specified;
Reference: list of Process Manuals
e) Ensures availability and use of suitable equipment, monitoring and measuring devices,
f) Ensures calibration or verification of measuring equipment at specified intervals, or
prior to use, wherever necessary
Reference: process manual for calibration UPHDB/PM/ENG/09
g) Identifies the verification status of the service or service delivery process at relevant
stages through monthly review meeting
Reference: minutes of monthly review meeting
h) Ensures implementation of monitoring and measurement including time norms as
specified in the citizen's charter.
Reference: Minutes of Management Review Meeting & Annual Report

7.3 Complaints Handling


UPHDB has established a documented procedure for complaint handling process.
Various steps in the complaints handling process includes the following :
a) Identification of complaint prone areas in a systematic manner and determine the time
norms for their redress;
b) Providing information concerning complaints handling process in clear language and
formats accessible to all. Such information includes :
i) Where and how the complaints can be made,
ii) Minimum information to be provided by complainant, and
iii) Time limits within which the complaint will be closed.
c) Widely publicizing the information about complaints handling process through print,
web and other media. The name, address, telephone number and other contact details
59

of the public grievance officer of UPHDB is also displayed prominently at the IFC s
and other convenient places ;
d) Unique identification of the complaint is issued and recording necessary information
including relevant details of complaint, remedy requested, due date of redress,
relevant data related to the complaint and immediate action to be taken;
e) Security of the complaint is done and its categorization as critical, major or minor
depending upon its seriousness and severity;
f) Acknowledgement is made of each complaint promptly giving the complaint number
along with an indication of the redress time and the name, designation and telephone
number of the employee to be contacted for all future correspondence;
g) Investigation of relevant circumstances is made and information relating to the
complaint is collected. The level of investigation commensurate with the seriousness
and severity of the complaint. If the complaint cannot be immediately resolved, it is
dealt in a manner which would lead to its effective redress as soon as possible and the
complainant shall be intimated;
h) Communication of the decision is made to the complainant regarding his complaint
immediately after the decision is taken and getting his feedback. In case the decision
taken along with alternative internal and external recourse available for appeal shall
also be intimated, after which the complaint shall be closed; and
i) Nominating 'Ombudsman' who could be approached if normal service delivery
mechanism does not respond. Mr. V.N. Garg, Principal Secretary, Forest &
Environment, U.P. Government, Lucknow has been nominated as Ombudsman.
Reference: Quality Procedure for Customer Feedback including Complaint
Handling QP-06 and Board Order.
60

IMPLEMENTATION, MONITORING, MEASUREMENT


AND IMPROVEMENT

8.1 Implementation
UPHDB has
a) Established single-window system at points of public contact (Head office & circle
Offices) to facilitate disposal of applications;
b) Set up Information and Facilitation Counters (IFC) and help-lines at Head office &
circle Offices for information on procedures, application status, etc.
c) Widely publicized the citizen's charter through organization's website, media and
sending copies to all stakeholders;
d) Prominently displayed the citizen's charter in the organization; and
e) Taken the decision to publish annually the data relating to performance viz-a-viz
commitment relating to citizen's charter in the annual report or by reviewing it in
MRMs.
Reference: Minutes of Management Review Meeting

8.2 Monitoring and Measurement


8.2.1 UPHDB monitors and measures
a) The characteristics of the service and service delivery processes to verify that the
service quality objectives and service standards have been met.
Reference: Monthly Review Meetings Results Sheets
This has also been carried out at all stages and locations where UPHDB has an
interface with the customer;
b) The performance vise commitment made in the citizens charter and Complaints
handling procedure on a regular basis and report to top management with
recommendations for improvement;
Reference: Minutes of Management Review Meeting, Annual Report
61

c) The working of the complaints handling machinery through random checks.


8.2.1.1 Records of the evidence of conformity are maintained by MR.

8.2.2 Customer Satisfaction


UPHDB has established and implemented a system for measuring customer satisfaction
through taking feedback of clients once in six months via client feedback format
UPHDB/MR/FOR/19. This information is used for continual improvement.

