The Impact of Traning and Development on Technical Competence in Open Cast Mines of CCL

International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395 -0056
Volume: 04 Issue: 06 | June -2017 www.irjet.net p-ISSN: 2395-0072
© 2017, IRJET | Impact Factor value: 5.181 | ISO 9001:2008 Certified Journal | Page 5702
THE IMPACT OF TRANING AND DEVELOPMENT ON TECHNICAL
COMPETENCE IN OPEN CAST MINES OF CCL
Anand Pd. Sinha*1, Dr. P. C. Jha2,
Department of Management, BIT Mesra, Ranchi (1&2)
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Abstract - Training is the process of increasing knowledge
and skills of employees in relation to a task. Themainobjective
of training is to bridge the gap between the present skills and
the desired skills and to bring a positive change in the skills
behavior attitude and knowledge. The present study highlight
the development of coalmining to formulate a comprehensive
scheme for training of all supervisory staff and workers for
achieving the objective of vocational training to handling the
equipment’s and enhancing the productivity of coal. Training
has to be provided to maintenance personnel in their
respective working areas and should be planned in such a way
that an employee is updated with the new techniques and
challenges in maintenance of equipment’s in an effective way.
The present study is confined to the employees of CCL Ranchi
and it aims to know the present condition of Training&
Development programmes to increase efficiency and
effectiveness to achieve the target production of coal in
opencast mines.
Keywords: Effective Management, Training and
development, Technology Management, Open Cast Coal
Mining
1.0 INTRODUCTION
In the era of globalization technology has gained overriding
importance and has accelerated the rate of competition
(David and Krit, 2001). In the contemporary, business
environment needs latest technology and is imperative for
maintaining quality standards. Business house demand two
aspect of technology:
 Selection of appropriate / suitable technology
 Effective management.
Suitable technology is indicative to be a goodmatchbetween
technology utilized and resources required for its optimal
use (Akhilesh, 2013). Simply takingupofnewtechnologiesis
a difficult task due toinnumerablealternativesavailableboth
indigenously as well as internationally. However, second
aspect needs to be more focused to understand the effective
management of technology for capitalizing it to the
maximum extent (Monica, 2014).
Technology has becomebackboneofcorporatesustainability
after the pro-market reforms due to immense competition
worldwide in prime sectors (Muthuraman, 2004).
Management of technology is a practice that entails
classification, selection, adoption and exploitation of the
technologies needed to maintain organization’s current and
future survival. Manufacturing sector though invested lot in
technological part is still lacking as per their expectation in
terms of overall performance. Coal mining sector in India is
one of the core sectors which are far behind comparing with
global standards inspite of implementation and use of best
technologies. Presently, open cast coal mining industries
warrants for state of the art technology. The problem lies in
the implementation and its effective management through
proper training. The way in which internal planning and
implementation processes are managed could greatly
influence the outcome of new technology. Technology
implementation and planning refers to the extent how
organization has strategically designed the deployment of
new technology(s) prior to itsimplementation(Noori,1990).
The processes incorporated within this design influence the
overall effectiveness of technology deployment and
utilization. Throughout implementation process, effective
management signifies supporting the project team,selecting
the right technology and designing / providing appropriate
training. This will ensure that new technology will
complement to existingprocessesandsystemsandwill allow
more productivity throughout (Narayanan, 2001).
Especially the coal mining sector/ Industry can be
considered as an example where the management of
technology can be considered for effective study. In coal
mining sector the open cast coal mining uses advanced
technology but still it falls far behind in global standards.
Indian coal industries have witnessed a series of
technological changes but it is still struggling in extracting
coal suitable for the domesticconsumptionratherdepending
on the imported coal (Roy and Singh, 2014). The technology
cannot be effective unless it has been supported by
appropriate organizational changes as well as changes in
human skills and training. Researchers feel that the coal
mining industries under government control lacks effective
management of new technology and not able to justify the
returns on investment (Perrino and Tipping, 1989).

Technology cannot play itself but it can bring a change and
has to be supported by appropriate interventions and an
advanced human skill. There is no denying of the fact that
wrong choice of technology leads to dismal consequences
affecting the overall health of the organization nonetheless
fact also lies in the effective management of technology
(Steele, 1989). This study attempts to highlighttheproblems
encountered while managing technology for adoption,
implementation to productive utilization through proper
training and development.
