RESEARCH REPORT

ON

"TRAINING AND DEVELOPMENT IN

RELIANCE JIO"

In partial fulfillment of the requirements for the award of

the degree
MASTER OF BUSINESS ADMINISTRATION

SUBMITTED TO: SUBMITTED BY:

Mr. Ravi Karan Neelu Chaudhary
MBA 2nd Year IVth Sem
Roll No.: 1744270057

SARDAR BHAGAT SINGH COLLEGE OF

&
MANAGEMENT TECHNOLOGY

1
 (Session- 2017-2019)

DECLARATION

This is to declare that I Neelu Chaudhary (Roll No.: 1744270057) student of

MBA, at, have personally worked on the project entitled "Training and

development in Reliance Jio". The data mentioned in this report were obtained

during genuine work done and collected by me. The data obtained from other

sources have been duly acknowledged. The result embodied in this project has not

been submitted to any other University or Institute for the award of any degree.

Date:

Place: Lucknow

Neelu Chaudhary
MBA 2nd Year IVth Sem
Roll No.: 1744270057

2
 ACKNOWLEDGEMENT

It is my pleasure to submit this research on the topic “Training and development

in Reliance Jio" I have put all my efforts to bring out the best while preparing this

Research Report.

I would take this as opportunity to extend my sincere thanks to Mr. Ravi Karan for

granting me permission to under go training in this prestigious and esteemed

organization.

I am grateful for her kind support and co-operation from time to time, without

which Research Report would not have been presented as it is being.

I also thanks to the entire staff members and teacher of my Institute. For their

constant guidance, help and encouragement during the preparation of this Research

Report.

3
 PREFACE

I respect to the allotted period, I have formed relationship with the organization as

trainee but informally it is a sacred place for me as it’s my first practical exposure

to an organization to know and get aware to an organizational real practical

stressful environment.

Although I am student of MBA. It is a two year full time degree courses. So

far this Research report is scheduled for third semester syllabi as a separate topic to

be asked in detail in viva-voice conducted by external So far I have completed 4 th

semester examination. Thus study will provided me a better opportunity to survive

in cut throat competition with a prosperous existence. I have tried my best to gain

out of well framed circumstances & with the help of experienced personnel who

helped me out so for become possible to them. As being a very confidential

functioning many things are there which can’t be known but on the basis of

gathered information and certain hints, the project has been formed. It may have

something missing but I have tried to present all things what I have received.

Although this report has been got checked by different personnel but after that if

there is some shortcomings I expect it to be rectified. So the whole study bifurcated

in different parts. Certain observations & suggestions also have been stated which

if possible to be reviewed.

4
 EXECUTIVE SUMMARY

In the knowledge driven world of today, the pace of change is so fast that it even

defies Moor’s law. Even to stay at the same place, the organizations have to run

fast. Strategic advantage to the organizations comes only from the core

competences, which are developed by the individuals working in it. Such levels of

excellence can be achieved only by investing in people. Investment must not

confine to compensation only, but must entail the inputs aimed at updating the

skills of the employees. Training is one such potion to cure the organizations of the

sluggishness, which may creep in because of the organizational inertia.

Training is the act of increasing the knowledge and skills of an employee for doing

a particular job.

Development refers to the growth of an individual in all respects. An organization

works for the development of its executives or potential executives in order to

enable them to be more effective in performing the various functions of

management.

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 TABLE OF CONTENTS

S.NO PARTICULAR

1 INTRODUCTION

2 LITERATURE REVIEW

4 COMPANY PROFILE

7 OBJECTIVE OF THE STUDY

9 RESEARCH METHODOLOGY

10 DATA ANALYSIS AND INETRPRETATION

11 FINDINGS

12 CONCLUSION

13 RECOMMENDATION AND SUGGESTIONS

14 LIMITATIONS

BIBLIOGRAPHY

APPENDIX

6
INTRODUCTION

7
 INTRODUCTION

TRAINING AND DEVELOPMENT

In the knowledge driven world of today, the pace of change is so fast that it

even defies Moor’s law. Even to stay at the same place, the organizations have

to run fast. Strategic advantage to the organizations comes only from the core

competences, which are developed by the individuals working in it. Such levels

of excellence can be achieved only by investing in people. Investment must not

confine to compensation only, but must entail the inputs aimed at updating the

skills of the employees. Training is one such potion to cure the organizations of

8
the sluggishness, which may creep in because of the organizational inertia.

Largely, personnel department has been associated with procuring and hiring

the human resources. But, after the newly appointed employees join the

organization, it is necessary to impart training to them in order to make them

competent for the jobs that they are supposed to handle. In modern industrial

environment, the need for training of employees is widely recognized to keep

the employees in touch with the new technological developments. Every

company must have a systematic training programme for the growth and

development of its employees. It may be noted that term ‘training’ is used in

regard to teaching of specific skills, whereas the term ‘development’ denotes

overall development of personality of the employees. This chapter studies the

various methods of training and development, which are used by various

organizations, particularly those engaged in the business and industrial

activities.

1.2 Need and Rationale of Training

Training is important, not only from the point of view of the organization, but

also for the employees. It gives them greater job security and an opportunity for

career advancement. A skill acquired through training is an asset for the

organization and the employee. The benefits of training stay for a very long

time. Training can become obsolete only when there is a complete elimination

9
of the desired for that skill and knowledge, which may happen because of the

technological changes. In general terms, the need for training can arise because

of the following reasons:

(i) Changing Technology.

Technology is changing at a fast pace. Be it any industry, technological changes

are changing the way in which operations were done. Newer machines are

being used for automation of the processes. Computers have made the controls

very easy. Advances in information technology have enabled greater degree of

coordination between various business units, spread far across the globe.

In order to keep themselves abreast with the changes, the employees must learn

new techniques to make use of advances in the technology. Training needs to be

treated as a continuous process to update the employees in new methods and

procedures.

(ii) Demanding Customers.

As the free markets become stronger, customers are becoming more and more

demanding. They are much more informed about the products. They have many

sources of information. Intensified competition forces the organizations to

provide better and better products and services to them. Added to the customer

conscious, their requirements keep on changing. In order to satisfy the

10
customers and to provide best of the quality of products and services, the skills

of those producing them need to be continuously improved through training.

(iii) Thrust on Productivity.

In the competitive times, organizations cannot afford the extravaganza of

lethargy. They have to be productive in order to survive and grow. Continuous

improvement of the employees’ skills is an essential requirement for

maintaining high standards of productivity. Productivity in the present times

stems from knowledge, which has to be relearned continuously.

(iv) Improved motivation.

Training is a source of motivation for the employees as well.

They find themselves more updated while facing the challenging situations at

job. Such skill development contributes to their career development as well.

Motivated employees have lesser turnover, providing an organization with a

stable work force, which ahs several advantages in the long run.

11
(v) Accuracy of output

Trained workers handle their job better. They run their machines safely. They

achieve greater accuracy is whatever job they do. This reduces accidents in the

organizations. Adherence to accuracy infuses high standards of quality in the

products and services, thus giving them a competitive edge in the difficult

times. Quality reduces wastages and ensures better customer satisfaction.

(vi) Better Management.

Training can be used as an effective tool of planning and control. It develops

skills of the workers for future and also prepares them for promotion. It helps

them in reducing the costs of supervision, wastages and industrial accidents. It

also helps increase productivity and quality.

Definition of Training

Training is often looked upon as an organized activity for increasing the

knowledge and skills of people for a definite purpose. It involves systematic

procedures for transferring technical know-how to the employees so as to

increase their knowledge and skills for doing specific jobs with proficiency. In

other words, the trainees acquire technical knowledge, skills and problem

solving ability by undergoing the training programme.

There are several textbook definitions of training, but the one by Edwin B

Flippo is generally well accepted. According to Flippo, “Training is the act of

12
increasing the knowledge and skills of an employee for doing a particular job”.

Training involves the development of skills that are usually necessary to

perform a specific job. Its purpose is to achieve

A change in the behaviour of those trained and to enable them to do their jobs

better. Training makes newly appointed employees fully productive in lesser

time. Training is equally necessary for the old employees whenever new

machines and equipment are introduced and/or there is a change in the

techniques of doing the things.

Training is a continuous process and does not stop anywhere. The top

management should ensure that any training programme should attempt to bring

about positive changes in the knowledge, skills, and attitudes of the employees.

What Does Training Include?