8.3 Internal Quality Audit


UPHDB conducts internal audits at six monthly interval to determine whether the
management system for service quality conforms to the requirements of this standard and
to the documents established by UPHDB.
An audit plan is made & documented indicating the scope, frequency of audit,
auditor(s), auditee and audit date(s)/time. Selection of auditors and conduct of audits is
ensured objectivity and impartiality of the audit process. Auditors do not audit their own
work. The auditee ensures that actions are taken without under delay to eliminate detected
non-conformities and their causes. Follow-up activities include the verification of the
action taken and reporting of verification results. Records of the audits are maintained.
Reference: Quality Procedure for Internal audit QP-03.
8.4 Analysis of Data
UPHDB analyzes the data collected during monitoring and measurement and customer
satisfaction to determine current level of performance and opportunities for continual
improvement, particularly where nonconformities are recurring.
Reference : Process Manual for Data updating & MIS
8.5 Improvement
8.5.1 Corrective and Preventive Actions
UPHDB has adopted a procedure to deal with the non-conformances observed in the
service quality management system requirements & to take the required corrective &
preventive action takes action to eliminate the cause(s) of non-conformities and potential
cause(s) in order to prevent recurrence and occurrence respectively. These are appropriate
to the effects of the nonconformities encountered and potential problems. Records of
action taken and improvements effected are maintained.
62

Reference: Quality Procedure for control of non conformance & corrective


actions and preventive actions QP-04.

CONTROL OF DOCUMENT

1.0 OBJECTIVE:
To establish & maintain a system that ensures that all quality management system
documents are controlled.
2.0 SCOPE:
This procedure is applicable for controlling all internal and external documents used by
UPHDB while implementing the QMS.
Internal Documents:
Quality Manual
Process Manual
Work Instruction
Formats
TLP/ZP, LOP, Building Drawings
Building Bye Laws
Specifications
Quality Control Manual
Office Orders
Technical Circular
Quality Plan etc.
External Documents:
UPHDB Act, Land Acquisition Act
Contract Act, Arbitration Act, Registration Act, Environmental Regulations
National Building Code & B.I.S. Codes
IRC Codes
Government Notifications, Orders &
Regulations of Building Operations Act,
PWD Schedule of Rates
PWD Specifications
63

PWD Skeleton of Rates


UP Jal Nigam Design Criteria, Specifications & Schedule of Rates
UP Power Corporation Specifications
Customer Designs
Customer Designs
Customer Drawings
3.0 RESPONSIBILITY:
The overall responsibility for implementing and maintaining this procedure is with
Management Representative (M.R.) The specific responsibility for updating and
implementing this procedure is with Sectional Heads.
4.0 PROCEDURE:
4.1. Internal Documents:
4.1.1 Review and Approval:
All documents used by UPHDB while implementing the QMS are controlled. All
documents are reviewed for adequacy prior to approval and issue. The details of
authorities designated for review, approval and issue of documents is as follows:-
S.No. Documents Prepared By Reviewed By Issued By Approved
Name By
1 Quality Manual T.A. AMR M.R. HC
2 Section Process Controlling HOD M.R. HC
Manual Officer/HOD
3 Work Instruction Controlling Officer HOD M.R. HOD
4. Formats Controlling Officer HOD M.R. HC
5. Drawings A.P. S.A.P./P.M. A.P. C.A.P./H.C.
6. Quality Plans E.E. E.E./P.M. E.E. S.E.
7. Officer Orders Controlling Officer HOD's/Sec. HOD's/Sec HOD's/Sec.
(Op/Gen.) .
8. Officer Orders Controlling Officer AP/S.E. SP/S.E. CAP/C.E.
(Tech.)
9. Specifications Controlling Officer SAP/S.E. AP/S.E. CAP/C.E./
(Arch/Engg.) (P) HC
10. Quality Control Director-QC C.E. MR H.C.
Manual
11. Rules & Controlling Officer Sec./Add. H.C. MR Board
64

Regulations
12 Building Bye Govt. CAP/HC SAP Board
Laws
All the documents referred to above are uniquely identified. The numbering systems
adopted for the identification are as follows:-

a) Quality Manual- Abbreviation of the Organization/Abbreviation of the level of the


documents/Issue Number e.g. UPHDB/QM/01.......

b) Quality Procedure- Abbreviation of the Organization/Abbreviation of the level of the


documents/Issue Number e.g. UPHDB/QP/01........

c) Section Manual- - Abbreviation of the Organization/Abbreviation of the level of the


documents/ Abbreviations of the Department /Issue Number e.g. UHDB/SM/LAC/01

d) Process Manual- Abbreviation of the Organization/Abbreviation of the level of the


documents/Abbreviations of the Department/Serial Number. e.g. UPHDB/PM/LAC
/01, 02.....Rev. No. xx

e) Work Instruction- Abbreviation of the Organization/Abbreviation of the level of the


documents/Abbreviations of the Department/Serial Number. e.g. UPHDB /WI/LAC
/01, 02.....Rev. No. xx

f) Quality Plans- Abbreviation of the Organization/Abbreviation of the level of the


documents/ Project ID/Serial Number e.g. UPHDB/QP/Project ID/01/02

g) Formats- Abbreviation of the organization/Abbreviation of dept/Abbreviation of level


of the document/level of approving authority. e.g. UPHDB/APD/FOR/HC/01,
02.........Rev. No. xx