Technology is essentially a starting point for knowledge and
it is required for taking initiative and decision making. It
provides new tools to deal with knowledge and itsresult will
have far reaching implication on the future decision-making
process. On the other hand, technology is becoming
increasingly knowledge-intensive. Knowledge-intensity of
production is increasing rapidly, and research-intensity in
the development of modern technologies is growing. With
rising complexity and globalization, technology has gained
overriding objectives in the fast-changing competitive
environment. In the contemporary, business environment
needs latest technology is imperative formaintainingquality
standards. Business house demands two aspect of
technology: first one is the selection of appropriate/suitable
technology and the second one is the effective management
of the same. Suitable technology is indicative to be a good
match between technology utilized and resources required
for its optimal use. Simply taking up of modern technologyis
a difficult task due toinnumerablealternativesavailableboth
indigenously as well as internationally. However, second
aspect needs to be more focused to understand the effective
management of technology for capitalizing it to the
maximum extent.
The present study highlights the development of technology
effectiveness training and development in Indian open cast
coal mining industries. Indian open cast coal mining is still
far behind in global standards inspiteofimplementation and
use of best technologies. Researchers feel that the coal
mining industries under government control lacks effective
management of the technology and not able to justify the
returns on investment. The technology cannot play itself but
it can bring a change and has to be supported by appropriate
interventions and an advanced human skill (Which can be
attained through proper training). Indian coal industries
have witnessed a series of technological changes butitisstill
struggling in extracting coal suitable for the domestic
consumption rather depending on the imported coal. The
technology cannot be effective unless it has been supported
by appropriate organizational changes as well as changes in
human skills and training.
The present study explores the strategies and methods
adopted in a Coal mining industry for Training&
Development programmes to increase efficiency and
effectiveness to achieve the target production of coal in
opencast mines.
For this, we follow survey based empirical analysis; consists
of data collection primarily via structured questionnaires.
The study pertains to find out the reasons for low
productivity of coal in open cast mines in CCL.
The study also attempts to highlight the problems
encountered while managing technology for adoption,
implementation to productive utilization. The backgroundof
the research is based on the effective training and
development programe isbasedontheutilizationofmachine
in effective way and to achieve target production of coal.
2.0 IMPORTANCE OF TRAINING AND
DEVELOPMENT
Training and development refer to the imparting of specific
skills, abilities and knowledge to an employee. It is an
attempt to improve current or futureemployeeperformance
by increasing an employee’s ability to perform through
learning, usually by changing the employee’s attitude or
increasing his or her skills and knowledge. The need for
training and development is determined by the employee’s
performance deficiency.
Workers must be trained to operate machines, reduce scrap
and avoid accidents. Supervisors, managers and executives
also need to be developed in order to enable them to grow
and acquire maturity of though and action. Training and
development constitute an ongoing process in any
organization.
Whenever there is a gapbetweentheactual performance and
whatever is needed i.e. the standard, productivity suffers.
Training can reduce, if not eliminate this gap. It does so by
changing the behavior of individuals by giving them
additional specific items of knowledge, skill or attitude they
need to perform up to that standard. Emphasis has been laid
on the training and development of employeeswitha viewto
productivity contributes to the performance of the
organization. The revised training system aims to optimally
utilize various agencies of training instruments, in an effort
to transforming the company into a learning organization.
Training shall include a training programme, seminar
convention, or any other structuredlearningordevelopment
programme based on training need analysis.

Human Resource Development is growing steadily in size,
outreach and impact. Increasingly, the HRD professional is
recognized as a prime contributor to organizational
effectiveness and individual and satisfaction productivity.
HRD aims at securing commitment of the employees and
building competence in them. For building up a team of
dedicated and committed employees, a strong and
supportive culture exists where performance is duly
recognized. Any training and development programmemust
contain inputs, which enable the participants to gain skills,
learn theoretical concepts and help acquire vision to look
into the distant future. In addition to these, there is a need to
impart ethical orientation emphasizesonattitudinal changes
and stress upon decision making and problem solving
abilities. There is a greater stability, flexibility and capacity
for growth in an organization. Employees become efficient
after undergoing training. Efficient employees contribute to
the growth of the organization. Training makes the
employees versatile in operations. Training makes the
employees versatile in operations. Well trained employees
can contribute to the prosperity of an enterprise.
Accidents, scrap and damage to machinery and equipment
can be avoided or minimized through training. Even
dissatisfaction, complaints, absenteeismandturnovercan be
reduced if employees are trained well. Future needs of
employers will be met through training and development
programmes. Training serves as an effective source of
recruitment. Training is an investment in human resources
with a promise and it serves as an effective source of
recruitment. Training is an investment in HR with a promise
of better returns in future. Another component of a training
and development programme is development which is less
skill oriented but stresses on knowledge. Knowledge about
business environment, management principles and
techniques, human relations, specific industry analysis and
the like is useful for better management of a company.