Udai Pareek has observed that there are three elements of training – purpose,

place and time. Training without a purpose is useless because nothing would be

achieved out of it. The purpose must be identified carefully and now there are a

large number of techniques, to be discussed in subsequent lessons, available for

establishing training needs. After having identified the purpose of a training

programme, its place must be decided i.e. whether it has to be on the job or off

the job. If off the job, where a training programme should be. Place would

13
decide the choice of training method and also influence its effectiveness. The

next element is the time.

Training must be provided at the right time. A late training would provide

outdated knowledge, which would be useless for the employees. The timing has

also to be specified in physical terms, i.e. which month/week of the year and at

what time of the day. This can have a lot of ramifications in terms of the cost of

training and its ultimate efficacy in achieving the desired results.

The purpose of training is to bring about improvement in the performance of the

human resources. It includes the learning of such techniques as are required for

the intelligence performance of definite tasks. It also comprehends the ability to

think clearly about problems arising out of the job and its responsibilities and to

exercise sound judgement in making decisions affecting the work. Lastly, it

includes those mental attitudes and habits, which are covered under the general

term ‘morale’.

Objectives of Training

The objectives of training can vary, depending upon a large number of factors.

The objectives depend on the nature of the organization where training has to be

provided, the skills desired and the current skill levels. It is difficult to draw

generalizations of the objectives of training; still they can be stated as under:

1. To increase the knowledge of workers in doing specific jobs.

14
2. To systematically impart new skills to the human resources so that they learn

quickly.

3. To bring about change in the attitudes of the workers towards fellow workers,

supervisor and the organization.

4. To improve the overall performance of the organization.

5. To make the employees handle materials, machines and equipment efficiently

and thus to check wastage of time and resources.

6. To reduce the number of accidents by providing safety training to employees.

7. To prepare employees for higher jobs by developing advanced skills in them.

15
 TRAINING AND DEVELOPMENT

No longer do the organizations talk of training in isolation. It is usually

addressed along with development. While referring to the conjugation of the

two processes, Dale Yoder has observed “The use of the terms training and

development in today’s employment setting is far more appropriate than

‘training’ alone since human resources can exert their full potential only when

the learning process goes far beyond simple routine”.

Although the terms training and development are used together, they are often

confused. Training means learning the basic skills and knowledge necessary for

a particular job or a group of jobs. In other words, training is the act of

increasing the knowledge for doing a particular job. But development refers to

the growth of an individual in all respects. An organization works for the

development of its executives or potential executives in order to enable them to

be more effective in performing the various functions of management. An

executive development programme aims at increasing the capacities of the

individuals to achieve the desired objectives. Executive capacities imply his

personal abilities and potentials. Desired objectives imply consideration for tile

goals of the organization and individuals. Increasing the capacities implies that

change must, occur in the executive and through him in his subordinates. The

distinction between training and development is shown in Table 1.1.

16
Training is also different from education in the following respects:

• Training it is concerned with increasing knowledge and skills in doing a

particular job. The major burden of training falls upon the employer. But

education is broader in scope. Its purpose is not confined to developing the

17
individuals, but it is concerned with increasing general knowledge and

understanding of total environment.

• Education generally refers to the formal learning in a school or a college,

whereas training is vocation oriented and is generally imparted at the work

place.

• Training usually has mere immediate utilitarian purpose than education.

At times, both training and education occur at the same time.

Some schools run formal vocational courses, which can be job-oriented whereas

some employee development programmes in industry have quite a wide scope

and may be viewed education.

18
 SIGNIFICANCE OF TRAINING

Fostered by technological advances, training is essential for any human

resource development exercise in organizations in the rapidly changing times of

today. It is an essential, useful and productive activity for all human resources

working in an organization, irrespective of the job positions that they hold. It

benefits both employers and the employees, as will be discussed later.

The basic purpose of training is to develop skills and efficiency. Every

organization has to introduce systematic training programmes for its employees.

This is because trained personnel are like valuable assets of an organization,

who are responsible for its progress and stability. Training is important as it

constitutes a vital part of managerial control. Most progressive organizations

view expenditure on training as a profitable investment. Large organizations

hire a large number of persons every year, who might not know how to perform

their jobs. There are also certain types of jobs where no one can afford an

untrained person. For instance, nobody would dream of allowing an untrained

individual to work as a pilot or operate a lathe. Such raw hand persons must be

trained properly so that they may contribute to the growth and well being of the

organization.

The responsibility for imparting training to the employees rests with the

employer. If there is no formal training programme in an organization, the

19
workers will try to train themselves by trial and error or by observing others.

But this process will take a lot of time, lead to many losses by way of errors and

will ultimately result in higher costs of training.

The workers may not be able to learn the best operative methods on their own.

The following discussion highlights some of the potential benefits of training to

the employees and the employers.

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21
 BENEFITS OF TRAINING TO EMPLOYERS

The employers invest in training because they reap several benefits out of the

exercise, which can be summed up as under:

(i) Faster learning of new skills

Training helps the employers to reduce the learning time of their employees and

achieve higher standards of performance. The employees need not waste time in

learning by observing others. If a formal training programme exists in the

organization, the qualified instructors will help the new employees to acquire

the skills and knowledge to do particular jobs quickly.

(ii) Increased productivity

Training increases the skill of the new employee in while performing a

particular job. An increased skill level usually helps in increasing both quantity

and quality of output. Training can be of great help even to the existing

employees. It helps them to increase their level of performance on their present

job assignments and prepares them for future assignments.

(iii) Standardization of procedures

Training can help the standardization of operating procedures, which can be

learnt by the employees. Standardization of work procedures makes high levels

of performance rule rather than exception. Employees work intelligently and

make fewer mistakes when they possess the required know-how and skills.

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(iv) Lesser need for supervision.

As a generalization, it can be stated safely that trained employees need lesser

supervision. Training does not eliminate the need for supervision, but it reduces

the need for detailed and constant supervision. A well-trained employee can be

self-reliant in his/her work because s/he knows what to do and how to do.

Under such situations, close supervision might not be required.

(v) Economy of operations.

Trained personnel will be able to make better and economical use of the

materials and the equipment and reduce wastage. Also, the trained employees

reduce the rate of accidents and damage to machinery and equipment. Such

reductions can contribute to increased cost savings and overall economy of

operations.

(vi) Higher morale.

The morale of employees is increased if they are given proper training. A good

training programme moulds employees’ attitudes towards organizational

activities and generates better cooperation and greater loyalty. With the

help of training, dissatisfactions, complaints, absenteeism

and turnover can also be reduced among the employees. Thus, training helps in

building an efficient and co-operative work force.

23
(vii) Managerial Development

The top management can identify the talent, who can be groomed for handling

positions of responsibility in the organizations. Newer talent increases the

productivity of the organizations. By providing opportunity for self-

development, employees put in their best effort to contribute to the growth of

the organization.

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BENEFITS OF TRAINING TO EMPLOYEES

The employees are the ultimate link in an any organization, who carry out the

operations. Training can help them in several ways, as mentioned below:

(i) Increasing Confidence.

Training creates a feeling of confidence in the minds of employees, who feel

comfortable while handling newer challenges. It gives a feeling of safety and

security to them at the work place.

(ii) New Skills.

Training develops skills, which serves as a valuable personal asset of a worker.

It remains permanently with the worker himself.

(iii) Career advancement.

The managers can develop their skills to take up higher challenges and work in

newer job dimensions. Such an exercise leads to the career development of the

employees, who can move up the corporate hierarchy faster.

(iv) Higher Earnings.

Higher earnings are a consequence of career development. A highly trained

employee can command high salary in the job market and feel more contended.

(v) Resilience to change

In the fast changing times of today, training develops adaptability among

workers. The employees feel motivated to work under newer circumstances and

25
they do not feel threatened or resist any change. Such adaptability is essential

for survival and growth of an organization in the present times.

(vi) Increased Safety.

Trained workers handle the machines safely. They also know the use of various

safely devices in the factory, thus, they are less prone to accidents. It can be

concluded that in light of several benefits, training

is an important activity, which should be taken very seriously by the employees

as well as the employers.

26
 CHANGING FACETS OF TRAINING

The present time of rapid change has its influence on training also. Lynton and

Pareek have identified the following salient changes, that have occurred in

training in last thirty years:

1. Training has changed from training individuals to training teams of people,

comprising of members across the hierarchies.