The system adopted for other documents like drawings, specifications, officer order,
manual etc. is,

Architectural Drawings/Specifications-

Abbreviation of the Organization/Abbreviation of department/Unit


Name/Concerned Construct Division/Concerned SE/Yojna
Code/Sector Name or Number/Type of Drawing/Approving
Authority /Date of approval/Set of Drawing/Drawing Register Serial
Number.
65

e.g. UPHDB/APD/AP Unit-6/ /SE-3/CD-3/Yojna Code/Sec./Num


/HC/22-08-09/S-1033/ 22

Engineering Drawings - Dispatch no./file no./file serial no./dated.....................

Officer order (Op/Gen.) - Dispatch no./file no./file serial no./dated.....................

Office order (Tech) - Dispatch no./Approving Authority/file no./file serial no./dated

Office Manual - Department Name/Subject Name/Unique No.

QC Manual - Department Name/Subject Name/Unique No.

Building Bye Laws - Subject Name/Year/Rev. No.

Drawing file - Department Name/scheme Name/sector name or number

4.1.2. Issue and Distribution:


All the documents shall be used as per master list of documents and maintained
by the Head of Section. He shall control their original copy and submit the master list
of documents to MR. MR shall publish it on official website of Parishad. Issuance is
password protected. Distribution of controlled copies is two-tiered.
a) All the designated office head (Concerned SE/SAP/JHC) shall download the
relevant processes and quality procedures, and make requisite number of
photocopies and distribute controlled copies of the documents to the identified
users (subordinate offices also) and maintain register for distribution. The M.R.
and other authority for issue of documents shall ensure legibility of documents.
All the controlled copies are identified by "CONTROLLED COPY" seal, issued
by Controlled Authority in RED with unique number, on all pages. The holder of
the controlled copies shall be responsible for its proper maintenance, safe custody
and updating the changes received from time to time. The copyholder shall ensure
that no unauthorized photo copying of the documents takes place.
b) The copyholder shall ensure access to the document to all users within the work
areas. As & when any change is incorporated, it shall be ensured for proper
distribution to relevant end.
4.1.3 Identification of Revision Status :
All the documents shall be uniquely numbered in such as way that clearly
identifies the current revision of the documents to enable all the users access the right
documents. The revision numbering of the documents begins at "00" and is
incremented in steps of one for every change/revision in the documents. This increase
66

of the revision number will go on till 20. When it is reset, issue no. is incremented to
next and revision number brought back to "00". Any changes to the documents are
identified with change or use of different font. This applies only to additions. In case
deletions the nature of changes is indicated in the amendment record sheet.

4.1.4 Removal of Obsolete Documents:


As and when changes to the documents are made and revised document issued,
the registered copy holder is responsible for disposing the obsolete copy in a suitable
manner (shredding, burning etc.) immediately after its receipt. In case the obsolete
document are required for any reference or legal purpose then the decision to retain
such copy shall be taken by concerned HOD and the document are clearly identified
and marked "FOR REFERENCE ONLY" and only one copy of such obsolete
document are maintained with the respective offices. MR shall keep one copy of all
versions of the document for future reference & shall maintain the list of obsolete
documents.
4.1.5 Changes to Documents:
Any employee of UPHDB or concerned may propose changes, as necessary, to
the documents. The employee shall then initiate a note giving the details of the change
proposed to the approving authority. On acceptance of the proposal, the necessary
changes shall incorporate and approved by the designated authority before issue of the
revised documents.
The revised documents shall be distributed to all the identified users of the document
as per the distribution list of the master list of documents.
4.2 External Documents:
4.2.1 Receipt and Distribution of External Documents:
All external documents used while implementing the QMS are controlled to ensure
only right documents are used by the user of the UPHDB. The designated authorities
for receipt and issue of external documents are as follows:
S. Documents Name Receiving/Updating Issuing Authorities
No. Authority
1. Customer Drawing Director GCC/P.M. P.M.
2 Customer Design/Specification Director GCC/P.M. P.M.
67

