A MANAGEMENT THESIS REPORT

ON
A Study of training need analysis at ACC Cement,
Lakheri Cement Works

Submitted by:
Mudita Bhatt

ACC Cement, Lakheri Cement Works

Table of Contents
Acknowledgement
Preface

1. INTRODUCTION
COMPANY PROFILE
A) ACC Ltd.: An Overview
B) Vision
C) Subsidiaries and Associates
D) Heritage
E) Company Profile
F) Human Resource of ACC Ltd.

2. THEORETICAL CONCEPT
3. OBJECTIVE
4. RESEARCH METHODOLOGY
5. PERFORMANCE APPRAISAL AT ACC Cement Ltd.
6. LIMITATION
7. ANALYSIS
8. CONCLUSION
9. REFERENCES

ACKNOWLEDGEMENT :
I hereby take the golden opportunity to express my sincerity and gratitude to
all of them who helped me in completing the management thesis.
First and the foremost I would like to thank Mr. Suresh Gupta sr. manager
(P&HRD) of ACC for providing me the opportunity to be a part of the
organization and contribute to its operations in my own capacity.

I wish to express my sincere gratitude to Dr. Geeta Gupta for sharing vital
information towards the accomplishment of the report objectives and
providing direction in my report.
I would also like to thanks Mrs. Minakshi Chauhan my faculty guide.

PREFACE
Management trading has gained rapid importance only recently.
Management was previously considered as an inborn art or talent. But in
todays fast developing world this view has been abandoned .To develop
managerial capabilities and to supplement their theoretical knowledge with
practical experience, the management students are required to go for training
in business organization.
This study would not only help us as a management student to gain a
deep insight of how an organization works but also to put practical usage of
all the management techniques that we have learnt during the course of our
study.

This project helped us analyze the difference between the

organizational realities and the theories that have been taught in our
academic sessions and also gave us a real experience of the corporate world.
This project also helped us in understanding the working/functioning of the
organization in a better way. It also taught us how to take every experience
in the right way and learn from each one. Finally the analysis of the report
and the recommendation made by us should be practically feasible to be put
to test in real life situation.

Introduction

ACC LIMITED : AN OVERVIEW

ACC (ACC Limited) is India's foremost manufacturer of cement and

concrete. ACC's operations are spread throughout the country with 14
modern cement factories, 19 Ready mix concrete plants, 19 sales offices,
and several zonal offices. It has a workforce of about 9000 persons and a
countrywide distribution network of over 9,000 dealers. ACC's research and
development facility has a unique track record of innovative research,
product development and specialized consultancy services. Since its
inception in 1936, the company has been a trendsetter and important
benchmark for the cement industry in respect of its production, marketing
and personnel management processes. Its commitment to environmentfriendliness, its high ethical standards in business dealings and its on-going
efforts in community welfare programmes have won it acclaim as a
responsible corporate citizen. ACC has made significant contributions to the
nation building process by way of quality products, services and sharing its
expertise.
In the 70 years of its existence, ACC has been a pioneer in the manufacture
of cement and concrete and a trendsetter in many areas of cement and
concrete technology including improvements in raw material utilization,
process improvement, energy conservation and development of high
performance concretes.
ACCs brand name is synonymous with cement and enjoys a high level of
equity in the Indian market. It is the only cement company that figures in the
list of Consumer Super Brands of India.
The company's various businesses are supported by a powerful, in-house
research and technology backup facility - the only one of its kind in the
Indian cement industry. This ensures not just consistency in product quality
5

but also continuous improvements in products, processes, and application

areas.
ACC has rich experience in mining, being the largest user of limestone, and
it is also one of the principal users of coal. As the largest cement producer in
India, it is one of the biggest customers of the Indian Railways, and the
foremost user of the road transport network services for inward and outward
movement of materials and products.
ACC has also extended its services overseas to the Middle East, Africa, and
South America, where it has provided technical and managerial consultancy
to a variety of consumers, and also helps in the operation and maintenance
of cement plants abroad.
ACC is among the first companies in India to include commitment to
environmental protection as one of its corporate objectives; long before
pollution control laws came into existence. The company installed pollution
control equipment and high efficiency sophisticated electrostatic
precipitators for cement kilns, raw mills, coal mills, power plants and
coolers as far back as 1966. Every factory has state-of-the art pollution
control equipment and devices.
ACC demonstrates the practices of being a good corporate citizen
undertaking a wide range of activities to improve the living conditions of the
under-privileged classes living near its factories.

ACC is one of the first Indian companies to realize the potential and
importance of information technology and adopt automation and IT. We
started computerizing our systems as early as 1968 - a commitment to
progress through the harnessing of relevant available technologies, a habit
that continues even today.
We have traveled a long way from the days in 1968 when we were using
simple keypunching machines. Significant improvements have been made in
the application systems and infrastructure. From Batch processing to on-line
systems, from IBM1401 to the latest UNIX and Windows 2003 based
machines we have made timely transitions determined by available
technologies and business requirements.
We are currently in the process of making a quantum jump from our current
in-house developed systems using Oracle 9i and Developer 6i to an ERP
based solution. This decision was solely based on our strategic objectives
and the business benefits that we expect to derive from implementing such a
solution. With this move we will also align people, business processes and
technologies across the country.
As part of the objective of providing uninterrupted service to the business,
we are setting up a primary data centre and a disaster recovery centre to
house all the servers related to the ERP solution. These data centers are
inter-connected using high speed data links so that the data is always current
at both these locations.

SUBSIDIARIES and ASSOCIATES:

Subsidiary companies of ACC include the country's first bulk cement
distribution terminal in Mumbai. Our experience of several decades in
manufacturing and engineering has helped us acquire skills that have proved
useful in other areas. Through subsidiaries, technical collaborations and
associations, ACC offers products and services in fields such as cement
machinery, tyre machinery, and bulkers.
8

Bulk
Cement
Corporation
(India)
ACC Machinery Company Ltd. (AMCL)

Ltd.