2. Training has acquired an inter-group learning character.

3. Training is finding itself linked with the organizational development process.

It is a part of a higher-end corporate relearning exercise.

4. Socio-technical systems are influencing the training processes in

organizations.

5. Target audience of audience is also undergoing a compositional change.

There are more number of females and people from diverse ethnic groups and

castes working in the organizations. This creates

diversity in the training activity as well.

6. Technologies, government and markets are undergoing a rapid change. (This

issue is not being addressed to in detail here as it requires a detailed discussion,

which is usually included in the paper on business environment).

7. Training extends beyond employees and includes clients, suppliers, publics as

well, making a learning organization into a learning system.

27
The changes have to be learnt by the organizations to ensure effectiveness of

training exercise. The roles, responsibilities of the trainers are undergoing

changes, and are discussed hereunder.

28
 ROLES AND RESPONSIBILITIES FOR THE

TRAINERS

A trainer has many roles to play in order to make any training effective. Unlike

in education, where the guru acted as a friend, philosopher and a guide, the

relationship between a trainee and a trainer is more professional. Still, a trainer

has to wear many hats. There are many classifications of a trainer’s role, which

can be stated as follows (Exhibit 1. The trainer

2. The provider

3. The consultant

4. The innovator

5. The manager

29
1. The trainer

A trainer’s role is primarily concerned with actual direct training. It is a role that

involves the trainer in helping people to learn, providing feedback about their

learning and adopting course designs to meet trainees’ needs. The trainer’s role

may involve classroom teaching and instruction, laboratory work, small group

work, supervision of individual Research Report work and all those activities

that directly influence immediate learning experiences. In effect, the trainer is a

learning specialist.

30
2. The provider

This training role relates to the design, maintenance and delivery of training

programmes. It involves training-needs analysis; setting objectives; designing

courses; choosing appropriate methods; testing out and evaluating courses or

training activities; and helping trainers to deliver the training.

3. The consultant

As a consultant, a trainer is primarily concerned with analyzing business

problems and assessing/recommending solutions, some of which may require

training. It may involve some elements of the provider role but specifically

concentrates on liaising with line managers; identifying their

performance problems; advising on possible training solutions (where

appropriate); working with providers and/or trainers to establish training

programmes; advising training managers (where the roles are separated) on

training goals: and policies; and ensuring evaluation takes place and the results

are used.

31
4. The innovator

As an innovator, a trainer is concerned with helping the organizations to

manage the change effectively and to solve performance problems. It involves:

• Working with managers at senior/middle levels.

• Providing support and help to managers in coping with change.

• Identifying where seminars and workshops can be a useful means of educating

managers for change.

• Facilitating change; identifying the real sources of power in the organization

and linking with these to help bring about change.

• Advising the training function on how it can best help in the change process.

In Organization Development terms, such a role might be called ‘change agent’,

‘catalyst’, or ‘interventionist’. The role frequently overlaps with that of the

consultant.

. The manager

A manager’s role in training is primarily concerned with planning, organizing,

controlling and developing the training and development activity or function. It

involves the following functions:

• Setting training goals, policies and plans.

• Liaising with other departments and with senior managers about the

contribution training can and should make to improving performance.

32
• Ensuring that appropriate training activities are designed, developed, delivered

and evaluated.

• Acquiring and developing training staff; establishing effective lines of

authority and communication within the training function.

• Acquiring and effectively using non-staff resources.

• Monitoring quality standards and controlling activities against a total training

plan.

Some provider roles may contain elements of the manager role in small

organizations or in situations where providers have several training programmes

to deliver.

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 METHODS OF TRAINING

Broadly speaking, there are two methods of training i.e., on-the-job training and

off the job training.

A. ON – THE- JOB TRAINING IN THIS METHOD, the employee learns

by doing. He is exposed to the real work situation. An experienced employee

will act as a friend, philosopher and guide. The new employee follows the

orders, carries out instructions and adopts the right technique while doing the

job. In this way he is able to learn the work practically. While doing so, he can

ask questions, seek clarifications on various job related matters and obtain

34
 guidance from his senior employee. Some of the widely used on the job training

methods are discussed below:

Job instruction training (JIT):

The JIT method is a four step instructional process involving preparation,

presentation, performance try out and follow up. It is used primarily to teach

workers how to do their current jobs. A trainer, supervisor or commitment –

worker act as the coach. The four step followed in JIT methods are:

 The trainee receives an overview of the job, its purpose and its desired

outcomes with a clear focus on the relevance of training.

 The trainer demonstrates the job to give the employee a model to follow.

The trainer shows a right way to handle the job.

 Next, the employee is permitted to copy the trainer’s way

 Finally, the employee does the job independently without supervision.

2. Coaching and mentoring: Coaching is one-on-one relationship below trainees

and supervisors which offers workers continued guidance and feedback on how

well they are handling their tasks. Mentoring is a particular form of coaching used

by experienced executives to groom their junior employees. Normally, mentoring

involve one coaching for a period of several years until the individual is eventually

capable of replacing the mentor.

1. Merits of coaching and mentoring

35
2. Demerits of coaching and mentoring

3. APPRENTICESHIP TRAINING: apprenticeship training dates back to

biblical times and is frequently to train personnel in some skilled trades such as

electricians, mechanics, tailors, bricklayers and carpenters. The period of training

ranges from two to five years depending on the occupation in which the trainee is

engaged. Apprenticeship refers to a combined on the job as well as off the job

training approach, in the sense that the trainee agrees to work for a salary below

that a fully qualified employee gets, in exchange for a specified number of formal

training hours in the organization. One advantage of apprenticeship training is its

success; because apprenticeship employs many of the principles of learning – such

as modeling, feedback, classroom training etc., and is often quite effective. The

principal drawbacks of apprenticeship training include the period of training at

which the employees are underpaid may be quite long. Also, the uniform period of

training is not suitable to all. People have different abilities and, learn at varied

rates. Those who learn fast may quit the program in frustration. Slow learners may

require additional training time. It is also likely that in these days of rapid changes

in technology, old skills may get outdated quickly. Trainees who spend years

learning specific skills may find, upon completion of programmes, that the job

skills they acquired are no longer required in the market place.

36
 JOB ROTATION

Job rotation is also known as cross training. Job rotation is the process of training

employees by rotating them through series of related tasks. In job rotation, an

individual learns several different jobs within a work unit or department. He

performs each for a specified time period. The trainees, therefore, are exposed to

various coaches, point of views, and task operations. Job rotation has one main

advantage; it makes flexibility possible in the department. Job rotation, however, is

common for training managers. Job rotation rather is very necessary for middle

managers because through rotation managers are exposed to different operations,

departments and acquire general knowledge of the company’s procedures and

policies. The principal weakness of job rotation includes:

1. It is very difficult to coordinate various assignments such as production,

finance and marketing etc.

2. Some of the coaches may not be motivated to concentrate on trainees

assigned only for short period.

3. Different coaches may espouse conflicting viewpoint of compnay’s policies

and procedures.

37
B. OFF THE JOB TRAINING

Under this method, trainee is separated from the job situation and his attention

is focused upon learning the material related to his future job performance.

Since the trainee is not distracted by job requirements, he can place his entire

concentration on learning the job rather than spending his time in performing it.

There is an opportunity for freedom of the trainees. Off the job training methods

are as follows

1. Vestibule training: in this method, actual work conditions are simulated in a

class room. Materials, files and equipment that are used in actual job

performance are also used in training. This type of training is commonly

used for training personnel for electrical and semi skilled jobs. The duration

of this training ranges from a few days to a few weeks. Theory can be

related to practice in this method.

2. Role playing: it is defined as a method of human interaction that involves

realistic behaviour in imaginary situations. This method of training involves

action, doing and practice. The participants play the role of certain

characters, such as the production manger, mechanical engineer,

superintendents, maintenance engineers, quality control inspectors, foreman.

Workers and the like. This method is mostly used for developing

interpersonal interactions and relations.

38
3. Lecture method: the lecture is a traditional and direct method of

instruction. The instructor organizes the material and gives it to a group of

trainees in the form of a talk. To be effective, the lecturer must motivate and

create interest among the trainees.

4. Conference/ discussion approach: in this method, the trainer delivers a

lecture and involves the trainee in a discussion so that his doubts about the

job get clarified. When big organization use this method, the trainer uses

audio visual aids such as blackboards, mockups and slides; in some cases,

the lectures are video taped or audio taped. Even the trainee’s presentation

can be taped for self confrontation and self assessment. The conference is,

thus, a group centered approach where there is a clarification of ideas,

communication of procedures and standards to the trainee.