3 National/International standard CAP/SE (P) CAP/SE(P)


4 Customer approval Director GCC/P.M. P.M.
5. Statutory/Regulatory Documents CAP/Law Officer/CE CAP/Law Officer/CE

The documents referred above will be identified by the numbering/identification marks used
by the external agencies. The details of the external documents available and being used will
be maintained by respective SE/Director GCC/SAP/JHC in a master list of external
documents. Designated HOD shall issue the external documents the designated.
4.2.2. Removal of Obsolete Documents:-
As and when any change to the documents is made and revised document issued. the
registered copy holders are required to dispose off the obsolete documents in a suitable
manners. In case the obsolete documents are required for any reference or legal purposes then
the document will be clearly identified and marked. "FOR REFERENCE ONLY" and only
one copy of such obsolete document maintained.
4.3 Computerized Documents:
Computerized data is accessible to authorized or designated user. Back up of all
computer data is maintained (in duplicate) on compact discs (CD)/hard disks/server on
quarterly basis by the designated users and record the same in the Backup Data Entry
Register. One copy of back up data shall be stored at local office shall be stored at stored at
designated location other than same building in safe custody. The storage shall the fire, proof
water proof and theft proof.
68

CONTROL OF RECORDS
1.0 OBJECTIVE -
To establish a system for controlling all quality records in a manner that will provide
evidence of conformity to requirements and effective operation of quality management
system.
2.0 SCOPE -
All department offices/units of UPHDB.

3.0 RESPONSIBILITY -
M.R. for designing & improving the process of controlling of records, while
implementing & maintaining the procedure is various departments/office of UPHDB
with respective HODs/office in charges.
4.0 PROCEDURE -
4.1 Identification of records
Each record required to be maintained by UPHDB shall be identified in the following
manner-
Files - Department Name/Unit Code/ Town Name-
Yojna name /Subject/ Serial Number.
Internal audit Reports - IAR/ Department Name/Unit Code/ Serial
Number/ Date.
Corrective & preventive actions – NCR/ Department Name/Unit Code/ Serial
Number/ Date
Management review Meeting - MRM/ Department Name/Unit Code/ Serial
Number/ Date.
Report related with Quality Control – MPR/ Department Name/Unit Code/ Serial
Number/ Date .

4.2 Storage, Protection & Retrieval of Records-


69

4.2.1 All the records are stored centrally at under the overall control of respective Sectional Head
at the Head Office and field offices respectively. Records are properly filed in the serial
order in the respective folders, which are well protected, uniquely indexed and stacked in
shelves.

4.2.2 The records are stored in a manner that provides easy access to all the users. Any
requisition of records has to be made to JHC at the head office & Sectional Heads at the
filed offices.
4.2.3 The methods and responsibilities for storing protecting, retaining and disposal of records
after reference period is as follows.

Sl. Depart- Respon-


Storage Type Location
No. ment siblity
Almirah /racks/ Box, files, flate file, LAC section at
1 LAC HOD
Cabinets/ cloth bag register HQ
Almirah /Drog/ Box files, flat files
2 APD HOD CAP office
cabinets/ rack register, computer
EE's Register, file, Almairah, racks, cloth CE's/SE(P)/ SE
3 ENG HOD
box, file, computer base, office
Offices & sub
4 F&A HOD Almirah, rack, register, files
offices
JHC/ Almirah, rack, cloth JHC office /
5 PRP Register, files
AHC'S bags AHC Offices
AE Almirah, rack Box files, flat files
6 COS AE Costing HQ
(cos) register, files register, computer
Almirah, rack Box files, flat files Legal cell at
7 LEG S.O
register, files register, computer HQ
Box files, flat files
8 PRO JHC Almirah Files PRO at HQ
register, computer
Almirah, rack AMR at
Box files, flat files
9 MRO MR files, register, box Sevottam Pr.
register, computer
files H.Q.
Almirah, rack
Manager Box files, flat files Computer cell
10 COC Files, register, box
System register, computer of HQ
files
Almirah, rack, file,
Box files, flat files JHC (Adm)
11 ADM JHC cloth bag files,
register, computer Office
register, box files
Cabinet, almirah,
Box files, flat files
12 HCO OSD racks files, register PS at HCO
register, computer
,box files

4.2.4 A separate master list of records is available with the designated officer giving the details
of their retention period and disposition methods/ authority adopted by UPHDB.
70

Typically the disposition methods included burning ,leaving off etc. All the designated
officer as depend above, endure though constant communication and awareness the need
to maintain record in a legible.