(BCCI)

Bulk Cement Corporation (India) Limited (BCCI)

Situated at Kalamboli, in Navi Mumbai (formerly New Bombay), this
company caters to bulk cement requirements of the city of Mumbai and its
environs. It has two cement storage silos with a capacity of 5,000 tons each.
The plant receives cement in bulk from ACC plants at Wadi. The plant has
its own special purpose railway wagons and rakes and its own railway
siding. The first of its kind in India, BCCI is equipped with all the facilities
required by increasingly sophisticated construction sites in a bustling
metropolis, including a laboratory, a fleet of specialized trucks and site silos
for the convenience of customers and is capable of offering loose cement in
bulk-tanker vehicles as well as packed cement in bags of varying sizes from
1 tonne down to 25 kg bags. BCCI is situated strategically on the outskirts of
Mumbai, just off the new Mumbai-Pune Expressway. It is a landmark
structure spread over 30 acres of land.
ACC Machinery Company Limited (AMCL)
Located in the Butibori Industrial estate near Nagpur, AMCL manufactures
machinery and equipment for use in chemicals and cement industries such as
bulk transporters, vertical pre-grinding roller mills and blowers and tyre and
rubber-manufacturing machinery such as presses, mixers and extruders.
INTERNATIONAL ASSOCIATIONS
Saudi Arabia - Yanbu Cement Company
Nigeria - Dangote Industries
ACC
Abroad
With its large pool of skilled scientists, engineers and technocrats who keep
abreast of the latest international trends and developments in cement, ACC
9

has successfully handled a diverse range of assignments in different parts of

the world, mainly in Asia and Africa. Our project engineering consultancy
and project management expertise has been tested against the best in the
world.
Saudi Arabia - Yanbu Cement Company
Since 1979 ACC has been operating and managing a large cement plant
owned by Yanbu Cement Company (YCC) and located near the port city of
Yanbu in the Kingdom of Saudi Arabia. The Yanbu plant incorporates
sophisticated process control systems. YCC today has a capacity of over
3.30 million tonnes per annum. Cement production at this plant has
continued to exceed the guaranteed quantum stipulated in the contract year
after year.
Nigeria - Dangote Industries
ACC has been retained by M/s Dangote Industries, a leading diversified
industrial group of Nigeria, to provide comprehensive engineering
consultancy for setting up their proposed new green field cement plants of
capacity 3 x 7000 TPD (tonnes per day) and for optimization and up
gradation of their existing plants from 2x2000 TPD to 2x3500 TPD.

10

HERITAGE
Ours has been an interesting story one that inspired a book. ACC was
formed in 1936 when ten existing cement companies came together under
one umbrella in a historic merger the countrys first notable merger at a
time when the term mergers and acquisitions was not even coined. The
history of ACC spans a wide canvas beginning with the lonely struggle of its
pioneer F E Dinshaw and other Indian entrepreneurs like him who founded
the Indian cement industry. Their efforts to face competition for survival in a
small but aggressive market mingled with the stirring of a countrys
nationalist pride that touched all walks of life including trade, commerce
and business.
The first success came in a move towards cooperation in the countrys young
cement industry and culminated in the historic merger of ten companies to
form a cement giant. These companies belonged to four prominent business
groups Tatas, Khataus, Killick Nixon and F E Dinshaw groups. ACC was
formally established on August 1, 1936. Sadly, F E Dinshaw, the man
recognized as the founder of ACC, died in January 1936. Just months before
his dream could be realized.

F. E. Dinshaw the founder

of ACC
11

ACC stands out as the most unique and successful merger in Indian business
history, in which the distinct identities of the constituent companies were
melded into a new cohesive organization one that has survived and
retained its position of leadership in industry. In a sense, the formation of
ACC represents a quest for the synergy of good business practices, values
and shared objectives. The use of the plural in ACCs full name, The
Associated Cement Companies Limited, itself indicates the companys
origins from a merger. Many years later, some stockbrokers in the countrys
leading stock exchanges still refer to this company simply as The Merger.

ACC's First Board Meeting in 1936 at The Esplanade

Sir Nowroji B Saklatvala was the first chairman of ACC. The

first Board included distinguished luminaries of the Indian
business world of the time names like J R D Tata, Ambalal
Sarabhai, Walchand Hirachand, Dharamsey Khatau, Sir
Akbar Hydari, Nawab Salar Jung Bahadur and Sir Homy Mody
among others.

12

A strategic alliance
The house of Tata was intimately associated with the heritage and history of
ACC, right from its formation in 1936 upto 2000. Between the years 1999
and 2000, the Tata group sold all 14.45 per cent of its shareholding in ACC
in three stages to subsidiary companies of Gujarat Ambuja Cements Ltd
(GACL), who are now the largest single shareholder in ACC. This has
enabled ACC to enter into a strategic alliance with GACL, a company
reputed for its brand image and cost leadership in the cement industry.
Holcim - a new partnership
A new association was forged between ACC and the Holcim group of
Switzerland in 2005. In January 2005, Holcim announced its plans to enter
into a long-term strategic alliance with the Ambuja Group by acquiring a
majority stake in Ambuja Cements India Ltd. (ACIL), which at the time held
13.8 per cent of the total equity shares in ACC. Holcim simultaneously
announced its bid to make an open offer to ACC shareholders, through
Holdcem Cement Pvt Limited and ACIL, to acquire a majority shareholding
in ACC. An open offer was made by Holdcem Cement Pvt. Limited along
with Ambuja Cements India Ltd. (ACIL), following which the shareholding
of ACIL increased to 34.69 per cent of the Equity share capital of ACC.
Consequently, ACIL has filed declarations indicating their shareholding and
declaring itself as a Promoter of ACC.

13

Holcim is the world leader in cement as well as being large suppliers of

concrete, aggregates and certain construction-related services. Holcim is also
a respected name in information technology and research and development.
The group has its headquarters in Switzerland with worldwide operations
spread across more than 70 countries. Considering the formidable global
presence of Holcim and its excellent reputation, the Board of ACC has
welcomed this new association.

ACCs Head Office - Cement

House,
121 Maharshi Karve Road,
Mumbai.

ACCs registered office was first located at Esplanade House in

South Mumbai, a graceful edifice that still stands out in its
neighbourhood. The head office then shifted to its own premises in
Cement House shown here. The address of this stately building
was then Number 1, Queens Road, Churchgate. An all-India
competition in 1938 had invited leading architects of the time to
send in their designs of which this elegant design made by
Ballardie Thompson & Mathews was chosen as the winning entry.
Work on its construction began in 1939 and was completed during
the War period. The building was occupied by the Royal Air Force
and vacated only in 1946.

14

ACHIEVEMENTS

Year

Achievement

1936

The Associated Cement Companies Limited incorporated on August 1

1947

India's first entirely indigenous cement plant installed at Chaibasa.

