A

SUMMER INTERNSHIP PROJECT REPORT

ON

“ Effectiveness of the Training and Development in sumul dairy”

At

Surat District Co-operative Milk Producers' Union Ltd

Submitted to

Naran Lala School of Industrial Management and Computer Science

IN PARTIAL FULFILLMENT OF THEREQUIREMENT OF THE AWARD FOR THE DEGREE OF

MASTER OF BUSINESS ASMINISTRATION

In

Gujarat Technological University

UNDER THE GUIDANCE OFFaculty

Faculty Guide Company GuideMr Vishal J Mali Mr Ravindra Shali

(HR Manager)Submitted by(Joshi Dharti G)

[Batch:2016-17, Enrollment No: 157990592016]

MBA III(Naran Lala School of Industrial Management and Computer

Science)MBA PROGRAMME

Affiliated to Gujarat Technological UniversityAhmedabad

Jun-July-20161

Index

SR No Topic/Content Page NoCh 1 Industry overview

Basic overview of industry Major Players SWOT Analysis/PESTEL ANALYSIS of industry

3 to 10

Ch 2 Company overview

Background of the company and form of organization Vision and Mission statement Milestones since inception Investment in Plant and Machinery Present profile Performance graph over last three years Present manpower status Organization structure Types of communication channel Present product mix Competitive scenario

11 to 27

Ch 3 Introduction of Topic 28 to 47

Ch 4 Literature review 48 to 68

Ch 5 Research methodology: Scope of the study Problem Statement /Rationale of the Study Research Design Objectives of the Study Hypothesis if any Data Collection Method Population Sampling Method Sample size Tools and techniques for data analysis Limitations of the Project

69 to 78

Ch 6 Data Analysis and Interpretation 79 to 89Ch 7 Findings 90 to 102Ch 8 Suggestions 103Ch 9 Conclusion 104

2

Preface

World is becoming a “Global Village”. Today India has become a “globalized country” The process of globalization has very highly affected. Corporate world of both, India and exotic corporate world means today’s Neoteric business world. This corporate world plays a decisive role in globalization. This corporate world is now becoming more and more competitive. Regarding this competition business houses need more professionalized people for their managerial work. Highly professionalized people come from business school. Business school offers training for all business aspects. So from this angle our Gujarat Technological University, Ahmadabad has granted M.B.A. program. Theoretical knowledge is not enough. After study student has to go practical world.

At that time they have difficulty in practical works. This M.B.A program provides an opportunity for this type of practical knowledge.

For that , I have gone to the “ SUMUL DAIRY IN SURAT “ The main reason of I selecting sumul Dairy is that it is one of the fastest growing infrastructure industries in the country.

3

Declaration

I,JOSHI.DHARTI.G, student of NARANLALA SCHOOL OF INDUSTRIAL MANAGEMENT AND COMPUTER SCIENCE, NAVSARI, hereby declare that the project report on “Effectiveness of the Training and development in the Sumul Dairy” has been undertaken as a part of Summer Internship Project in the syllabus of Master of Business Administration (MBA), Gujarat Technological University, Ahmadabad. I declare that this report has not been submitted to any other university or institute for any other purposes. I have properly acknowledged the material collected from secondary sources wherever required.

Date:_08/08/2016__ Joshi Dharti GPlace:_Navsari____ Signature(Sign)

4

Acknowledgement

I take this opportunity to express my heartfelt gratitude to Mr.Bhupendra Desai(HR) for allowing me to undertake my training at SUMUL DAIRY and for their guidance.

I am thankful to Mr.Ravindra shalli (Senior Executive) for providing me with the necessary information whenever required. The theoretical aspect and Methodology for handling my work without valuable guidance this project report cannot be made possible.

I also thankful to all those member of SUMUL DAIRY SURAT who gave me constant encouragement and guidance during the entire project and last but not the least.

My sincere thanks are also to my project guide Mr Vishal J Mali and my parents for hear guidance and technique about report writing that have been a key factor in the successful completion of this project.

Yours faithfully

Joshi.Dharti. G

5

Executive summary

Sumul dairy is one of the best leading co-operative sectors. It is located at near Surat District. There is different type of branches located in whole country.

In Surat there are currently 13 departments are working. Mainly production department personnel department finance department etc. but marketing department and HR department are most performing at Sumul dairy .these two departments are handling all the plants of country through their head office at Surat.

The report gives an insight about “Effectiveness of Training and Development” of the company.Theories don’t teach unless accompanied by the working in original situation. This project report was carried out according to the course MBA.

This research study like more than the any particular task related to the more affect the Trainer Employers and Manager .

The management training is given for 6 month. Officers and senior executive attend the management and employees development programmed organized by the institute. Training is not uncommon in Sumul. It has an elaborate training program to make employee acquire new skills and knowledge. Both internal and external training is carried out as and when required.

Following are the data of internal and external training programmed conducted by Sumul in the last nine years.

In addition to this Sumul also has the policy to sponsor employees for higher education to various institutes. And sumul dairy also doing the welfare Activity like..

6

Chapter:-1Introduction of Sumul Dairy

The Sumul district co-operative milk producer’s union ltd (SUMUL Dairy) is a co-operative endeav or committed to help marginal farmers and down trodden tribal to lead to a healthy life and better standard of living through scientific animal husbandry practices. Today’s Sumul enjoys the pride to serve milk and milk products to populous Surat city and surrounding towns of it. Sumul is holding strong brand equity in surat district and command more than 70% of the liquid milk in surat city, to make the distribute system fast and the delivered milk in time they have as many as 6ilk transportation routes and 1531 agents (1386 regular and 145 full time).The area of operation of sumul is the entire district of sumul. The present milk procurement of 160.929,736 liters of milk annually makes it the third largest union in the state after the AMUL and Mahesana dairy. The present market of Surat for liquid milk is around 4.5 lack liters per day. This has necessary active development of “by product” market. Products so far introduced are paneer, ghee, flavored milk, sweet, shrikhand, lassi, butter milk etc..Sumul consist of 13 board of directors one each of 13 talukas of Surat district and they from themselves elect the chairman. The total numbers of employees are about 1100 besides the contract workers.Under sumul’s activities, Surat district is now firmly established as a milk shed and is growing from strength to strength.Hence, the Surat district co-operative milk producer’s union ltd, SUMUL is trade name and literally meaning sound process, came in to existence on August 22, 1951… The formal commissioning of the pasteurization plant on March 17, 1968was a turning point fro sumul.

7

History:-

1967-68: First Milk Processing Plant of 60 KLPD capacity commissioned at Surat. (Sumul)

Sumul or Surat Milk Union Limited, which is now renamed as The Surat District Co-

operative Milk Producers' Union Ltd, is one among the 17 district unions which acts as manufacturing

units of dairy products for Gujarat Co-operative Milk Marketing Federation Limited, the marketers of Amul

brand of products.

In the year 1939 Sardar Vallabhbhai Patel went and meets the farmers of Anand and told them that for

the trade of milk the dairy was necessary. During that time there was only one dairy “POLSUN

DAIRY” which belongs to British’s and they use to give very less price for milk to the Indian

Milkmen. At that time a person named Tribhuvandas Patel came forward to take the leadership. In

order to support the Indian farmers “AMUL DAIRY” was established in the year 1946. DR. Kurien

was appointed at this dairy.

Then after, For the proper development of the dairy industry N.D.D.B. (The National Dairy

Development Board) was established at Anand.

Here the farmers were, made aware about their right & responsibilities high productivity of milk at

low cost & so the co-operative of development programs started.

In the year 1998-99 two million tone of milk was produced in Indian & Indian becomes the world’s

first milk producing country. Which is more then 68 million of American.

So it was called “ white revolution”.

