Ankita Haware - Career Palnning-SISCO

INTRODUCTION
COMPANY PROFILE
Sunflag Iron and Steel Co. Ltd. is a prestigious unit of the SUN FLAG
GROUP. It has set up a state-of-art integrated plant at Bhandara, IndiaThe plant
has a capacity to produce 200,000 tonnes per annum of high quality special steel
using iron ore and non coking coal as basic inputs.
The plant comprises a 1,50,000 tonnes per annum Direct Reduction Plant,
to produce sponge iron for captive consumption in the Steel Melting Shop. This
shop comprises a 50/60 tonnes ultra high power Electric Are Furnace with
Eccentric bottom arrangement; a Ladle auto
mould level controller and electromagnetic
stirrer. The billets produced at the steel melting
shop are rolled at the Mannesmann Demag
Designed ultra modern 18 stand Continous
mill.This mill has a walking hearth reheating
furnace, quick roll-changing facilities, a 65
metres long walk and wait type modern cooling
bed and above all computerised process control
linking and controlling the various stages.
Within a short period of its inception in 1989, the SUNFLAG STEEL has
established itself as a major global force. This modern complex pulsating with
world-class technology, expert human resources and a commitment to
excellence, has created a distinct niche in spring steel and attained the position
of market leader in the segment. Today SUNFLAG STEEL has also embarked
on an export thrust and is regularly receiving prestigious orders from Japan and
many other Far East, Afro-Asian and Middle-East countries.
The ASM commenced production in the year 1997, enabling Sunflag to

expand their product range upto 90 mm dia
Rounds; 75 mm RCS and upto 120x25 mm
Flats. Production capacity of rolled product is
also enchanced by 60, 000 MT. per annum. In
order to save energy, a captive Power Plant of
15 MW capacity has already been comissioned
using waste gases.
The Sunflag Group
Since inception Sunflag has firmly believed that geographical boundaries do not
limit the growth of human progress.
In furthering its commitment to narrow the gap between developed and the
developing countries, Sunflag has succeeded in transplanting advanced
technologies into third world nations.
Sunflag's activities range from making artificial leather, synthetic fibres,

spinning, weaving, manufacturing of sophisticated garments to agriculture and
agro based industries.
With a pragmatic investment policy, professional management and a

commitment to maintain the highest standards of business ethics, Sunflag looks
forward to playing an ever-increasing role in enriching the industrial
environment of the countries with which Sunflag's destiny is so closely
entwined.
KENYA NIGERIA
Zebra's and Lions, giraffes and Country of colorful costumes,
antelopes, grasslands and icy "talking drums" and traffic jams,
mountains and Safaris. But most a country that has catapulted
of all Kenya is people. A nation itself into the industrial world
emerging from its agricultural with the oil boom.
past into modern, vibrant industrial estate.
TANZANIA UNITED KINGDOM
Think of Tanzania and you think A Country that defied the world
of Snow covered peaks of and built an empire that never
Kilimanjaro, lakes of Tanganyka, saw the setting sun, a country
Victoria and Nyasa, the rift that revolutionized industry.
valley and Zinjanthropus. Cloves England, the centre of
that add spice to our lives international commerce and industry.
CAMEROON INDIA
The land of shrimp, Cameroon. A land of 700 million who kept a tryst with destiny, a
The country perhaps is better country that synthesizes ancient culture with modern
known for its pygmies, vast rain technology.
forests, coffee, tea, and rubber Sunflag has a most modern composed Steel plant,
estates. A country where a revolutionizing the steel making in India, that produces
century of European occupation has left behind a tradition 2,00,000 tonnes of high quality steels. The product mix
of British Banks and French wines. A nation, whose stable covers wide range such as Carbon special steels, Alloy
government has enabled its economy grow steadily. steels, Free cutting steels and spring steels
Contact Information
Address: Phone: Fax
REGD & HEAD OFFICE 0091-712 -2520356