5.0 CHANGES DETAILS: Nil

FINDINGS OF AUDIT (INTERNAL & EXTERNAL)

1.0 OBJECTIVE
To establish a documented system for planning and implementation of internal quality
audits to verify whether the quality activities and related result comply with planned
arrangements and to determine the effectiveness of the Quality system.
2.0 SCOPE
This procedure is applicable to all elements/activities of the Quality System.
3.0 RESPONSIBILITY
Management Representative,
4.0 PROCEDURE
4.1 Annual audit schedule is prepared and Internal audits are conducted on six months
based on importance of the activity and in such a way that each section is covered.
4.2 Internal auditors could be selected internally or externally for conducting the quality
audits.
4.3 The Internal audit plan & Schedule is circulated to the auditors and audited
4.4 Internal audits are organized and carried out through auditors with audit check List for
the area allocated for them.
4.5 In case of any Non-Conformity of the system corrective action report Form is issued
by auditor as applicable.
4.7 If any follow up audits is required, the shall be indicated in the "Audit non-compliance
shall close NCR.
4.8 A summary report of audits is prepared based on NCR's and a review is presented in
MRM.
4.9 Changes in quality & safety Management system, as a consequence of NCR,s are
implemented with a view to remove deficiencies in the quality system.
5.0 CHANGES DUE TO REVISION:
NIL.
71

OUTSOURCING

1.0 Objective -
To establish a system for selection and evaluation of outsourcing suppliers for various
services availed by UPHDB to ensure timely adherence of activities and to expedite
the processes.
2.0 SCOPE -
All Services.
3.0 Responsibilities -
Process Owner
4.0 Procedure -
4.1 Listing of identified services to be outsourced in every section and getting its approval
from HC.
4.2 Selection of the suppliers as per guidelines of financial book.
4.3 Signing contract/agreement with selected suppliers and finalization of terms and
conditions.
4.4 Execution of delegated services/work by suppliers and their close monitoring by
dealing officer.
4.5 Evaluation of suppliers on six monthly basis or as per contract.
4.6 In case of any repeated observed non conformance, warning letter is issued to supplier
or otherwise disposal is at discretion of HC.
5.0 CHANGES DUE TO REVISION:
Nil
72

TRAINING & DEVELOPMENT AT UTTAR PRADESH


HOUSING & DEVELOPMENT BOARD
1.0 Objective Of UPAVP -
To enhance the working culture & skill development of staff by providing training
inputs.
2.0 Scope -
It covers all personal required to perform activities affecting quality and their
competence analysis, recruitment, placement induction program, identification of
training needs, planning & organizing training programs & maintaining training
records.
3.0 Responsibilities -
Section Head/MDC in charge.
4.0 Procedure -
4.1 An organization chart is prepared in every section Head.
4.2 Basic competence requisites w.r.to each designation is established and required
qualification/ competence.
4.3 General training needs of the employees are identified by MDC and a training schedule
is prepared.
4.4 Further training needs of the employees are identified by a section in-charge
nominated by training committee at the following stages:-
- Orientation program for newly recruited employees.
4.6 The section In charge identifies the gaps between specified requirements and
availability and decide training requirements on the related documents.
4.7 The identified training needs are communicated to MDC who incorporates them into
training schedule.
4.8 MDC arranges for faculty, as required, He identifies contacts faculty organizes training
and circulates the training schedule to the concerned employees and their concurrence
is obtained on dates & Venue for training.
73

4.9 Shortcoming of the conducted training are taken as input to the training calendar.
Records of training shall be kept by MDC In charge.
5.0 CHANGES DUE TO REVISION-
Nil

GLOBAL CONSTRUCTION & CONSULTANCY CELL

With growing expertise in Housing & Development, U.P.H.D.B. has diversified its
activates in procurement and execution of deposit works for various state/central Movement
Departments/Undertaking to turnkey basis. To achieve this objective Global construction &
consultancy cell was created in the year 1993 to cater the needs of our esteem clients.
The cell is an independent, self sustain, autonomous win of U.P.H.D.B. with the the
aim to generate & execute projects for various state/Central Govt.
1. Keeping pace with technology Advancement.
2. Total Quality control.
3. Total solution Provide Approach towards clients.
4. Time solution Provider Approach towards Clients
5. Continuous Growth
6. A homogeneous mix of Engineers at different levels.
7. Having exclusive and independent constriction units all over the state under the direct
control of the director, Global & Consultancy cell.
8. The director at his discretion can use the expertise of any profession of U.P.H.D.B.
9. U.P.I.-I.D.B. is a team of highly qualified, efficient, professionals for specialized jobs.
10. The Team comprises of:
Technical wing having more than 900 Engineers at senior, Middle & Junior Level.
Architecture wing having 25 Architects at senior, Middle & Junior Level. The Board is well
equipped with latest tools. Machinery and Plants reinforced with Hi Tech. With a view to
innovate and evolve new building materials and practices U.P.H.D.B. has establish its won
Building centers at 4 Places in the state.
Some of our satisfied clients are
74