8

Major Players

• From North Gujarat & Maharashtra:

1. Unity dairy, Uttarsanda 11. Sardar Dairy, Mehsana 2. Jeevan Shakti, Dhuliya 12. Vimal Dairy, Mehsana 3. Vishalsagar, Dhuliya 13. Royal Dairy, Gandhinagar 4. Gopi Milk Products, Puna 14. Suffal (Paneer) 5. Gautam Milk Products,Kopargoan 15. Satyam Dairy, Gandhinagar 6. Gayatri Milk Dairy 16. Sumathur dairy 7. New Suraj Dairy, vijapur 17. Mahakall Dairy, Sid8. Sarita Milk Products, Kadi 9. Britannia (Ghee)10. Neslte (Milk powder, Ghee)

Bank Partner

1. The Surat District Cooperative bank Ltd2. State Bank of India, Surat3. Axis Bank, Surat4. Dena Bank, Surat5. ICICI Bank, Surat6. Bank of India, surat.7. HDFC Bank, Surat8. Kotak Mahindra bank, Surat

9

SWOT Analysis/PESTEL ANALYSIS of industry

SWOT Analysis of Dairy as an enterprise

Strength 1) Self employment at doorstep 2) Regular income 3) Sale of Farm Yard Manure 4) Credit in the Dairy Cooperative Society 5) Income for children’s education 6) Facility for insurance 7) Market for milk produce 8) Good remunerative work for women 9) Cattle as movable assets 10) Bio gas 11) Cow dung for mud plastering 12) Bullocks for agriculture 13) Crop residues for ruminants

Weakness Weak and unproductive animals Low milk production Scarcity of water Costly feeds and fodder Burden on women Lack of knowledge of dairy Lack of training

Opportunities Heifer rearing and sale Butter milk selling at village level Ghee selling at village level Sale of Farm Yard Manure Facility of making saving at DCS level

Threats Death of non insured cow In monsoon roads not approachable Forfeiture of sour milk Unproductive animals Excess no. of animals

CHAPTER-210

Company overview

Vision & Mission statement:-

11

Sumul's Vision

They are socially responsible

Organization with commitment to Milk Producer's by providing good returns and services, to

consumer's safety and delight

through implementation of Food Safety and Quality management System.

*Sumul’s Mission:-

Sumul is the Market legend captured 78% of Market. In surat and want to be the most believable Organization going towards total customer satisfaction up to the customer door.

12

Objective of Sumul:-

To provide year round milk market for their surplus milk and to earn reasonable returns for the milk to improve their quality of life.

To procure milk and process it into good quality milk and milk products to market it at most economically and efficiently to give maximum overall net returns to the producers and general satisfaction to the consumers.

To provide essential technical inputs and services to the producers at their door steps in an economic and efficient manner and also in a way most acceptable to them to increase milk production and to reduce the cost of production.

“ If raw material has good quality, then finished product will have better quality. ”

Milestones OF SUMUL DAIRY

13

Investment in Plant and Machinery

14

To make milk processing more speedy & new products to be introduced in the

market & to increase the capacity of the plant, machineries with well advanced

technology being purchased & step by step extension of the plant is being done.

Details are in short as follows.

To strengthen the milk quality & processing 30000 litres per hour capacity plants

of Milk chiller, Worming PHE to make butter milk & to warm milk in Paneer

department Duel PHE Were are being established & activated.

At Sumul Dairy, to clean Curd, UST, Paneer, raw milk, Silo tanker etc.

machineries qualitatively 3 line fully automatic SKADA bases CIP system been

installed & activated due to which electricity & fuel being saved & all machinery

& lines are being cleaned with all qualitative work.

At, Sumul Dairy, Surat, 10 MT capacity per hour fully automatic SKADA based

boiler been installed & activated. Increase in the capacity of boiler saves fuel.

At Sumul dairy, Surat various works of energy saving like LED lights, Side entry

agitators, Steam line per turbine were been established & activated. Due to above

said work we have received second rank Energy Saving award for 2014 being

given by the Electric Ministry of an Indian government. Sumul has received such

award by Minister of an energy minister Shri Piyush Goel.

At Sumul Dairy, Surat two filters of 60000 per litre per hour capacity are being

installed & activated to clean SMC inlet water & a new overhead tank of 400000

litre capacity being activated due to which quality of the water gets improved.

At Sumul Dairy, Surat work of Main Gate, Security office & Time keeping office

been completed & activated.

At Bajipura, Uchchhal, Navipardi & Nizar all chilling centres of Sumul Dairy,

Surat an energy efficient pumps are being activated. by which we could save the

energy.

Present profile

There are 10 departments at Sumul, they are as follows.

• 1. HR department• 2. Finance department• 3. Sales & Marketing department• 4. Veternity Department• 5. Production & Engineering Department• 6. Accounts Department & Audit Section• 7. Assembling Department• 8. Quality Department• 9. Store & Purchase Department• 10. Information Technology Department

15

HR department

16

Board of Director

Managing Director

General Manager

Assistant General Manager

Manager

Dy. Manager/Assistant Manager

Executive Officer/ Sr. Exe. Officer

Sr. / Jr. Assistant

Skilled / Unskilled Work Man

Hierarchy of finance department

17

Managing Director

Material Manager Accountant Manager

Assistant Manager

Senior Executive

Junior Executive

Senior Assistant

Junior Assistant

Workman

Finance Manager

Production & Engineering Department

18

Managing Director(Mr. Jayesh H.

Desai)

In charge Strategy

Business Unit Center

Packing of Shrikhand

All Sweets

Production manager (1)

Milk Processing

Cream Processing

Packing of Pasteurized

Milk

Packing of Manufacturing of Flavored

Milk

Packing of Manufacturing of Ghee

Packing of Manufacturing of

Curd

Production manager (2)

Cream Processing

Tanker Handling

Raw Milk Transportati

on

Pasteurized Milk

Transportation

Manufacturing Skim

milk Powder

19

Milk Cycle

Step’s Process Image of process

1

Hygienic milking of cow at village level.

2

Milk Producers' Cooperative LTD collects the milk

from all the villages.

3

Milk Producers' Cooperative LTD collects the milk

from all the villages.

4 The collected milk is tested against the set standards.

That insures quality of milk being received from the

root level.

5

The received milk is sold locally as well as transported to

the Bulk Chilling Center.

6 The received milk is sold locally as well as transported to

the Bulk Chilling Center.

7 Hygienic and safe transportation of milk in insulated

tankers.

Parlour

Parlour In Surat City 21

Parlour Out Of Surat City 28

Information Technology Department

20

Performance graph

2010-11 2011-12 2012-13 2013-14 2014-150

500

1000

1500

2000

2500

800 950

1500

2000 2007

TURN OVER

TURN OVER

From the study of the above diagram, we can see that Sumul has made a continuous progress in their profit

making figures.

21

Types of communication channel

DISTRIBUTION CHANNEL OF LIQUID MILK

 

So, its called one level (1 level) Distribution Channel

DISTRIBUTION CHANNEL OF DAIRY PRODUCTS

So, its called two level (2 level) Distribution Channel

Product mix

22

DAIRY AGENT CUSTOMER

DAIRY DISTRIBUTOR RETAILER CUSTOMER

For Health

23

Sr No Product width Product line

01

For Health 06

02

With Food 12

03

Special Time 09

04

For Good Mood 01

Total

04 28

Amul Gold Milk Amul Shakti Milk Amul Taaza Milk Amul Slim 'N' Trim Sumul Cow Milk Sumulya High Fat Milk

With Food

Paneer Ghee Cow Ghee Probiotic Skimmed Milk Dahi Probiotic Dahi Fat Free Dahi Dahi Lassi Premium Chhash Masala Chhash Chhash Khoya

Special Time

Elaichi Peda Kesar Peda Elaichi Shrikhand Elaichi Delite Kesar Dryfruit Mango Shrikhand Ghari Gulab Jamun Rasgulla

For Good Mood

Tea

Competitive scenario24

• Following some of the dairy all from the district i.e. from North Gujarat & Maharashtra:

1. Unity dairy, Uttarsanda 11. Sardar Dairy, Mehsana

2. Jeevan Shakti, Dhuliya 12. Vimal Dairy, Mehsana

3. Vishalsagar, Dhuliya 13. Royal Dairy, Gandhinagar

4. Gopi Milk Products, Puna 14. Suffal (Paneer)

5. Gautam Milk Products,Kopargoan 15. Satyam Dairy, Gandhinagar

6. Gayatri Milk Dairy 16. Sumathur dairy

7. New Suraj Dairy, vijapur 17. Mahakall Dairy, Sid

8. Sarita Milk Products, Kadi

9. Britannia (Ghee)

10. Neslte (Milk powder, Ghee)

Chapter - 325

Introduction of Topic

Training and development

William James of Harvard University estimated that employees could retain their jobs by working at a mere 20-30 percent of their potential. His study led him to believe that if these same employees were properly motivated, they could work at 80-90 percent of their capabilities. Behavioral science concepts like motivation and enhanced productivity could well be used in such improvements in employee output. Training could be one of the means used to achieve such improvements through the effective and efficient use of learning resources.

