Jeevanasri Final Project

A Study On
TRAINING AND DEVELOPMENT AT DERDGING CORPORATION OF INDIA

LIMITED, VISAKHAPATNAM
AT
A project report submitted in partial fulfilment of the requirements for the award of degree of
MASTER OF BUSINESS ADMINISTRATION
By
CHINTADA JEEVANASRI
Register no: 22331E0028
Under the Guidance of
Dr M.V.V. BHANU
MBA(Ph.D)
Associate Professor
DEPARTMENT OF MANAGEMENT STUDIES
MVGR COLLEGE OF ENGINEERING (AUTONOMOUS)
Approved by AICTE and permanently affiliated to JNTU-Kakinada Accredited by NBA of

AICTE and NAAC-A of U.G.C Chintalavalasa, Vizianagaram-535005
2022-2024
DECLARATION
I hereby declare that the project report entitled “A STUDY ON TRAINING AND
DEVELOPMENT” with reference to DREDGING CORPORATION OF INDIA
LIMITED at VISAKHAPATNAM, is an original and bonafide work undertaken by me
during the course of internship project work and all contents and facts are prepared and
presented by me without any bias.
I also declare that it has not previously formed the basis for the award to me for any
degree/diploma associate ship, fellowship or other similar title, of any Institute/Society. This
project is in partial fulfilment of the requirement for the award degree of MASTER OF
BUSINESS ADMINISTRATION by JNTU Vizianagaram.
PLACE: VIZIANAGRAM (CH. JEEVANASRI)
DATE: 22331E0028
ACKOWLEDGEMENT
With great pleasure, I express my deep sense of gratitude to the management of
“DREDGING CORORATION OF INDIA LIMITED” I convey my sincere thanks to the

organization that has motivated me with their valuable suggestion and helped throughout the
project in permitting to perform various tasks in this esteemed organization.
I express my sincere thanks to Mr. DURGA PRASAD MALLIA, HR MANAGER,

DREDGING CORPORATION OF INDIA LIMITED, VISAKHAPATNAM for their kind
co-operation to complete my project work successfully.
I would like to thank Dr. M.V.V. BHANU, Distinguished Associate Professor.

Department of management studies, and MVGR College of Engineering for his valuable
guidance and intellectual suggestion during this project. I would like to extend my sincere
thanks to my faculty.
I would like to forward my sincere thanks and gratitude to our Head of the Department
Dr. GVSSN. SANYASIRAJU Department of management studies, MVGR College of
Engineering. For their motivation and guidance during the course of study.
I would like to forward my sincere thanks and gratitude to our principal R. RAMESH
for availing me the opportunity to do this project work.
CHINTADA JEEVANASRI
(22331E0028)
PREFACE
Human resource management is primarily concerned with the human element within
an organization's management structure. Given that every organization is fundamentally
composed of individuals, the process involves acquiring their services, nurturing their skill sets,
motivating them to perform at high levels, and ensuring their ongoing commitment to the
organization. These aspects are crucial in achieving the organizational objectives.
The purpose of this project is to gain an understanding of the Training and

Development in place within the organization. Training and Development is a structured
program with different methods designed by professionals in a particular job. It has become
the most common and continuous task in any organization for updating skills and knowledge
of employees in accordance with changing environment.
The project aims to furnish the reader with insights into the Training and Development,
enhancing and understanding the diverse objectives that aim to accomplish. Particular
emphasis is placed on employees within the DCIL, VISAKHAPATNAM.
This project has not previously formed the basis for the award to me for any
degree/diploma associate ship. This project is in partial fulfilment of the requirement of
academic purpose and it is based on my findings, understanding and observation.
CHAPTER- IV DATA ANALYSIS AND INTERPRETATION
 Training And Development at Dredging Corporation of India Limited

 Data analysis and Interpretation
CHAPTER- V SUMMARY, FINDINGS AND SUGGESTIONS
 Summary
 Findings
 Suggestions
 Conclusions
BIBLIOGRAPHY AND REFRENCES

CHAPTER-I
 Introduction
 Need for the study
 Objective of the study
 Research methodology
 Limitations if the study
CHAPTER I
INTRODUCTION
Human resource management is the strategic approach to the effective and

efficient of people in a company or organization such that they help their business gain a
competitive advantage. It is designed to maximize employee performance in service of an
employers strategic objectives. Human resource management is primarily concerned with the
management of people within organizations, focusing on policies and systems. HR department
are responsible for overseeing employee-benefits design, employee recruitment, training and
development, performance appraisal and reward management, such as managing pay and
employee-benefits systems. HR also concerns itself with organizational change and industrial
relation, or the balancing of organizational practices with requirements arising from collective
bargaining governmental laws.
The overall purpose of human resources is to ensure that the organization is able
to achieve success through people. HR professionals manage the human capital of an
organization and selecting, training, and developing employees, as well as maintaining
employee relations or benefits. Training and development professionals ensure that employees
are trained and have continuous development. This is done through training programs,
performance evaluations and reward programs. Employee relations deal with the concerns of
employees when policies are broken such as cases involving harassment or discrimination.
Managing employee benefits includes developing compensation structures, parental leave
programs, discounts and other benefits for employees. On the other side of the field are HR
generalists or partners. These HR professionals could work in all areas or be labour relations
representatives working with unionized employees.
Training is a vital phase of management control. One of the means of reducing

accidents, eliminating wastages and increasing quality is training in these areas. The scope of
the study deals with the aim of training method used in the organization. This stresses on the
significance of training on employee performance, and satisfaction of employees under scope.
The study will be useful for the organization to determine the success of training provided.
NEED OF THE STUDY
Training is the most important technique of human resource development. As stated
earlier, no organization can get a candidate who exactly matches with the job and the
organizational requirements. Hence, training is the most important to develop the employee
and make him suitable to the job. Training and development is vital part of the human resource
development. It is assuming ever important role in wake of the advancement of technology
which has resulted in ever increasing competition, rise in customer expectation of quality and
service and a subsequent need to lower costs. It is also become more important globally in
order to prepare workers for new jobs. In the current write up, we will focus more on the
emerging need of training and development, its implications upon individuals and the
employers.
Training is also necessary for the individual development and progress of the employee,
which motivates him to work for a certain organization apart from just money. We also require
training update employees of the market trends, the change in the employment policies and
other things.
OBJECTIVES OF THE STUDY
The study has undertaken with the following specific objectives, which
provide the framework for the study.
1. To study the overview of Dredging corporation of Indian Limited.
2. To study existing training and development practices in DCIL.
3. To study the review of literature on the selected topic

4. From the secondary data and my field observation, the following findings and
suggestions here.
SCOPE OF THE STUDY
The scope of the study deals with the aim of training method used in the organization,
training importance, its significance on employee performance and satisfaction of employees
cover.
Training and development refers to educational activities within a company created to
enhance the knowledge and skills of employees while providing information and instruction
on how to better perform specific tasks.
Training is a vital phase of management control. The study will be useful for the
organization to determine the success of training provided. It is a short term reactive process
meant for operatives and process while development is designed continuous pro-active process
meant for executives.
In training, the initiative is taken by the management with the objective of meeting the
present need of an employee. In development, initiative is taken by the individual objective to
meet the future need of an employee.

METHODOLOGY & SAMPLING
METHODOLOGY:
Research methodology (RM) is the specific procedures or techniques used to identify,
select, process, & analyse information about a topic. In research the methodology section
allows the reader to critically evaluate a study's overall validity and reliability of the data.
PRIMARY DATA:
It is the information collected directly without any references. In this study it is gathered
through interview with concerned officer and staff either individually or collectively. Some of
the information where verified and supplemented through personal observation. Conducting
personal interviews with the concerned officer in the HR Department of DCI.
SECONDARY DATA:
The secondary data was collected from already published sources such as pamphlets of
annual reports, returns and internal records.
The data collection that includes:
 Collection of required data from annual record of DCI
 Reference from text books and journals relating to HRM

LIMITATIONS
Every study is conducted under some limitations. Some of the limitations of my study are as
follows:
 Some information is not available due to confidential matters.
 The study is based only on information provided in the public documents such as annual
reports of the company.
 Lack of availability of employees, consisting for particular period of time has been a
major disadvantage.
 The study is based only on the information let out by DCIL and other external company
websites.
CHAPTER-II
 Industry profile
 Company Profile of (Dredging Corporation of India Ltd)
INDUSTRY
PROFILE
The Dredging Corporation of India Limited (DCI) was established in the year 1976
to provide dredging services to the Major Ports of the country in India. DCI is a pioneer
organization in the field of dredging and maritime development. DCI is fully equipped to
offer the complete range of dredging and allied services to the users in India and Abroad and
to provide the vital inputs for the national development, Its Head Office is strategically
situated on the east coast of India at Visakhapatnam. DCI helps to ensure continuous
availability of the desired depths in the shipping channels of the major and minor Ports, Indian
Navy, Fishing Harbours, and other maritime organizations. It further serves the Nation in a
variety of ways, be it capital dredging for creation of new harbours, deepening of existing
harbours or maintenance dredging for the upkeep of the required depths at various Ports along
the 7,500 KM coastline of India. DCI owns most modern and sophisticated fleet consisting
of two cutter suction Dredgers, Ten Trailer suction Dredgers, one backhoe one inland and
other ancillary crafts.
Government of India has disinvested it complete holding in DCI of 73.47% to the four
ports Visakhapatnam port trust (19.47%), Jawaharlal Nehru port trust (18%) and Deendayal
port trust (18%) on 8th march 2019 along with transfer of Management and control. The shares
of the company are listed at Mumbai, Calcutta & National stock Exchanges of India.
MISSION STATEMENT OF DCI