2.1 BENEFITS OF TRAINING EMPLOYEES
FOR AN ORGANIZATION
 Leads to improved profitability and more positive
attitudes towards profit orientation
 Improves the job knowledge and skills at all levels ofthe
organization
 Helps employees identify with organizational goals
 Helps create a better corporate image
 Fosters authentically, openness and trust
 Improves relationship between boss and subordinates
 Aids in organizational development
 Improves workforce efficiency
2.2 BENEFITS OF TRAINING FOR AN
INDIVIDUAL
 Helps individuals in making better decisions and
effective problem solving
 Develops a sense of growth in learning
 Improves communication between groups and
individuals
 Provides a good climate for learning, growth
and coordination
 Makes the organization a better place to work
and live
3.0 RESEARCH PROBLEM
In the context of present research work and stated facts
despite of having ample coal deposit, imported machinery/
technology as well as ample demand in market the actual
production of coal is less than the targeted. In spite of such a
huge natural coal reserve there is a gap in target and actual
production. Based on the above statement, a basic line of
study has been framed and some facts were discovered
which are further described below:
 Coal has been recognized as the most important source of
energy for electricity generation. In addition, other
industries like steel, cement, fertilizers, chemicals, paper
and thousands of medium and small-scale industries are
also dependent on coal for their works and energy
requirements. Despite such a convincing situation and
demand, the production of coal from CCL and its trend is a
matter of great concern. Probable reasons for such a poor
show can be categorized as below (these reasons were
found after conducting an extensive survey and review of
the open cast (Piparwar and Ashoka) mines which are
considered for the study).
 The intention of this research is to analyze and evaluate
the effectiveness of Training & Development
programmes in CCL, Ranchi (Head office) and its
opencast mines (Piparwar and Ashoka).
 The production was less despite having modern fleet of
technology.
 The problems associated with the implementation of
modern technology can lead to a complex situation due
to lack of experience and expertise in the new area of
operation. This may result in overdependence on
technology, supplier’s project delays and other related
problems.
 In order to survive and grow in the present industrial
scenario, it is imperative for CCL to gear up its strategies

for increasing the quality,quantityandcosteffectiveness
requirements of its customers.
 Some of the important problems of open cast mines like
in Piparwar mines there is stoppage of coal
transportation due to siding and other illegal activities.
This problem is slapped as a result of poor law and
order condition whichfurtherpreventsthe management
in achieving the targeted production andfinallyresulted
into less production of coal.
 Old Heavy earth moving machineryhasnotbeenreplaced
at desire scale, which has caused increase in population of
old fleet of HEMM with poor reliability and efficiency,
because of this the wastage has increased and productivity
has further dipped.
 Shortages of skilled and statutory personnel also
contribute to theproblem.Equipment’snot properlyhandled
and there is a decrease in production due to lack of technical
skills, efficient supervisory manager and the workers has
also reduced the overall productivity.
 Human resource is a major factor in increasing
production and productivity of the company.The focus area
is job oriented training and re-training of the employees to
develop specific skills of the manpower. A special emphasis
was given to attitudinal development amongst the
employees. Well-trained employees with increased level of
job satisfaction are added advantage to the company in
ensuring higher safety levels, maximum HEMM utilization,
and increased coal production.
4.0 OBJECTIVE OF THE STUDY
With all extensive literature survey and preliminary
discussion had with shop floor managers, we fix our specific
research objectives in the line of understanding
•To evaluate the effectiveness of training and development
programs in open cast mines and CCL Head office in the
state of Jharkhand.
•To identify the skills required by employees to perform the
job or operate a machine efficiently and effectively.
•To assess the satisfaction level of employees regarding
effective training.