Employee Development = Employee Education + Employee Skills +Training Effectiveness + Employee Quality of work life.

Training and Development

Human resources are the most valuable assets of any organization, with the machines, materials and even the money, nothing gets done without man-power. The effective functioning of any organization requires that employees learn to perform their jobs at a satisfactory level of proficiency. Here is the role of training. Employee training tries to improve skills or add to the existing level of the knowledge so that the employee is better equipped to do his present job or to prepare him for higher position with increased responsibilities. However individual growth is not an end itself. Organization growth needs to be meshed with the individual’s growth. The concern is for the organization viability, that it should adapt itself to a changing environment. Employee growth and development has to be seen in the context of this change. So training can be defined as:

Need for Training :-

The need for improved productivity in organization has become universally accepted and that it depends on efficient and effective training. However, the need for organizations to embark on staff development programme for employees has become obvious. Absence of these programme often manifest tripartite problems of incompetence, inefficiency and ineffectiveness. So training and development aim at developing competences such as technical, human, conceptual and managerial for the furtherance of individual and organization growth which makes it a continuous process

Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during the training that helps him improve performance After employees have been selected for various positions they all are in organization, training them for the specific tasks to which they have been assigned assumes great importance. It is true in many organizations that before an employee is fitted into a harmonious working relationship with other employees, he is given adequate training.. Training enables an employee to

26

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

required by employees to perform adequately on a given task or job ”

do his present job more efficiently and prepare himself for a higher-level job. The essential features of training may be stated thus:

Increases knowledge and skills for doing a particular job; it bridges the gap between job needs and employee skills, knowledge and behaviours

 Focuses attention on the current job; it is job specific and addresses particular performance deficits or problems

Concentrates on individual employees; changing what employees know, how they work, their attitudes toward their work or their interactions with their co-workers or supervisors

Tends to be more narrowly focused and oriented toward short-term performance concerns.

Training is needed to serve the following purposes:

Training is necessary to make employees mobile and versatile. They can be placed on various jobs depending on organizational needs.

Training is necessary to prepare existing employees for higher-level jobs (promotion). Existing employees require refresher training so as to keep abreast of the latest developments in job

operations. In the face of rapid technological changes, this is an absolute necessity. Training is necessary when a person moves from one job to another (transfer). After training, the'

employee can change jobs quickly, improve his performance levels and achieve career goals comfortably

Training is needed for employees to gain acceptance from peers (learning a job quickly and being able to pull their own weight is one of the best ways for them to gain acceptance).

Newly recruited employees require training so as to perform their tasks effectively. Instruction, guidance, coaching help them to handle jobs competently, without any wastage.

Training is needed to bridge the gap between what the employee has and what the job demands. Training is needed to make employees more productive and useful in the long-run.

Importance

Training offers innumerable benefits to both employees and employers. It makes the employee more productive and more useful to an organization. The importance of training can be studied under the following heads:

27

Benefits to the business:

1. Trained workers can work more efficiently. They use machines, tools, and materials in a proper way. Wastage is thus eliminated to a large extent.

2. There will be fewer accidents. Training improves the knowledge of employees regarding the use of machines and equipment. Hence, trained workers need not be put under close supervision, as they know how to handle operations properly.

3. Trained workers can show superior performance. They can turn out better performance. They can turn out better quality goods by putting the materials, tools and equipment to good use.

4. Training makes employees more loyal to an organization. They will be less inclined to leave the unit where there are growth opportunities

Benefits to the Employees:

1) Training makes an employee more useful to a firm. Hence, he will find employment more easily.

2) Employees can avoid mistakes, accidents on the job. They can handle jobs with confidence. They will be more satisfied on their jobs. Their morale would be high.

3) Thus, training can contribute to higher production, fewer mistakes, greater job satisfaction and lower labour turnover. Also, it can enable employees to cope with organizational, social and technological change. Effective training is an invaluable investment in the human resources of an organization.

4) Training makes employees more efficient and effective. By combining materials, tools and equipment in a right way, they can produce more with minimum effort.

5) Training enables employees to secure promotions easily. They can realise their career goals comfortably.

6) Training helps an employee to move from one organization to another easily. He can be more mobile and pursue career goals actively.

28

Learning Principles: The Philosophy of Training

Training is essential for job success. It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover. These benefits accrue to both the trainee and the organization, if managers understand the principles behind the training process. To this end, training efforts must invariably follow certain learning-oriented guidelines.

(01) Modelling

The selected model should provide the right kind of behaviour to be copied by others. A great deal of human behaviour is learned by modelling others. Children learn by modelling parents and older children, they are quite comfortable with the process by the time they grow up. As experts put it. "managers tend to manage as they were managed" Modelling is simply copying someone else's behaviour. Passive classroom learning does not leave any room for modelling. If we want to change people, it would be a good idea to have videotapes of people showing the desired behaviour.

(02)Motivation

People learn more quickly when the material is important and relevant to them. Learning is usually quicker and long-lasting when the learner participates actively. Most people, for example, never forget how to ride a bicycle because they took an active part in the learning process.For learning to take place, intention to learn is important. When the employee is motivated, he pays attention to what is being said, done and presented. Motivation to learn is influenced by the answers to questions such as: How important is my job to me? How important is the information? Will learning help me progress in the company? etc.

(03)Reinforcement

A bank officer would want to do a postgraduate course in finance, if it earns him increments and makes him eligible for further promotions. To be effective, the trainer must reward desired behaviours only. If he rewards poor performance, the results may be disastrous: good performers may quit in frustration, accidents may go up, and productivity may suffer. If a behaviour is rewarded, it probably will be repeated. Positive reinforcement consists of rewarding desired behaviours. Both the external rewards (investments, praise) and the internal rewards (a feeling of pride and achievement) associated with desired behaviours compel subjects to learn properly. People avoid certain behaviours that invite criticism and punishment. The reactions may be mild or wild. Action taken to repeal a person from undesirable action is punishment.

. If administered properly, punishment may force the trainee to modify the undesired or incorrect behaviours. The reinforcement principle is also based on the premise that punishment is less effective in learning than reward. Punishment is a pointer to undesirable behaviours. When administered, it causes pain to the employee. He may or may not repeat the mistakes

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(04)Feedback

Every employee wants to know what is expected of him and how well he is doing. If he is off the track, somebody must put him back on the rails. The errors in such cases must be rectified immediately. The trainee after learning the right behaviour is motivated to do things in a 'right' way and earn the associated rewards. Positive feedback (showing the trainee the right way of doing things) is to be preferred to negative feedback (telling the trainee that he is not correct) when we want to change behaviour. People learn best if reinforcement is given as soon as possible after training.