5. Programmed instruction: in recent years, this method has become popular.

The subject matter to be learned is presented in a series of carefully planned

sequential units. The trainee goes through these units by answering questions

or filling the blanks. This method is thus, expensive and time consuming.

6. Behaviourally experienced training: some training programmes focus on

emotional and behavioural learning. Here employees can be learn about

behaviour by role – playing in which the role players attempt to act their part

in respect of a case, as they would have in real life situation. Business

39
games, cases, incidents, group discussions and short assignments are also

used in behaviorally experienced learning methods. Sensitivity training or

laboratory training is an example of a method. Sensitivity training or

laboratory training is an example of a method used for emotional learning.

The focus of experiential methods is on achieving, through group processes,

a better understanding of oneself and others.

40
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Modern Insurance Program

Reliance Jio and TimesPro (a Times Of India Group initiative) have eBBArked on

a journey to create skilled professionals to meet the ever growing needs of the

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such as Personal Insurance and Teller.

The 'Professional Insurance' program will be launched in various locations across

India in association with multiple training partners. Some of our partners include

41
The Skills Academy, National Institute of Reliance Jioing & Finance (NIBF), CMC

and Aptech.

Eligible candidates will need to undergo a three step selection process involving a

written test and two rounds of interviews - one with the training partner and the

other with the Reliance Jio. Selected candidates will be given conditional

appointment letters and will need to undergo a 2 month training program. This

intensive training includes a mix of theory, experiential learning and case studies.

On successful completion of the program, candidates will be absorbed by the

Reliance Jio

For more information on 'Professional Insurance Program', please click on location

from where you wish to apply:

1) Nagpur, Kolkata and Jalandhar

2) Raipur and Indore

3) Neral

4) Bangalore & Chennai

The Branch Sales Officer Program

Partners:

1)Reliance Jio and National Institute Of Reliance Jio. (NIM: is the hub of

excellence in the field of Insurance, insurance & financial services with a mission

to E2E - Education to Employability and is driven by a single purpose – “to offer a

42
learning experience that will create Day Zero Ready professional for BFSI

Industry”) have joined hands to offer young graduates, a start to a Insurance career,

in the high growth area of sales: with the Branch Sales Officer Program under

‘Hire Train & Deploy’ model.

The NIBF Branch Sales Officer Program is a 2 weeks residential training program

where the participants would undergo required functional knowledge, selling skills

& simulations exercise. On successful completion of NIBF Branch Sales Officer

Program, the candidate joins progressive tools and component pvt. ltd.. The

training fee is shared by participants & progressive tools and component pvt. ltd..

To more about NIBF Branch Sales Officer Program click to www.nibf.in

2)Reliance Jio and Finitiatives Learning India Pvt. Ltd. (FLIP: India’s largest range

of role based eLearning & Certifications across Reliance Jio & Financial Services),

have joined hands to offer young graduates, a start to a Insurance career, in the

high growth area of sales: with the Branch Sales Officer Program

The FLIP Branch Sales Officer Program is a high quality, certification program

delivered on an e-learning model; ensuring that candidates gain both: the required

functional knowledge and selling skills. Eligible applicants will go through

Reliance Jio’s interview; post selection they will get a conditional offer letter. On

successful completion of the FLIP Branch Sales Officer Certification Program, the

43
candidate joins Reliance Jio. The training fee is shared by participants & Reliance

Jio.

Enrolment for batches across locations, has started. .

3) Reliance Jio launches “ADROIT” a joint certification program in association

with E3 Zone Edutrain Pvt Ltd. ADROIT aims to provide deserving candidates

with an opportunity to get employed with Reliance Jio as a Branch Sales officer.

The minimum eligibility for applying to this program is graduation. Final year

students nearing completion of graduation can also apply. Emoluments are pre-

determined based on qualification and experience.

Edutrain will be responsible for preliminary round of interviewing and short-listing

suitable candidates for final round of interview with Reliance Jio. The candidates

selected by Reliance Jio Interview Panel will be given a Conditional Offer Letter

and will undergo a 2 week training. On successful completion of “ADROIT”

candidates will have to join the Reliance Jio within 15 days.

44
LITERATURE REVIEW

45
 LITERATURE REVIEW

TRAINING AND DEVELOPMENT: According to the Michel Armstrong,

“Training is systematic development of the knowledge, skills and attitudes required

by an individual to perform adequately a given task or job”. (Source: A Handbook

of Human Resource Management Practice, Kogan Page, 8th Ed.,2001) According

to the Edwin B Flippo, “Training is the act of increasing knowledge and skills of

an employee for doing a particular job.” (Source: Personnel Management, McGraw

Hill; 6th Edition, 1984) The term ‘training’ indicates the process involved in

improving the aptitudes, skills and abilities of the employees to perform specific

jobs. Training helps in updating old talents and developing new ones. ‘Successful

candidates placed on the jobs need training to perform their duties effectively’.

(Source: Aswathappa, K. Human resource and Personnel Management, New Delhi:

Tata Mcgraw-Hill Publishing CompanyLimited,2000, p.189) The principal

objective of training is to make sure the availability of a skilled and willing

workforce to the organization. In addition to that, there are four other objectives:

Individual, Organizational, Functional, and Social.

 Individual Objectives – These objectives are helpful to employees in

achieving their personal goals, which in turn, enhances the individual

contribution to the organization.

46
 Organizational Objectives – Organizational objectives assists the

organization with its primary objective by bringing individual effectiveness.

 Functional Objectives – Functional objectives are maintaining the

department’s contribution at a level suitable to the organization’s needs.

 Social Objectives – Social objectives ensures that the organization is

ethically and socially responsible to the needs and challenges of the society.

Further, the additional objectives are as follows:

 To prepare the employees both new and old to meet the present as well as

the changing requirements of the job and the organization. • To prevent

obsolescence.

 To impart the basic knowledge and skill in the new entrants that they need

for an intelligent performance of a definite job.

 To prepare the employees for higher level tasks.

 To assist the employees to function more effectively in their present

positions by exposing them to the latest concepts, information and

techniques and developing the skills they will need in their particular fields.

 To build up a second line of competent officers and prepare them to occupy

more responsible positions.

 To ensure smooth and efficient working of the departments.

 To ensure economical output of required quality.

47
Oatey (1970) Training improves a person’s skill at a task. Training helps in

socially, intellectually and mentally developing an employee, which is very

essential in facilitating not only the level of productivity but also the development

of personnel in any organization.

Yoder (1970) Training and development in today’s employment setting is far more

appropriate than training alone since human resources can exert their full potentials

only when the learning process goes for beyond the simple routine.

Hesseling (1971) Training is a sequence of experiences or opportunities designed

to modify behavior in order to attain a stated objective

Kane (1986) If the training and development function is to be effective in the

future, it will need to move beyond its concern with techniques and traditional

roles. He describes the strategic approaches that the organization can take to

training and development, and suggests that the choice of approach should be

based on an analysis of the organization’s needs, management and staff attitudes

and beliefs, and the level of resources that can be committed. This more strategic

view-point should be of use in assessing current efforts as well as when planning

for the future.

Raymond (1986) The influences of trainees’ characteristics on training

effectiveness have focused on the level of ability necessary to learn program

48
content. Motivational and environmental influences of training effectiveness have

received little attention.

This analysis integrates important motivational and situational factors from

organizational behavior theory and research into a model which describes how

trainees' attributes and attitudes may influence the effectiveness of training.

Adeniyi (1995) Staff training and development is a work activity that can make a

very significant contribution to the overall effectiveness and profitability of an

organization.

Chris (1996) Training and development aim at developing competences such as

technical, human, conceptual and managerial for the furtherance of individual and

organization growth.

Seyler, Holton III, Bates, Burnett and Carvalho (1998) The continuous

changing scenario of business world, training is an effective measure used by

employers to supplement employees’ knowledge, skills and behaviour.

Akinpeju (1999) The process of training and development is a continuous one.

The need to perform one’s job efficiently and the need to know how to lead others

are sufficient reasons for training and development and the desire to meet

organizations objectives of higher productivity, makes it absolutely compulsory.

49
Oribabor (2000) Training and development aim at developing competencies such

as technical, human, conceptual and managerial for the furtherance of individual

and organization growth.