Customs & Central Excise, Trade Tax Health Department, Revenue Department,
Education Department Navodaya Vidaylya, Horticulture Department, Animal Husbandry
Department, Bhoomi Sudhar Nigam, B.H.E.L., S.I.D.B.I., Central Water Commission etc.
MILE STONES ACHIEVED SO FAR LIST OF DEPOSIT WORKS
Revenue Department:
New District Head Quarters Buildings:
Kanpur Dehat (Collectorate Building & Residence) (Rs. 6.9 Crore)
Kushi Nagar (Collectorate Building & Residence) (Rs. 7.5 Crore)
Ambedkar Nagar (Collectorate Building) (Rs. 5.0 Crore)
Tehsil Buildings at various places in U.P. (Rs. 16 Crore)
Medical & Health Department:
300 Bedded Hospital at Farrukhabad (Rs. 13.3 Crore)
100 Bedded Hospital at Kanpur Dehat (Rs. 13.51 Crore) (In Progress)
Medical Training Centres under Indian Population Project-6 Subentries, CMO Office,
Eye ward & O.T., Ladies Hostel 1, Operation Theaters, Blood Bank, Ward Block,
Patient Relation Shed, Chirghar, Upchar Awas Primay & Community Health centers,
etc. at various towns of U.P. (Rs. 46.38 core)
B.H.E.L:
Development works & construction of 123 SFS Houses at Ranipur, Harldwar (Rs.
15.96 crore)
Gramya Vikas Vibbag:
Vikas Bhawan at, Kanpur Dehat and Kushi Nagar(Rs. 4.42 crore)
Bhoomi sudhar Nigam:
Office cum residence at 10 palce and Drainage work at,...& districts of U.P. (Rs. 14.33
crore)
Customs & Central Excise:
Office and Residentail complex at meerut, Muzaffnagar, Haldwani, Kanpur, Rampur,
Roorkee,m Moradabad and Dehradoon (Rs. 19.15 crore)
Mohan Nagar, Cooperative societies:
Development of Housing colonies at Ghaziabad (Rs.8.82 crore)
Horticulture Department:
Development of Housing colonies at Ghaziabad (Rs. 8.82 crore)
Jail Department:-
Barracks and Hospitals (Rs.4.20 crore)
75

Animals Husbandry:
Development and construction of Farm Houses in U.P. (Rs. 2.8 Crore)
76
77
78

CHAPTER-4
79

RESEARCH METHODOLOGY

Definition of Research:

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. In it we study the various

steps that are generally adopted by researcher to know not only research methods/techniques but

also the methodology.

Research method is a procedure to help the researches finds the required data to draw conclusion

and makes predictable results on similar types of experiments.

In other words ,research method is a way of collecting inputs and finding outputs to conduct

research sucessfully. A science of study how research is done scientifically or a way to

successfully solve the research problem by logically adopted various steps is known as research

methodology.

Research methodology is benefit for advancement of human knowledge and provides various

tools to carry out research and develops a critical and scientific attitude.

Objectives of Research:

From the viewpoint of objectives , a research can be classified as

- Descriptive

- Correlation

- Explanatory
80

Explanatory research attempts to clarify why and how there is a relationship between two or

more aspects of a situation or phenomenon.

Exploratory research is undertaken to explore an area where little is known or investigate

the possibilities of undertaking a particular research study (feasibility study/pilot study).

PROBLEM FORMULATION

In today's scenario the company can't excel and globally compete unless it has proper and

effective Training & Development module. My company guide observed that the U.P. Housing &

Development Board Lucknow (U.P.).


81

Objectives of Research:

1. .To gain familiarity with a phenomenon or to achieve new insights into it (studies with this object in
view are termed as exploratory or formulative research studies);

2. To portray accurately the characteristics of a particular individual, situation or a group(studies with


this object in view are known as descriptive research studies);

3. To determine the frequency with which something occurs or with which it is associated with
something else (studies with this object in view are known as diagnostic research studies);

4. To test a hypothesis of a causal relationship between variables (such studies are known as hypothesis-
testing research studies).
82

DATA COLLECTION METHOD

The data collection methods used are.

Primary Data.

The primary data collected through a Questionnaire survey, which is carried out in most of

the cases to fined some of the important information. In order to find out answers to some of the

very important aspects, Close-end questions were put in the questionnaire survey. The question

are related to the employee training in U.P. Housing & Development Board Lucknow

By using this questionnaire we tried to find out the problems related to their training and

How training effect their skill and knowledge. The method used in organization for training and

the criteria for the selection of training programmer.