(05)Spaced Practice

Can you memorise a long poem by learning only one line per day !! You tend to forget the beginning of the poem by the time you reach the last stanza. For 'acquiring' skills as stated by Mathis and Jackson, spaced practice is usually the best. This incremental approach to skill acquisition minimises the physical fatigue that deters learning. Learning takes place easily if the practice sessions are spread over a period of time. New employees learn better if the orientation programme is spread over a two or three day period, instead of covering it all in one day. For memorizing tasks, 'massed' practice is usually more effective. Imagine the way schools ask the kids to say the Lord's prayer aloud.

(06)Whole Learning

A broad overview of what the trainee would be doing on the job should be given top priority, if learning has to take place quickly. The concept of whole learning suggests that employees learn better if the job information is explained as an entire logical process, so that they can see how the various actions fit together into the 'big picture' Research studies have also indicated that it is more efficient to practice a whole task all at once rather than trying to master the various components of the task at different intervals.

(07)Active Practice

For maximum benefit, practice sessions should be distributed over time. To be a swimmer, you should plunge into water instead of simply reading about swimming or looking at films of the worlds' best swimmers. 'Practice makes a man perfect': so said Bacon. Learning is enhanced when trainees are provided ample opportunities to repeat the task.

(08)Applicability of Training

The training situations should be set up so that trainees can visualise - and identify with - the types of situations they can come across on the job. Training should be as real as possible so that trainees can successfully transfer the new knowledge to their jobs.

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(09)Environment

It is natural that workers who are exposed to training in comfortable environments with adequate, well spaced rest periods are more likely to learn than employees whose training conditions are less than ideal. Finally, environment plays a major role in training. Generally speaking and learning is very fast at the beginning. Thereafter, the pace of learning slows down as opportunities for improvement taper off.

(10)Areas of Training

The Areas of Training in which training is that offered may be classified into the following categories.

I. Knowledge

Here the trainee learns about a set of rules and more regulations about the job, the staff and the products or services offered by the company. The aim is to make the new employee fully aware of what goes on inside and outside the company.

II. Technical Skills

The employee is taught a specific skill & (e.g., operating a machine, handling computer etc.) so that he can acquire that skill and contribute meaningfully.

III. Social Skills

The employee is made to of learn about himself and others, and to develop amental attitude towards the job, colleagues and the company. The principal focus is on teaching the employee how to be a team member and get ahead.

IV. Techniques

This involves the application of knowledge and skill to various on-the-job situations.

In addition to improving the When administered properly, a training programme will go a long way in obtaining employee loyalty, support and commitment to company activities.

31

Type of Training:-

There are many approaches to training. We focus here on the types of training that are commonly employed in present-day organisations.

Skills training:

 This type of training is most common in organisations. The need for training in basic skills (such as reading, writing, computing, speaking, listening, problem solving, managing oneself, knowing how to learn, working as part of a team, leading others) is identified through assessment. Specific training objectives are set and training content is developed to meet those objectives. The process here is fairly simple. Several methods are available for imparting these basic skills in modern organisations (such as lectures, apprenticeship, on-the-job, coaching etc.). Before employing these methods, managers should:

Relate the training to the trainees' goals.

Explain how the training will help the trainees in their jobs.

Respect and consider participant responses and use these as a resource.

Encourage trainees to learn by doing.

Refresher training:-

By organising short-term courses which incorporate the latest developments in a particular field, the company may keep its employees up-to-date and ready to take on emerging challenges. Rapid changes in technology may force companies to go in for this kind of training.  It is conducted at regular intervals by taking the help of outside consultants who specialise in a particular descriptive.

Cross-functional Training:

Departments can exchange personnel for a certain period so that each employee understands how other departments are functioning and Cross-functional Training involves training employees to perform operations in areas other than their assigned job. There are many approaches to cross functional training. Job rotation can be used to provide a manager in one functional area with a broader perspective than he would otherwise have.. High performing workers can act as peer trainers and help employees develop skills in another area of operation. Cross functional training provides the following benefits to an organisation (and the workers as well) .

32

Team Training :-  

Team training generally covers two areas; content tasks and group processes. Content tasks specify the team's goals such as cost control and problem solving. They are using outdoor experiential training techniques to develop teamwork and team spirit among their employees (such as scaling a mountain, preparing recipes for colleagues at a restaurant, sailing through uncharted waters, crossing a jungle etc.) Group processes reflect the way members function as a team - for example how they interact with each other, how they sort out differences, how they participate etc. Companies are investing heavy amounts, nowadays, in training new employees to listen to each other and to cooperate.. The training basically throws light on

(i) how members should communicate with each other

(ii) how they have to cooperate and get ahead

(iii) how they should deal with conflict-full situations

(iv) how they should find their way, using collective wisdom and experience to good advantage.

Creativity training: Companies like Mudra Communications, Titan Industries, Wipro encourage their employees to think unconventionally, break the rules, take risks, go out of the box and devise unexpected solutions.

Postpone judgment: Don't reject any idea

Create alternative frames and of reference

Break the boundary of thinking

Examine a different aspect of the problem

Make a wish list of solutions and

Borrow ideas from other fields

Look for processes to change or eliminate

Think up alternative methods

Adopt another person's perspective

Question all Assumptions.

 

33

In creativity training, trainers often focus on three things:

(a) Breaking away:

1. Define the boundaries within which he is working

2. Bring the assumptions out into the open and challenge everything

3. In order to break away from restrictions, the trainee is expected to

4. Identify the dominant ideas influencing his own thinking

(b) Generate new ideas:  

The trainee should allow his mind to wander over alternatives freely. Expose himself to new influences (people, articles, books, situations), switch over from one perspective to another, -arrange cross fertilization of ideas with other people and use analogies to spark off ideas.

To generate new ideas, the trainee should open up his mind; look at the problem from all possible angles and list as many alternative approaches as possible.

(c) Delaying judgement: 

To promote creative thinking, the trainee should not try to kill off ideas too quickly; they should be held back until he is able to generate as many ideas as possible. Brainstorming (getting a large number of ideas from a group of people in a short time) often helps in generating as many ideas as possible without pausing to evaluate them. It helps in releasing ideas, overcoming inhibitions, cross fertilising ideas and getting away from patterned thinking.

  

(d)Diversity Training: 

It aims to create better cross-cultural sensitivity with the aim of fostering more harmonious and fruitful working relationships among a firm's employees. Diversity training considers all of the diverse dimensions in the workplace race, gender, age, disabilities, lifestyles, culture, education, ideas and backgrounds - while designing a training programme.

The programme covers two things:

(i) Awareness building, which helps employees appreciate the key benefits of diversity, and

(ii) Skill building, which offers the knowledge, skills and abilities required for working with people having varied backgrounds.

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(e) Literacy Training: 

Functional illiteracy (low skill level in a particular content area) may be a serious impediment to a firm's productivity and competitiveness. Inability to write, speak and work well with others could often come in the way of discharging duties, especially at the lower levels. Workers, in such situations, may fail to understand safety messages, appreciate the importance of sticking to rules, and commit avoidable mistakes. Functional literacy programmes focus on the basic skills required to perform a job adequately and capitalise on most workers' motivation to get help in a particular area. Tutorial programmes, home assignments, reading and writing exercises, simple mathematical tests, etc., are generally used in all company in-house programmes meant to improve the literacy levels of employees with weak reading, writing or arithmetic skills.

Types of Training:

Various types of training can be given to the employees such as the induction training, refresher training, on the job training, vestibule training, and training for promotions.

Some of the commonly used training programs are listed below:

1. Induction training:

Also known as orientation training given for the new and recruits in order to make them familiarize with the internal environment of an organization. It helps the employees to understand the procedures, code of conduct, policies existing in that organization.

2. Job instruction training:

Addition training is offered to employees after evaluating their performance if necessary. This training provides an overview about the job and experienced trainers demonstrates the entire job.

3. Vestibule training:

It is the training on actual and work to be done by an employee but conducted away from the work place.

4. Refresher training:

This training can also be used for promoting an employee. This type of training is offered in order to incorporate the latest development in a particular field. This training is imparted to upgrade the skills of employees.