5.0 SCOPE OF THE STUDY
The present study is confinedtotheemployeesofCCLRanchi
and it aims to know the present condition of the Training &
Development programmes, Ranchi and it’s opencast mines
(Piparwar and Ashoka). Piparwar projectis Indo-Australian
joint venture which has played an important role in meeting
the demand of coal in power generation sectors. The
Piparwar mining unit has came into picture because of
signing of agreement between Australian Coal Mining
Company, Coal India Limited and White Industries Australia
Limited. At Piparwar a Coal Handling Plant and a Coal
Processing unit has been successfully installed and
commissioned. Mobile Inpit Crushing and Conveying
Technology are the prime important aspects which
differentiate piparwar mines from other mining units. The
production capacity of piparwarminesisaboutproducing10
Mt of Coal. Other mines Ashok OCP produces coal by
adopting ‘surface miner technology. The technological
growth has been phenomenal because a numberofOCmines
used to be worked with manual labor in thepast.TheAshoka
opencast total target production of 10. Mty. The proposal of
this report 6.5Mty to 10 Mty for incremental production of
3.5 Mty of non-coking coal.
6.0 LITERATURE REVIEW
Technological progress has changed the life of everyone
today scenario and it has also changes made in the coal
mining industries. In other words coal mining industry
requires the high-technological power that is equipped with
all the necessary machinery for raise the productivity of the
coal. Today in the dynamic business scenario it is the
importance of the state of the art technology is observed to
raise and enhance the productivity of coal mining to gain the
desired production. Almost every industrial sector today
warrants for the best use of technology in order to remain
competitive for sustainability (Hunt, 2007). The production
of coal involves open cast mining technique and surface
mining technique, as compared to the underground
technique the open cast mining is more popular and the
method of open cast has gained importance in USA since
1970. The method is useful to extract the coal deposit near
the surface. From this moment the coal exploration,
extraction and delivery to the market has become secure,
effective, clean and not harmful for the environment.
Nowadays coal mining industries are greatly dependent on
technology, organizations such as Globaltex Industries
including applying all the advances of technology in their
business. In the early days, coal was mined by hand, with
individuals wielding a pick and shovel. By the Industrial
Revolution, coal-cutting machines and steam shovels
designed for coal mines were common, making the work
more efficient and throughout the 20th century,
improvements in equipment design led to a dramatic
increase in productivity and safety (Ghatak, 2002).
Now a day, new advancements in technology are driving
even higher levels of performance and material
management-especially in open-pit, or surface, coal mines,
where miners are focused on removing most of the material

as quickly and safely as possible. As dragline operatorswork
to extract coal, simply by glancing at an in-cab display that
shows the position of the bucket and tub relative to the
design plan, as well as whether each dig point is above or
below plan. That helps them to move the material accurately
and efficiently (Khalil, T.M, 1992).. Machine health data are
also available in the cab, so operators can identify potential
problems like tilt due to an unstable pad-and act quickly to
prevent failures. Likewise, production monitoring tools
provide site planners with real-time information on dragon
activities, right down to individual bucket loads and damp
locations. By monitoring performance, productivity and
payload, they can optimize dragline output and minimize
operating costs. Some mines are even using this type of
informationforteachingpurposes,identifyingoperatorswho
need additional training and helping them understand how
variations in operating practices can affect dragline
production and material management (Kate, S.R. 1996).
On the other hand operators of support equipment, dozers,
graders, excavators, loaders andothermachinesthatremove
overburden and load coal for transport have similar
technology at their disposal. On-board machine guidance
systems deliver real-time information they can use to
monitor ore bodies, bench height, cycle times and volume of
material cut and filled and mine planners can use these
systems to map mines, create terrain models,locatemachine
position, and track volume and productivity with complete
accuracy. Apart from improved material management and
productivity, another benefit of today’s new technologies is
safety at the top priority of coal mining sites worldwide.
Many machines feature in-cab digital displays of avoidance
zones and surfaces, as well as other tools that alert workers
to hazardous situations before accidents can happen.
Technology can serve to expand coal markets, improve coal
production and decrease cost of production of coal. It can
produce cost-effective solutions to certain environmental
problems (Flynn, 2000).
6.1 TECHNOLOGICAL SKILLS REQUIRED FOR
ADOPTION OF TECHNOLOGY
It refers to a person’s knowledge and proficiency in any
type of process or technique. In a production department
this would mean an understanding of the technicalities of
the process of production. Whereas this type of skill and
competence seems to be more important at the lower level
of management (Kumar and Bhat, 2008). The enhancement
of skills of employees and workers will not only improve
quality but also bring down the cost of production through
efficient use of machines and materials and reduction of
wastages. The employee must also be conscious about the
need for improvement in the quality of work. Coal mining
introduces a foreign technologyindifferentopencastmines
to extract coal. If the workers don’t have a technical skill to
handle the equipments it can be affect on production. The
technical skills are being transformed from the existing
skills through training in order to match with the
requirement of the desired skills for the effective operation
as well as effective management of the installed new
technology (Tripathi et.al., 2009).