To provide value addition to our stakeholders through holistic, innovative and
environmentally sustainable Solution in the fields of
1. Dredging and Reclamation
2. Marine Construction
3. Marine Services
4. Shallow Water/Inland Dredging
5. Under Water Mining
6. Project Consultancy
VISION STATEMENT OF DCI
To become a global player of integrated Dredging service by maintaining high

professional standards with specialist knowledge of environmentally-friendly dredging
techniques, innovative approach and focus on health, safety and cost efficiency
OBJECTIVES OF DCI
• Maintaining its number one position in Indian dredging sector.
• To make forays into global market through formation of joint ventures with reputed
international companies and/or chartering of vessels.
• To improve the human resources capital of the company by sustained programme of
training and recruitment.
• To initiate integrated e-governance in all the functional area of the company through
the DCI FIIT Project, that is DCI’S functional integration through information
technology.
DCI- Towards a Bright Future

In order to meet the increasing demands of the future, DCI has ambitious plans to
procures more trailer suction hopper dredgers and cutter suction dredgers to increase its
dredging capacity and to upgrade its existing fleet as well as expand its services in India and
abroad.
With a dedication team of professionally qualified and experienced personnel, who

constitute the backbone of the organization, DCI is fully geared to meet the any kind of
dredging challenges in the time to come and is confidently looking forward for a bright
future
DCI CONTAINS THE FOLLOWING DREDGERS

TYPES OF DREDGERS
DCI DREDGE-VIII Brief Specification
Year of built-1977
Length overall-124.30
Breadth-19.50M
Draft-8.50M
Speed in knots-13
Hopper Capacity-6500M3
Propulsion power-4X1670HP
Dredging Power-2X1900HP
Maximum Dredging Depth-25.0M
Gross tonnage-8151
Official CallSign-1747ATRM
Inmarsat id-441956510
DCI Dredge-XVIII Brief specification
Length overall-88.00M
Length between prependiculars-76.20M
Breadth moulded-16.00M
Breadth moulded-16.00M
Depth moulded-4.35M
Draft -3.00M
Dredge pump-4050KW@775RPM
Cutter power-1600KW
Max. dredging depth-25.00M
Pipeline Distance-3000M
Anchorage System-side Winches System Classification
India Register of shipping-29769
Lloyd’s Register of Shipping-9475442

DCI Survey Launch-1 Brief Specification
Details of dci Survey launch-1
Built -GOOD WILL ENGINEERING
Built in-PONDYCHERY
Year of Built-1998-99
Length overall-12.5M
Breadth Moulded-3.8M
Depth at side-1.85M
Max draft -1.2M
Speed of the launch-9.0KNOTS

Backhoe Dredge
Backhoe dredger, DCI Dredge BH-1 with BA800 Excavator built by shipyard DE Donge,
the nether land at a contract price of euro 18.5 million (Rs.129 Crores approx) was taken
over by DCI on 22nd November 2011.
Length-55.68m
Breadth-16.00m
Depth-3.50m
GRT-977
NRT-293
Dredging Depth (Max)-21.5m
Penetration capacity (Max)-90tons
Hourly production rate(max)-370cu.m./hr
Accommodation-8persons
Capable to dredge clay, soft rock & blasted rock having a compressive strength of 5mpa and
compact soil of N value 80. Capable to navigate in the ports with assisted propulsion.
DCI ID Ganga
Name of the ship-DCI ID GANGA
Port of Registry-Kakinada , Andhra Pradesh
Gross Tonnage-132
Net Tonnage-40
Class-Indian Register of shipping +IWL, Zone1”cutter suction Dredger”
Dredge pump -Mark: ITALDRAGHE, Model: SGTY 500R NB, SUCTION/Delivery
Dia:490/480mm, Impeller Dia:1200mm(5blades), RPM;503
Cutter Power-180KW
Light Weight of Ship-206.93Ton
Breadth (MId)-8.30M
DCI Dredge-XI
Draft-7.50M
Speed in Knots-13.80
Propulsion Power-2X5250HP
Gross Tonnage-5159
Official Call Sign-2140VVGS
Inmarsat-441956710
DCI Survey Launch II&III Brief Specification
Name of the launch-DCISURVEY LAUNCH-II&III
Built By-TEBMA SHIPYARD LIMITED
Built In-CHENNAI
Year of Built-2009
Length Overall-16.00M
Breadth Moulded-4.50M
Year of Built-1990
Breadth-21.0M
Dreaft-5.50M
Dredging power-2x1005HP
Gross Tonnage-6355
Official Call Sign-2406VTTM
Inmarsat Id-441956810
DCI Multicat-1 Brief Specification
Name -DCI Multicat-I
Year of Built -2015
Length overall-32.003M Breadth-

12M
Moulded depth-4M
Speed in knots-10knots
Dead weight-62.25MT
Propulsion Power2685kw
DCI DREDGE XIV
Breadth-21.0M
Draft-5.50M
Speed in knots-13

Gross Tonnage-6355
Official Call Sign-2407VTTN
DCI Dredge XV Brief Specification
Year of built-1999
Length overall -122.0M
Breadth-20.30M Draft-
8.50M
Speed in knots-14.80
HopperCapacity-7400M3
Dredging power-2X1552HP
Gross Tonnage-8070
DCI DREDGE XVI Brief Specification
Year of built-2001
Breadth-20.30M
Draft-8.50M
Dredging power-2X1552HP
Gross Tonnage-8049
Official Call Sign-2875VTKU
Inmarsat Id -441900170
DCI DREDGE XVII
Year of built-2001
Breadth-20.30M
Draft-8.50M
Hopper capacity-7400M3
DREDGE DCI XIX
Brief Specification
Year of built-2012
Breadth-21.30M
Dreaft-7.50
Hopper Cpacity-5500M3
Propulsion power-2X4100KW
Official Call Sign-3733AVGY

DREDGE DCI XX
Brief Specification
Year of built-2013
Length overall-114.0m
Breadth-21.30m
Draft-7.50m
Maximum dredging depth-25.0M
Official call sign-3733AVGY

DREDGE DCI XXI
Brief Specification
year of built-2013
length overall-114.0M
Breadth-21.30M
Draft-7.50M
DCI Organisation Structure:
The board of directors, C.M.D. being the Chief Executive Officer of the Corporation,
manages the organization. Director (Finance), Director (Tech& amp; Operation), and Chief
Vigilance Officer will assist the Chairman cum Managing Director. The detailed structure of
the organization is given in table. There are 6 departments in the organization each loose
after separate activities.
HUMAN RESOURCE DEPARTMENT
A BRIEF WRITE UP ON HR DEPARTMENT
HR department provides and co-ordinates Human Resource Function in DCI ltd this
Department was earlier known as Personal & Administration Department. The HR
Department functions are as under
1) Career Management & Industrial Relations (CM&IR) Section
The section deals with Manpower planning, Draws up of organization chart, job
specification /job description, creation of posts, Recruitment /promotions, Employment
Returns, SC/ST returns, Industrial Relations of DCI such as negotiations with respective
shore employees unions. Officers associations, Enforcement of Labour Laws, Industrial
Disputes.
2)Shore Establishment (SE) Section:
The Section deals with maintenance of the personal files, services records, leave
records of all the shore employees verification of character and antecedents of new recruits,
Fixation of pay grant of increments, Declaration of probation, posting and transfer of shore
personnel, monitoring and implementation of medical attendance rules, empanelment of
hospitals, settlement of hospitalization bills, project allowance rules, conveyance advance,
grant of incentives for adopting small family norms, higher/additional qualifications, grant of
special casual leave for acquiring higher /qualification, Maintaining of DCI employees HBA
family security mutual fund scheme ,payment of ex-gratia to the family who dies while in
service, grant of conveyance advances, children education advances , issuing forms and
obtaining performance appraisal reports ,forwarding of application, foregin D.A
Resignations ,fixation of D.A in respect of executives and nonexecutive employees,
arrangement of transportation while on transfers and superannuation, organization of
sadbhawna divas and other programmes as per government.
3)General Administration Section(GS)
The section deals with cleaning and maintenance of administrative office Building
(AOB), Central store complex, vacant site at maddilapalem and the residential offices of
CMD& Directors, water supply, power supply, maintenance of lifts. Cleaning of fresh wate
sump and overhead tanks, security, communications, general receipt & Dispatch, Supply of
Office stationery, printing of various formats, transports, canteen, conference hall, recreation
hall, Gymnasium/volleyball court, car parking & scooter/ cycle stand & record room etc.
4)Management Development & Training Section(TRAINING)
The section deals with identification of training needs, designing and conducting of
training programmes, liaisons with the functional departments in the corporation for training
DCCP apprentices as per government. Instructions viz, board of apprenticeship adviser,
Chennai and other reputed institutions/organizations, supervises all training activities and
correspondence with the government of India/training institutions for conducting training
abroad For conducting training abroad for dci employees AIDC(All India Dredging Cadre)
scheme, Tonnage Tax Scheme, etc, and court cases
5)Floating officers section (FE-1)
The section deals with posting and transfers of floating officers, including verification
of character ad antecedents of new recruits, Medical examination, pay fixations, Declaration
of probation, Grant of increments and matters to settlement of claims, Implementation of MUI
agreements, Selection, promotions disciplinary cases, grant of leave repatriation arrangement,
Carriage of family permission on Board, provision of medical aids, while dealing with
Manning, the section take care of statutory requirement/safe Manning document and court
cases etc…
6) Petty officers & crew/MPWS(FE-11)
The section deals with posting and transfer of petty officers, Crew and MPWs
including verification of character and antecedents of new recruits, declaration of probation,
grant of increments and matters relating to settlement of claims, implementation of NUSI and
FSUI agreements, Selection, promotion, disciplinary case, grant of leave, court cases etc…
7)Official Language Section
The section deals with implementation of the provision of the official language Act
and the rules made there under and compliance with the instructions received from time to
time on the subject: correspondence in Hindi: Submit periodical reports on progressive use
of Hindi to the Ministry; Issues instructions to project offices of the corporation regarding
implementation of official language and guides them to ensure compliance, etc.
implementation and co-ordination of RTI Act, RTI manuals; information facilitation counter;
public Grievance; Citizen charter; central library purchase of books periodicals and up-keep
of Central Library; co-ordination work Hindi web-site.
OPERATIONS DEPARTMENT
Operations department is responsible for regular review of projects, monitoring and
reporting progress of projects to the management, Scrutiny and process of proposals received
from project division for approval of competent authority, Budgeting.
TECHNICAL DEPARTMENT
The Technical Department of DCIL functions as a nucleus of engineers to ensure that