5. Apprenticeship training:

Apprentice is a worker who spends a prescribed period of time under a supervisor.

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Training Method Description:

Training methods are usually classified by the location of instruction and given information.

On the job training

Is provided when the workers are think or taught relevant knowledge, skills and abilities at the actual workplace.

Off-the-job training ,

On the other hand, requires that trainees learn at a location other than the real work spot. and Some of the widely used training methods are listed below.

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1. Job Instruction Training (JlT):-

The JIT method (developed during World War II) is a four-step instructional process involving preparation, presentation, performance try out and follow up.

It is used primarily to teach workers how to do their current jobs. A trainer, supervisor or co-worker acts as the coach. The four steps followed in the JIT methods are:

1 Next, the employee is permitted to copy the trainer's way. Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the job.

2.The employee does the job independently without supervision.

3. The trainee receives an overview of the job, its purpose and its desired outcomes, with a clear focus on the relevance of training.

4.The trainer demonstrates the job in order to give the employee a model to copy. The trainer shows a right way to handle the job.

Merits:

1. The trainee gains confidence quickly as he does the work himself in actual setting with help from supervisor.

2. It is most suitable for unskilled and semi-skilled jobs where the job operations are simple; easy to explain and demonstrate within a short span of time.

3. Trainee learns fast through practice and observation.

4. It is economical as it does not require any special settings. Also, mistakes can be corrected immediately. 

Demerits:

1. While learning, trainee may damage equipment, waste materials, cause accidents frequently,

2. Experienced workers cannot use the machinery while it is being used for training.

3. The trainee should be as good as the trainer if the trainer is not good, transference of knowledge and skills will be poor.

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2. Coaching:

Coaching is a kind of daily training and feedback given to employees by immediate supervisors. It involves a continuous process of learning by doing. conducts lot of decision making meetings with trainees; procedures are agreed upon and the trainee is given enough authority to make divisions and even commit mistakes. Of course, coaching can be a taxing job in that the coach may not possess requisite skills to guide the learner in a systematic way. Sometimes, doing a full day's work may be more important than putting the learner on track. It may be defined as an informal, unplanned training and development activity provided by supervisors and peers. In coaching, the supervisor explains things and answers questions; he throws light on why things are done the way they are; he offers a model for trainees to copy;

When to use coaching usefully????

 Coaching could be put to good use when:

1. An employee demonstrates a new competency

2. An employee expresses interest in a different job within the organisation.

3. An employee seeks feedback.

4. An employee is expressing low morale, violating company policies or practices or having performance problems.

5. An employee needs help with a new skill following a formal training programme. Effective working, obviously, requires patience and communication skills. It involves:

1. Explaining appropriate ways of doing things

2. Making clear why actions were taken

3. Stating observations accurately

4. Offering possible alternatives / suggestions

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3. Mentoring :

The main objective is to he1p an employee attain psychological maturity and effectiveness and get integrated with the organisation. In a work situation, such mentoring can take place at both formal and informal levels, depending on the prevailing work culture and the commitment from the top management. Formal mentoring can be very fruitful, if management invests time and money in such relationship building exercises.

Mentoring is a relationship in which a senior manager in an organisation assumes the responsibility for grooming a junior person. Technical, interpersonal and political skills are generally conveyed in such a relationship from the more experienced person. A mentor is a teacher, spouse, counsellor, developerr of skills and intellect, host, guide, exemplar, and most importantly, supporter and facilitator in the realisation of the vision the young person has about the kind of 1ife he wants as an adult.

Career functions: Career functions are those aspects of the relationship that enhance career advancement. These include:

1. Coaching: Mentors help mentees to analyse how they are doing their work and to define their aspirations. Here mentors offer practical advice on how to accomplish objectives and gain recognition from others.

2. Protection: Mentors shield the junior person from harmful situations/seniors.

3. Challenging assignments: Mentors help mentees develop necessary competencies through challenging job assignments and appropriate feedback. Mentors create opportunities clients to prove their worth to demonstrate clearly what they have to offer.

4. Sponsorship: Where mentors actively nominate a junior person (called 'mentee') for promotions or desirable positions.

5. Exposure and visibility: Where mentors offer opportunities for mentees to interact with senior executives, demonstrate their abilities and exploit their potential.

Psychological functions: Psychological functions are those aspects that enhance the mentee’s sense of competence, and identify effectiveness in a professional role. These include:

Role modelling: Mentors of offer mentees a pattern of values and behaviours to imitate.

Counselling: Mentors help mentees work out their personal problems, learn about what to do and what not to do, offer advice on and what works and what doesn't, and do everything to demonstrate improved performance and prepare themselves for greater responsibility.

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Friendship: Mentors offer practical help and to support to mentees so that they can indulge in mutually satisfying social interactions (with peers, subordinates, bosses and customers)

Acceptance and confirmation: mentors offer support, guidance and encouragement to mentees so that they can solve the problems will independently and gain confidence in course of time. Mentors also help people to learn about the organisation's culture and understand why things are done in certain ways.

Mentoring in India is based on the time-honoured guru-shishya relationship where the guru would do everything to develop the personality of the shishya, offering emotional support, and guidance. Companies like TISCO, Neyveli Lignite Corporation, Polaris, Coca-Cola India have used mentoring systems to good effect in recent times (Economic Times, 25 Oct., 2002). Of course, mentoring is not without its problems. Mentors who are dissatisfied with their jobs and though who teach or narrow or distorted view of events may not help a protege's development. Not all mentors are well prepared to transfer their skills and wisdom to their junior colleagues. When young people are bombarded with conflicting viewpoints - about how things should go - from a series of advisors, they may find it difficult to get ahead with confidence. Organisations like General Electric, and Intel, Proctor & Gamble have given a lot of importance to mentoring programmes, going even gone to the extent of penalising senior managers if they fail to develop leadership skills among subordinates.

Mentoring can succeed if

1. There is genuine support and commitment from top management

2. Mentors take up their job seriously and transfer ideas, skills and experiences in a systematic way and

3. Mentees believe in the whole process and carry out things in an appropriate manner.

4. Job Rotation :

The cross-trained personnel offer a great amount of flexibility for organisations when transfers, promotions or replacements become inevitable. This kind of training involves the movement of trainee from one job to another. This helps him to have a general understanding of how the organisation functions. Apart from relieving boredom, job rotation allows trainees to build rapport with a wide range of individuals within the organisation, facilitating future cooperation among departments.

Job rotation may pose several problems, especially when the trainees are rolled on various jobs at frequent intervals. In such a case, trainees do not usually stay long enough in any single phase of the operation to develop a high degree of expertise. For slow learners, there is little room to integrate resources properly. Trainees can become confused when they are exposed to rotating managers, with contrasting styles of operation. Today's manager's commands may be replaced by another set from another manager! Further, job rotation can be quite expensive.

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A substantial amount of managerial time is lost when trainees change positions, because they must be acquainted with different people and techniques in each department. Development costs can go up and productivity is reduced by moving a trainee into a new position when his efficiency levels begin to improve at the prior job. Inexperienced trainees may fail to handle new tasks in an efficient way. Intelligent and aggressive trainees, on the offer hand, may find the system to be thoroughly boring as they continue to perform more or less similar jobs without any stretch, pull and challenge. To get the best results out of the system, it should be tailored to the needs, interests and capabilities of the individual trainee, and not be a standard sequence that all trainees undergo.

The purpose of job rotation is to provide trainees with a larger organisational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interests.

5  Apprenticeship Training:-

Most craft workers such as plumbers and carpenters are trained through formal apprenticeship programmes. Apprentices are trainees who spend a prescribed amount of time working with an experienced guide, coach or trainer. Those who learn fast may quit the programme in frustration. Slow learners may need additional training time. It is also likely that in these days of rapid changes in technology, old skills may get outdated quickly. Trainees who spend years learning specific skills may find, upon completion of their programmes, that the job skills they acquired are no longer appropriate.