33, Mount Road, Sadar 0091-712 -2524661 Fax 0091-712-2520360
Nagpur - 440 001 0091-712 -2532901
WORKS 0091-7197-285551
PO. Bhandara Road to 285555 Fax 0091-7184-285570/285740
Pin : 441 905 Dist : Bhandara
REGIONAL OFFICES :
NAGPUR 0091-712 -3258442

33, Mount Road, Sadar 0091-712 -2524661 Fax 0091-712-2520360
Nagpur - 440 001
BRANCH OFFICES
DELHI 0091-11-26465122
11th floor,1116A-1119B, 0091-11-26465487 Fax 0091-11-26280074
International Trade Tower
E-Block Nehru Place
New Delhi - 110 019
WAREHOUSES
MUMBAI 02522-645347
MA3 , Gupta Warehousing
Complex Mhatre Compund ,
Near Mayashree Weigh bridge,
Dapoda Road,
BHIWANDI -421 302.
SUNFLAG IRON & STEEL CO. LTD

33 Mount Road, Sadar, Nagpur 440 001
Introduction Of Meaning Of Career:
A Career has been defined as the sequence of a person's experiences on

different jobs over the period of time. It is viewed as fundamentally a
relationship between one or more organizations and the individual. To some a
career is a carefully worked out plans for self advancement to others it is a
calling-life role to others it is a voyage to self discovery and to still others it is
life itself.
A career is a sequence of positions/jobs held by a person during the

course of his working life.
According to Edwin B. Flippo,“A career is a sequence of separate but

related work activities that provide continuity, order and meaning to a person’s
life”.
According to Garry Dessler, “The occupational positions a person has

had over many years”.
Many of today's employees have high expectations about their jobs.

There has been a general increase in the concern of the quality of life. Workers
expect more from their jobs than just income. A further impetus to career
planning is the need for organizations to make the best possible use of their
most valuable resources the people in a time of rapid technological growth and
change.
OBJECTIVES OF MY STUDY
OBJECTIVES:
i) To study the need of career planning in Sunflag Company.
ii) To find out the career planning methods in SISCO.
iii) To study the impact of career planning on employees in SISCO.
iv) To study the efficiency of career planning in organization
v) To study the growth & opportunity given to the employees.

RESEARCH METHODOLOGY
Research is a process of systematic and in-depth study of
research of any topic, subject backed by the collection, presentation and
interpretation of relevant data. Methodology is important tool in any research
work. It acts as a guideline and leads to completion of research project. It
consists of various steps that are generally adapted by researcher in study
in problem along with logic behind them. On the basis of general
guideline, a model of the following steps is prepared and presented in the
dissertation work.
A) Primary Data
Primary research consists in research to collect original data. It is
often undertaken after the researcher has gained some insight into the
issue by collecting secondary data. This can be through numerous forms,
including questionnaires, direct observation and telephone interviews
amongst others. There are basic approaches to data collections using
primary methods. The term primary research is widly used in academic
research, market research and competitive intelligence.
 Published Papers
 Library
 Case Papers
B) Secondary Data:
Secondary data is data collected by someone other than the user.
Common sources of secondary data for social science include censuses,
surveys, organizational records and data collected through qualitative
methodologies or qualitative research. Primary data, by contrast, are
collected by the investigator conducting the research.
 Questionnaires
 Structure interview
 Interview with Manager
 Informal Communications
 Interview Methods
 Through Questionnaires
 Survey
Hypothesis
A Hypothesis is tentative generalization, the validity of which has got
to be tested. Hypothesis at its initial stage may be an imagined idea or more
given. A hypothesis is made in order to find out correct explanation of the
phenomenon through investigation. On the basis of the hypothesis facts are
observed and collected when by verification. The hypothesis is found to be
tire a theory is obtained.
 That career planning helps in evaluating the work interest of
employees
 That career planning has greater impact on accumulability of
employees
 That career planning build the trust of employees to employer
 That career planning enhances the capability of work performance of
employees
Career planning
Career planning refers to planned and systemized progression of events
and development in the field of work or vocation of individuals during the
employable periods of their life. This definition seeks to balance the two
dimensions i.e. the objective of the organisation and the individual ambitions of
getting to the top.
Career, it cannot be forgotten, is intensely particularistic in its basics; it