1955

ACC Sindri uses waste material - calcium carbonate sludge -from fertilizer factory at
Sindri to make cement

1956

Bulk Cement Depot established at Okhla, Delhi

1961

Blast furnace slag, (a waste by-product from steel) from TISCO used at ACC Chaibasa
to manufacture Portland Slag Cement.

1961

Oilwell Cement manufactured at ACC Shahabad for cementation of oilwells upto a depth
of 6,000 feet.

1961

Manufacture of Hydrophobic (waterproof) cement at ACC Khalari.

1965

Manufacture of Portland Pozzolana Cement using naturally available materials. An ecofriendly cement using an eco-friendly process.

1966

ACC inducts use of pollution control equipment and high efficiency sophisticated
electrostatic precipitators for its cement plants and captive power plants decades before
it becomes mandatory to do so.

1978

Introduction of the energy efficient pre-calcination technology for the first time in India.

1982

Commissioning of the first 1 MTPA (million tonne per annum) plant in the country at
Wadi, Karnataka.

1984

ACC achieves a breakthrough in import substitution by developing and supplying a

special G type of oil well cement to ONGC.

1987

ACC develops a new binder, working at sub-zero temperature, which is successfully

used in the Indian expedition to Antarctica.

1992

Incorporation of Bulk Cement Corporation of India, a JV with the Government of India.

1993

Commercial manufacture of ready-mixed concrete at Mumbai.

2001

Commissioning of the new Wadi plant of 2.6 MTPA capacity in Karnataka, the largest in
India, and among the largest sized kilns in the world.

2002

Supply of High Performance Concrete of M -75 grade to JJ Flyover in Mumbai becoming

first time in India to supply concrete of such high strength level for use in a mega
construction project.

2005

Commissioned Asias largest Tube Conveyor of 2.5 kms for transportation of Limestone
from mines to plant at the newly modernized Chaibasa Works in Jharkh

15

COMPANY PROFILE
ACC (ACC Limited) is India's foremost manufacturer of cement and
concrete. ACC's operations are spread throughout the country with 14
modern cement factories, 19 Ready mix concrete plants, 19 sales offices,
and several zonal offices. It has a workforce of about 9000 persons and a
countrywide distribution network of over 9,000 dealers. ACC's research and
development facility has a unique track record of innovative research,
product development and specialized consultancy services. Since its
inception in 1936, the company has been a trendsetter and important
benchmark for the cement industry in respect of its production, marketing
and personnel management processes. Its commitment to environmentfriendliness, its high ethical standards in business dealings and its on-going
efforts in community welfare programmers have won it acclaim as a
responsible corporate citizen. ACC has made significant contributions to the
nation building process by way of quality products, services and sharing its
expertise.
In the 70 years of its existence, ACC has been a pioneer in the manufacture
of cement and concrete and a trendsetter in many areas of cement and
concrete technology including improvements in raw material utilization,
process improvement, energy conservation and development of high
performance concretes.
ACCs brand name is synonymous with cement and enjoys a high level of
equity in the Indian market. It is the only cement company that figures in the
list of Consumer Super Brands of India.
The company's various businesses are supported by a powerful, in-house
research and technology backup facility - the only one of its kind in the
Indian cement industry. This ensures not just consistency in product quality
but also continuous improvements in products, processes, and application
areas.

16

ACC has rich experience in mining, being the largest user of limestone, and
it is also one of the principal users of coal. As the largest cement producer in
India, it is one of the biggest customers of the Indian Railways, and the
foremost user of the road transport network services for inward and outward
movement of materials and products.
ACC has also extended its services overseas to the Middle East, Africa, and
South America, where it has provided technical and managerial consultancy
to a variety of consumers, and also helps in the operation and maintenance
of cement plants abroad.
ACC is among the first companies in India to include commitment to
environmental protection as one of its corporate objectives; long before
pollution control laws came into existence. The company installed pollution
control equipment and high efficiency sophisticated electrostatic
precipitators for cement kilns, raw mills, coal mills, power plants and
coolers as far back as 1966. Every factory has state-of-the art pollution
control equipment and devices.
ACC demonstrates the practices of being a good corporate citizen
undertaking a wide range of activities to improve the living conditions of the
under-privileged classes living near its factories.

17

18

DETAIL ABOUT LOCATION OF THE HEAD

OFFICE WORKS AND BRANCHES OF
DIVISIONS OF ACC LTD.
Bargarh Cement Works
Chaibasa Cement Works
Chanda Cement Works
Damodhar Cement Works
Gagal Cement Works
Jamul Cement Works
Kymore Cement Works
Lakheri Cement Works
Madukkarai Cement Works
Sindri Cement Works
Wadi Cement Works
Tikaria Cement Works
Corporate Office
Overseeing the company's range of businesses, the Corporate
Office is the central headquarters of all business and human
resource functions.
ACC Limited
Cement House
121, Maharishi Karve Road
Mumbai - 400 020
India
Tel: 91-22-66654321
Fax: 91-22-66317440

19

BOARD OF DIRECTORS
BOARD OF DIRECTORS
Mr. N. S. Sekhsaria
Chairman

Mr Paul Hugentobler
Deputy Chairman

Mr. Sumit Banerjee

Managing Director

Mr A L Kapur
Mr S M Palia
Mr Naresh Chandra
Mr Markus Akermann
Mr M L Narula
Mr D K Mehrotra
Mr R A Shah
Dr Nirmalya Kumar
Mr Shailesh Haribhakti
Ms Shikha Sharma

20

INFRASTRUCURE
ACC is one of the first Indian companies to realize the potential and
importance of information technology and adopt automation and IT. We
started computerizing our systems as early as 1968 - a commitment to
progress through the harnessing of relevant available technologies, a habit
that continues even today.
We have traveled a long way from the days in 1968 when we were using
simple keypunching machines. Significant improvements have been made in
the application systems and infrastructure. From Batch processing to on-line
systems, from IBM1401 to the latest UNIX and Windows 2003 based
machines we have made timely transitions determined by available
technologies and business requirements.

We are currently in the process of making a quantum jump from our current
in-house developed systems using Oracle 9i and Developer 6i to an ERP
based solution. This decision was solely based on our strategic objectives
and the business benefits that we expect to derive from implementing such a
solution. With this move we will also align people, business processes and
technologies across the country.

As part of the objective of providing uninterrupted service to the business,

we are setting up a primary data center and a disaster recovery center to
house all the servers related to the ERP solution. These data centers are
inter-connected using high-speed data links so that the data is always current
at both these locations.