83

Secondary Data.

The secondary data was collected through company records, Government Publications,

Reports, Journals, Libraries and Company Brochures & company website.

The main reason for collecting secondary data was to compare the past performance of the

company with present so as to know how the company is performing on the various grounds

suchs. as- Service quality, Service expectance, diversification, distribution channels, awareness',

etc,
84

RESEARCH OBJECTIVES.

To design Training & Development program for various position of employees U.P.

Housing & Development Board Lucknow was my prime objective so that the employees perform

best, derive maximum satisfaction and gain growth as well. To achieve my prime objective I set a

secondary objective and that was to go for job analysis of each position.

RESEARCH DESIGN

A research design is simply the framework or plan for a study that guides the collection

and analysis of data. It is a blueprint that is followed in completing the study. It specifies the

details of the procedures.

The project work is based on a Descriptive Research Design, Which is concerned with

describing or explaining the characteristics of a certain phenomenon.

The project describes the current stage of the organization existing in Government sector.

SAMPLE SIZE:- The sample size of the survey was 30.

SAMPLE AREA:- U.P. Housing & Development Board Lucknow


85

CHAPTER-5
86

QUESTIONNAIRE ANALYSIS

Sample Size: 30

Sample Design : Random:_

Q.1 How long have you been working for UP housing and Development Board?
Sample Size Less than 1 year 1 to 5 year 5 to 10 year Above 10 year

30 0 2 5 23

0% 6%

17%
Less than 1 year
1 to 5 year
5 to 10 year
Above 10 year

77%

Interpretation: As per above data we found that 77% employees are working more than 10 year for

UPHDB.
87

Q.2. How many times your senior evaluate a follow up after training program?

Sample Size Never Once Twice More than twice

30 20 5 0 5

16%

0% Once
Twice
17% More than twice
Never

67%

Interpretation:_- It is found that generally follow up not is taken after training and development , as

67% employees agree with it, while 17% employees says that follow up is taken once, and 17%

employees says that it done twicely.


88

Q3. Does your organization operate a formal Training and Development System
Sample Size Yes No

30 30 0

0%

yes

no

100%

Interpretation: As per above data we found that UPHDB operate a formal Training and Development

system, as 100% employees agree with this statement.


89

Q.4.Which type of training method is followed in your organization ?


Sample Size On the job Off the job Mixed
30 30 0 0

0%
0%

On the job
Off the job
Mixed

100%

Interpretation: As per above data we found that 100% of employees agree that off the job training is

provided at UPHDB.
90

Q.6. Are employees provided opportunities and guidance to learn and implement their creative ideas ?

Sample Size No At some extent At average extent At great extent

30 21 7 2 0

Creative ideas
7%
0%

23%
No
At some extant
At average extant
At great extant

70%

Interpretation: As per above data we found that 43% to 44% employee think UPAVP provided

opportunities and guidance to learn and implement their creative ideas vary from some extent to average.
91

Q.7. Which of the following skills do your learn through training sessions ?

Sample Size Behavioural Communication Technical Managerial All above of the

skills skills skills skills above

30 0 5 5 0 20

0%
16%

Behavioural skills
Communication skills
Technical skills
17%
Managerial skills
All above of the above

67% 0%

Interpretation:- It is clear from the above analysis that generally all the above mentioned skill are

provided to the employees through training sessions.


92

Q. 8..How often the training programs are conducted in your organization ?

Sample Size
Every month Every quarter Half yearly Once in a year
30 16 10 3 1

0%
10% 0%

Every month
Every quarter
Half yearly
Once in a year

90%

Interpretation: As per above data we found that training programs are conducted yearly .
93

Q.9 . Do you think Training and Development system is successful to achieve its
objectives?

Sample Size Yes No


30 30 0

0%

yes
no

100%

Interpretation: As per above data we found that training programmes are successful to meet

objecvtives.
94

Q.10. Does Training and Development system help to increase the productivity of both quality and

quantity?

Sample Size Strogly Agree Agree Strongly Disagree Disagree


30 21 7 2 0

0%
0%
14%

agree
Strongly agree
Strongly Disagree
disagree

86%

Interpretation: As per above data we found that 86% employees says that learning and

training leads to increase in quality and quantity of output.


95

Q.11 Is Training and Development program in your organization future oriented?