the DCI Dredgers/crafts are optimally maintained for undertaking the dredging operations to
fulfil the contractual obligation of DCIL the department liaisons with statutory bodies in order
to perform in accordance with all the applicable national/international rules and regulations.
FINANCE
All the financial activities are dealt by the finance and accounts department.
Procurement of funds are decided by the finance department. Every organization will definitely
maintain finance department to look after its financial activities
INFORMATION TECHNOLOGY
To provide and maintain right I.T and I.T enabled services to the entire fleet and
offices of Dredging Corporation of India Limited (DCIL) The activities of the Department.
LEGAL DEPARTMENT
Regular monitoring of court cases and arbitration matters. Updating to top

management about development on court cases and arbitration matters submission of status
of court cases and arbitration cases to top management on weekly basis preparation of draft
legal notices or reply to legal notices as and when required as per instruction and inputs
received from the parent department.
MARKETING DEPARTMENT
Marketing department has been set up to provide more focus on the marketing
functions keeping in view the government policy to open the dredging market to international
dredging companies.
MAINTENANCE DREDGING
Maintenance Dredging : In every port or harbour designed with certain designed
navigable depth in its channel or water bodies for the safe entry and exit of ships. This depth
will decrease due to deposition of sediments and other material by the influence of littoral
drift, underwater currents wave & tidal actions etc., in a course of time which varies from
port/harbour and depends on rate of siltation. To restore its depth, removing the accumulated
material is inevitable in most of the ports and harbours. The process of removing the
accumulated material is called MAINTENCE DREDGING.
CAPITAL DREDGING
Capital Dredging: It is the process of removing the virgin soil to create the designed
depth in the water bodies/adjacent to water bodies is called CAPITAL DREDGING.
LAND RECLAMATION AND BEACH NOURISHMENT

LAND RECLAMATION
The process of raising the land level to create artificial land either just below or
adjacent to water bodies is called LAND RECLAMATION. The fill material is generally used
from the adjacent water bodies so as to improve the depth in the water bodies as well as to
use to same for creation of land.
BEACH NOURISHMENT
Beach Nourishment: The coastal line in the beach is subject to deposition/erosion of

sediments due to various reasons. However if the rate of erosion is more than rate of
deposition, it is necessity to replace the quantity of erosion to maintain the costal line inact.
The process of deposition of sediments in the coastal line from the adjoining area is called
beach Nourishment.
INLAND WATER DREDGING

Inland/Shallow water dredging refers to the process of removing sediment, debris etc,
from shallow water bodies such as lakes, ponds, fishing Harbour etc. where body tends to be
lower.
PRESENT COMMITMENTS
• Dredging in haldia channel of Kolkata port trust

• Annual maintenance dredging at new sand trap its approaches and other area of
Visakhapatnam port trust
• Maintenance dredging in the channel and harbour of Paradip port
• Maintenance dredging of Mumbai Harbour channel and JN port channel
• Post Monsoon Maintenance dredging at new Mangalore port
• Maintenance Dredging at Mormugao port trust
• Dredging in river Muriganga in P.S.Kakwid and sagar ,District south 24 parganas
• Capital dredging for proposed south and north BOT dock complex at Pradip port
• Maintenance dredging at cochin shipyard
• Transportation and pumping of dredged material from PPT sand trap to NRL CRUDE
OIL import terminal plot for reclamation
• Chartering of DCI backhoe BH-1 to M/S J P offshore

• Maintenance dredging of entrance channel, AD Basin, Turning Circle and all berths
of Chennai port.
DCI BRANCHES
• Visakhapatnam (Head office)
• Kolkata
• Odisha
• Chennai
• Kochi
• Delhi
• Mumbai
DCI BOARD OF DIRECTORS
• Dr. Madhaiyaan Angamuthu IAS (Chairman of Visakhapatnam Port Authority)
• Capt.S.Divakar( Managing Director and CEO)
• Shri .Sanjay Sethi, IAS- Non-executive Director (Chairman of Jawaharlal Nehru Port
Trust)
• Shri. S.K .Mehta, IFS- Non-executive Director ( Chairman of Deendayal Port Trust)
• Shri.PL Haranadh, IRTS-Non-executive Director ( Chairman of Paradip Port Trust)
• Shri. Nutum Guha Biswas IAS(retired)- Independent director
• Shri. Vinod kumar pipersenia IAS (retired)- Independent director
• Shri. Rajat Sachar IES (retired)- Independent director
• Shri. Lov Verma, IAS(retired)- Independent director
• Shri. Arun Kumar Gupta- Independent Director

CHAPTER-III
• Literature Review
• Theoretical Framework of Training & Development
Literature Reviews :
Article Review 1:
The importance of training and development in employee performance and evaluation:

Walters, K. (2018). This article highlights the importance of training and development for
employee performance and evaluation. It argues that employees are essential for an
organization's success and that their capabilities are key to achieving a competitive advantage.
The authors acknowledge that while there's been a lot of research in this area, challenges still
exist. They aim to provide information on employee training, development, performance, and
evaluation. They also discuss the benefits of implementing effective training and development
programs.
Article Review 2:
Role of training and development on work proficiency: Shukla, T. (2017). This research
paper investigates the importance of training and development (T&D) for employees in IT
companies. The fast-paced IT industry demands constant skill updates, and T&D programs are
crucial for employee proficiency. The study conducted on IT employees in Delhi NCR suggests
that T&D helps employees improve their job proficiency and stay updated on new technologies
and skills. The paper also highlights the positive influence of employee attitude on the
effectiveness of T&D programs. Overall, the research emphasizes the significance of T&D in
achieving organizational goals by enhancing employee skills and motivation.
Article Review 3:
The impact of training and development on employees performance: Raja, M. (2016).