21

We are a large organization with centers of manufacturing, marketing and

R&D spread across the length and breadth of the nation. We have, therefore,
invested in the creation of a comprehensive infrastructure that allows free
flow of information across the organization. This enables almost instant
communication between all levels in the organization. This, we achieved by
installing a hybrid WAN network to connect each of our 275 plus locations.
A judicious mix of VSAT and VPN links ensure adequate connectivity
between these locations. Each manufacturing location has a well designed
LAN to meet the needs of that location. Significant enhancements to this
network, with in-built redundancies are being achieved as a part of making
this quantum jump in our objectives of providing uninterrupted service to
the business.

22

PRODUCTS
ACC manufactures the following types of cement, in addition to which, it
provides Bulk Cement and Ready Mix Concrete.
ORDINARY PORTLAND CEMENTS
OPC 43 Grade
OPC 53 Grade
BLENDED CEMENTS
Fly-ash based Portland Pozzolana Cement
Portland Slag Cement
ORDINARY PORTLAND CEMENTS
43 Grade Cement (OPC 43 Grade)
ACC Cement is the most commonly used cement in all constructions
including plain and reinforced cement concrete, brick and stone masonry,
floors and plastering. It is also used in the finishing of all types of buildings,
bridges, culverts, roads, water retaining structures, etc.
What is more, it surpasses BIS Specifications (IS 8112-1989 for 43 grade
OPC) on compressive strength levels.
ACC Cement is marketed in specially designed 50 kg bags.

23

53 GRADE CEMENT
This is an Ordinary Portland Cement which surpasses the requirements of
IS: 12269-53 Grade. It is produced from high quality clinker ground with
high purity gypsum.
ACC 53 Grade OPC provides high strength and durability to structures
because of its optimum particle size distribution, superior crystalline
structure and balanced phase composition.
It is available in specially designed 50-kg bags

24

BLENDED CEMENTS
Fly-ash based Portland Pozzolana Cement
This is a special blended cement, produced by inter-grinding higher strength
Ordinary Portland Cement clinker with high quality processed fly ash based on norms set by the company's R&D division. This unique, valueadded product has hydraulic binding properties not found in ordinary
cements.
It is available in specially designed 50-kg bags.
PORTLAND SLAG CEMENT
This is a slag-based blended cement that imparts strength and durability to
all structures. It is manufactured by blending and inter-grinding OPC clinker
and granulated slag in suitable proportions as per our norms of consistent
quality. PSC has many superior performance characteristics, which give it
certain extra advantages when compared to Ordinary Portland Cement

25

HUMAN RESOURES OF ACC LTD.

ACC has a large workforce of about 9,000 people, comprising experts in
various disciplines assisted by a dedicated workforce of skilled persons.
ACC employees referred to as the ACC Parivar, come from all parts of the
country and belonging to a variety of ethnic, cultural and religious
backgrounds. ACC employees display a strong sense of loyalty to the
Company and their special stellar qualities as value-adding human capital
are well known in the industry.
ACC has clearly stated guidelines concerning recruitment, termination,
career advancement, performance appraisal, professional and employee
ethics and code of conduct. The Companys personnel policies and processes
enshrine equal opportunities to all and non-discrimination with regard to
gender, caste, creed, ideology or other opinion, whether social, political or
religious. Also ensured is a due process for employee consultation and
participation in organizational development and policy formulation.
RECRUITMENT
Recruitment in ACC is a very fair and transparent process with adequate
opportunities to look for suitable candidates internally as well as from
outside. Applicants are generally invited on the basis of specific
advertisements in newspapers and websites. A Committee of officers called
the Central Recruitment Committee handles the entire recruitment process
comprising screening of applications, preliminary short-listing, interviews
and final selection. Every attempt is made to make the selection process as
objective as possible by incorporating tests of competence.
In some cases, outside consultants are retained. All decisions of the
recruitment committee are recorded in respect of each candidate. Candidates
are informed of their short-listing and selection immediately after the
interview or at the earliest thereafter.

26

PERFORMANCE MANAGEMENT

The Companys performance management system is in itself a benchmark

that provides ample opportunities and motivational incentives to employees
so as to reward and retain good talent within the Company. These incentives
include Performance Linked Incentives, Good Work Awards, Letters of
Appreciation, Special Increments, Promotions, Nomination to external
training programmers in India and abroad, public felicitation and
appreciation. Some plants have Best Employee and Employee of the Month
Awards and recognition. Competent employees and those who display
aptitude are invited to become Trainers themselves and receive Train the
Trainer facilitation.
TRAINING AND DEVELOPMENT

Our new Performance Management System incorporates a process called

Competency Assessment and Training and Developmental Needs wherein
appraisers are specifically called upon to identify and assess training needs
of employees at specific intervals that do not coincide with Performance
Appraisals. This is so that training needs can be assessed objectively.
Training is imparted to take care of an individuals career development as
well as functional and skill enhancement. Competency and Development
training inputs include Skill and general performance enhancement,
communication skills and Career development. Functional training needs are
identified and conducted by functional departments while Corporate HR
organizes competency and developmental inputs.
EMPLOYEE

WELFARE

AND

PERQUISITES

Employee welfare receives prime attention at ACC. We have several

schemes for general welfare of employees and their families. These cover
education, healthcare, retirement benefits, loans and financial assistance and
recreation facilities.
27

ACC townships have excellent schools that are often the best in the district.
Education at these schools is subsidized for employees wards. We offer
attractive scholarship allowances for children studying at places away from
their parents, merit scholarships for outstanding children and financial
assistance for employees children to pursue higher professional education.
Liberal medical benefits are made available to employees and their family
members by way of reimbursements towards normal medical treatment,
domiciliary treatments and special sanctions for serious illness. Each of our
townships has well-equipped health care centers with qualified medical staff
and facilities, ambulance, referrals and tie-ups with reputed hospitals for
specialized treatment. In addition, there are regular health checkups, camps
and programmers.
Employees are eligible to apply for loans and financial assistance for various
purposes such as purchase of assets, residential premises as well as a scheme
that provides for supply of cement at subsidized rates to those building their
own houses.
At our cement plants and factories, employees are provided furnished and
unfurnished accommodation based on their entitlements. At many locations,
the employees are given free electricity, free water supply and free bus
facility for nearby places and schools. These houses are well maintained and
periodically.