Isyaku (2000) The process of training and development is a continuous one. It is

an avenue to acquire more and new knowledge and develop further the skills and

techniques to function effectively.

Tan, Hall and Boyce (2003) Companies are making huge investment on training

programmes to prepare them for future needs. The researchers and practitioners

have constantly emphasised on the importance of training due to its role and

investment.

Stavrou et al., (2004) The main goal of training is to provide, obtain and improve

the necessary skills in order to help organizations achieve their goals and create

competitive advantage by adding value to their key resources – i.e. managers.

Chih , Li and Lee (2008) Training programme is dependent on the following

parameters for its success (i) perceived value of leaning programme (ii) attitude to

teacher (iii) response to learning conditions (iv) desire to learn: the degree to which

trainees really want to learn and do well.

Giangreco, Sebastiano, and Peccei (2009), The key determinants of overall

satisfaction with training (OST) are perceived training efficiency (PTE) and

Perceived usefulness of training (PUT).

50
Bates and Davis (2010) Usefulness of training programme is possible only when

the trainee is able to practise the theoretical aspects learned in training programme

in actual work environment. They highlighted the use of role playing, cases,

simulation, mediated exercises, and computer based learning to provide exposure

to a current and relevant body of knowledge and real world situations

Kalaiselvan and Naachimuthu (2011) Training cost and business benefits are

drawn on X and Y axis respectively. Four quadrants were identified to highlight (i)

strategic (Lower training cost and higher business benefits), (ii) Payback (Higher

training cost and higher business benefits) (iii) Think (Lower training cost and

lower business benefits) (iv)Drop (Higher training cost and higher business

benefits).

Karthik R (2012) Training objectives tell the trainee that what is expected out of

him at the end of the training program. Training objectives are of great significance

from a number of stakeholder perspectives; Trainer, trainee, designer, evaluator.

51
QUALITY OF WORK LIFE:

The term ‘Quality of work life’ appeared in research journals in 1970s. The quality

of work life is not only concerned with the monetary aspects but conditions of

employment, interpersonal conflicts, job pressure, lack of freedom and absence of

challenging work, etc. QWL is a comprehensive programme designated to improve

employees' satisfaction. It is a way of thinking about people, work and

organization and creates a sense of fulfilment in the minds of the employees and

contributes toward greater job satisfaction, improving productivity, adoptability

and overall effectiveness of an organization. QWL is defined as the favourable

conditions and environments of a workplace that support and promote employee

satisfaction by providing them with rewards, job security, and growth

opportunities. The following table shows that the different author has shred

different components regarding quality of work life.

According to the Walton (1975) QWL covers the Adequate and Fair

Compensation, Safe and Healthy Working Conditions, Immediate Opportunity to

Use and Develop Human Capacities, Opportunity for Continued Growth and

Security, Social Integration in the Work Organization, Constitutionalism in the

Work Organization, Work and Total Life Space and Social Relevance of Work Life.

As per the view of Stein (1983) QWL deals with the components like Autonomy

or being independent, being recognized and prized, Belongings, progress and

52
development, External reward for employees. Levine, Taylor and Davis (1984),

focused on the factors such as Respect from supervisor and trust on employee’s

capability, Change of work, Challenge of the work, Future development

opportunity arising from the current work, Self esteem, Scope of impacted work

and life beyond work itself, Contribution towards work. Mirvis and Lawler

(1984) explain the safe work environment, equitable wages, equal employment

opportunities and opportunities for advancement

Baba and Jamal (1991) tells about the Job satisfaction, job involvement, work

role ambiguity, work role conflict, work role overload, job stress, organizational

commitment and turn-over intentions. CAI Hui-ru (1994) focused on the Living

quality of workforce which involves the compensation, welfare, work safety, work

protection for the employees, It also includes the Social quality which explains the

relationship with the boss, colleagues, and customers; the next important

component is Growth quality of employee that consists participation management,

promotion, self-growth, self-esteem and work characteristic. As per the view of

Lau RSM, Bruce EM (1998), QWL deals with the Job security, Reward systems,

Training, Carrier advancements opportunities, Participation in decision in decision

making.

According to the Ellis and Pompli (2002), poor working environments, resident

aggression, workload, inability to deliver quality of care preferred, iBBAlance of

53
work and family, shift work, lack of involvement in decision making, professional

isolation, lack of recognition, poor relationships with supervisor/peers, role

conflict, Lack of opportunity to learn new skills are the major barriers in the

improvement of QWL of employees. CHEN Jia-sheng and FAN Jingli (2003) also

focuses on the Working environment of the organization, Salary and bonus,

Welfare, Promotion for the employees. It also involves the Work nature, Training

and development, Leadership style of the boss, Cooperation among colleagues,

Enterprise image, Communication, Organizational regulations, Organization

climate and culture, Working time and workload of the employees.

G Nasl Saraji, H Dargahi (2006) Fair Pay and Autonomy, Job security, Reward

systems, Training and career advancements opportunities, participation in decision

making, Interesting and satisfying work, Trust in senior management. Recognition

of efforts, Health and safety standards at work, Balance between the time spent at

work and the time spent with family and friends, Amount of work to be done level

of stress experienced at work occupational health and safety at work. Seyed Mehdi

Hosseini and Gholamreza Mehdizadeh Jorjatki (2010) explain the following

parameters for QWL. This includes Fair and adequate pay and benefits rights,

Observance of safety and health factors, Opportunities to continue growth and

security of staff, Acceptance work organization, Work life and social dependence

54
on society and individual life, Governing the overall living space in the

environment, Integration of social improved human abilities.

According to the Chandranshu Sinha (2012), there are twelve important factors

of quality of work life. These working factors are important for the development of

organizations’ most valuable assets (employees). These factors are also useful for

gaining competitive advantage in the market. These factors are communication,

career development and growth, organizational commitment, emotional

supervisory support, flexible work arrangements, family response culture,

employee motivation, organizational climate, organizational support, job

satisfaction, rewards and benefits and compensation. Likewise different authors

have suggested different suggestions for the improvement of quality of work life.

55
COMPANY PROFILE

56
 COMPANY PROFILE

Reliance Jio

Reliance Jio Infocomm Limited

Type Subsidiary of RIL

Industry Wireless Telecommunications

Founded 2010

Founder Mukesh ABBAni

Headquarters Navi

MuBBAi, Maharashtra,India

Key people Sanjay

Mashruwala (Managing

Director)

Jyotindra Thacker (Head of

IT)

Akash ABBAni (Chief of

57
 Strategy)

Products Mobile telephony, Wireless

broadband
Owner Mukesh ABBAni
Parent Reliance Industries
Subsidiaries LYF
Website www.jio.com
Reliance Jio Infocomm Limited, or Jio, is a LTE mobile network operator in

India. It is a wholly owned subsidiary of Reliance Industries headquartered in Navi

MuBBAi, Maharashtra that provides wireless 4G LTE service network (without

2G/3G based services) and is the only 'VoLTE-only' (Voice over LTE) operator in

the country which lacks legacy network support of 2G and 3G, with coverage

across all 22 telecom circles in India.

The services were first beta-launched to Jio's partners and employees on 27

December 2015 on the eve of 83rd birth anniversary of late Dhirubhai ABBAni,

founder of Reliance Industries, and later services were commercially launched on 5

September 2016.

58
History

Jio's headquarters in RCP, Navi MuBBAi

In June 2010, Reliance Industries (RIL) bought a 96% stake in Infotel Broadband

Services Limited (IBSL) for ₹4,800cr. Although unlisted, IBSL was the only firm

to win broadband spectrum in all 22 zones in India in the 4G auction that took

place earlier that year. Later continuing as RIL's telecom subsidiary, Infotel

Broadband Services Limited was renamed as Reliance Jio Infocomm Limited

(RJIL) in January 2013.

In June 2015, Jio announced that it will start its operations all over the country by

the end of 2015. However, four months later in October 2015, the company's

spokesmen sent out a press release stating that the launch was postponed to the

first quarter of the financial year 2016-2017.

59
Later in July, a PIL filed in the Supreme Court by an NGO called the Centre for

Public Interest Litigation, through Prashant Bhushan, challenged the grant of pan-

India licence to Jio by the Government of India. The PIL also alleged that Jio was

allowed to provide voice telephony along with its 4G data service, by paying an

additional fees of just ₹165.8 crore (US$26 million) which was arbitrary and

unreasonable, and contributed to a loss of ₹2,284.2 crore (US$350 million) to the

exchequer.