This study investigated the link between training, development, and employee
performance/productivity in Jordanian transportation companies. The research design assumed
no relationship (HO) and tested positive relationships (H1-H6) through a survey of 188
employees. Statistical analysis showed positive correlations between training/development and
performance/productivity, suggesting that training programs significantly improve employee
effectiveness.
Article Review 4:
Educating teachers to enact the science of learning and development: Flook, L. (2015).
This article argues that recent advances in our understanding of child development and learning
require significant changes in how teachers are prepared .The authors highlight a contrast
between traditional educational practices and those based on this new knowledge. Traditional
practices often assume fixed intelligence, standardized learning, and memorization. Newer
approaches emphasize personalized learning, development of the whole child, and building on
a child's background knowledge and cultural experiences. The article concludes by calling for
teacher preparation programs that provide educators with the knowledge and skills to enact
these new practices.
Article Review 5:
Johnson, L., & Anderson, S. (2014) Has done his research in the topic “Leadership
Development Programs” The influence of leadership development programmes on people and
organisations is the main topic of this review. To pinpoint essential elements, best practises,
and results connected to leadership development programmes, the authors review recent
research. The review covers a range of methods for developing leaders, such as formal courses,
hands-on learning, coaching, and mentoring. It investigates how well these programmes work
to foster personal development, improve organisational performance, and build leadership
skills. The assessment highlights the significance of coordinating leadership development with
organisational goals and offering participants ongoing assistance.
Article Review 6:
Eron Shaji et.al (2019): Has done research on the influence of e-learning in training and
development systems in the organizational study. Training is about acquiring new skills. The
development includes the learning experiences and practicing the knowledge skills attitude
which improves the overall personality of the individual. This study is to determine the
significance of training and development program on employee’s performance, and
relationship between training and development on employee’s performance. This study mainly
focuses on Training and development, individual behaviour, organization, individual skills and
knowledge. The main objective of the study is to grow to global needs for the talent is research
and development of solution's learning help to achieve all activities. The major workforce of
training sometimes and its supports the organization's goals.
Article Review 7:
Bruce (2020): Has researched the evolution of the training and development field and
presented the projections for future inquiry in this important domain. He stated that employee
training and development will continue to be a priority, for the hospitality and tourism industry.
This research when focuses on workplace learning, employee development, and employee
training. He concluded that the framework of training was established to clearly explain the
needs of the framework, and the number of complexities that emerge from the public growth
in information resource.
Article Review 8:
Linking training and development to employees attitudes and behaviours: the mediating
role of engagement – 2023 Because employees’ positive attitudes and behaviours are
important to ensure organizational performance, organizations attempt to carry out human
resource practices to shape these attitudes and behaviours. This paper aims to examine this
issue by focusing on the effects of training and development (TD) on employee engagement
(EE), satisfaction (ES) and retention (ER).
Article Review 9:
Exploring the Link between Training and Development, Employee Engagement and
Employee Retention – 2022 Training the employees also helps to reduce the revenge motive
in managing stress levels and conflicts. 66% of employees have shown a high engagement
level. In this research study, secondary qualitative methods have been incorporated with the
help of a systematic review method of analysis. The major finding of the study includes that
the training and development of the employees play a crucial role in the growth and
development of the business organization. Implementing different innovative strategies made
by different organizations helps to improve performance levels and results in high productivity
and profitability. It helps to upgrade the organization's profile and reputation. Challenges faced
by the organization include the fulfillment of the need and requirements of the employees
associated with job satisfaction along with the safety and security of the job role. The impact
of training and developmental procedures on the employees helps to increase engagement.
Article Review 10:
The Role of Training and Development on Organizational Effectiveness – 2021 The aim
of this study is to investigate the relationship between training and development with
organizational effectiveness. The research data is collected by developing questionnaire, the
research is of qualitative method which tends to address the quality of things in a depth rather
than numerical data about the questionnaire , its composed of two parts, the first one interested
in collecting personal data, which the second section is shining light on the areas of the sample
were both male and female The researcher had collected the data at private universities by using
a random sample , 120 questioners were delivered to different levels of employee at private
universities and 102 of them responded to it , the analysis was undertaken by using SPSS. In
this study, the researchers tried to shine a light on the training and development and how they
can affect effectiveness of an organization for which the researchers decided to choose private
universities to distribute my questionnaire and receiving them after they have filled it. the first
research question that the researchers have found there is relationship between training and
development and also the second research question that the researchers have found that there a
direct impact of development programs on the organizational effectiveness and its progress and
development is essential for an effective organization.
Article Review 11:
The Impact of Training and development on Employee Productivity- (2020)

Employees are vital organizational asset that must be proactively or reactively empowered
through training and development to bridge the knowledge and skills gap created by the current
dynamic working environment. Training and development is a veritable tool used in providing
employees with the requisite knowledge and skills to effectively and efficiently undertake job
task. This paper aimed at assessing the impact of training and development on employees’
productivity, the identification of the relationship therein and to suggest how business
organizations can enhance the productivity of its workforce to meet challenges of the
21st century. The conceptual literature review approach was adopted in this project which
involves critically reviewing articles, periodicals, books published in English language
between the years 2000 to 2020 with the view of synthesizing information on ‘training and
development on employees’ productivity’ based on the analysis from existing studies. The
study reveals that employees who are trained are likely to be more skilful, competent, and more
proficient in performing their jobs than the employees’ that are not trained. Training and
development programs are aimed at upgrading both employee and organizational productivity.
It is a process of continuous learning which provides conducive environment for employees to
gain various knowledge, skills (personal, technical and professional) and keeping them on the
right track towards the achievement of organizational mission, vision and goal. It was
concluded that training and development has a positive impact on employee productivity and
organizations should lay emphasis and embark on effective training and development of its
employees to increase their productivity and gain competitive edge over competitors.
Implications for future research may include moderating variables such as age, team work,
lifestyle, and level of education.
Article Review 12:
Role of training & development on employee retention and organizational

commitment – (2020) The value of human capital can easily be increased with the help of
training & development because investment made on personnel is very helpful for the success
of the firms in the current competitive era to increase retention and commitment level of staff.
The major objective of this study is to examine the role of training & development on employee
retention and organizational commitment in the banking sector of Pakistan. The population of
the study consists of major eight banks of Pakistan including Islamic, foreign, public and
private banks. The sequential exploratory design was followed where qualitative and
quantitative data collection methods were used. Purposive sampling was used for the interview
while for questionnaire multistage sampling was used. The finding of the study clearly
indicates that training & developments have significant affiliation and effect on employee
retention and commitment. The training & development play a very vital role in employee
career growth, compensation, skills enhancement and capacity building to provide quality
services to the clients to achieve organizational objective.
Article Review 13:
Impact of Training and Development on Organizational Performance

VVR Kumar(2017) - Training and Development, On the Job Training, Training Design
and Delivery style are four of the most important aspects in organizational studies. The focus
of current study is to understand the affect of Training and Development, On the Job
Training, Training Design and Delivery style on Organizational performance. The back
bone of this study is the secondary data comprised of comprehensive literature review. Four
Hypotheses are developed to see the Impact of all the independent variables on the overall
Organizational Performance. The Hypotheses show that all these have significant affect on
Organizational Performance. These Hypotheses came from the literature review and we
have also proved them with the help of literature review. Results show that Training and
Development, On the Job Training, Training Design and Delivery style have significant
affect on Organizational Performance and all these have positively affect the Organizational
Performance. It means it increases the overall organizational performance. We also prove
our Hypothesis through empirical data. However, results are strongly based on the literature
review.
Article Review 14:
Training and development in the hybrid workplace S Suravi (2024) - With the
rapid transition of companies to the hybrid model of work in recent times, several human
resource management practices need to be transformed to suit the requirements of the new
work model. Training and development is one function that needs to change in the hybrid work
model to ensure its effectiveness. This paper analyses innovations in the training and
development practices of companies and discusses new approaches while applying existing
training models, the ADDIE and Kirkpatrick Models, to adapt to the changes associated with
the hybrid work model.
Article Review 15:
Communication Training and Development McClure,Lynne(2023) - Welcome

to the world of training and development (T& D). Whether this is your first visit or you are a
regular to training and consulting, we plan to guide you through all the facets of the field. The
material for this book has been provided by other writers in the field, as well as from our
personal experiences in training and in teaching courses in T & D. In this second edition we
have enhanced the material in each chapter. We have incorporated the suggestions provided by
our students and our colleagues. We have upgraded the discussion of technology while
recognizing that any information put in print will be outdated by the time it reaches your hands.
With that technology explosion in mind, we have focused on broad-based material rather than
suggesting which specific software you should use.
THEORETICAL FRAMEWORK OF TRAINING AND
DEVELOPMENT
Introduction of Training & Development:
Training and Development is a structured program with different methods designed

by professionals in a particular job. It has become the most common and continuous task in
any organization for updating skills and knowledge of employees in accordance with
changing environment.
Definition:
Training and development initiatives are educational activities within an organization

that are designed to improve the job performance of an individual or group. These programs
typically involve advancing a worker's knowledge and skill sets and instilling greater
motivation to enhance job performance.
According to Eminent Authors “Training and development focuses on identifying,
assuring and helping develop, through planned learning, the key competencies that enable
individuals to perform current or future jobs”.
Dale S. Beach defines training as the organized procedure by which people learn
knowledge and skill for a define purpose. Training refers to the teaching and learning
activities carried on for the primary purpose of helping members of an organization acquire
and apply the knowledge, skills, abilities, and attitudes needed by a particular job and
organization.
According to Swanson & Holton Training and development is defined as a process of
systematically developing work-related knowledge and expertise in people for the purpose of
improving performance. Knowledge, Performance Process Improved performance.
NEED AND BENIFITS OF TRAINING:
Such development, however, should be monitored so as to be purposeful. Without

proper monitoring, development is likely to increase the frustration of employees if when, once
them skills are developed, and expectations raised, they are not given opportunities for the
application of such skills. A good training sub-system would help greatly in monitoring the
directions in which employees should develop in the best interest of the organization. A good
training system also ensures that employees develop in directions congruent with their career
plans. The business world is continuously changing and dynamic, organizations will need to
provide their employee training throughout their careers. If they do not provide continuous
training, they will find it difficult to stay ahead of the competition.
The other benefit of training is that it will keep employees motivated. New skills and
knowledge can help to reduce or minimize.
Employee Training can be used to create positive attitudes through clarifying the
behaviors and attitudes that are expected from the employee by the employer.
Employee Training can be cost effective, as it is cheaper to train existing employees compared
to recruiting new of new employee with the skills you need.
Training can save the organization money and time if the training helps the employee to
become more efficient.
IMPORTANCE OF TRAINING:
Training and development programs provide a host of benefits. They enhance employee
performance, boost employee productivity, reduce employee turnover, and improve company
culture. Explore the importance of training and development programs for employees and
employers by pursuing a career in human resources.
• Increased productivity and performance
• Uniformity of work processes
• Reduced wastage
• Reduced supervision
• Promoting from within
• Improved organizational structure
• Improved knowledge of policies and goals
• Improved and updated technology
• Better workplace environment
Objectives of Training:
• To provide job-related knowledge to the workers.