EMPLOYEE SATISFACTION

In addition to periodic internal Employee Satisfaction Surveys, we

participate in Employee Satisfaction and Work Places Surveys conducted by
reputed external agencies and organisations like Hewitt Associates Grow
Talent. And from time to time, ACC has also retained reputed firms like
Mercer and Boston Consulting Group to study our internal work
environment and employee policies and suggest areas of improvement. We
share below salient points of the latest survey of employees:
28

People are treated fairly regardless of religion and gender

ACC is a safe place to work
Management is competent in running business
Employees feel good about what we do for society
Proud to tell others I work here
Management thinks positively

The overall findings show significant job satisfaction at all levels as also
deep respect for the company, its performance management system and its
overall business performance.

29

OBJECTIVE

The main objective of this thesis is to find out that how far the training
need analysis program conducted are helpful to the employees in
improving their productivity which is helpful for the employees and the
company both.
The first step towards carrying out training need analysis is to find the
requirements of employees for their development. It is to evaluate
personal skills for the tasks assigned to an employee during the period of
appraisal. To evaluate the training needs, different criteria like timeliness,
quality, customer satisfaction etc. Personal skills of employees are also
evaluated on the basis of analytical abilities, communication skills,
decision-making etc.
Training need analysis is a part of PMS (Performance Management
System)
OBJECTIVES OF TRAINING NEED ANALYSIS
1) To manage performance and align individual objectives to business
objectives.
2) To help appraisee to give his best performance by focusing on major
value adding results
3) To promote objectivity in Performance Assessment & Rewards
4) To help him become aware of his strengths and to build on these. To
bring some weakness to attention for improvement.
5) To find out the gap between actual performance and standard n
performance.

30

Body of Thesis
Management:
It is the process of planning, organizing, staffing, leading and controlling the
efforts of organizations member and use of other organizational resources in
order to attain stated organizational goal.
Staffing:
Determining what type of people should be hired; recruiting prospect
employee, setting performance standard, evaluating performance; training
and developing employee.

Training: It is the method used to give new or present employee the skills
they need to perform their job.
Necessity for training and development
The present scenario revels that there is continuous change in the market,
business diversification, economic transformation and cyclic changes in
manufacturing of product as well as updating the technology. So to exist in
the market a firm, be it small scale or large scale it needs to update to
survive in the market and it is done through human resource training and
development. It acts as a strategic tool and helps it in different ways. Like:
o
o
o
o
o
o

Achieve goals.
Profitability.
Improve labor relation.
Improvement in goodwill.
Makes employee aware of organizational goal.
Enable employee to adjust with changes in organization.
31

Education, Training and development are three different concepts. The

difference between Education and Training is as follows:
Serial
No.
1

Points of Distinction

Education

Training

Content & Scope

Broad & general

Nature

3
4

Duration
Result

Pure &
theoretical
Long
Delayed &
inapparent

Narrow & job

specific
Applied &
Practical
Short
Quick & apparent

They both are complementary & both involve development of talent &
human potential.

Serial
No.
1

Point of
Distinction
Contents

Training

Development

Technical &
Mechanical operation

Participants

Time Period

Purpose

Initiative

Non- managerial
personnel
Short-term one shot
affair
Specific, job related
skills
From managementexternal motivation

Conceptual &
philosophical
concepts
Managerial personnel

Nature of process

Reactive process-to
meet current need

Long term
continuous process
Total personality
From individual
himself- internal
motivation
Proactive process- to
meet future needs

32

Development complements training because HR can exert their full potential

only when the learning process goes far beyond simple routine.
Training need analysis
Training need analysis is a process of comparing the actual performance
with the standard performance and finding out the deviation, if any. It is a
method of analyzing and evaluating the weaknesses of employees and
finding out the areas where the employees performance can be improved.
ACC has a large workforce of about 9,000 people, comprising experts in
various disciplines assisted by a dedicated workforce of skilled persons.
ACC employees, referred to as the ACC Parivar, come from all parts of the
country and belonging to a variety of ethnic, cultural and religious
backgrounds. ACC employees display a strong sense of loyalty to the
Company and their special stellar qualities as value-adding human capital
are well known in the industry.
ACC has clearly stated guidelines concerning recruitment, termination,
career advancement, performance appraisal, professional and employee
ethics and code of conduct. The Companys personnel policies and processes
enshrine equal opportunities to all and non-discrimination with regard to
gender, caste, creed, ideology or other opinion, whether social, political or
religious. Also ensured is a due process for employee consultation and
participation in organizational development and policy formulation.
Training
Our new Performance Management System incorporates a process called
Competency Assessment and Training and Developmental Needs wherein
appraisers are specifically called upon to identify and assess training needs
of employees at specific intervals that do not coincide with Performance
Appraisals. This is so that training needs can be assessed objectively.
Training is imparted to take care of an individuals career development as
well as functional and skill enhancement. Competency and Development
training inputs include Skill and general performance enhancement,
communication skills and Career development. Functional training needs are
identified and conducted by functional departments while Corporate HR
organizes competency and developmental inputs.
33

RESEARCH METHODOLOGY

Primary Data:
To get the required information I made two surveys in the Human
Resource Department of ACC Cement . The method used to conduct
the survey was personal interviews. I interviewed Mr.Suresh Gupta
(Sr. Manager P&HRD), the head of the department and got the
questioners filled on his observation about performance appraisal.
The second survey which I conducted was the other way round. In
this survey I tried to get the feedback of the employees about the
performane appraisal program . Through this survey I tried to evaluate
that how the employees felt about the performance appraisal program.
I also consulted Mr. Suresh Gupta (Sr. Manager P&HRD) and Mrs.
Meenakshi Chauhan (Faculity Guide) .

Secondary Data:

Internet
Books:
(i)How to plan & Design Performance Appraisal Programmes by Leslie
Rae (Published by INFINITY BOOKS).
(ii) Human Resource Management by H.L. Kumar
(iii) Human Resource Management by Ramaswamy
(iv) Human Resource Management Book of the curriculum of INC
MBA Program (2nd Semester).

34

LIMITATIONS
1) Time Constraints- Sometimes the respondents fail to give the
feedback due to lack of time as they are busy with their work.
2) Biasness- Sometimes the respondents are bias in answering the
questions due certain reasons.
3) Policy Restrictions- Sometimes due to certain norms and policies of
the company we as a surveyor are not able to exhibit certain facts.
3) Distance The ACC Cement, Lakheri plant is situated very far from
Kota.