Sample Size Strogly


Agree Strongly Disagree Disagree
Agree
30 21 7 2 0

0%

7% 23%

agree
Strongly agree
Strongly Disagree
disagree

70%

Interpretation: As per above data we found that training programmes focuses on future

growth as well, as 70% employees agree with it.


96

Q.12. How would you rate Training And Development System in your organization How would

you rate Training and Development system and other HR activities like recruitment, performance

appraisal, Counseling, Workers participation in management in Your organization?

Sample Size
Poor Average Good Excellent
30 0 0 4 26

0%
0% 13%

Poor
Average
Good
Excellent

87%

Interpretation: As per above data we found that 87% employees says that Training and

Development system at UPHDB is exceelent while 13 % says that is is good.


97

Q. 13. For which level, your organization conducts Training and Development sessions?

Sample Size Higher level Middle level Lower Level Every Level

30 0 2 2 26

0% 6%
7%

Higher level
Middle level
Lower Level
Every Level

87%

Interpretation: As per above data we found that UPHDB conducts training and

development programme for every level.


98

Q.14 To what extent, employee participate in the Training and Development sessions?

Sample Size No Participation Partly Full Partcipation

participation

30 0 3 27

0% 10%

No Participation
Partly Participation
Full Participqation

90%

Interpretation: As per above data we found that 90% employees of UPHDB fully participate in

Training and Development sessions.


99

Q.15. How would you assess the trainer’s presentations?

Sample Size
Poor Average Good Excellent
30 0 0 4 26

0%
13%

7%
Poor
Average
Good
Excellent

80%

Interpretation: As per above data we found that employees feedback about trainers is

positive, as 80% employees agree that their presentation skill is excellent.


100

Q.16. What are employees provided on successful completion of their Training?


Sample Size Certificates Promotion Encouragement
and Appriciation
30 24 0 6

20%

Certificates

0%
Promotion

Encouragement and
Appriciation

80%

Interpretation: As per above data we found that mostly certificates are provided to

employees after their training session by UPHDB.


101

Q17. Does Training and Development System leads to team work, cooperation among
employees? ?
Sample Size Yes No Can’t say
30 19 6 5

17%

Yes
No
Can't Say
20%

63%

Interpretation: As per above data we found 63% employees say that training and development

sessions leads to achievement of above objectives.


102

Q18.. What is your overall assessment?

Sample Size Synergizing Enjoyable Waste of time Disgusting

30 17 13 0 0

0%
0%

Synbergizing

43% Enjoyable
Waste of time
Disgusting
57%

Interpretation: As per above data we found that Training and Development sessions at UPHDB

generate synergistic effects.


103

CHAPTER-6
104

FINDINGS

1) As per above data we found 63% employees say that training and development sessions leads to

achievement of above objectives.

2) As per above data we found that UPHDB operate a formal Training and Development system, as

100% employees agree with this statement.

3) It is found that generally follow up not is taken after training and development , as 67% employees

agree with it, while 17% employees says that follow up is taken once, and 17% employees says that it

done twicely.

4) As per above data we found that 100% of employees agree that off the job training is provided at

UPHDB.

5) As per above data we found that 77% employees are working more than 10 year for UPHDB.
105

CHAPTER-7
106

RECOMMENDATIONS

As per questionnaire the employees state their views regarding the improvement needed in the

training program and service, Some of these suggestions and recommendations regarding the training

program are listed below:

 Such training program organizes at regular intervals so that the trainer can updates & review the

training activities.

 Training program stating before training, related topic and reading material given to trainees.

 Proper function audio/visual aids should be provided by the MDC.

 There should be a proper organizational and operational linkage for the individual training needs.

 Management commits itself to allocate adequate resources & time for training.

 The essentials, like promotion and increment in remuneration along with the certificate should

be provided to employees to increase their morale.


107

CHAPTER-8
108

CONCLUSION

 UPAVP provide greater opportunities to the employees to present their views and to learn and

implement their creative ideas.

 In UPAVP the employees got the training program with proper presentation and action plan.

 The study reveals that employee think training program is as per their own need or requirement.

 Training program of UPAVP fully met the objective of employeesas well as organizational

objectives.

 Employees participate fully and cooperatively ,in training sessions


109

CHAPTER-8
110

BIBLIOGRAPHY

BOOKS :-

Human Resource and Personnel Management by Awathappa K

Human Resource Development by Rao, V.S.P

Research Methodology by Kothari C R

Website :-

https://www.upavp.com

https://www.managementstudyguide.com

https://www.hundustantimes.com

https://www.google.com/image

https://youarticlelibrary.com

https://www.businessdictionary.com
111

Anda mungkin juga menyukai