must relate to an individual without whom it loses all redevance. Whatever may
be me aspects and areas of emphasis, career development, essentially is an
integral part of a both individuals and the organization. For as individuals, the
employees seek their total fulfillment (personal, ego, social and economic need
etc.) in the organisation, and organisation in turn fulfils itself, its charter of
goals, only through its employees. This mutually, thus represents a
commonality of concern in the development of career. Individual and
organisational careers are not separate. It becomes their responsibility to assist
employees in career planning, so that both can satisfy their needs.
Career Planning is a relatively new personnel function. Established

programs on Career Planning are still rare except in larger or more progressive
organizations.
Career Planning aims at identifying personal skills, interest, knowledge and

other features; and establishes specific plans to attain specific goals.
OBJECTIVE OF CAREER PLANNING
 To attract and retain the right type of person in the organization.

 To map out career of employees suitable to their ability and their
willingness to be trained and developed for higher positions.
 To have a more stable workforce by reducing labour turnover and
absenteeism.
 It contributes to man power planning as well as organizational
development and effective achievement of corporate goals.
 To increasingly utilize the managerial talent available at all levels within
the organization.
 To improve employee morale and motivation by matching
skills to job requirement and by providing opportunities for
promotion.
 It helps employee in thinking of long term involvement with the
organisation.
 To provide guidance and encourage employees to fulfill their potentials.
 To achieve higher productivity and organizational development.
 To ensure better use of human resource through more satisfied and
productive employees.
 To meet the immediate and future human resource needs of the
organisation on the timely basis.
DATA COLLECTION & ANALYSIS
DATA CLASSIFICATION
Table 4.1 shows the data classification of the respondents
S.NO Particulars factor No of respondent percentage
1 Age Adult (21-40)yrs 75 75%
Mid-life(40-55) 25 25%
2 Gender Male 63 63%
Female 37 37%
3 Marital status Married 60 60%
Unmarried 40 40%
4 Qualification B.com 30 30%
B.A 32 32%
M .com 25 25%
others 23 23%
Percentage analysis:
Table 4.2.1 views of the respondents about attaining objectives
options No of respondents Percentage
a. Strongly Agree 56 56
b. Agree 27 27
c. Neutral 15 15
d. Disagree 2 2
e. Strongly disagree 0 0
Total 100 100
Chart 4.2.1
Attaining objectives
INTERPRETATION:
From the above chart it is found that most of the employees strongly agreed to their attaining career
objectives, whereas none was strongly disagreeing in doing so.

Table :4.2.2 view of respondents in doing the work even when they don’t like
options No of respondents percentage
b. Agree 42 42
c. Neutral 33 33
d. Disagree 7 7
Total 100 100
Chart 4.2.2
Doing work even when they don’t like
INTERPRETATION:
From the above table it is observed that 42% of the employees agreed to doing work even when
they dislike it while only 3% strongly disagreed with the statement.

Table 4.2.3 view of respondents about giving their abilities to the organization
b. Agree 43 43
c. Neutral 7 7
d. Disagree 0 0
Total 100 100
Chart 4.2.3
Giving their abilities to the organization
INTERPRETATION:
From the above table it is found 60% of the respondents strongly agreed to using their abilities for
the organization.43% agreed whereas none of the respondent disagreed to the statement.
Table 4.2.4 view of respondents about completing their work on time
Options No of respondents percentage
b. Agree 37 37
c. Neutral 19 19
d. Disagree 18 18
Total 100 100
Chart 4.2.4
completing their work on time
INTERPRETATION:
From the above table it is interpretated that 22% of the employees strongly agreed to completing
their job on time, 37% strongly agreed, 19% remained neutral, 18% and 4% disagreed and strongly
diaagreed respectively in conpleting their job on time.