35

Theoretical concept
Training Needs Analysis (TNA) is an essential first step in management
development if you wish to achieve the greatest improvement in
performance and best value from your investment in training, development,
practical experience or networking. A comprehensive training needs analysis
is the basis for designing a cost effective management or talent development
programme. This can incorporate a 360 feedback survey, or an analysis of
current corporate needs. For senior individuals an intensive interview
programme, including work shadowing can be justified.
Automate your 360 feedback Training Needs Analysis (TNA) with on-line
services using independently benchmarked competencies.
Buddy Coach - a no cost option for individuals, with suggestions of how
to improve performance. Get feedback from your colleagues and use it to
develop a personal development plan.
Corporate Feedback - a fully customizable system that allows you to
specify your own job roles, competencies and template. Essential for 360
surveys of more than 10 people, when manual administration gets too
complicated.
How do you design a TNA?
First set your context. Before starting on a training needs analysis, it is
desirable to carry out an audit of the current situation, desired changes in job
or responsibility, and probable technological and organizational
developments. This will provide the information needed to determine what is
required of the individual, team or organization.
Then you can determine performance standards in terms of skills, contacts
and practical experience. There are many published management
competencies and standards for directors that can be helpful here. You will
find many useful forms and questionnaires in our learning resources section.
Simple questionnaires help you identify where individuals stand on a range
of competences in management, corporate governance and director
36

behaviour, and corporate culture. Both the process of answering the

questions, and the feedback will contribute to self awareness, especially if
the results include contributions from line manager, peers and direct reports.
The training need is the difference between the current performance and the
required performance.
Brefi Group can help you design a training needs analysis and also provide
the tools and administration for an independent confidential exercise. As
well as interview and paper based systems, we provide on-line computer
based systems. This is particularly helpful as the number of candidates
increases.
360 feedback surveys
A 360 feedback survey helps the organization obtain quality information
about performance and relationships by posing a set of standard questions to
an individual's line manager, peers and direct reports. This all around (360)
approach identifies any variation of behavior in different roles and
minimizes personal bias. The information can be collected on paper forms or
using computer systems; the print-out in either case acts as a third party
report which managers or coaches and their clients can discuss in a nonemotional manner.
Brief group recommends that a 360 survey should precede any
developmental coaching programmed. When reviewing an individual it is
often best to ask open questions such as:

Keep doing: What are the things which 'name' currently does which
help you and which you hope (s)he will continue to do?
Do more of: What are the things you would like 'name' to start doing
or do more of?
Do less of: What are the things which 'name' does which get in the
way and which you would like to be done less often?
Development needs: What are the areas upon which you feel 'name'
should really concentrate in order to improve the managerial
performance of the organization? You may wish to highlight aspects
of how (s)he manages or specific objectives or accountabilities which
you feel need attention.
37

Personal strengths: What do you see as the key strengths which

'name' brings to his/her job?

This information can then be consolidated by an independent consultant and

fed back in a relatively unattributed manner.
However, for a larger or organization-wide survey it is better to get numeric
information that can be analyzed and presented by computer. Brief Group
has developed two on-line TNA analysis programs for this purpose.
Buddy Coach is a low cost on-line service for individuals - the basic
service is free. Using standard questions based on competencies in personal
effectiveness, managing communications, managing people, effective
directorship and corporate culture an individual can obtain an analysis of
personal strengths and development needs. For a small charge up to ten
others - line manager, peers and direct reports for instance - can be invited to
comment too. The graphical results contrast the results from the different
categories of feedback and also compare them with the norm for our
international database. For each competence result there are suggestions of
how to improve.
Corporate Feedback is a powerful tool for organizations to identify
individual and corporate training needs. It is a fully customizable on-line
360 feedback program which draws on a reservoir of independently
benchmarked competencies for managers and directors. The software is
hosted on our servers but can be fully integrated into your website or intranet
within a template of your design.
Corporate Feedback offers a choice of job role, that can either be specified
by the client or draw on our standard list. Within each job role there is a
choice of modules, such as managing people or managing finance. Again,
these can be specified by the client or draw on our existing selection. Each
module comprises a number of competencies.
Brief Group has evolved a large selection of competencies, many based on
international standards. Clients can draw on these and also include specific
competencies relevant to their own organization. Each competence is
represented by four statements which are included randomly in the
questionnaires with options to agree or disagree.
38

The results are presented graphically, with options for department heads and
HR departments to view consolidated results and for learning
recommendations to be included within each category.
Personal interviews
A personal interview by a trained interviewer who is independent of the
organization is a means of obtaining high quality information about an
individual or members of a team. Not only can the interviewer collect
standard information, but he/she can ask penetrating questions to identify the
reasons for the feedback.
The information can be fed back to the subject in a non-attributable manner,
but with much more information, including not only actual quotes but the
appropriate voice tone and emphasis of the original quote. If the interviewer
is also commissioned to coach the individual or team, this quality
information will ensure that real issues are properly dealt with.
Work shadowing
Work shadowing involves a coach spending time with an individual while he
or she is carrying out their normal work. The coach sits in on meetings and
observes the individual's behavior in different circumstances. Feedback can
then be immediate, or compiled into a formal report. The instant feedback is
a valuable part of the coaching process.
What to do next
There are lots of detailed pages on this site, so if you have a specific interest,
please use the search box at the top of the page. If you would like to know
more about us please complete our contact form, or visit our photo gallery to
discover the range of activities and locations that we can arrange, or ...
What Training is Right for Your Business?
Begin with a Training Needs Analysis
Choosing the correct training solution for your business is not a simple
process. Should you focus on e-learning, instructor-led courses, distance
learningor should you choose a mixture of these offerings? Does training
39

need to be customized to your companys specific needs? A training needs

analysis can help you clarify the project's goals and evaluate possible
solutions. This phase allows project leaders, subject matter experts, and
training specialists to evaluate the situation and make informed decisions.
Intulogys Optimal Learning Solution (OLS) methodology can help you
analyze your needs and select the best training solution.
Understand the First Steps
Here are five basic steps that Intulogy uses, and examining them in depth
can help you analyze your current environment and make an informed and
sound needs assessment decision.

Analyze Your Situation

Evaluate the Training in Place
Identify Gaps
Assess Your Options
Choose Your Solutions

Intulogy will guide your organization through the needs analysis process to
produce solutions best suited to your customized needs.
Plan for the Future
You can conduct a training needs analysis for a single project, a class of
employees, or even your entire company. In our case studies section, we
show how the Alaska Department of Transportation conducted web-based
surveys of its managers and supervisors to create a comprehensive training
needs assessment.
If you would like help with a training needs assessment, please contact one
of our training experts.
An analysis of training need is an essential requirement to the design of
effective training. The purpose of training need analysis is to determine
whether there is a gap between what is required for effective performance
and present level of performance.
40

Why training need analysis?