• To impart skills among the workers systematically so that they may learn quickly.
• To bring about a change in the attitudes of the workers towards fellow workers,
supervisor and the organization.
• To improve the productivity of the workers and the organization.
• To reduce the number of accidents by providing safety training to the workers.
• To make the workers handle materials, machines, and equipment efficiently and thus
to check wastage of time and resources.
• To prepare workers for promotion to higher jobs by imparting them advanced skills.
• To impart the entrants the basic knowledge and skills they need for an intelligent
performance of a definite job.
• To develop the potential of people for the next level job.
TRAINING PROCESS:
Step 1: Decide If Training is needed.
1. Required legally or by order or regulation.

2. To improve job skills or move into a different position.
3. For an organization to remain competitive and profitable.
Step 2: Determine What Type of Training is needed
The employees themselves can provide valuable information on the training they
need. They know what they need/want to make them better at their jobs. Once the kind of
training that is needed has been determined, it is equally important to determine what kind of
training is not needed.
Step 3: Identifying Goals and Objectives
Once the employees' training needs have been identified, employers can then prepare
for the training. Clearly stated training objectives will help employers communicate what they
want their employees to do, to do better, or to stop doing! Learning objectives do not
necessarily have to be written, but in order for the training to be as successful as possible, they
should be CLEAR and thought–out before the training begins.
Step 4: Implementing the Training
Training should be conducted by professionals with knowledge and expertise in the

given subject area; period. Nothing is worse than being in a classroom with an instructor who
has no knowledge of what they are supposed to be teaching! Use in-house, experienced talent
or an outside professional training source as the best option. The training should be presented
so that its organization and meaning are clear to employees. An effective training program
allows employees to participate in the training process and to practice their skills and/or
knowledge.
Step 5: Evaluation Training Program
One way to make sure that the training program is accomplishing its goals is by using
an evaluation of the training by both the students and the instructors Training should have, as
one of its critical components, a method of measuring the effectiveness of the training.
Evaluations will help employers or supervisors determine the amount of learning achieved and
whether or not an employee's performance has improved on the job as a result.
Principles of Training:
Everything you need to know about the principles of training. Training is a continuous
process. It involves lot of time and expenditure. It is therefore essential that training program
be organized after due consideration. Training program should be prepared in the light of the
requirements of the organization as well as the trainees. Training is a process. It is continuous.
It has a long time and cost involved with it for training purpose, a good training policy is to be
prepared Employees and organization both must be benefited by the training policy.
Some of the important principles of training are: -
1. Training Policy:
A clearly defined training policy serves as a guide for designing and implementing training
programme. This type of policy should specify who is responsible for training, what is to be
spent.
2. Learning period:
Models of human learning are studied in order to find out the reasons for fast accurate
learning.
• An individual must be motivated to learn. learning is active but not passive.
• Learning is cumulative process.
• Learners may acquire knowledge more rapidly with guidance. Feedback ensures
improvement in speed and accuracy of learning.
• The learner must secure satisfaction from learning. Education must fulfill human needs,
desires an expectation.
• All human beings can learn.
• Standards of performance should be set for the learner. individual differences play a
large part ineffectiveness of the learning process.
• The rate of learning decreases when complex skills are involved.
• Learning involves long – run retention and immediate acquisition of knowledge.
Motivation:
Employees tend to be most responsive to training programmes. When they feel the need to
learn. Therefore, training must be related to the needs and problems of the trainees as well as
to their abilities and aptitudes. Information which is provided in training as well training
material should be useful. As the effectiveness of an employee depends on how well he is
motivated by management, the effectiveness of learning also depends on motivation.
Reinforcement:
Learning is more effective when there is reinforcement in the form of rewards and punishments.
Trainers should be encouraged to participate, discuss and discover the desirable patterns of
behavior. Examples of positive reinforcement are promotions, rise by means of rewards and
punishments are also called reinforcement. Management should take care to award the
successful trainees.
Participation:
Training is conducted for a specific purpose, primarily to make the trainees gain the
maximum out of it. This objective can be accomplished only when the trainees are highly
participative. This does not happen until the trainees have physical, mental, emotional and
spiritual readiness and interest to under go training.
Progress information:
It is having been found by various research studies that there is a relation between
learning rapidly and effectively and providing right information specifically and as such the
trainer should not give excessive information or information that can be misinterpreted.
Organized Material:
Training material should be properly organized. A complete outline of the whole

programme should be distributed in advance so that the trainees can prepare themselves before
coming. Training material should be prepared by the training section in consultation or help of
the supervisors.
Assessment:
At the end, every aspect of training such as the content, method, trainer, trainee, post-
training performance, productively, change in behavioral pattern and the cost are evaluated and
appraised. If needed, corrective actions are taken as and when required.
Morris Vitals has mentioned the following principles of
training:
• In work, the principle of best speed should be followed.
• Training should lay emphasis on accuracy rather than speed.
• Objectives of practice should be given importance in the training.
• Training imparted under actual working conditions is preferable to formal training or
training in a class.
• That training which consumes less time is considered more efficient,
• Training should be imparted to all employees new and old.
TRAINING METHODS:
As a result of research in the field of training, a number of programs are available some
among these are new methods while others are improvements over the traditional methods.
While others are improvement over the traditional methods. The training programs commonly
used to train operative and supervisory personnel are discussed below. The programs are
classified into on- the-job and off-the-job training programs.
On-The-Job Training Method:
This type of training, also known as job instruction training, is the most commonly used
method. Under this method, the individual is placed on a regular job and taught the skills
necessary to perform that job. The trainee learns under the supervision and guidance of a
qualified worker or instructor. On-the-job training has the advantage of giving first-hand
knowledge and experience under actual working conditions. While the trainee learns how to
perform a job, he is also a regular worker rendering the services for which he is paid. The
problem of transfer of trainee is also minimized as the person learns on-the-job. The emphasis
is placed on rendering services in the most effective manner rather than learning how to
perform the job. On-the-job training methods include:
Job Rotation:
This type of training involves the movement of the trainee from one job to another. The
trainee receives job knowledge and gains experience from his supervisor or trainer in each of
the different job assignments. Though this method of training is common in training managers
for general management positions, trainees can also be rotated from job to job in workshop
jobs. This method gives an opportunity to the trainee to understand the problems of employees
on other jobs and respect them. Job rotation method has been using in the Indian banking sector.
assistant bank manager. Under this method of training candidates are placed in each and every
job starts from clerical job, assistant, cashier and managerial job for the purpose of knowing
importance in nature of every job before handling Asst bank manager position.
Job Instruction:
This method is also known as training step by step. Under this method, trainer explains
the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job.
The trainer appraises the performance of the trainee, provides feedback information and
corrects the trainee.
Coaching:
The trainee is placed under a particular supervisor who functions as a coach in training
the individual. The supervisor provides feedback to the trainee on his performance and offers
him some suggestions for improvement. Often the trainee shares some of the duties and
responsibilities of the coach and relieves him of his burden. A limitation of this method of
training is that the trainee may not have the freedom or opportunity to express his own ideas.
Committee Assignments:
Under the committee assignment, group of trainees are given and asked to solve an
actual organizational problem. The trainees solve the problem jointly. It develops team work.
Apprenticeship:
Apprenticeship is a formalized method of training curriculum program that combines

classroom education with on-the-job work under close supervision. The training curriculum is
planned in advance and conducted in careful steps from day to day. This method is appropriate
for training in crafts, trades and technical areas, especially when proficiency in a job is the
result of a relatively long training or apprenticeship period, e.g., job of a craftsman, a machinist,
a printer, a tool maker, a pattern designer, a mechanic, etc.
Advantages of On-the-Job Training:
• It is directly in the context of job

• It is often informal.
• It is most effective because it is learning by experience.
• It is the least expensive.
• Trainees are highly motivated.
• It is free from artificial classroom situations.
Disadvantages of On-the-Job Training:
• Trainer may not be experienced enough to train, or he may not be so inclined.