6.2 REAL TIME TRAINING NEEDS FOR
TECHNOLOGICAL UP-GRADATION
Training is the process of increasingknowledgeandskillsof
employees in relation to a task. The main objective of
training is to bridge the gap between the present skills and
the desired skills and to bring a positive change in the skills
behavior attitude and knowledge (Edwin, 1980). The open
cast coal mining should formulate a comprehensivescheme
for training of all supervisory staff and workers for
achieving the objective of vocational training. Training has
to be provided to maintenance personnel in theirrespective
working area and this training should be planned in such a
way that an employee is updated with the new techniques
and challenges in maintenance. Under the training needs
safety training is also important (Daltan, 1982). The
establishment of safety policy objective within an
organization must be accompaniedbytheclearallocationof
responsibility within the management structure. It is
generally accepted that the primary operational
responsibility for ensuring safe working must restwith line
management. On the other hand other area like quality and
productivity real progress in safety is impossible without
the full co-operation and commitment of all employees. If
they are to accept their full share of responsibility,however
they must be able to participate fully in the making and
monitoring of arrangements for safety and health at their
place of work (Ritson, 1983).
6.3 SAFETY NEEDS FOR CONTINUOUS
TECHNOLOGY
Safety is an integral part of efficient production and without
safety there cannot be maximum efficiency. Strict
supervision is essentialforobservingthatall worksaredone
in safe way and also safety observation checks effectiveness
of training helps prompts correctional and develops good
safety attitudes. Safety procedure should lay more emphasis
on the human aspect of accident with a view to elimination
human errors. Workers should be given vocational training
to include safety habit and to use safety devices. Systematic
planning is a basic requirement for health and safety in all
workplace. For a safety plan to be effective, it must be part

of a continuous review process which has as its objective
zero accident, through a strategy of never ending
improvement. The overall safety training cycle should
include the basic element set out in following figure.
Safety Training Cycle
Plan
Act Do
Check
(Source:Safety Training Cycle Muhlemann, 1994)
It is generally believed that training is an important
factorinimprovingsafetyperformance.Fortrainingto
be effective, however it must be planned in a
systematic andobjective manner.Safetytrainingmust
be continuous to meet not only changes in technology
but also changes in the environment in which an
organization operates. Safetytrainingactivitiescanbe
considered in the form of a Plan-Do-Check-Act
continuous improvement cycle the element which is
the abovefigure2.8.Thereviewprocessisessentialfor
even if the overall safety policy remains constant,
there is a need to ensure that new safety training
objective are set,eithertopromoteworkchangesorto
raise the standard achieved. So, Safety is an integral
part of efficient production and without safety there
cannot be maximum efficiency.
6.4 COAL MINING INDUSTRY- A SNAPSHOT
The coal mining industry in India has not been
fostered well by historians and researchers. It is
generally neglected by the national media. There is a
little documentation available on India’s 300 year of
coal industry. Coal mining has progressed far and
ahead in the past 50 years, especially following the
nationalization of the industry in the early 1970s.
India today proudly claims a higher position among
major coal producing countries in the world say as
the third largest producer of coal after China being
the first and the USA the second, with an output of
376.78 million tones in 2004-05. It applies the most
advanced technologies in various spheres, from
exploration to exploitation. Coal being the primary
source of energy supply in India dispatching about
73% of the total production, it also accounts for
almost 60% of the electricity generation in the
country. The world’s third largest coal reserves of
247.86 billion tones are located in India as recorded
on 1.1.2005. They serve a source to manage secure
energy supplies to cater to the requirements of a
growing economy, expanding population and rapid
urbanization. The coal reserves in India are expected
to last over 235 years at the current rate of
production. In contrast, the recorded reserves of oil
and natural gas in the country are expected to last
for hardly 17 years & 25 years respectively (Kumar
Shashi, 2005).
6.4.1 CURRENT COMPANY PROFILE -
CENTRAL COAL FIELDS LTD
The central division of CMAL was converted into
individualcoalcompanynamedCCL(CentralCoalFields
Ltd), a subsidiary of CIL.CIL is engaged in mining of
coal, beneficiation of medium coking and non-coking
coal, supply and distribution of coal, and development
of new coalfields. The operations of the company are
spread over the coal reserve areas in various districts
of the state of Jharkhand with itsheadquarterssituated
in the capital city of Ranchi and have a workforce of
60,000 plus employees on its rolls. There are 15
different working areas under this company. Theseare
Barkakana, Sayal, Argada, NK ajhara, Piperwar,
Rajrappa, Kuju, Hazaribagh, Bokaro & Kargali, Giridih,
Dhori, Kathara, Bokaro, Washeries, and Central Repair
Training
Allocate
Responsibilities
Define Safety
Objective
Establish training
organization
Specify Safety
training needs
Prepare
Safety
Programme
Implement and
monitor
Access Results
Audit and review
overall
Effectiveness

Workshop. At present, CCListheownerof58operating
mines (21 Underground and 37 Open Cast), 7
washeries (4 Coking, Kathara, Rajrappa, Kedla &
Sawang with throughput capacity of 9.35 Mty and 3
Non-Coking,Piparwar,Kargali&Gidiwithathroughput
capacity of 11.72 Mty, 6 workshops (1 Central
Workshop at Barkakana and 5 Regional Repair /
Workshops at Jarandih, Tapin North, Dakra, Giridih &
Bhurkunda. The total command area of the coalfield is
about 2600 Sq Km spread of 6 major coalfields all
falling within the mineral rich state of Jharkhand.