Table 4.2.5 view of respondents on usage of skills
b. Agree 34 34
c. Neutral 14 14
d. Disagree 20 20
Total 100 100
Chart 4.2.5
Usage of skills
INTERPRETATION:
From the above table it is analysed that the respondents strongly agreeing to using their skills are
27%, agreed 34%, 14% neither agreed nor disagreed.

Table 4.2.6 view of respondents in involving in lot of activities as part of the job
b. Agree 35 35
c. Neutral 15 15
d. Disagree 15 15
Total 100 100
Chart 4.2.6
Involving in lot of activities as part of the job
INTERPRETATION:
From the above chart it is found that 30% of the employees strongly agreed to involving themselves
in activities, whereas 7% was strongly disagreeing in doing so.

Table 4.2.7 view of respondents on positions offering comfortable fit
b. Agree 27 27
c. Neutral 7 7
d. Disagree 33 33
Total 100 100
Chart 4.2.7
Positions offering comfortable fit
INTERPRETATION:
From the above table it is interpretated that 15% of the employees strongly agreed on positions
offering comfortable fit, 27% strongly agreed, 7% remained neutral, 33% and 18% disagreed and
strongly disagreed respectively on positions offering comfortable fit.

Table 4.2.8 view of respondents on awareness of career planning
Options No of respondents Percentage
b. Agree 27 27
c. Neutral 20 20
d. Disagree 25 25
Total 100 100
Chart 4.2.8
Awareness of career planning
INTERPRETATION:
From the above chart it is found that 12% of the employees strongly agreed to having awareness of
career planning activities, whereas 15% was strongly disagreeing in doing so.
Table 4.2.9 view of respondents on their freedom in their job
b. Agree 32 32
c. Neutral 10 10
d. Disagree 27 27
Total 100 100
Chart 4.2.9
Freedom in their job
INTERPRETATION:
From the above table it is analysed that the respondents strongly agreeing to having freedom in
doing their job are 18%, agreed 32%, 10% neither agreed nor disagreed, 27%disagreed and 13%
strongly disagreed .
Table 4.2.10 view of respondents in taking risk in their job
b. Agree 31 31
c. Neutral 8 8
d. Disagree 20 20
Total 100 100
Chart 4.2.10
Taking risk in the job
INTERPRETATION:
From the above table it is interpretated that 27% of the employees strongly agreed totaking risk in
their job, 31% strongly agreed, 16% remained neutral, 20% and1 4% disagreed and strongly
disagreed respectively in taking risk.

Table 4.2.11 view of respondent’s opportunities for advancement
b. Agree 45 45
c. Neutral 21 21
d. Disagree 11 11
Total 100 100
Chart 4.2.11
Respondent’s opportunities for advancement
INTERPRETATION:
From the above chart it is found that 21% of the employees strongly agreed to having opportunities
for advancement , whereas only 2% was strongly disagreeing to it.

Table 4.2.12 view of respondents on reward and recognisation
b. Agree 52 52
c. Neutral 16 16
d. Disagree 3 3
Total 100 100
Chart 4.2.12
Reward and recognisation
INTERPRETATION:
From the above table it is analyzed that the respondents strongly agreeing to having reward and
recognisation are 35%, agreed 52%, 16% neither agreed nor disagreed, 3%disagreed and 2%
strongly disagreed.
Table 4.2.13 view of respondents on encouragement for good performance
b. Agree 43 43
c. Neutral 15 15
d. Disagree 7 7
Total 100 100
Chart 4.2.13
Encouragement for good performance
INTERPRETATION:
From the above table it is interpretated that 22% of the employees strongly agreed to
encouragement on good performance, 37% strongly agreed, 19% remained neutral, 18% and 4%
disagreed and strongly diaagreed respectively in encouragement on good performance.