Training need analysis is conducted to determine whether resources required
are available or not. It helps to plan the budget of the company, areas where
training is required, and also highlights the occasions where training might
not be appropriate but requires alternate action.

Training Need arises at three levels:

Corporate need and training need are interdependent because the

organization performance ultimately depends on the performance of its
individual employee and its sub group.

41

Organizational Level Training need analysis at organizational level

focuses on strategic planning, business need, and goals. It starts with the
assessment of internal environment of the organization such as, procedures,
structures, policies, strengths, and weaknesses and external environment
such as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training
interventions, while strengths can further be strengthened with continued
training. Threats can be reduced by identifying the areas where training is
required. And, opportunities can be exploited by balancing it against costs.
For this approach to be successful, the HR department of the company
requires to be involved in strategic planning. In this planning, HR develops
strategies to be sure that the employees in the organization have the required
Knowledge, Skills, and Attributes (KSAs) based on the future KSAs
requirements at each level.

Individual Level Training need analysis at individual level focuses on

each and every individual in the organization. At this level, the organization
checks whether an employee is performing at desired level or the
performance is below expectation. If the difference between the expected
performance and actual performance comes out to be positive, then certainly
there is a need of training.

42

However, individual competence can also be linked to individual need. The

methods that are used to analyze the individual need are:

Appraisal and performance review

Peer appraisal
Competency assessments
Subordinate appraisal
Client feedback
Customer feedback
Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on

the work that is being assigned to the employees. The job analyst gathers the
information on whether the job is clearly understood by an employee or not.
He gathers this information through technical interview, observation,
psychological test; questionnaires asking the closed ended as well as open
ended questions, etc. Today, jobs are dynamic and keep changing over the
time. Employees need to prepare for these changes. The job analyst also
gathers information on the tasks needs to be done plus the tasks that will be

43

Training need analysis in ACC

The first step in the TNA is to ensure that the organization has clear, focused
business objectives. These should be agreed by top management (usually the
owners in a dental practice and senior managers in other organizations) so
that a clear idea of what the organization is trying to achieve is understood
by everyone in it.
In this part, we will discuss:
Identifying the objectives of the organization
Appointing a training co-ordinator
Gathering information about the skills and abilities of the individuals
that are needed now and will be needed in the future
Analyzing that information
Identifying the gaps that exist between the current situation and what is/will
be required

A training needs analysis (TNA) is the process of identifying the areas where
both individuals and groups in an organization would benefit from training
in order to become more effective at achieving their own objectives and the
objectives of the organization.
A TNA involves five basic steps:
1. Identifying the objectives of the organization
2. Appointing a training co-ordinator
3. Gathering information about the skills and abilities of the individuals
that are needed now and will be needed in the future
4. Analyzing that information
5. Identifying the gaps that exist between the current situation and what
is/will be required

44

Each of these steps will be the subject of separate articles in the series. This
second article looks at the whole process in outline and how a TNA links
into the overall management of the organization.
The training plan
Sometimes training is not really planned at all. Rather than being a proactive
process training tends to be much more reactive. So, when a dental nurse is
overheard on the telephone talking to a patient in an inappropriate manner
some kind of training is then perceived as being needed, or may be provided
there and then.
Most dental organizations have a basic plan for the clinical training staff,
whether a dental nurse or junior clinician. However, an integrated training
plan for the whole organization may be lacking, leaving individuals to train
others in a different fashion. In a group practice, for example, different
dentists may well be providing very different levels of training for their
dental nurses and even for the receptionists.
A training plan should prevent the confusion and ultimate inefficiency that
tends to result from these ad hoc approaches, because a training plan should
cover the whole organization and should be consistent. That consistency
starts with agreement of what the organization is trying to achieve and what
the priorities are at the moment.
Without this coherence training usually consists of individuals attending
courses without the realization that it might be cheaper and more effective to
engage a trainer to provide training within the organization; or that money is
being spent on training without any clear idea of what that training is trying
to achieve. Different people will often be attending courses on the same
subject unnecessarily, or going to courses in areas they are already
competent at (but enjoy) or are interested in rather than in areas that are
required in order for the organization to meet its current objectives.
For example, imagine a dental practice that has decided that one of its main
priorities at the moment is to increase gross income by 20%. In order to
achieve this objective everyone in the practice needs to be better at selling
(improving patient acceptance of treatment plans that are clinically
required). However the principal of the practice has received a brochure in
45

the mail describing a local course on implant dentistry, and because this is an
areas he is interested in he decides this course is exactly what is needed to
help increase gross income. So the training budget (if there is one) is spent
on the dentists attending this course rather than on everyone in the practice
being trained (by an external trainer perhaps) in effective ethical selling.
Clear objectives
The first step in the TNA is to ensure that the organization has clear, focused
business objectives. These should be agreed by top management (usually the
owners in a dental practice and senior managers in other organizations) so
that a clear idea of what the organization is trying to achieve is understood
by everyone in it.
Usually this requires a mission statement (ideally a single sentence
describing the chief aim of the organization) and a set of strategic objectives.
These objectives should tell everyone what the organization thinks is
important (its values) and what people should be focusing on (their jobs).
Based on these objectives it is possible to assess which areas of the overall
business plan take priority at the moment, and which areas link with other
areas. In our example of increasing gross income by 20% (which is a
financial objective) we will obviously need to consider both selling and
marketing objectives as well as possibly customer care and clinical care.
There may well be topics in all of these areas that will need to be considered
in order for the overall objective to be achieved.
Appointing a training co-ordinator
Even in the smallest organization (such as a dental practice containing one
dentist and one receptionist/nurse) it is worth appointing a training coordinator.
The reason is that training needs to be part of someone's job. If it is not, it
tends to get left out and that is one of the reasons why training is so often
poorly planned and implemented.
Often the training co-ordinator can also be the training administrator (the
person who books the courses or organizes the training sessions). It can be
46

the practice owner in a dental practice, or another member of staff. Whether

the dentist takes on the role or it is delegated to someone else, commitment
to organized training from 'top management' should be both visible and real.
Time and money should be available to plan training for people according to
their needs, and some involvement in the process is essential from the senior
managers or owners.
Gathering knowledge

What do people need to do in order that the objective is achieved?