Central Coalfields Limited was formed on November 1,
1975 as a subsidiary of CoalIndiaLimited(CIL)with49
collieries. CCLiscontinuouslyengagedindevelopingits
bandofpowerprofessionals,throughintensivetraining
with a view to optimum utilization of manpower for
achieving the corporate objectives.
The company is the major source of coal in India. All its
projects lay down certain basic objectives and target
for growth and development,consumption,investment
and resources to be mobilized.
7.0 RESEARCH METHODOLOGY
Research Methodology comprises of two words
basically meant for how we can validate the collected
information in a systematic manner. Methodology is a
systematic analysis of methods applied to a field of
study, or the theoretical analysis of the body of
methods and principles associated with a branch of
knowledge whereas research deals with a systematic
process of collecting and analyzing information to
increase the understanding of the phenomenon under
study. Research Methodology is a branch of science
which specifies how research is done systematically
and scientifically. It enables to understand the various
steps that have been adopted by a researcher in
studying / analyzing the research problem along with
the logic behind them. Basic components of research
methodology are: Research Design, Sample Design,
Questionnaire design, Data Collection, Data Analysis,
Interpretation and Hypothesis of the study.
7.1 RESEARCH DESIGN
Methodology adopted in the present research is a
combination of both exploratory as well as descriptive
research design. The main purpose of exploratory
studies is to formulate a problem for more précised
investigation from an operational point of view. Major
emphasis in exploratory studies is on the discovery of
ideas and insights. The present study is exploratory in
nature as it developsidentificationandformulationofa
problem that has not yet manifested itself
conscientiouslyandprominentlybutinallprobabilities
is lying dormant in context of the present research
problem. This study also seeks to establish priorities
regarding the potential significance of various
problems and opportunities. The methods adopted for
exploratory purposes are to explore the possibilitiesof
survey based experiment in the area of technology
management that was carried out to formulate the
basic framework of this presentresearch.Primarydata
are obtained by framing questionnaires; whereas
Secondary data was obtained from relevant books,
journals and company documents.
In order to gain a practical insight to the problem,
experienced personnel working in industries were
interviewed. The researcher’s personal working
experience in industry as well as in academics has also
facilitated the formulation of the problem. Descriptive
research studies are surveys conducted for enquiring
the facts required to describe the state of affairs as it
exists. It is concerned with the specific predictions and
narration of facts and characteristics of individuals,
groups, or situations.
7.2 SAMPLE DESIGN
The field of study comprised of CCL including its
headquarters in Ranchi and the surrounding open cast
coal fields located in the state of Jharkhand. There are
some sampling units in this study and are based on
Non-probability Sampling or Judgmental sampling;
taken from Open cast Coal Mines of CCL, Ranchi. for
identifying the targeted respondents within the
organization, Stratified random sampling method was
adopted. In order to obtain representative samples of
homogeneous groups, different strata of executives
were formed based on their functional areas
departments. These peoples are directly or indirectly
involved in nurturing management of technology
within the organization for a specific time period. The
functionalareaswere:Materials/Purchase,Production
/ Manufacturing, Projects, Planning, Research &

Development, Quality Assurance, Maintenance,
Marketing, and other relatedareas.Ineachoftheabove
strata, target respondents were identified as the
executives working in different fields within the
organization.
8.0 KIRKPATRICK’S FOUR LEVEL
EVALUATION MODEL
Year Researcher Findings
1976 Kirkpatrick He suggested that
reaction, learning,
behavior and results
are four measures that
are relevant for the
evaluation of training
outcomes.
2000 Isyaku The process of training
and development is a
continuous one. It is an
avenuetoacquiremore
and new knowledge
anddevelopfurtherthe
skills and techniquesto
function effectively.
2010 Bates &
Davis
Usefulness of training
programme is possible
only when the trainee
is able to practice the
theoretical aspects
learned in training
programme in actual
work environment.
2011 Fizzah Training and
development is
important for the
employees in
organization, it helps
the employees to
improve their skills
and to give a good
performance in
workplace. There is a
big relation between
training and
development with the
organization
performance.
On the basis of these four levels of evaluation, we based our
hypothesis for the research. They are as following:
• Hypothesis 1:
▫ H0: Change in reaction has no significant influence on
training effectiveness.