Assistantships and internships are similar to apprenticeships because they also demand high levels of participation from the trainee. An internship is a kind of on-the-job training that usually combines job training with classroom instruction in trade schools, colleges or universities. Coaching, as explained above, is similar to apprenticeship because the coach attempts to provide a model for the trainee to copy.

One important disadvantage of the apprenticeship methods is the uniform period of training offered to trainees. People have different abilities and learn at varied rates.

6  Committee Assignments:-

In this method, trainees are asked to solve an actual organisational problem. The trainees have to work together and offer solution to the problem. Assigning talented employees to important committees can give these employees a broadening experience and can help them to understand the personalities, issues and processes governing the organisation.

It helps them to develop team spirit and work of toward common goals. However, managers should very well understand that committee assignments could become notorious time wasting activities. The above on-the-job methods are cost effective.

Workers actually produce while they learn. Since immediate feedback is available, they motivate trainees to observe and learn the right way of doing things. Very few problems arise in the· case of

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transfer of training because the employees learn in the actual work environment where the skills and that are learnt are actually used. On-the-job methods may cause disruptions in production schedules.

Experienced workers cannot use the facilities that are used in training. Poor learners may damage machinery and equipment. Finally, if the trainer does not possess teaching skills, there is very little benefit to the trainee.

Off-the-Job Methods

Since the trainee is not distracted by job requirements, he can focus his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees.

Under this method of training, the trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Off-the-job training methods are as follows:

a. Vestibule training:

 In this method, main actual work conditions are simulated in a classroom. This type of training is commonly used for training personnel for clerical and semi-skilled jobs.

Material, files and equipment - those that are used in actual job performance are also used in the training. The duration of this training ranges from a few days to a few weeks. Theory can be related to practice in this method.

b. Role playing:

 It is defined as a method of human interaction that involves realistic behaviour in imaginary situations. This method of training involves action, doing and practice.

The participants play the role of certain characters, such as the production manager, mechanical engineer, superintendents, maintenance engineers, quality and control inspectors, foreman, workers and the like.

This method is mostly used for developing interpersonal interactions and relations.

c. Lecture method: 

An advantage of 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. The lecture is a traditional and direct method of instruction. The instructor organizes the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees.

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d. Conference/discussion approach:

 In this method, the trainer delivers a lecture and involves the trainee in a discussion so that his doubts about the job get clarified.. Even the trainee's presentation can be taped for self confrontation and self-assessment. When big organisations use this method, the trainer uses audio-visual aids such as black boards, moc-kups and slides; in some cases the lectures are videotaped or audio taped

Those individuals who have a general educational background and whatever specific skills are required such as typing, shorthand, office equipment operation, filing, indexing, recording, etc. - may be provided with specific instructions to handle their respective jobs.

The conference is, thus, a group-cantered approach where there is a clarification of ideas, communication of procedures and standards to the trainees.

e. Programmed instruction: 

These units are arranged from simple to more complex levels of instruction. The trainee goes through these units by answering questions or filling the blanks. This method is, thus, expensive and time-consuming.

This method has become popular in recent years. The subject matter to be learned is presented in a series of carefully planned sequential units.

Behaviourally Experienced Training

The focus of experiential methods is on achieving, through group processes, a better understanding of oneself and others. These are discussed elaborately in the section covering Executive Development Programmes.

Some training programmes focus on emotional and behavioural learning. Here employees can learn about behaviour by role-playing in which the role players attempt to act their part in respect of a case, as they would behave in a real-life situation. Business games, cases, incidents, group discussions and short assignments are also used in behaviourally-experienced learning methods.

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

Evaluation of a Training Programme

The process of training evaluation has been defined as any attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information.

The specification of values forms a basis for evaluation. The basis of evaluation and the mode of collection of information necessary for evaluation should be determined at the planning stage.

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Evaluation helps in controlling and correcting the training programme. Hamblin suggested five levels at which evaluation of training can take place, viz., reactions, learning, job behaviour, organisation and ultimate value.

1.  Reactions: 

Trainee's reactions to the overall usefulness of the training including the coverage of the topics, the method of presentation, the techniques used to clarify things, often throw light on the effectiveness of the programme. Potential questions to trainees might include:

(i) Would you recommend it to others who have similar learning goals?

(ii) what suggestions do you have for improving the programme?

(iii) Should the organisation continue to offer it?

(iv) What were your learning goals for the programme?

(v) Did you achieve them?

(vi) Did you like this programme?

2.Learning: Training programme, trainer's ability and trainee's ability are evaluated on the basis of

quantity of content learned and time in which it is learned and learner's ability to use or apply the content learned.

3.Job behaviour: This evaluation includes the manner and extent to which the trainee has applied his

learning to his job.

 4.Organisation: 

This evaluation measures the use of training, learning and change in the job behaviour of the department/organisation in the form of increased productivity, quality, morale, sales turnover and the like.

5.Ultimate value: It. is the measurement of ultimate result of the contributions of the training

programme to the company goals like survival, growth, profitability, etc. And to the individual goals like development of personality and social goals like maximising social benefit

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Methods of Evaluation

Various methods can be used to collect data on the outcomes of training. Some of these are:

Studies:

 Comprehensive studies could be carried out eliciting the opinions and judgements of trainers, superiors and peer groups about the training.

Human resource factors:

 Training can also be evaluated on the basis of employee satisfaction, which in turn can be examined on the basis of decrease in employee turnover, absenteeism, accidents, grievances, discharges, dismissals, etc.

Cost benefit analysis: 

The costs of training of (cost of hiring trainers, tools to learn, training centre, wastage, production stoppage, opportunity cost of trainers and trainees) could be compared with its value (in terms of reduced learning time, improved learning, superior performance) in order to evaluate a training programme.

Questionnaires: Comprehensive questionnaires could be used to obtain opinions, reactions, views of trainees.

Tests: Standard tests could be used to find out whether trainees have learnt anything during and after

the training.

Interviews: Interviews could be conducted to find the usefulness of training offered to operatives.

Feedback: The training is evaluation information (about costs, time spent, outcomes,

information etc.) should be provided to the instructors, trainees and other parties concerned for control, correction and improvement of trainees' activities. After the evaluation, the situation should be examined to identify the probable causes for gaps in performance.

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Chapter-4

Literature review

Reference : (01)

A study on Effectiveness of Training and Development Programs Adopted by KPCL, Bangalore

The study is undertaken to know the effectiveness of training and development programs adopted by KPCL, Bangalore. To achieve the aforesaid objectives data is gathered from 100 respondents randomly. It is found that the most of the employees are satisfied with training and development programs adopted by KPCL and the training and development programs helping employees to increase their efficiency in their job, 72% of respondents have rated as good about Overall Quality and Effectiveness of Training and Development programs. The training and development program adopted in KPCL mainly concentrated on areas like quality aspects, job oriented trainings, technical skills and knowledge. Most of the respondents rated as good and excellent towards the overall quality and effectiveness of the training and development g;kkpercentage of respondents who are not satisfied with training programs and whom it has not helped to overcome from their short comings or work related problems. Finally the training and development programs provided by Karnataka Power Corporation Limited are found to be effective, credible and commendable, which can be improved further.

Reference : (02)

A Study on Effectiveness of Training and Development

in Rabco Huat Wood Pvt. Ltd

The source of data is collected from RABCO HUAT WOOD Pvt ..ltd The sample size is 50 and time constraint is the major problem of this study. The tool used for analysis and interpretation is simple percentage analysis and chi-square . Both open end and close end questions are used in this questionnaire. To study on effectiveness of training and development within employees and to give suggestion regarding the improvement of the training and development process This methodology explain about the overall objective research design, data collection method, sampling procedure, construction of questionnaire tools of analysis. Data constitute the foundation at statistical analyze and interpretation, the first important step in the project work is to obtain data collection by the primary method. I am confident to say that the study gave an opportunity to analyze various factors regarding efficiency of training and development. The sample size is very low so it is very most difficult concluding it by saying that it is the view of whole population. So the research is useful to know that the efficiency of training and development in RABCO . The research found that the training t is very help to improve productivity. We can see that the organizational training has great impact on employees. If the organizational training is not good then it will adversely affect employees. RABCO is very conscious of the needs of the employees and does it best to keep the training to its workers. In the study employees shows importance to training also they are in the view that training is an important component for new and existing employees. It increase performance and satisfaction level in the job.