What skills and knowledge do people already possess?

What skills and knowledge may be required in the future to continue to

achieve future objectives?
Once we are clear on our objectives and have a training co-ordinator
appointed then we can begin to gather knowledge about what needs to be
done, what is being done and how well the people involved are doing it.
We can divide the knowledge required into three areas:
1. What do people need to do in order that the objective is achieved?
2. What skills and knowledge do people already possess?
3. What skills and knowledge may be required in the future to continue
to achieve future objectives?
Not all information will relate to training. For example, an objective to
improve the dcor of the patient's waiting area might well be important, but
if an outside contractor is likely to be involved in providing the design and
overseeing the implementation (or in the case of a small dental practice you
are going to ask the receptionist's boyfriend to paint the waiting room) then
no training is needed. However, sometimes a decision to involve outside
help may well identify the need for training in order that the job can be
properly commissioned. For example a marketing consultant may well be
commissioned to increase the number of patients registering with the
practice, but someone needs to understand how to ensure that the consultant
is appropriately briefed.

47

There are a wealth of places where knowledge exists already or can be

collected, and these will be covered in more detail in the fourth article in the
series. Thus information can be gathered from CVs or application forms, job
descriptions, staff and patient surveys, appraisal forms, interviews and self
assessment forms. All of these will form a rich base from which an analysis
can be made.
Analyzing the information
The analysis
The
analysis
should
be
answering
the
basic
questions:
1. What gaps exist in both knowledge and ability of the current people in the
organization
to
carry
out
their
jobs
now?
2. What gaps exist in both knowledge and ability of the current people in the
organization to carry out their jobs in the future?
This stage in the TNA is both stimulating and challenging. Analytical skills
are required, and time to carry out the analysis is essential. If the
organization is to benefit from the effective use of resource in training then
the person carrying out the TNA must be free to carry out a full and proper
analysis. If not, the whole process is self-defeating and often the process is
blamed for failure rather than the lack of resource to carry it out properly.
The analysis should be answering the basic questions:
1. What gaps exist in both knowledge and ability of the current people in
the organization to carry out their jobs now?
2. What gaps exist in both knowledge and ability of the current people in
the organization to carry out their jobs in the future?
Thus the TNA allows for both current gaps relating to current job
descriptions and possible gaps assuming some form of future development.
For example a dental practice might be considering converting to a private
capitation plan, which would require specialized training in the particular
plan plus possible selling and marketing training (if applicable).
The analysis leads naturally into the final stage of the TNA.
Identifying the gaps
48

This final stage is really indistinguishable from the analysis in practice, but
is given a separate heading because the way you actually record the gaps can
be important for the application of the TNA. Some method is required of
recording those gaps in a way that facilitates the next stage following a TNA
- drawing up a training plan.
The training plan
I started this article with a training plan, and I shall end with a training plan
as well. This is because the whole point of the TNA is the actual planning
and implementation of relevant training for the people in the organization.
Training plans should be documents the organization uses to plan the
training of everyone, costed out and budgeted for. They are working
documents (in other words they keep changing as events and circumstances
change) and form the core of investment in the development of the people.
They are also the end result of the TNA, as it is hardly worth investing all
that time and effort in identifying training needs if nothing happens as a
result.
Training need analysis is a part of Performance Management System (PMS)
at ACC
The Performance Management system operates in two parts:
Part A- Performance planning & Periodic Review with Feedback (For this
the appraisal year will coincide with the Financial Year (Oct- Sept) of a
company)
Part B- Potential Assessment & Development Planning (This will be done in
six monthly review. The aim is to give serious attention to individual
development planning. Based on this and business needs the Annual
Training Plan will be developed for approval and implementation during the
following year)
BOOST MODEL
49

 B-BALANCE
O-OBSERVE
O-OWNERSHIP
S-SPECIFIC
T-TIME

50

A short written questionnaire was formed to interviewees to collect

quantitative data about the
training needs of each audience identified in the interviews.

Table 1

Advanced

Intermediate

Include in which syllabus

Basic

Skill Management

Data Creator

operational StafAdministror/

ManagementMiddlePractitioner/

Priority and level of training required

for each audience
ManagementSenior

Key Priority:
E= Essential,
D= Desirable,
N= Not
necessary.
Level: 1=
Basic,
2=
Intermediate,
3= Advanced

Short-term
action
Collection and
information
audits

E1

E2

Risk
assessment
and triage

E1

E2

E2

D1

E2

Applying
existing skills

D1

E1

E1

E1

E1

Advocacy and
guidance

E2

E2

D1

D1

D2

E1

E3

D2

E3

E2

Long-term
Framework
Policy

51

Frameworks
Technical
Frameworks

D1

D2

E2

D1

E3

E2

E2

E2

E2

E2

Awareness
Awareness
training

FINDINGS AND SUGGESTIONS

Based on the responses of SMEs and potential training suppliers, our main
conclusions are that:
Training should be offered according to level of expertise (basic,
intermediate, and advanced);
The intermediate and basic courses should be planned for five days each,
such that each day can additionally be offered as a separate session;
Development of the training should be separated from its delivery; A
traininsteering committee should be set up to guide the training
development; Estimates of development costs varied in an unusually wide
range; therefore a Competitive procurement is advised to obtain the best
balance of quality and cost.
52

CONCLUSION
This thesis has looked at the basics of a training needs analysis, considering
the broad model itself. Thus a TNA is quite simply a way of identifying the
existing gaps in either knowledge or ability of the people in the organization
to carry out the tasks that enable them to do their jobs. The process assumes
that the jobs people carry out have been defined in order that the business
objectives of the organization will be achieved. Thus training needs analysis
will ensure people are better able to do their jobs because they have
improved their knowledge and their skills in relevant areas.

53

REFRENCES

The references taken from the following:

1. Business Research Methods Book of the curriculum of INC MBA
Program (2nd Semester).
2. Website of ACC Cement and other websites related with Human
Resource Management and performance appraisal i.e.
www.acccement.com , www.hrm.com.
3. Books :
(i) How to plan & Design Performance Appraisal Programmes by
Leslie Rae (Published by INFINITY BOOKS).
(ii) Human Resource Management by H.L. Kumar
(iii) Human Resource Management by Ramaswamy
(iv) Human Resource Management Book of the curriculum of INC
MBA Program (2nd Semester).
4. HR Manual at ACC Cement.

54