▫ H1: Change in reaction has significant influence on
▫ Hypothesis 2:
▫ H0: Change in learning has no significant influence on
▫ H1: Change in learning has significant influence on
• Hypothesis 3:
▫ H0: Change in behaviour has no significant influence
on training effectiveness.

▫ H1 : Change in behaviour has significant influence on
training effectiveness
• Hypothesis 4:
▫ H0: Change in result has no significant influence on
▫ H1: Change in result has significant influence on
9.0 DATA ANALYSIS & INTERPRETATION

23%
40%
12%
13% 12%
5. Gained new skills at the
session
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
9.1 CHI SQUARE ANALYSIS
• As it can be seen in table, the hypotheses has been
approved at 95% confidence and α =0.5 level.
• The significant level is 5% i.e. 0.05.
For hypothesis 1,
1. In question 1, result shows significant level 0.001 i.e. less
than 0.05 (0.001 < 0.05).
than 0.05 (0.002 < 0.05).
than 0.05 (0.003 < 0.05).
Since, all the significant levels are below 0.05.
Hence, reject null hypothesis and accept alternative
hypothesis.
Hence, Change in results has significant influence on

For hypothesis 2,
1. In question 4, result shows significantlevel 0.029i.e.less
than 0.05 (0.029 < 0.05).
2. In question 5, result shows significant level
0.001 i.e. less than 0.05 (0.001 < 0.05).
hypothesis.
Hence, Change in learning has significant influence on
For hypothesis 3,
1. In question 6, result shows significant level 0.000 i.e.
less than 0.05 (0.000 < 0.05).
2. In question 7, result shows significantlevel 0.000i.e.less
than 0.05 (0.000 < 0.05).
Hence, reject null hypothesis and accept alternativehypothesis.
Hence, Change in behaviour has significant influence on
For hypothesis 4,
1.In question 8, result shows significant level 0.000 i.e. less
than 0.05 (0.000 < 0.05).
hypothesis.
Hence, Change in result has significant influence on
10.0 FINDINGS
• More than half of the employees (57%) considered
training to be worth their time
• Almost half of the employees (51%) were satisfied with
the training facilities
• 44% of the employees are satisfied with the overall
training quality
• Almost all the employees have positive opinion towards
the satisfaction level on present training methods whichis
followed by the company.
• Most of the employees have attended training and
development programs to upgrade their skills and
knowledge levels.
• Most of the employees said that they applied the gained
skills at work and that their application of knowledge and
skill contributed to overall organizational growth
10.1 CONCLUSION
 This study inspected exactly four levels of measuring
training effectiveness with the assistance of a survey
utilizing a sample of the employees who present to the
training program.
 The outcome of pairedsampleChi-Squaretestanalysis
interprets that the four factors namely reaction, learning,
behaviour and result derived in hypothesis test analysis are
statically significant in explainingthetrainingeffectiveness.
 The first level concentrated on worker's responses to
the training program. The second level concentrated on
learning and aptitudes picked up from the training. The
third level concentrated on the progressions in the task
behaviour of workers after accomplishing the training
program. The fourth level concentrated on the changes in
the working of parts or the whole work whichhaveresulted
from changes in the task behaviour beginning in training.
10.2 SUGGESTIONS & RECOMMENDATIONS
 The main objective of training is to bridge the gap
between the present skills and the desired skills and to
bring a positive change in the skills behavior attitude and
knowledge . The open cast coal miningshouldformulatea
comprehensive scheme for training of all supervisory
staff and workers for achievingtheobjectiveofvocational
training. Training has to be provided to maintenance
personnel in their respective working area and this
training should be planned in such a way that an
employee is updated with the new techniques and
challenges in maintenance. The organization must
concentrate more on employees who are not satisfied
with the present training methods; they have to be
counseled to know their reasons for not being satisfied.
So that effectiveness can be achieved. In order to improve
performance and productivity the Indian coal mining
industry has to take up training programme for each
individual worker which finally helps in the
organizational development. Coal miningcompanyshould

formulate a comprehensive scheme for training of all
supervisory staff and workers for achieving targeted
production of vocational training programme. Trainingis
mandatory for open cast coal mining. Mine workers are
imparted training as per their respective technology in
open cast coal mines. Training is imparted with a view to
achieve improved knowledge, skill and correct job
procedure which improve productivity. Vocational
training aims at increasing the worker’s efficiency on his
particular job. In open cast coal mining industry
vocational training should be providedto newworkersas
well existing workers. Vocational trainingraisesworker’s
individual efficiency, promotes understanding, enhances
quality and quantity of production, reduce accidents and
cost of production and thus this is useful for the workers,
profitable for the management and gainful forthe society
at large.