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Reference : (03)

PERCEIVED EFFECTIVENESS OF TRAINING AND DEVELOPMENTA CASE STUDY IN STC TECHNOLOGIES PVT LTD, CHENNAI.

Training is the act of increasing the knowledge and skill of an employee for doing particular job .The training is to acquire new skill, technical knowledge, problem- solving, etc. Training improves the performance of employees on present jobs and prepares them for taking up new assignments in the future. Training also helps in the development of the employees. The main objective of the study is to measure the effectiveness of the training in the organization and its impact on employee job performance in the organisation. For collecting the required primary data, a structured questionnaire, with multiple choice and close-ended questions was administered to 60 employees in the organisation through the simple random sampling method. In this study Chi-Square test, Correlation and Anova have been used to interpret the data collected. Based on the research findings the researcher offered suitable suggestions for improving the employee training and development in the organization.

Reference : (04)

A LITERATURE REVIEW ON TRAINING &DEVELOPMENT AND QUALITY OF WORK LIFE

Ms. Pallavi P. Kulkarni,

In this competitive world, training plays an important role in the competent and challenging format of business. Training is the nerve that suffices the need of fluent and smooth functioning of work which helps in enhancing the quality of work life of employees and organizational development too. Development is a process that leads to qualitative as well as quantitative advancements in the organization, especially at the managerial level, it is less considered with physical skills and is more concerned with knowledge, values, attitudes and behaviour in addition to specific skills. Hence, development can be said as a continuous process whereas training has specific areas and objectives. So, every organization needs to study the role, importance and advantages of training and its positive impact on development for the growth of the organization. Quality of work life is a process in which the organization recognizes their responsibility for excellence of organizational performance as well as employee skills. Training and development programs play a vital role in every organization. These programs improve Employee Performance at workplace, it updates Employee Knowledge and enhances their personal Skills and it helps in avoiding Managerial Obsolescence. With the use of these programs, it is easier for the management to evaluate the job performance and accordingly take decisions like employee Promotion, rewards, compensations, welfare facilities,etc. These training programs also help the managers in succession planning, employee retention and motivation. It creates Efficient and Effective employees in the Organization. The need for training & development is determined by the employee’s performance deficiency, computed as follows:

Training & Development need = Standard performance – Actual performance

Reference : (05)

A REVIEW OF FACTORS AFFECTING TRAINING EFFECTIVENESS VIS-À-VIS MANAGERIAL IMPLICATIONS AND FUTURE RESEARCH DIRECTIONS

Dr. B.K. Punia,Saurabh Kant

The aim of this study is to examine the factors affecting training effectiveness and its implications. To examine the study a literature review has been done on different aspects of training. The findings of this study suggest many factors which affects training effectiveness like motivation, attitude, emotional intelligence, support from management and peers, training style and environment, open-mindedness of trainer, job related factors, self efficacy and basic ability etc. The paper also reveals models of training effectiveness measurement as well as the implication of a training programme. The importance of training effectiveness is also discussed in the paper which is revealed through literature review. The paper provides an insight of training and development and training effectiveness. The study has collected different observations and analysis about training, its importance and methods of training. The paper is basically above the factors affecting training effectiveness and how the training effectiveness can be measured. To make training more effective organizations requires to look at how the training and development system is associated with the strategy of the organization and at what is being done to check out that all training programme are effective. The study revealed many factors that affect training effectiveness but three factors i.e. motivation, attitude and emotional intelligence emerged to be stronger and more responsible in making training effective, These three factors were found dominant on other factors while a training programme is going on. Managers should first motivate employees to learn new abilities and skills. Next, to ensure better training effectiveness, managers should support employee efforts to practice such skills at the workplace. Trainees’ attitude decides that what would be learning ratio from training programme and emotionally intelligent leaders always found successful in inspiring the workers.

Reference : (06)

EVALUATION OF EFFECTIVENESS OF TRAINING AND DEVELOPMENT:The Kirkpatrick Model

Evaluation of training effectiveness is the measurement and of improvement in the employee’s knowledge, skill information and behavioural pattern within the organization as a result of training program. This measurement help to match the cost incurred in the design and implementation of training with the associated benefits. Thus, it indicates whether the program has been able to deliver its intended goals and objectives. The purpose of this paper is to review the model of training and effectiveness for the adoption by the human resources development executives in their planning, designing and implementation training program It well acknowledged in training evaluation literature that the actual barrier and obstacle to training effectiveness comes from within the human resources development functions. To overcome this barrier training must be defined in term of either training based on poor performance or defined based on organizational objectives, although both directly related. Improvement in training effectiveness can directly be facilitated by the following, employee’s awareness of objectives of training courses, continuity of training, and application of training in the work place and proper implementation of the program. A well designed and executed training will facilitates participant’s involvement, attitudinal changes and this provides opportunity for application of new skills and knowledge in workplace, job commitment, employees’ alignment to organizational visions and strategies.(2012)

Reference : (07)

International Journal of Allied Practice, Research and Review

Training is equipping the employees with required skill to perform their job. Development is the growth ofemployees at every level of management by planned and organized process. The main aim of training and development is the best possible utilization of employees’ capabilities. The present study an attempt has been made to study the impact of training and development programmes on employees’ efficiency of the Bharat Heavy Electricals Ltd.(BHEL). The study showed the impact of training and development programme on employees’ efficiency, which appended to be good in BHEL. The average mean score and percentage score of the overall 20 items has been computed at 3.62 (65.5%). The study revealed that most employees are satisfied with their job condition and nature of the job. The working environment is very good. The senior's interaction behaviors with subordinates are good. The employees are highly secured in their jobs. The way of supervision by the superiors is lined by the employees. They think that their job helps to achieve their ambition. The salary structured is also satisfactory, so they do not want to change their job. At this juncture, it can be concluded that employees are highly satisfied from BHEL, but there is some need of implementation in its training programmes, policy, reward system and other important issues.

Reference : (08)

Literature Review and Reports on Training and DevelopmentShakila P.

This paper aims to provide a synthetic review of the literature on the training and development. Review of literature justifies the reason for our research. It demonstrates the topic. It narrates a brief elaboration of prior studies. Prior research will help us to ensure that we have included all of our major relevant constructs in our study. It talks about the knowledge of our field which allows us to identify the gap which our research could fill and also strength’s the topic that we chosen for our research. The literature review will help us to find and select appropriate measurement instruments. The literature review is needed because it is a necessary skill both for researchers and for practitioners of a profession which claims to be founded on a knowledge base and also to locate and summarize the findings of research on a given topic not uncritically but assessing theevidence and for argument to sustain the conclusions. It is also useful to obviate the need for fresh research or to replicate the study. Polit and Hungler in the year (2001) stated that the term “Literature Review” is often used to cover both the process of searching for relevant literature and the critical reporting of the literature. Cormack in the year (1991) stated that “Literature Review” means to systematically read, critically appraise, and then synthesize the material into a coherent, structured, and logical review of the literature. Many specialists from other countries engaged in training and development, have tried to evolve different methods of assessing the effectiveness of training programs. Therefore, Training programs are very much essential for employees for further development of their career. The prior studies above have been concentrated on the topics of various aspects like training effectiveness, training evaluation, training projects, customer satisfaction, management training and development, goal orientation and training attitudes. Future researchers shall concentrate on the evaluation of training and development program with respect to middle level employees alone.