Table 4.2.14 view of respondents on team spirit in organization
b. Agree 42 42
c. Neutral 11 11
d. Disagree 21 21
Total 100 100
Chart 4.2.15
Team spirit in organization
INTERPRETATION:
From the above table it is analysed that 33% respondents strongly agreeing to having team spirit in
the organization , agreed 42%, 11% neither agreed nor disagreed, 21%disagreed and 3% strongly
disagreed .
Table 4.2.15 view of respondents on level of satisfaction
b. Agree 66 66
c. Neutral 7 7
d. Disagree 3 3
Total 100 100
Chart 4.2.15
Level of satisfaction
INTERPRETATION:
From the above chart it is found that 23% of the employees strongly agreed to level of satisfaction,
whereas only 1% was strongly disagreeing to it.

Table 4.2.16 view of respondents on organization rules and regulation
b. Agree 54 54
c. Neutral 8 8
d. Disagree 10 10
Total 100 100
Chart 4.2.16
Organization rules and regulations
INTERPRETATION:
From the above table it is analyzed that 25% respondents are strongly agreeing to following rules
and regulations, 54% agreed %, 8% neither agreed nor disagreed, 10%disagreed and 3% strongly
disagreed
Table 4.2.17 view of respondents on facilities provided
b. Agree 42 42
c. Neutral 8 8
d. Disagree 19 19
Total 100 100
Chart 4.2.17
Facilities provided
INTERPRETATION:
From the above table it is interpretated that 28% of the employees strongly agreed to facilities
provided, 42% agreed, 8% remained neutral, 18% and 4% disagreed and strongly disagreed
respectively in facilities provided.

Table 4.2.18 view of respondents on safe working environment
b. Agree 33 33
c. Neutral 3 2
d. Disagree 2 3
Total 100 100
Chart 4.2.18
Safe working environment
INTERPRETATION:
From the above chart it is found that most of the employees strongly agreed to having safe working
environment, whereas only 1% was strongly disagreeing to it.

Table 4.2.19 view of respondents on clean and hygienic work environment
b. Agree 35 35
c. Neutral 14 14
d. Disagree 23 23
Total 100 100
Chart 4.2.19
Clean and hygienic work environment
INTERPRETATION:
From the above table it is interpretated that 21% of the employees strongly agreed tohaving better
working conditions,35% agreed, 14% remained neutral, 23% and 7% disagreed and strongly
disagreed respectively.
Table 4.2.20 view of respondents on discussion with superiors
b. Agree 36 36
c. Neutral 23 23
d. Disagree 16 16
Total 100 100
Chart 4.2.20
Discussion with superiors
INTERPRETATION:
From the above table it is analyzed that 17% respondents are strongly agreeing to having
discussions with the superiors , 36% agreed %, 23% neither agreed nor disagreed, 16%disagreed and
8% strongly disagreed.
Table 4.2.21 view of respondents on performance appraisal
b. Agree 55 55
c. Neutral 21 21
d. Disagree 4 4
Total 100 100
Chart 4.2.21
Performance appraisal
INTERPRETATION:
From the above chart it is found that 18% of the employees strongly agreed to performance
appraisal, 55% agreed whereas only 2% was strongly disagreeing to it.

Table 4.2.22 view of respondents on change of job
b. Agree 60 60
c. Neutral 15 15
d. Disagree 7 7
Total 100 100
Chart 4.2.22
Change of job
INTERPRETATION:
From the above table it is interpretated that 15% of the employees strongly agreed to change the
job if the task alloted is monotonous ,60% agreed, 15% remained neutral, 7% disagreed and 3%
strongly disagreed .
Table 4.2.23 view of respondents on training provided by organization
b. Agree 63 63
c. Neutral 14 14
d. Disagree 2 2
Total 100 100
Chart 4.2.23
Training provided by organization
INTERPRETATION:
From the above chart it is found that 21% of the employees strongly agreed on training provided to
them, 63% agreed and nobody strongly disagreed to it.