The Indian Department of Telecom (DoT), however, refuted all of CAG's claims.

In its statement, DoT explained that the rules for 3G and BWA spectrum didn't

restrict BWA winners from providing voice telephony. As a result, the PIL was

revoked, and the accusations were dismissed.

Beta launch

The 4G services were launched internally to Jio's partners, its staff and their

families on 27 December 2015. Bollywood actor Shah Rukh Khan, who is also the

brand aBBAssador of Jio, kickstarted the launch event which took place in

Reliance Corporate Park in Navi MuBBAi, along with celebrities like musician A

R Rahman, actors Ranbir Kapoor and Javed Jaffrey, and filmmaker Rajkumar

Hirani. The closed event was witnessed by more than 35000 RIL employees some

60
of whom were virtually connected from around 1000 locations including Dallas in

the US.

Commercial launch

The company commercially launched its services on 5 September 2016. Within the

first month of commercial operations, Jio announced that it had acquired 16

million subscribers. This is the fastest ramp-up by any mobile network operator

anywhere in the world. Jio crossed 50 million subscriber mark in 83 days since its

launch. Jio crossed 100 million subscribers on 22 February 2017.

Alliance

Jio, in February 2016 announced a global alliance of Mobile Network Operators

which include:

 BT Group

 Deutsche Telekom

 Millicom

 Orange S.A.

 Rogers Communications

 MTS (network provider)

 Telia Company

 Telecom Italia

61
Network

Radio frequency summary

Jio owns spectrum in 850 MHz and 1,800 MHz bands in 10 and 6 circles,

respectively, of the total 22 circles in the country, and also owns pan-India licensed

2,300 MHz spectrum. The spectrum is valid till 2035

FDD-LTE FDD-LTE TDD-LTE

Telecom circle 1800MHz 850MHz 2300MHz

Band 3 Band 5 Band 40

Andhra Pradesh & Telangana

Assam

Bihar & Jharkhand

Delhi

Uttar Pradesh (East)

Gujarat

Haryana

Himachal Pradesh

62
 FDD-LTE FDD-LTE TDD-LTE

Telecom circle 1800MHz 850MHz 2300MHz

Band 3 Band 5 Band 40

Jammu and Kashmir

Karnataka

Kerala

Kolkata

Madhya

Pradesh & Chhattisgarh

Maharashtra

Goa

North East

Odisha

Punjab

Rajasthan

63
 FDD-LTE FDD-LTE TDD-LTE

Telecom circle 1800MHz 850MHz 2300MHz

Band 3 Band 5 Band 40

Tamil Nadu

West Bengal

Uttar Pradesh (West)

Partnerships[edit]

Ahead of its digital services launch, Mukesh ABBAni-led Reliance Jio entered into

a spectrum sharing deal with younger brother Anil ABBAni-backed Reliance

Communications. The sharing deal is for 800 MHz band across seven circles other

than the 10 circles for which Jio already owns.

In September 2016, Jio signed a pact with BSNL for intra-circle roaming which

would enable users of the operators to use each other's 4G and 2G spectrum

in national roamingmode.

In February 2017, Jio announced a partnership with samsung to work on LTE -

Advanced Pro and 5G.

64
Products and Services

The official slogan of Jio

4G Broadband

The company launched its 4G broadband services throughout India on September

2016.[9] It was slated to release in December 2015 after some reports said that the

company was waiting to receive final permits from the government.[26] Mukesh

ABBAni, owner of Reliance Industries Limited (RIL) whose Reliance Jio is the

telecom subsidiary, had unveiled details of Jio's fourth-generation (4G) services on

12 June 2015 at RIL's 41st annual general meeting. It offers data and voice services

with peripheral services like instant messaging, live TV, movies on demand, news,

streaming music, and a digital payments platform.

The company has a network of more than 250,000 km of fiber optic cables in the

country, over which it will be partnering with local cable operators to get broader

connectivity for its broadband services. With its multi-service operator (MSO)

licence, Jio will also serve as a TV channel distributor and will offer television-on-

demand on its network.

65
LYF Smartphones

LYF

An image of LYF WATER 2 phone with IPS display.

In June 2015, Jio tied up with domestic handset maker Intex to supply 4G handsets

enabled with voice over LTE (VoLTE) feature. Through this, it plans to offer 4G

voice calling besides rolling out high-speed Internet services using a fiber network,
[30]
in addition to the 4G wireless network. However, in October 2015, Jio

announced that it would be launching its own mobile handset brand named LYF.

On 25 January 2016, the company launched its LYF smartphone series starting

with Water 1, through its chain of electronic retail outlets,Reliance Retail. Three

more handset models have been released so far, namely Water 2, Earth 1, and

Flame 1.

66
Jionet WiFi

Prior to its pan-India launch of 4G data and telephony services, Jio has started

providing free Wi-Fi hotspot services in cities throughout India

including Surat, Ahmedabad in Gujarat, and Visakhapatnam in Andhra

Pradesh, Indore, Jabalpur, Dewas and Ujjain in Madhya Pradesh, select

locationsof MuBBAi in Maharashtra, Kolkata in West Bengal, Reliance JIO,

ModinagarArea in Uttar Pradesh,

[44]
Bhubaneswar in Odisha, Mussoorie inUttarakhand, Collectorate's Office

in Meerut, and at MG Road in Vijayawada among others.

In March 2016, Jio started providing free Wi-Fi internet to spectators at six cricket

stadiums hosting the 2016 ICC World Twenty20 matches. Jionet was made

available in Wankhede Stadium (MuBBAi), Punjab Cricket Association IS Bindra

Stadium (Mohali), Himachal Pradesh Cricket Association

Stadium (Dharamshala), Chinnaswamy Stadium (Bengaluru), Feroz Shah

Kotla (Delhi), and Eden Gardens (Kolkata) in India.

67
Jio apps

Jio sim card pouch as distributed by Reliance Jio Infocomm

In May 2016, Jio launched a bundle of multimedia apps on Google Play as part of

its upcoming 4G services. While the apps are available to download for everyone,

a user will require a Jio SIM card to use them. Additionally, most of the apps are

in beta phase. Following is a list of the apps:

 MyJio - Manage Jio Account and Digital Services associated with it

 JioTV - A live TV channel service

 JioCinema - An online HD video library

 JioChat Messenger - An instant messaging app

 JioMusic - A music player

 Jio4GVoice (earlier JioJoin) - A VoLTE phone simulator

 JioMags - E-reader for magazines

 JioXpressNews - A news and magazine aggregator

 JioSecurity - Security app

68
 JioDrive - Cloud-based backup tool

 JioMoney Wallet - An online payments/wallet app

 JioSwitch - Transfer content

Affordable 4G Phones

Reliance Jio has teamed up with Google to manufacture affordable 4G handsets.

These phones will run exclusively on Jio network. The two companies are also

working on developing a software for smart-TV services. Both are expected to

launch in 2017.

JioFi

Jio has also launched Wi-Fi routers by the name JioFi.

Branding and marketing

Jio logo before September 2016

On December 24, 2015, Bollywood actor Shah Rukh Khan was appointed as Jio's

brand aBBAssador.

69
Reception of Jio Prime

By 1st April 72.2 million Jio Customers had opted for Jio Prime. The last date for

registration to Jio Prime membership was 31 March 2017. But, it was further

extended till 15 April 2017 along with an introduction of new offer, "Jio Summer

Surprise" which gave customers 3 months complimentary services free of cost . On

6 April 2017, TRAI advised Jio to withdraw this offer.

Controversies

Issue with incumbents

In September 2016, the Telecom Regulatory Authority of India (TRAI) summoned

Jio and the country's existing telecom operators likeBharti Airtel, Vodafone,

and Idea Cellular to meet and discuss an issue regarding interconnection between

the operators. This was a result after Jio complained to TRAI andDepartment of

Telecom (DoT) about other operators not honoring their commercial agreements to

let Jio use their network resources. The company further added that the operators

are trying to sabotage its entry into the telecom scene. However, DoT dismissed the

request and directed TRAI to help settle the dispute amicably. Moreover,

theCellular Operators Association of India (COAI) requested TRAI to include all

the operators in the discussion instead of the three.