• It is not systematically organized.
• Poorly conducted programs may create safety hazards.
Off-The-Job Training Method:
Off-the-job training is conducted in a location specifically designated for training. It

may be near the workplace or away from work, at a special training centre or a resort
Conducting the training away from the workplace minimize distractions and allows trainees to
devote their full attention to the material being taught- However, off-the-job training programs
may not provide as much transfer of training to the actual job as do on-the-job programs. Many
people equate off- the-job training with the lecture method, but in fact a very wide variety of
methods can be used.
Role Playing:
During a role play, the trainees assume roles and act out situations connected to the
learning concepts. It is good for customer service and training. This method is also called ‘role-
reversal’, ‘socio-drama’ or ‘psycho-drama’. Here trainees act out a given role as they would in
a stage play. Two or more trainees are assigned roles in a given situation, which is explained
to the group. There are no written lines to be said and, naturally, no rehearsals. The role players
have to quickly respond to the situation that is ever changing and to react to it as they would in
the real one. It is a method of human interaction which involves realistic behaviour in an
imaginary or hypothetical situation. Role playing primarily involves employee-employer
relationships, hiring, firing, discussing a grievance problem, conducting a post appraisal
interview, disciplining a subordinate, or a salesman making presentation to a customer.
Vestibule Training:
Mostly this method of training will be used to train technical staff, office staff and
employees who deal with tools and machines. Employees learn their jobs on the equipment
they will be using, but the training is conducted away from the actual work floor by bringing
equipment’s or tools to certain place where training is provided, but not work place.
The full feel for doing task without real world pressures. Additionally, it minimizes the problem
of transferring learning to the job.
Program Instruction:
This involves two essential elements: (a) a step-by-step series of bits of knowledge,
each building upon what has gone before, and (b) a mechanism for presenting the series and
checking on the trainee’s knowledge. Questions are asked in proper sequence and indication
given promptly whether the answers are correct. This programmer may be carried out with a
book, a manual or a teaching machine. It is primarily used for teaching factual knowledge such
as Mathematics, Physics, etc.
Case Studies:
It is a written description of an actual situation in the past in same organization or

somewhere else &trainees are supposed to analyze and give their conclusions in writing. This
is another excellent method to ensure full and whole hearted participation of employees and
generates good interest among them. Case is later discussed by instructor with all the pros and
cons of each option. It is an ideal method to promote decision-making abilities within the
constraints of limited data.
Lecture Method:
The lecture is a traditional and direct method of instruction. The instructor organizes
the material and gives it to a group of trainees the form of a talk. To be effective, the lecture
must motivation and create interest among the trainees. An advantage of the lecture method is
that it is direct and can be used for a large group of trainees. Thus, costs and time involved are
reduced. The major limitation of the lecture method is that it does not provide for transfer of
training effectively.
Simulation:
The simulation Method of training is most famous and core among all of the job training
methods. in the simulation training method, trainee will be trained on the especially designed
equipment or machine seems to be really used in the field or job. But those equipment or
machines are specifically designed for training trainees were making them ready to handle the
min the real field or job. This method of planning is mostly used where very expensive
machinery or equipment used for performing job or to handle that job.
Advantages of off-the-job Training:
• Trainers are usually experienced enough to train

• It is systematically organized
• Efficiently created programs may add lot of value.
Disadvantages of off-the-job Training:
• It is often formal
• It may not be based on experience.
• It is expensive.
• Trainees may not be much motivated
• It is artificial in nature.
Benefits of Training and Development:
▪ Employee training and development increases job satisfaction and morale among
employees. Reduces employee turnover.
▪ Increases employee motivation.
▪ Increases efficiencies in processes, resulting in financial gain.
▪ Increases capacity to adopt new technologies and methods.
▪ Increases innovation in strategies and products.
CHAPTER-4
DATA ANALYSIS AND INTERPRETATION

TRAINING AND DEVELOPMENT PRACTICES AT DCIL:
At Dredging corporation of India limited Human resources are considered to be the
most valuable and unique assets of an organization. If the successful management of
organizations human resource is an existing, dynamic and challenging task, especially at a
time when the world has become a global village and economies are in a state of flux. The
scarcity of talented resources and the growing expectations of the modern-day worker have
further increased the complexity of the human resource function.
The rate of change, facing organizations has never been greater and organizations must
absorb and manage change at a much faster rate than in the past. In order to implement a
successful business strategy to face this challenge, organizations, large or small, must ensure
that they have the right people capable of delivering the strategy.
THE CONCEPT OF TRAINING AT DCIL:
After employee is selected, placed and introduced at DCIL he/she must be provided
with the training facilities. Training is the act of increasing the knowledge and skill of an
employee doing skills of an employee for doing a particular job. “TRAINING is a short term
educational process and utilizing a systematic and organized procedure by which employee
learn technical knowledge and skills for a definite purpose”.
Training improves, changes, Molds the employee’s knowledge, skills, behaviour,

aptitude and attitude towards the requirements of the job and organization. Training
employees would be valuable assets to an organization. Organizational efficiency,
productivity, progress and development to a greater extent depend on training.
Organizational objectives like viability, stability and growth can be achieved through
training.
DEVELOPMENT AT DCIL:
Organization development is a complex strategy intended to change the beliefs,

attitudes, values, and structure of organizations so that they can better adapt to new
technologies, markets and challenges. Employee development is more future oriented and
more concerned with education. Development is acquiring skills for future present job as
well as competence for higher jobs. It is the nature and direction of change taking place
among personnel through education and training process.
FLOW CHART OF TRAINING PROCEDURE AT DCIL:
FLOW CHART:
Discovery and Identification of training needs
Development of training programs
Training Delivery
Feedback and evaluation

Continuous Improvement
Measuring the training effectiveness
1. Discovery and Identification of Training Needs:

This is the initial stage where you determine the specific skills and knowledge gaps
within your workforce. This can be done through various methods like:
Performance evaluations: Analysing employee performance reviews to identify areas

where employees might need additional training.
Skills gap analysis: Comparing required skills for specific roles with the current skills of
employees to identify deficiencies.
Departmental requests: Supervisors or departments may identify specific training needs

based on their team's challenges or upcoming projects.
Industry trends: Staying updated on advancements in your field to ensure your training
programs equip your staff with the latest knowledge and skills.
2. Development of Training Programs:
Once needs are identified, this stage involves designing and creating training programs.
This includes:
Defining learning objectives: Setting clear and measurable goals for what participants
should be able to do after completing the training.
Selecting training methods: Choosing the most appropriate delivery method for the
specific content and learning style of the audience. This could include lectures, workshops,
simulations, e-learning modules, or a combination of approaches.
Developing training materials: Creating engaging and informative content such as

presentations, handouts, online modules, or simulations.
Identifying trainers: Selecting qualified and experienced individuals to deliver the training
programs.
3. Training Delivery:
This stage involves putting the training programs into action. Here, the focus is on:
Creating a positive learning environment: Ensuring the training space is comfortable and
well-equipped, and the overall atmosphere is conducive to learning.
Effectively delivering content: Trainers should present the material in a clear, engaging,
and interactive way that promotes active participation from learners.
Addressing participant questions and concerns: Providing opportunities for participants

to ask questions and clarify any doubts they may have.
4. Feedback and Evaluation:
This stage assesses the effectiveness of the training programs and gathers feedback from
participants and trainers. Methods include:
Feedback surveys: Asking participants about their experience with the training, what they
learned, and how well the training met their needs.
Skills assessments: Evaluating participants' knowledge and skills before and after training
to measure improvement.
Performance evaluations: Following up on participants' performance on the job after

training to see if they are applying what they learned.
Trainer feedback: Gathering insights from trainers on the delivery process, participant
engagement, and potential areas for improvement.
5. Continuous Improvement:
Based on the feedback and evaluation results, this stage involves refining and
improving the training programs for future use. Here's how:
Revising training materials: Making adjustments to content, delivery methods, or

difficulty level based on feedback.
Updating training programs: Keeping training programs relevant by incorporating new

information or industry best practices.
Developing new training programs: Identifying emerging needs and creating new training
programs to address them.
6. Measuring Training Effectiveness:
This process focuses on determining whether the training achieved its desired results.
It goes beyond simply measuring knowledge gain and looks at the actual impact on
employee performance, team dynamics, or organizational goals. There are various metrics
to consider, such as:
Increased productivity or efficiency: Are employees able to complete tasks more quickly
or effectively after training?
Improved quality of work: Does the training lead to fewer errors or higher quality
deliverables?
Enhanced customer satisfaction: Does the training lead to improved interactions with
customers?
Reduced employee turnover: Does the training contribute to improved employee morale
and reduced turnover
DEPARTMENT OF TRAINING AND DEVELOPMENT AT DCIL:
Training department is one of the important wings of the HR department in DCI. This
section is exclusively entrusted with the task of preparing the training plan, getting it approved,
conducting training programs, both internal and external, receiving the feedback, analysing the
feedback and ascertaining the effectiveness of the training program and suggest the follow up
action.
The training in DCI is a must for both floating and shore side. This is a distinctively
different feature and cannot be found in any central PSU. In other words, the training programs
are more or less common for all the executives and non-executives. However, the training
programs in DCI are little bit different between floating and shore side. To make it more
explicit, it may be said that certain training programs are common while many programs are
totally different.
General Management, Supervision, Leadership, Stress Management, Project
Management etc., are some of the training programs which are common to both sides. However,
Survey, Hydrographic Survey, Soundings, Dredging etc., are all applicable exclusively to
floating side and also those who are connected with these subjects on the shore side. Hence, a
way has to be found out from different training institutes to impart training to the respective
persons, keeping in view of the requirements and training needs required.
It is also pertinent to mention that in view of the shortage of the floating Officers (not
only nationally but also internationally), training imparted to floating officers for the years
under research is very minimum.
However, the training is being imparted to all the shore Officers not only by conducting
internal training programs but also sponsoring both Executives and Non-executives to various
training programs outside the organization.
VARIOUS TRAINING PROGRAMS AT DCIL:
1. Induction Training or On-Boarding for new recruiters
2. Management Trainee Scheme
3. In house Training for existing employees
4. External Training for existing employees
5. E-learning
6. Training abroad
7. Employee self-development
1. Induction Training or On-Boarding for New Recruiters:
All the new recruiters will undergo induction/orientation or on-boarding programs for
their familiarization with the organization dynamics. The duration of the program will be 1
week. A standard operating procedure has been formulated for the on-boarding process.
2. Management Trainee Scheme:
Freshers are recruited in the corporation as management trainees in different various