Table 4.2.24 view of respondents on knowledge sharing activities
b. Agree 65 65
c. Neutral 6 6
d. Disagree 4 4
Total 100 100
Chart 4.2.24
Knowledge sharing activities
INTERPRETATION:
From the above chart it is found that most of the employees agreed in sharing their knowledge
within the team.

4.3 Chi – square- one way calculation
Table 4.3.1 To test whether there is any significant difference in opinion among the respondents
towards attaining the career objectives,
O E O-E (O-E)2 (O-E)2/E

Strongly 56 20 36 1296 12.96
agreed
Agreed 27 20 7 49 .49
Neutral 15 20 -5 25 .25
Disagree 2 20 -18 324 3.24
Strongly 0 20 -20 400 4

disagree
Total 100 20.94
Null Hypothesis (H0)-

There is no significant different in opinion among the respondents towards attaining the
career objectives.
Alternate hypothesis (H1)-

There is significant difference in opinion among the respondents towards attaining the
career objectives.
Result
Calculated value : 20.94
Tabulated value : 9.488
Interpretation
Since the calculated value is more than the tabulated value, Alternate hypothesis is accepted. Hence
there is significant difference in opinion among the respondents towards attaining the career
objectives.
Chi-square test-two way calculation

Table 4.3.2 to test whether there is any significant difference in opinion among male and female
towards taking risk in the job.
Observed frequency
Taking risk Male Female Total
Strongly agreed 20 7 27
Agreed 21 10 31
Neutral 4 4 8
Disagree 10 10 20
Strongly disagree 8 6 14
Total 63 37 100
Expected frequency of any cell

E= (row total for the row of that cell) * (column total for the row of that cell)
(Grand total)
Table 4.3.3 showing expected frequency

Taking risk Male Female Total
Strongly agreed 17.01 9.99 27
Agreed 19.53 11.47 31
Neutral 5.04 2.96 16
Disagree 12.60 7.40 22
Strongly disagree 8.82 5.18 14
Total 51.7 58.3 100
Table 4.3.4 table showing the calculation of chi-square test.
O E O-E (O-E)2 (O-E)2/E

Strongly 20 17.01 2.99 8.94 0.525
agreed
Agreed 21 19.53 1.47 2.16 0.102
Neutral 4 5.04 -1.04 1.0816 0.214
Disagree 10 12.6 -2.6 6.76 0.536
Strongly 8 17.01 9.01 81.18 4.772

disagree
Total 6.149
Null Hypothesis (H0)-

There is no significant different in opinion among male and female towards taking risk in the
job.
Alternate hypothesis (H1)-

There is significant difference in opinion among male and female towards taking risk in the
job.
Result
Calculated value: 6.149
Tabulated value: 9.488
Interpretation
Since the calculated value is less than the tabulated value, null hypothesis is accepted. Hence there
is no significant difference in opinion among male and female towards taking risk in the job.
4.4 Weighted average analysis
Table 4.4.1 views of respondents regarding the constant training provided to enhance the career .
options No of respondents Total score Mean score
a. Strongly Agree (5) 21 105
b. Agree (4) 63 252 4.03
c. Neutral (3) 14 42
d. Disagree(2) 2 4
e. Strongly 0 0
disagree(1)
Total 100 403
Mean score: Total score