 Today in the dynamic business scenario it is an
importance of the state of the art technology should be
observed and adopted for enhancing productivity in coal
mines. Almost every industrial sector today warrants for
the best use of technology in order to remain competitive
for sustainability. The Indian coal sector presently is in
the transition phase from traditional to the state of art
technology and therefore for improved performance and
productivity the industry has to take up training
programme for each individual worker to help the
organizational development. Resources of an opencast
mine are insufficient to fulfill the requirements of this
section - the competent authority should arrange for two
or more opencast mines to hold a combined safety
training scheme, or make such other arrangementsasare
practicable in the interests of accident prevention. All
trainees should undergo specific training as per the rules
and procedures, and should not be assigned to work
duties until they have assimilatedthoroughlyall suchsafe
work practices. Under thetrainingneedssafetytrainingis
also important. The establishment of safety policy
objective within an organizationmustbeaccompanied by
the clear allocation of responsibility within the
management structure. It is generally accepted that the
primary operational responsibility for ensuring safe
working must rest with line management. On the other
hand other area like quality and productivity real
progress in safety is impossible without the full co-
operation and commitment of all employees. Workers'
representatives, members of workers' safety and health
committees or joint safety and health committees, or
other workers' representatives, should be given
reasonable time during paid working hours to undertake
appropriate training in occupational safety and health.
11.0 REFERENCES
[1] Akhilesh, K.B. (2013). Emerging Dimensions of
Technology Management, Springer Verlag.
[2]Bhat, A., and Kumar, A. (2008). Management Principles,
Processes and Practices. Oxford University Press, pp.1617.
[3] Daltan, A.J.P. (1982). Health and Safety at work for
Industrial Manager and Supervisors, Cassell.
[4]Edwin,B.Flippo.(1980).Personnel Management,McGraw-
Hill, Tokyo, p.31.
[5] Flynn, E. J. (2000).Impact of Technological Change and
Productivity on the Coal Market.
]6] Ghatak, S. (2002). A Study of Mine Management
Legislation and General Safety, Coalfields Publishers,
Asansol.
[7] Hunt, Olivia. (2007). Technology in Coal Mining
Industry.pp.51.53
[8] Human Resource Management (Third Edition) by V S P
Rao Handbook of Human Resource Management Practice,
8th Edition, 2001
[9] Kirkpatrick, Donald (1959). Techniques for evaluating
training programs, Journal of the American Society of
Training Directors.
[10]Kalam, Abdul. (2005). Key Issues and Options That
Shape The Choice of Technology In Coal Mining. The Coal
Summit 2005, Organized by India Energy Forum,TheMining
Geological and Metallurgical Institute of India, Delhi Chapter
and Indian Coal Forum, Edited By Dr.M. M.Seam and
N.N.Gautam, pp.189-205 (C-4).
[11]Kate, S.R. (1996). Improving Drill Productivity by Using
Compatible Energy Explosives.Journal of Mines, Metals and
Fuels, pp. 52-56.[12]
[12]Khalil, T.M, (1992).Technological Competitivenessin the
Global Economy International Journal of Technology
Management, Vol.7, No.4-5, pp.347-358.
[13]Khalil, T. (2010). Management of Technology-TheKeyto
Competitiveness and Wealth Creation, Tata McGraw-Hill,
New Delhi, pp. 37-39.
[14] Monika, Maria. (2014). Innovationina HighTechnology
B2B Context : Exploring Supply Networks Processes and
Management. Springer Verlag.

[15]Roy Supriyo, Singh, S. N. (2014). Strategic Planning for
Management of Technology-AnEmpirical Studywith Indian
Steel Sectors. Accepted for Publication in Vision-The Journal
of Business perspective, MDI-Gurgaon, Published by Sage
publications. Empirical Study with Indian Steel Sectors.
Accepted for Publication in Vision-The Journal of Business
perspective, MDI-Gurgaon, Published by Sage publications
[16] Ritson, J. (1983). Health and Safety at Work Act,
Ravenswood Publication.
[17] S. Sundarajan,( 2007) Indian Journal of Training and
Development xxxvii No.3 (July – September).
[18] Tripathi, P.C., and P,N.Reddy. (2009), Principles of
Management. Tata McGraw Hill edition.pp.7-10.
BIOGRAPHIES
G.D.B.M from Ambedkar Institute of Management Studies,
Vishakapatnam in the academic year 1998- 2000, with
specialization in (Marketing &System).Currentlyworkingas
an Assistant Professor in BIT Mesra, Ranchi.
Areas: Principles of Management, TQM, Technology
Management, Marketing Management, Business Ethics.

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