disciplines, viz., operations, Technical, Materials, Health Safety and Environment,
Information Technology, Finance, Human Resources, Company secretarial and Marketing.
The management trainee undergoes training for a period of one year which is liable to be
extended by at the discretion of the management. A standard operating procedure has been
formulated for management training.
During the training the trainee will be exposed to various factors of functioning of the
parent and other departments. Before commencement of the training, the trainees have to
furnish a service agreement bond and bank guarantee for a stipulated amount as per the offer
letter to serve the company for a period of minimum number of years after successful
completion of training during the training period they are eligible for stipend at applicable
rates.
3. In house Training for Existing Employees:
The existing employees will be considered for in-house and external training programs
based on Training Need Identification (TIN). The training needs identification should be
related to the employee’s present responsibilities and his likely areas of future assignments.
In-house training programs can be general training or awareness training programs aimed
for all employees from a department. A pool of internal faculties will be constituted with
approval of chairman/CMD/MD/competent authority.
4. External Training for Existing Employees:
The existing employees will be considered for in-house training based on Training
Need Identification (TIN). The training needs identification should be related to the
employee’s present responsibilities and his likely areas of future assignments.
Employees will be considered for external training program only after verifying if a
similar program is not being conducted in-house during the year. The employee will also
be required to make a presentation to other employees within the department in order to
disseminate the knowledge gained during the course of training program.
5. E-Learning:
An e-learning portal will be developed by IT department in consultation with HR
department. Respective Heads of Department will arrange to develop typical training
modules on topics/subject identified and place them on the e-learning portal of the internet.
6. Training Abroad:
At the time of procurement of new vessels, adoption of new technology, as per advice
from the ministry or for attending advance training programs, employees will be sent for
training abroad. The employee should not have any vigilance or disciplinary case pending
or contemplated against him/her at the time of deputation on foreign training. Employees
nominated for such training will have to furnish a service agreement bond for serving the
DCIL for a minimum period of two years on completion of training. In case of breach of
bond condition, the employee will have to refund the training expenditure to the corporation
at actuals. The employees deputed abroad for training/conferences will have to submit a
report reflecting effectiveness/utility of program, major learning’s to training section of HR
SE within one month of their return from deputation abroad. The employee will also be
required to make a presentation to other employees within the department in order to
disseminate the knowledge gained during the course of training program.
7. Employee Self Development:
a. His/her study of above course should not affect his/her official duties in the
Corporation and without prejudice to the vested right of the Corporation in assigning
duties for transfer to any of the DCIL offices in India/Abroad in exigencies of work.
b. He/she shall give sufficient notice before proceeding on leave to appear for the
examination, if any
c. The Corporation will not undertake any financial liability whatsoever in this regard.
d. Issue of NOC shall have no bearing whatsoever for grant of incentive
increment/Special casual leave which are regulated as per the rules on the subject.
Study Leave:
a) Study leave may be granted to an employee with due regard to the exigencies of
work of the Corporation to enable him to undergo a special course of study consisting
of studies or specialized training in a professional or technical subject having direct
and close connection with his sphere of duty.
b) Study Leave out of India shall not be granted for the prosecution of studies for which
adequate facilities exist in India.
c) Study leave shall not ordinarily be granted to an employee who has not completed
three years service under the Corporation or who is to retire within three years from
the date on which he is expected to return after the expiry of the leave.
d) Study leave shall not be granted to an employee with such frequency as to make him
lose contact with his regular work.
e) The maximum amount of study leave which may be granted to an employee shall
not exceed 12months at any one time or two years in the whole period of his service.
f) Study leave may be combined with other kinds of leave but in no case shall the grant
of such leave in combination with any other leave other than extraordinary leave
involve a total absence of more than twenty eight months from the regular duties of
the employee. An employee who is granted study leave shall be required to execute
a bond in prescribed form before the leave commences.
g) If an employee resigns or retires from service without returning to duty after a period
of study leave or within a period of three years after return to duty, he shall be
required to refund double the amount of leave salary and any other expenses incurred
on his account by the Corporation together with interest thereon during such leave
provided that the Corporation may relax this provision where an employee on return
to duty from study leave is forced to retire on medical grounds. During the study
leave an employee shall draw leave salary equal to half pay.
Massive Open Online Courses:
All employees made aware of various MOOC programs available on the web so that
they undergo such programs. However, the Corporation will not provide any financial
assistance to the employees for such programs.
TRAINING NEED IDENTIFICATION:
During January, all the HODs will be requested discuss with the APAR initiating
authorities and finalize the training needs pertaining to the employees working in their
department and submit the same to Training Section of HR-SE. The above recommendations
on the training needs of the employees should also be entered in their online annual
performance appraisal reports.
On the basis of such training needs, the training plans are drawn-up with a view to
impart the knowledge, skills and attitude (KSA) necessary for effective discharge of their
duties. While identifying the training needs, the initiating authorities may keep in view the
broad Heads of training programs identified, an illustrative list of which is given below for
general guidance.
1. Information Technology (Basic Computer Skills, Specific Functional Software etc.)
2. Project Management
3. Maintenance Management
4. Finance & Accounts Management
5. Dredging Technology
6. Hydrographic Survey and Soil Mechanics
7. ISO/ISM Awareness Programs (including Fire Fighting, Safety, Swimming etc) Training
of "Quality Auditors".
8. Management Development (Managerial & Leadership Skills, Motivation, Stress
Management, Team Building & Team Work, YOGA etc.)
9. Supervisor Development (Communication Skills, Motivation, Team Building & Team
Work, Stress Management, YOGA, Leadership etc.)
10. Repairs & Maintenance of Instrumentation & Control Systems
11. Business Analytics

12. Artificial Intelligence
13. Robotic Process Automation
14. Block chain
15. Internet of Things
16. Any other Program on Emerging Technologies and Techniques.
Apart from the above, Training Brochures received from various training institutes
will be sent to the concerned Heads Of Departments for nomination of the employees from
their department, if any, as per their training needs. Approval of Director Finance is obtained
for sending the employees for such type of trainings.
TRAINING POLICY OF DCIL:
Short Title: This policy shall be known as “DREDGING CORPORATION OF INDIA

LIMITED TRAINING POLICY”
Preamble: Dredging corporation of India limited believes that its employees are its greatest
asset and fundamental to its success. Enabling employees to develop their skills and
competencies is crucial to the achievement of the organization goals and actualization of its
vision.
Date of Commencement: This policy shall come into force with effect
Scope: This policy shall apply to all trainees and shore based employees of the corporation.
Company’s Right To Add, Modify, Cancel: The corporation reserves the right to
alter, modify, remake, rescind or add to policy as it may think fit.
Company’s Power To Interpret The Policy: The power to interpret this policy is
reserved with the corporation.
OBJECTIVES OF POLICY: The objectives of policy are:
 Ensure optimum Return on Investment(ROI) from training interventions through

value addition to overall business goals of company
 Enable employees to keep abreast with the latest technological development and
skills requirements and equip them to effectively discharge current and future
responsibilities
 Encourage learning opportunities that supplement work experience
 Integrate organizational and Individual development needs
 Enhance employee performance and improve their motivation levels
INTEREPRATION ON TRAINING AND DEVELOPMENT IN DCIL
Training at DCIL:
• Training equips employees with the knowledge and skills they need for their jobs.
• It improves their abilities, behaviours, and attitudes towards their work and the
organization.
• Training leads to a more efficient, productive, and progressive workforce.
Development at DCIL:
• Organization development focuses on adapting the entire organization to new

challenges.
• Employee development focuses on preparing individuals for future roles within the
company.
• Development involves education and training to enhance current and future job skills.
DCIL's Training Department plays a vital role, designing, delivering, and evaluating
training programs for both onshore and offshore personnel (floating staff). This comprehensive
approach is uncommon in similar organizations.
Training Types:
• Shared Programs: Applicable to both shore-based and floating staff (e.g., General
Management, Leadership, Project Management)

Specialized Programs:
• Floating Staff: Survey, Hydrographic Survey, Soundings, Dredging operations
• Shore Staff (relevant roles): Training related to the above specialized fields
Focus on Floating Staff: Due to a national and international shortage, training for floating
officers is a critical area requiring more attention.
Structured Approach: DCIL follows a well-defined process for training programs, including
needs identification, preparation, delivery, follow-up, and evaluation.
Budget and Targets: A dedicated training budget is prepared annually. DCIL maintains MOUs
with the government, setting training targets and consistently exceeding them, earning
excellent ratings.
Strengths:
1. Comprehensive Approach: DCIL covers both onshore and offshore personnel