----------------------
No of respondents
403
-------------
100
Interpretation:
Most of the respondents consider the constant training provided to enhance the career is
satisfying.
CONCULUSION
Career planning and development programs as we find from the study
plays crucial role in employee as well as organizations development. Career
planning is an integral part of every organization. It motivates and inspires
employees to work harder and keeps them loyal towards the organization.
Career planning helps an employee know the career opportunities available in
organization. This knowledge enables the employee to select the career most
suitable to his potential and this helps to improve employee’s morale and
productivity. On the basis questionnaire and personal interviews with the
employees It was also found that promotion is the major reason that sticks them
with the current job. Employees also prefer sound recognisation as well as
proper training. So for conclusion, the objectives of the study, to get the overall
knowledge about actually what the career planning and development is, the
scope of such programs in the banking industry are adequately fulfilled. And
study concludes that in banking industry because of its monotonous task and
due to tough pressure as well as more stress and frustration, need to be handling
the careers of most valuable asset that is the People. Conclusively that was
worthwhile to choose such topic as project, which is not only important for an
employee and employer, But for the researcher also to select the career, a in
particular line and may be a particular industry in which one wants to make the
career and get enough chances of advancement in career.
SUGGESTION
 Awareness about career planning and development has to be made among
employees.
 Proper training and development activities have to be provided to the
employees.
 The organization must improve upon their working conditions.
 Employees should be motivated with rewards and recognisation.
 Superiors must encourage their subordinates to perform better.
 Trust and good faith have to be inculcated in employees through team
building exercises.
LIMITATION
Despite planning the career, employees face certain career problems. They are:
1. Dual Career Families:-

With the increase in career orientation among women, number of female employees is on
increase. With this, the dual career families have also been on increase. Consequently, one of
those family members might face the problem of transfer. This has become a complicated
problem to organizations. Consequently other employees may be at disadvantage.
2. Low ceiling careers:-

Some careers do not have scope for much advancement. Employees cannot get promotions
despite their career plans and development in such jobs.
3. Declining Career Opportunities:-

Career opportunities for certain categories reach the declining stage due to the influence of
the technological or economic factors. Solution for such problem is career shift.
4. Downsizing and careers:-

Business process reengineering, technological changes and business environmental factors
force the business firms to restructure the organizations by and downsizing. Downsizing
activities result in fixing some employees, and degrading some other employees.5. Career
planning can become a reality when opportunities for vertical mobility are available.
Therefore, it is not suitable for a very small organization.
5. Others:-
Several other problems hamper career planning. These include lack of an integrated human
resources policy, lack of a rational wage structure, absence of adequate opposition of trade
unions, lack of a good performance reporting system, ineffective attitudinal surveys, etc.
BIBLIOGRAPHY
Books
1. Research Methodology by R.M. Shrivastav
2. Human Resource Management by C. B. Mamoria
3. Personal Management by V. P. Michel
4. Human Resource Development by S.S. Khanka
Websites
1. www.sunflag.com
2. www.wikipedia.org
3. www.hr.com
4. www.google.com
Journal
1. Encyclopedia Britannica (kl.ed.). “Personal administration is also
frequently called personal management, industrial relations, employee
relations The Horizontal Corporation”. Business Week. 1993-12-20.
2. Mitchell, J., Coles, C., and Keane, J. (2009) Upgrading along value chains:
Strategies for Development Institute.

Questionnaire
CAREER PLANNING AND DEVELOPMANT OF EMPLOYEES IN BANK
Name:
Qualification:
Marital Status: Single Married
Age: Adult (21-40) years Mid life Adults (40-55) years
Years of experience: Less than 5 years 6 to 10 years 11 to 15
Years: More than 15 years
The response is collected on a five point scale