70
The incumbent operators had previously approached the country's PMO to reiterate

their stance they "are in no way obliged or in any position to entertain Jio's

requests for interconnection points as they do not have either the network or the

financial resources to terminate the latter's humongous volumes of potentially

asymmetric voice traffic." Responding to this, Mukesh ABBAni, owner of Jio,

said, "All operators have publicly said last week that they will provide this

(interconnect and MNP). So, we are waiting. These are all great companies. They

have their own reputations to protect. I am confident they won't violate the law."

Commenting about number portability, he added, "The number belongs to the

consumer. No operator can cause trouble if they want to change

operators." However, on 12 September 2016, Idea Cellular agreed to allow Jio to

use 196 of its interconnection access points.

71
PRODUCT RANGE

FREE VOICEPROMISE

 Free Local Calls

 Free STD Calls

 Free Roaming Calls

(Incoming + Outgoing)

 To any network

 Anywhere in India

E V E R Y D A Y M O R E VA L U E

2 0 % m o re D at a t h a n

competition, always

72
JIO PRIME

MEMBERSHIP

Unlimited mazaContinue hoynga!

73
Mission, vision and values

Mission

Reliance’s mission is:

To provide the best and most value-adding advice within investor relations,

financial communications, media relations, crisis communications, issues

management and CSR reporting

To be an independent sparring-partner and to provide excellent advice for our

clients in connection with IPOs, ECM and M&A transactions, corporate

governance-related issues as well as in connection with preparations of

contingency communications plans regarding public takeovers

Reliance’s activities shall be of benefit for both our clients, collaboration

partners, employees and shareholders

Vision

Reliance’s vision is:

To be our clients’ ’first call’ and preferred collaboration partner within our

business areas

To consistently exceed our clients’ expectations for professional and value-

74
adding advice

Our objective is long-standing and trustful client relationships created via

excellent advice and service

Values

We are governed by our fundamental values:

Quality: We do not compromise – we have a passion for the best quality

Innovation: We are innovative and wish to enthuse our clients

Ambition: We set high objectives and push to achieve the best results

Honesty: We are honest towards our clients, also when it may be unpleasant

Integrity: We keep our word, guard confidentiality, and maintain a high level

of integrity

75
 SWOT analysis

 Strengths describe what an organization excels at and separates it from the

competition: a strong brand, loyal customer base, a strong balance sheet,
unique technology and so on. For example, a hedge fund may have
developed a proprietary trading strategy that returns market-beating results.
It must then decide how to use those results to attract new investors.
 Weaknesses stop an organization from performing at its optimum level.
They are areas where the business needs to improve to remain competitive:
higher-than-industry-average turnover, high levels of debt, an inadequate
supply chain or lack of capital.
 Opportunities refer to favorable external factors that an organization can
use to give it a competitive advantage. For example, a car manufacturer
can export its cars into a new market, increasing sales and market share, if a
country cuts tariffs.
 Threats refer to factors that have the potential to harm an organization. For
example, a drought is a threat to a wheat-producing company, as it may
destroy or reduce the crop yield. Other common threats include things like
rising costs for inputs, increasing competition, tight labor supply and so on.

76
OBJECTIVE OF STUDY

77
 OBJECTIVE OF STUDY

 To identify exits training and development in Reliance Jio

 To identify the various training and development activities undertaken by

Reliance Jio.

 To analyze the Training methodology adopted by Reliance Jio

 To evaluate the effectiveness of Training provided by Reliance Jio.

78
 SIGNIFICANCE OF STUDY

The scope formulation is the first step to a successful Research process. Project

undertaken the problem of analyzing the training and development at Reliance Jio

IMPORTANCE AND USE OF THE STUDY

To keep things in mind that as the ever changing competitive business

environment. New thoughts and ideas should pour into its, Research &

Development to innovate its existing products which should be beyond competitors

comprehension.

This study enables the user with answer to formulate an effective training and

development with a broader prospective to tap areas where it did not feel the need

earlier, hence the decision of whether to penetrate this section or not can be found

out at the end of the data analysis.

It also gives an idea of the potential of our business in the future & the fluctuation

in prices from time to time & from product to product.

Special reference is made to the improvement of ability of product in terms of

packaging& product innovations & advertisement always means to cut down

competitors.

79
 RESEARCH

METHODOLOGY

80
 RESEARCH METHODOLOGY

REASEARCH METHODOLOGY is a way to systematically solve the

research problem. It may be understood as a science of studying how research is

done. In it we study the various steps that are generally adopted by a researcher

in studying his research problem. It is necessary for a researcher to design the

methodology for the problem as the method may differ from problem –

problem.

RESEARCH PROCESS:

Before eBBArking on the details of research methodology & techniques, it

seems appropriate to present a brief overview of the research process. Research

process consists of series of actions or steps necessary to effectively carry out

research and the desired sequencing of these steps. One should remember that

the desired sequencing of these steps. One should remember that the various

steps involved in a research process are not mutually exclusive; nor are they

separate and distinct. They do not necessarily follow each other in any specific

order and the researcher has to be constantly anticipating at each step in the

research process. However, the following order concerning various steps

provide a useful procedural guideline regarding the research process

81
DEFINING THE PROBLEM:

The objective of the Research Report was to undertake a study on training and

development of the employees working in everyday, with a view to know the

improvement in performance after the training programme was imparted to

them.

DEVELOP A RESEARCH DESIGN:

Research design is the conceptual structure within which research is conducted;

it is basically the blueprint for the collection of data, measurement it analysis of

data. A research design is the arrangement of conditions for collection and

analysis of data in a manner that aims to combine relevance to the research

purpose with economy in procedure.

My research design is of descriptive type. A Exploratory research includes

survey fact – finding & enquiries of different kinds, with a major purpose of

description of affairs as it exists at present.

DATA COLLECTION: I have used primary and secondary data for which a

comprehensive questionnaire was prepared and was got filled up by the

employees of the organization.

PRIMARY

QUESTIONNAIRES:

82
A formal list of the questions answered by the employees of Reliance Jio and

later analyzing the responses.

We have used structured questionnaire as a formal list of questions produces

more reliable results.

Direct personal :

Personal interview is the most versatile and flexible.

INTERVIEW:

Direct face to face conversation helps in getting accurate data.

SECONDARY:

Internet

Books

SAMPLING:

Random sampling

Sampling procedure includes finite type of universe with random sampling

which comes under probability method of sampling because under this method

every item of the universe has an equal chance of being selected & no place for

biases.

83
SAMPLING DESING:

A sampling design is a definite plan for obtaining a sample from a given

population. It refers to the technique or the procedure the researcher would

adopt in selecting items for the sample. Sample design is determined before

data are collected.

The sample size should also be ascertained before starting the research

program. The larger the sample sizes the better and accurate will be the result. I

have chosen a sample size of 50 employees although I wished that it had been

larger if the time would not have been the limiting factor.

sample size: 50

DATA COLLECTION:

The task of data collection begins after a research problem has been defined and

research design / plan Reliance Jio. While deciding about the method of data

collection to be used for the study, two types of data are used:

a) PRIMARY DATA are those which are collected a fresh and for the first

time, and thus happen to be original in character.

b) SECONDARY DATA on the other hand are those which have already been

collected by someone else and which have already been passed on.

84
c) The methods of collecting primary and secondary data differ since primary

data are to be originally collected, while in case of secondary data the nature

of data collection work is merely that of compilation.

d) PROCESSING & ANALYSIS OF DATA: The data, after collection, has to

be processed and analysed in accordance with the outline laid down for the

purpose at the time of developing the research plan. This is essential for a

scientific study and for ensuring that we have all relevant data for making

comparisons and analysis. The term analysis refers to the computation of

certain measures along with searching for patterns of relationship that exist

among the data – groups. The term processing technically speaking implies

editing, coding, classification, and tabulation of collected data.

85
DATA ANALYSIS AND

INTERPRETATION

86
 DATA ANALYSIS AND INTERPRETATION

1. How do you rating the training output for the Up gradation of abilities?

Excellent 9
Very Good 12
Good 17
Average 9
Bad 3

Interpretation

18% respondent said that training output for the Up gradation of abilities is

excellent, 24% said that very good, 34% said that good, 18% said that average and

6% said that bad.

87
 2. How do you rating the training output for the preparing for promotions?

Excellent 12
Very Good 9
Good 15
Average 13
Bad 1

Interpretation

24% respondent said training output for the preparing for promotions is excellent,

18% said that very good, 30% said that good, 26% said that average and 2% said

that bad.