(floating staff) with dedicated training programs, addressing a wider range of skillsets
compared to most central PSUs.
2. Targeted Training: They offer both shared programs for common skills and
specialized programs for critical dredging operations and related shore-based functions.
3. Structured Process: DCIL follows a well-defined process for training programs,
ensuring needs are identified, employees are prepared, knowledge is effectively
transferred, and program effectiveness is evaluated.
4. Budget and Goal Setting: A dedicated training budget and MOUs with the government
demonstrate commitment and accountability. Consistently exceeding training targets
reflects successful program execution.
Areas for Improvement:
Focus on Floating Staff: The document highlights a scarcity of floating officers and suggests
a need for increased attention to their training needs.
Overall:
DCIL prioritizes continuous learning and development for all employees, ensuring they
possess the necessary skills for their roles.
The Training Department within the HR wing of Dredging Corporation of India Limited
(DCI) holds significant importance, tasked with the comprehensive responsibility of crafting,
executing, and evaluating training initiatives. Their duties range from drafting training plans,
obtaining approvals, administering internal and external training sessions, to meticulously
analysing feedback and determining the efficacy of programs, followed by proposing
subsequent actions. What distinguishes DCI's training regimen is its indispensability for both
floating and shore-side personnel, a unique feature not commonly found in other central PSUs.
While certain training programs are shared across both domains, such as General Management,
Supervision, Leadership, Stress Management, and Project Management, others, like Survey,
Hydrographic Survey, Soundings, and Dredging, are exclusive to the floating side and those on
the shore involved in relevant tasks. Amidst the ongoing scarcity of floating officers on both
national and international fronts, the training of these officers remains a critical concern, with
minimal attention being paid in recent years.
DCI follows a structured approach to training programs, characterized by a series of

steps including the identification of training needs, job and learner preparation, knowledge and
skill presentation, program implementation, and subsequent follow-up and evaluation.
Furthermore, the formulation of the training budget is an integral aspect, meticulously prepared
and approved annually to cater to identified training needs effectively. The corporation also
maintains Memorandums of Understanding (MOUs) with the Ministry of Shipping, Road
Transport & Highways, Government of India, wherein targets for training are set and
achievements are assessed against these benchmarks. DCI's HR department consistently meets
or exceeds these targets, earning commendation with an "Excellent" rating.
DCIL focuses on continuous learning and development for all employees. New hires
receive job-specific training to equip them with the necessary skills, while existing
employees are assessed to identify skill gaps. Management then provides targeted training
to address those gaps and ensure employees have the skills required for their roles.
CHAPTER 5
SUMMARY, FINDINGS, SUGGESTIONS, CONCLUSIONS

SUMMARY
Human Resources (HR) refers to the department within an organization that is

responsible for managing the people who work there. HR professionals handle a wide range
of tasks related to employees, from recruiting and hiring to training, benefits administration,
performance management, and employee relations. The primary goal of HR is to create a
positive and productive work environment where employees can contribute their best efforts
and achieve personal and organizational success.
TRAINING & DEVELOPMENT:

Training and development programs include any planned effort by the organization to
poster and enhance the learning of the job-related behavior by the employees. Training efforts
generally have specific, short term related goals. In contrast, development programs have
broad, long term, organization related goals.
The first chapter is Introduction and Design of the Study. This chapter begins by
explaining what the project is all about and why it's important. It provides a theoretical
understanding of the selected Training & Development. The need for the study underscores the
critical issues or gaps in knowledge that the project aims to address. Then it outlines the
objectives of the study to assess the specific goals and intentions which serve as guiding points
throughout the process of designing the project. Importantly, the methodology section explains
the sources used to collect and analyse data, ensuring transparency of the project. Finally, the
chapter acknowledges the study's limitations that are based on my personal observation at
DCIL.
The second chapter is Profile of the Organization. It is a segment that provides with a
comprehensive understanding of both the industry in which the organization operates and the
specific details about the company itself. It provides brief insights on Dredging Corporation Of
India Limited, Visakhapatnam company profile. It essentially provides detailed information of
organization's unique attributes, such as its history, size, structure, mission, values, and core
competencies. Together, these profiles establish the groundwork for the subsequent chapters.
The third chapter is Theoretical Concepts. It is typically divided into Literature Review
and Theoretical Framework of the Study. The literature Review helps us understand what others
have already discovered, the theories they've developed, and the key findings in the field. The
Theoretical Framework of the Study outlines the theories and models on the Selected HR
Practices. It establishes a conceptual structure that helps us make sense of the data we collect
and analyses.
The fourth chapter is Data Analysis and Interpretation. This chapter give us a brief
understanding into the data we've collected. it gives a detailed information on how the selected
Training and Development are followed at Dredging Corporation of India Limited,
Visakhapatnam. Essentially, this chapter takes us from raw data to valuable knowledge, helping
us draw conclusions and make informed recommendations based on the evidence we've
gathered.
The Final Fifth chapter is Summary, Findings, Suggestions and Conclusions. This
chapter summarizes the key points and findings from the previous chapters, providing a concise
overview of what we've learned throughout the study. Finally, we draw conclusions that wrap
up our project study, highlighting the significance of our findings, their implications, and their
potential impact on the organization.
Overall, the five chapters of this study collectively provide a comprehensive
understanding of the project that provides a brief understanding of the Dredging Corporation
of India Limited.
FINDINGS
The major findings observed in my study at DCIL are as follows:-
1. It is found in the study that vast majority of the employees are enthusiastic in
participating in the training programs which may lead towards work efficiency.
2. It is found that majority of employees strongly believe that skill development takes
place through effective training programs.
3. DCIL maintains strong relation with the employees by taking their feedback very
often regarding their training sessions.
4. The study reveals that there was considerable improvement of skills, behavioural
changes and job performance as an impact of training.
5. It was observed that many are preferred conferences and discussions over other
methods.
6. Training is mainly helpful for reducing the absenteeism of employees.
7. Major findings in Training Department at Dredging Corporation of India Limited

(DCI) plays a vital role in crafting, executing, and evaluating training initiatives for
employees.
SUGGESTIONS
 The training program should be designed according to the training needs and should
be more interactive which creates an interest in the trainees.
 Innovative and modern methods should be adopted to create enthusiasm and enhance
the spirit of learning.
 The size of the training group should always be small and the duration of the training
should be short.
 Participative mode should be encouraged to involve the trainees effectively.
 Resource persons of international repute should be pooled up to share their real time
experiences.
 Once the training is provided, the company should evaluate the performance of the
employees after each training session. This will help the trainer to decide whether
the programs conducted are proving to be beneficial or not. Then, according to the
results, the trainer can choose various methods so as to make training more effective.
CONCLUSION
Training and Development initiatives, employees are empowered with the skills and
knowledge needed to excel in their roles, fostering a culture of continuous improvement
Dredging Corporation of India Limited (DCIL) demonstrates a well-developed training

and development program with several strengths. Their comprehensive approach caters to
both onshore and offshore personnel, offering both shared programs for common skills and
specialized programs for critical dredging operations. A structured process ensures program
effectiveness, and a dedicated budget along with consistently exceeded targets shows
commitment and successful execution.

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A Study On

TRAINING AND DEVELOPMENT AT DERDGING CORPORATION OF INDIA

MASTER OF BUSINESS ADMINISTRATION

Register no: 22331E0028

Under the Guidance of

DEPARTMENT OF MANAGEMENT STUDIES

MVGR COLLEGE OF ENGINEERING (AUTONOMOUS)

Approved by AICTE and permanently affiliated to JNTU-Kakinada Accredited by NBA of

PLACE: VIZIANAGRAM (CH. JEEVANASRI)

With great pleasure, I express my deep sense of gratitude to the management of

“DREDGING CORORATION OF INDIA LIMITED” I convey my sincere thanks to the

I express my sincere thanks to Mr. DURGA PRASAD MALLIA, HR MANAGER,

I would like to thank Dr. M.V.V. BHANU, Distinguished Associate Professor.

The purpose of this project is to gain an understanding of the Training and

 Training And Development at Dredging Corporation of India Limited

CHAPTER- V SUMMARY, FINDINGS AND SUGGESTIONS

BIBLIOGRAPHY AND REFRENCES

Human resource management is the strategic approach to the effective and

Training is a vital phase of management control. One of the means of reducing

Training is the most important technique of human resource development. As stated

development. It is assuming ever important role in wake of the advancement of technology

1. To study the overview of Dredging corporation of Indian Limited.

2. To study existing training and development practices in DCIL.

3. To study the review of literature on the selected topic

training importance, its significance on employee performance and satisfaction of employees

Training and development refers to educational activities within a company created to

on how to better perform specific tasks.

meant for executives.

present need of an employee. In development, initiative is taken by the individual objective to

meet the future need of an employee.

Research methodology (RM) is the specific procedures or techniques used to identify,

personal interviews with the concerned officer in the HR Department of DCI.

annual reports, returns and internal records.

The data collection that includes:

 Collection of required data from annual record of DCI

 Reference from text books and journals relating to HRM

 Some information is not available due to confidential matters.

reports of the company.

MISSION STATEMENT OF DCI

1. Dredging and Reclamation

4. Shallow Water/Inland Dredging

5. Under Water Mining

To become a global player of integrated Dredging service by maintaining high

• Maintaining its number one position in Indian dredging sector.

DCI- Towards a Bright Future

With a dedication team of professionally qualified and experienced personnel, who

DCI CONTAINS THE FOLLOWING DREDGERS

DCI DREDGE-VIII Brief Specification

Maximum Dredging Depth-25.0M

Length between prependiculars-76.20M

Max. dredging depth-25.00M

Anchorage System-side Winches System Classification

India Register of shipping-29769

Lloyd’s Register of Shipping-9475442

Details of dci Survey launch-1

Built -GOOD WILL ENGINEERING

Max draft -1.2M

Speed of the launch-9.0KNOTS

Dredging Depth (Max)-21.5m

Penetration capacity (Max)-90tons