1 = strongly agree
2=agree
3=neutral
4=disagree
5=strongly disagree
No particulars Strongly Agreed Neutral Disagree Strongly
agreed disagree
1.
2. I have been successful in attaining
my career objectives
1
3.
4. It is important for me to work
hard, even if I don’t like the work
2
5.
6. I will give the best of my abilities
to the organization.
3
7.
8. I always wish to complete my job
on time
4
9.
10. I have used all the skills in my job
11.
12. I have been involved in lot of
activities which are part of my job
6
13.
14.
15. I have been positions offered for a
7 comfortable fit.
16.
17. I am aware of career planning
exercise done in banks
818.
9 I have the freedom to do what I
want in my job
10 I am afraid to take risks in my job
11 My manager encourage me to take
up creative job
12 This qualities have been
recognized and rewarded in my
work place
13 The company encourages
employee for good performance
14 There is a high level of team spirit
in my organization
I have good growth in my
organization
15
All facilities require to my job is
provided
17
18 Company provides me a safer
environment
My workplace has clean and
hygienic environment
19
I frequent discuss with team
supervisors to plan ahead for my

20
advancement
The performance appraisal process
paves for good advancement in

21
career
I constantly look forward for
change in job if allotted task is

22
monotonous
Opportunities for advancement
are encouraged
23
Constant training is provided by
my organization to enhance my
24
career
Supervisor encourages for
knowledge sharing activities within

25
the team

Ankita Haware - Career Palnning-SISCO

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Ankita Haware - Career Palnning-SISCO

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INTRODUCTION

The ASM commenced production in the year 1997, enabling Sunflag to

The Sunflag Group

Sunflag's activities range from making artificial leather, synthetic fibres,

With a pragmatic investment policy, professional management and a

Zebra's and Lions, giraffes and Country of colorful costumes,

antelopes, grasslands and icy "talking drums" and traffic jams,

mountains and Safaris. But most a country that has catapulted

of all Kenya is people. A nation itself into the industrial world

emerging from its agricultural with the oil boom.

past into modern, vibrant industrial estate.

TANZANIA UNITED KINGDOM

of Snow covered peaks of and built an empire that never

Kilimanjaro, lakes of Tanganyka, saw the setting sun, a country

Victoria and Nyasa, the rift that revolutionized industry.

valley and Zinjanthropus. Cloves England, the centre of

that add spice to our lives international commerce and industry.

known for its pygmies, vast rain technology.

Address: Phone: Fax

REGD & HEAD OFFICE 0091-712 -2520356

NAGPUR 0091-712 -3258442

SUNFLAG IRON & STEEL CO. LTD

A Career has been defined as the sequence of a person's experiences on

A career is a sequence of positions/jobs held by a person during the

According to Edwin B. Flippo,“A career is a sequence of separate but

According to Garry Dessler, “The occupational positions a person has

Many of today's employees have high expectations about their jobs.

ii) To find out the career planning methods in SISCO.

iii) To study the impact of career planning on employees in SISCO.

iv) To study the efficiency of career planning in organization

v) To study the growth & opportunity given to the employees.

Primary research consists in research to collect original data. It is

issue by collecting secondary data. This can be through numerous forms,

including questionnaires, direct observation and telephone interviews

amongst others. There are basic approaches to data collections using

primary methods. The term primary research is widly used in academic

research, market research and competitive intelligence.

Secondary data is data collected by someone other than the user.

Common sources of secondary data for social science include censuses,

surveys, organizational records and data collected through qualitative

methodologies or qualitative research. Primary data, by contrast, are

collected by the investigator conducting the research.

 Interview with Manager

A Hypothesis is tentative generalization, the validity of which has got

to be tested. Hypothesis at its initial stage may be an imagined idea or more

given. A hypothesis is made in order to find out correct explanation of the

phenomenon through investigation. On the basis of the hypothesis facts are

observed and collected when by verification. The hypothesis is found to be

tire a theory is obtained.

 That career planning helps in evaluating the work interest of

 That career planning has greater impact on accumulability of

 That career planning build the trust of employees to employer

 That career planning enhances the capability of work performance of

Career, it cannot be forgotten, is intensely particularistic in its basics; it

Career Planning is a relatively new personnel function. Established

Career Planning aims at identifying personal skills, interest, knowledge and

 To attract and retain the right type of person in the organization.

Table 4.1 shows the data classification of the respondents

S.NO Particulars factor No of respondent percentage