88
 3. How do you rating the training output for the preparing for future

assignments in same position?

Excellent 11
Very Good 8
Good 17
Average 11
Bad 3

Interpretation

22% respondent said that training output for the preparing for future assignments

in same position is excellent, 16% said that very good, 34% said that good, 22%

said that average and 6% said that bad.

89
 4. How do you rating the training output for the training in allied fields?

Excellent 8
Very Good 12
Good 16
Average 9
Bad 5

Interpretation

16% respondent said that the training output for the training in allied fields is

excellent, 24% said that very good, 32% said that good, 18% said that average and

10% said that bad.

90
 5. How do you rating the output for the preparing for transfers?

Excellent 13
Very Good 14
Good 9
Average 11
Bad 3

Interpretation

26% respondent said that output for the preparing for transfers is excellent, 28%

said that very good, 18% said that good, 22% said that average and 6% said that

bad.

91
 6. How do you rating the training output for the develop specific

abilities/competence?

Excellent 11
Very Good 16
Good 7
Average 14
Bad 2

Interpretation

22% respondent said that training output for the develop specific

abilities/competence is excellent, 32% said that very good, 14% said that good,

28% said that average and 4% said that bad.

7. How do you rating the training for performance appraisal?

Excellent 16
Very Good 11
Good 14

92
 Average 8
Bad 1

Interpretation

32% respondent said that training for performance appraisal is better to before is

excellent, 22% said that very good, 28% said that good, 16% said that average and

2% said that bad.

93
 8. How do you rating the training for Discussion with superiors?

Excellent 11
Very Good 16
Good 7
Average 14
Bad 2

Interpretation

22% respondent said that training for Discussion with superiors is excellent,

32% said that very good, 14% said that good, 28% said that average and 4%

said that bad.

94
 9. How do you rating the provided training of Training Department?

Excellent 13
Very Good 17
Good 11
Average 9
Bad 0

Interpretation

26% respondent said that provided training of Training Department is better

to before is excellent, 34% said that very good, 22% said that good, 18%

said that average.

95
 10.How do you rating the effect of attended man days of training?

Excellent 11
Very Good 16
Good 7
Average 14
Bad 2

Interpretation

22% respondent said that the effect of attended man days of training is

excellent, 32% said that very good, 14% said that good, 28% said that

average and 4% said that bad.

96
 11. How do you rating the training provided helped in improving their work performance?

Excellent 16
Very Good 11
Good 14
Average 8
Bad 1

Interpretation

32% respondent said that training provided helped in improving their work

performance is excellent, 22% said that very good, 28% said that good, 16% said

that average and 2% said that bad.

97
 12.How do you rating the effect of training and development system in
Reliance Jio?

Excellent 11
Very Good 16
Good 7
Average 14
Bad 2

Interpretation

22% respondent said that effect of training and development system in

Reliance Jio is excellent, 32% said that very good, 14% said that good, 28%

said that average and 4% said that bad.

98
FINDINGS

99
 FINDINGS
 18% respondent said that training output for the Up gradation of abilities is

excellent, 24% said that very good, 34% said that good, 18% said that

average and 6% said that bad.

 24% respondent said training output for the preparing for promotions is

excellent, 18% said that very good, 30% said that good, 26% said that

average and 2% said that bad.

 22% respondent said that training output for the preparing for future

assignments in same position is excellent, 16% said that very good, 34%

said that good, 22% said that average and 6% said that bad.
 16% respondent said that the training output for the training in allied fields

is excellent, 24% said that very good, 32% said that good, 18% said that

average and 10% said that bad.

 26% respondent said that output for the preparing for transfers is excellent,

28% said that very good, 18% said that good, 22% said that average and 6%

said that bad.

 22% respondent said that training output for the develop specific

abilities/competence is excellent, 32% said that very good, 14% said that

good, 28% said that average and 4% said that bad.

 32% respondent said that training for performance appraisal is better to

before is excellent, 22% said that very good, 28% said that good, 16% said

that average and 2% said that bad.

100
 22% respondent said that training for Discussion with superiors is excellent,

32% said that very good, 14% said that good, 28% said that average and 4%

said that bad.

 26% respondent said that provided training of Training Department is better

to before is excellent, 34% said that very good, 22% said that good, 18%

said that average.

101
CONCLUSION

102
 CONCLUSION

This Research Report deals with training and development of employees. It main

focus is on the training activities of Reliance Jio. I have also tried to analyze the

level of satisfaction achieved by the employees through these activities.

To achieve my aim I conducted an exhaustive search into the various training and

development programmes conducted by Reliance Jio during the period. I have tried

to examine the process adopted for introduction and conduction of such

programmes.

I also prepared questionnaire to obtain the training & development at Reliance Jio.

An analysis of the results was conducted to get an insight into the level of

satisfaction achieved through this training programme by the trainees.

103
RECOMMENDATION AND

SUGGESTIONS

104
 RECOMMENDATION

 These should be an increase in number of training programme for workers

and employees of different departments so that apart from improving their

out put they start believing the organization is making an effort to improve

their condition on the whole.

 A regular pre–employment training has to be a part of comprehensive

programme of employee's education.

 More interaction between the managerial staff and employees to be

encouraged and each supervision to give a report on the employees under his

supervision.

 The personnel department should give more consideration on the lowest

employee cadre for their social and economical development.

 The essentially like certificates for the training done to be given so that a

employee’s ego is also satisfied.

 The old employee who are master in their work should give sufficient time

with new ones so that loss factors

 Start of monetary and non – monetary regards to be given to improve better

cordial relation between the management and workers.

105
 SUGGESTIONS

As stated in the questionnaire the respondent stated their views regarding the

improvements needed in the training programme & service same of these

suggestions and recommendation are proceed regarding the training programme

are listed below.

 Such training programme should be held at regular intervals so that trainer

could update & review the training activities.

 Proper function of audio/ visuals aids should be provided by the dependents.

 Pre information & suggestion regarding the training should be given & taken

respectively from the concerned trainees.

106
LIMITATIONS

107
 LIMITATIONS

The survey has been done with full efforts and utter car but still there are some

limitations beyond control which might make the findings and conclusion in the

report a little of beam.

Although we attained success in our dissertation to a great extent but still could not

provide the ideal state of training and development due to certain reasons which

are :-

1- The time is assumed that the information given by the respondents are

authentic and to the best of their knowledge.

2- Information provided by the respondents might be biased and have

variation with their actual action.

3- Subjective nature of the study the perception of the viewers change and

different conclusion can be drawn by different viewers.

4- It is assumed that the information give by the respondent by authentic

and to the best of their knowledge.

108
BIBILIOGRAPHY

109
 BIBILIOGRAPHY

1- ASHWATHAPA K, Human Resource and Personal Management.

2- MONAPPA & SAIYADAIN, Personal Management, TATA MC GrawHill,

second edition.

3- RAO VSP, Human Resource Management

4- Research Methodology CR Kothari

5- Newspaper

Times of India

Economic Times

6- Magazines :

Business Today

Business world

7- Website :

www.mahendra.com

www.google.com

110
APPENDIX

111
 QUESTIONNAIRE

Name:-

Designation :

Department:

1. How do you rating the training output for the Up gradation of abilities? ?

Excellent
Very Good
Good
Average
Bad

2. How do you rating the training output for the preparing for promotions?

Excellent
Very Good
Good
Average
Bad
3. How do you rating the training output for the preparing for future
assignments in same position?
Excellent
Very Good
Good
Average
Bad

4. How do you rating the training output for the training in allied fields?

Excellent
Very Good
Good
Average
Bad

112
5. How do you rating the output for the preparing for transfers?

Excellent
Very Good
Good
Average
Bad

6. How do you rating the training output for the develop specific abilities/competence?

Excellent
Very Good
Good
Average
Bad

7. How do you rating the training for performance appraisal?

Excellent
Very Good
Good
Average
Bad

8. How do you rating the training for Discussion with superiors?

Excellent
Very Good
Good
Average
Bad

9. How do you rating the provided training of Training Department?

Excellent
Very Good
Good
Average
Bad

113
10. How do you rating the effect of attended man days of training?
Excellent
Very Good
Good
Average
Bad

11. How do you rating the training provided helped in improving their work performance?
Excellent
Very Good
Good
Average
Bad

12.How do you rating the effect of training and development system in

Reliance Jio?
Excellent
Very Good
Good
Average
Bad

114