Reference : (09)

The evaluation of learning and development in the workplace:A literature review of the FEFCE funding Council England

The most basic reason for the providing learning and development is to ensure that an organisation’s employees are able to carry out their current role. Some training may be mandatory in relation to health and safety or occupation-specific issues but much of it will be discretionary where organisations appreciate the added value that they will gain from having highly skilled and knowledgeable employees. and the reason Behind that to Evaluate become built into the training process; something that takes place after all learning interventions however this does not mean that a one size fits all approach is appropriate. This is also partly a cultural issue – managers and employees need to accept that this is an important stage in the overall learning and development provision. Caution appears to be advised by Gianfranco et al. (2009) against over-emphasising the evaluative aspects in case they impact on the training intervention. This suggests that the evaluation process should be carefully introduced within learning interventions so they do not appear to be the main focus and distract from the content of the programme.

Reference : (10)

Effectiveness of Training and Development on Employees ‘performance and organisation competitiveness in the Nigerian banking industry.

Training and development is indispensable strategic tool for enhancing employee performance and organizations keep increasing training budget on yearly basis with believe that it will earn them competitive edge. The main objective of this study is to examine the effectiveness of training and development on employees’ performance and organisation competitive advantage in the Nigerian banking industry. Descriptive research method was adopted for this study using two hundred and twenty three valid questionnaires which were completed by selected banks in Lagos State, South-West Nigeria using simple random sampling technique. The data collected were carefully analyzed using descriptive statistics to represent the raw data in a meaningful manner. Training is importation for the survival of any organisation. It is also imperative for effective performance of employees, enhancement of employees’ ability to adapt to the changing and challenging business environment and technology for better performance, increase employees’knowledge to develop creative and problem solving skills.

Reference : (11)

Literature Review of theChidambaram Vijayabanu 1 , Ramachandran Amudha

The success of any organization depends on appropriate use of human assets available in the organization. All other assets could only be supplementary to human assets. Towards augmenting the human resources and to cope with changes both internal and external, the organization has to concentrate necessarily on developing the ability, wisdom and skills of its workforce. For the development of human asset, ‘training’ becomes the base. Training is a tool to attain individual, organizational needs related to the jobs undertaken and is also intended to improve the work culture of the group involved in a group task. An ideal training programme can be expected to change the attitude, skills and develop forward vision of the participants towards the task. This paper summarizes the results of the literature review on the effectiveness of training programmes of employees from diverse perspective. The previous studies based on institutional training pro-grammes do not evaluate how they benefit to the industries concerned. The institutional training programmes do not concentrate on future needs of individual organizations, which vary in environment and production process. So, the environmental condition among the centres of learning and applications of learning are not homogeneous. Further, the impact of training depends on the calibre of the participants, which varies from individual to individual. Thus, the impacts of training on group performance change in the levels of employees and supervisors. Group needs for executives have also been studied. The study also discusses the impact of training on organization needs in the light of the above-mentioned objectives, which gives a comprehensive approach to training evaluation.

Reference : (12)

Impact of Training and Development Programmes on EmployeesEfficiency at Madhya Pradesh State Electricity Board (MPSEB)

Training is equipping the employees with required skill to perform their job. Development is the growth of employees at every level of management by planned and organised process. The main aim of training and development is the best possible utilization of employees’ capabilities. The present study an attempt has been made to study the impact of training and development programmes on employees’ efficiency of the Madhya Pradesh Electricity Board (MPSEB). The study revealed that most employees are satisfied with their job condition and nature of the job. The working environment is very good. The seniors interaction behaviors with subordinates are good. The employees are highly secured in their jobs. The way of supervision by the superiors is lined by the employees. They think that their job helps to achieve their ambition. The salary structured is also satisfactory, so they do not want to change their job. At this juncture, it can be concluded that employees are highly satisfied from MPSEB, but there is some need of implementation in its training programmes, policy, reward system and other important issues.

Reference : (13)

Measuring The Impact of Training and Development in the WorkplaceLiterature Review of Skillnels Enterprise

This pilot project tested the detailed application of the Kirkpatrick and Phillips Evaluation Models in Irish enterprises with particular regard to the applicability and usability of the models in evaluating the impact of training in companies. the models are certainly applicable. The results of the pilot project show that they are Methodologically sound, comprehensive and credible and, hence Acceptable in the Irish business context The case studies are considered by the independent evaluator to be very useful works and will be beneficial in future training. It is also clear from the project that the use of consultants contributed greatly to the undertaking and finalisation of the case studies. One of the most striking issues to emerge from the pilot was the inadequate training needs analysis and limited baseline data around skills and outputs in the companies. This is an essential ingredient in both a good ROI process and training outcome and steps to improve practice in this area by Skillnets is recommended.

Reference : (14)

Benefits of Training and Development for Individuals and Teams,Organizations, and Society

Literature Review of The Business School, University of Colorado Denver.

This article provides a review of the training and development literature since the year 2000.We review the literature focusing on the benefits of training and development for individuals and teams, organizations, and society .We adopt a multidisciplinary, multilevel, and global perspective to demonstrate that training and development activities in work organizations can produce important benefits for each of these stakeholders. We also review the literature on needs assessment and pre-training states, training design and delivery, training evaluation, and transfer of training to identify the conditions under which the benefits of training anddevelopment are maximized. Finally, we identify research gaps and offer directions for future research. We take the point of view that training leads to important benefits for individuals and teams, organizations, and society. The present review suggests that these benefits range from individual and team performance to the economic prosperity of a nation. To understand these benefits of training, we adopted a multilevel, multidisciplinary, and global perspective. We also included a discussion of how to maximize the benefits of training.

Reference : (15)Employees’ Perception and Motivation Towards Training and Development

Programmes in Health Sector of Pakistan:A Case Study of Khyber Pakhtun Khwa.

Training is the one of the most important function of human resource in any organization. It increases the efficiency and the effectiveness of both employees and the organization. The focus of this research paper is to know about the training and development programs in the health sector of Pakistan. And also to evaluate the employees’ motivation and perception about these training and development programs. The researchers have used Khyber Pakhtunkhwa (KPK) province as a case for this. Data was collected through questionnaire and semi structured interviews from the concerned department and was analyzed through SPSS. The findings clearly revealed that there is no systematic and strategic approach for conducting training and development programs in the health sector of Khyber Pakhtunkhwa. The main barriers appeared to be organizational environment and the political intervention. Moreover, organizational environment and political interventionsare identified as the most important barriers for effectively conducting training and development programs. The first objective of the study was to know about the employees’ perception about the training and development programmes within the health department KPK. It has been seen that provision of training and development programmes in the health department KPK is not based on strategic and systematic approach at all. However, it has been observed that top management within the health department KPK is well aware of the importance and need of training but still fails to adopt a strategic and systematic approach towards these programmes.

Reference : (16)

Training Practices Followed By Automobile IndustriesRekha Mudkanna, Dr.S.G.Losarwar

The present research study sheds light on the effectiveness of training activities in the automobile company. The automobile sector is people based industry where the end product is often produced by a number of employees together delivering the end product for organization and customers. Management of labor intensive industries face daunting task to measure the potential variability in the performance of the staff involved in the end product. Therefore the significance of appropriate training activities for all business within the auto sector is of considerable importance. As training practices have the potential to increase the service levels in the industry, organizations want to work out cost and benefits of training The future challenge for automobile industry would be to develop a supply base with emphasis on lower costs and economies of scale, develop technical and human capabilities, overcome infrastructural bottlenecks, stimulate domestic demand and exploit export and international business opportunities. Environmental and safety standards, and human resources development. A key deficiency that needs to be addressed for attaining the vision is to improve competitiveness in manufacturing. Systemic deficiencies could be overcome through a long-term and stable policy regime that will support the industry to fulfil its’ potential.

Reference : (17)

International training and management development:Theory and reality The Literature review of Division of Business and Enterprise, School of

InternationalBusiness,University of South Australia, Adelaide, Australia.

This article aims to outline the theoretical perspectives of international training and development and examine how theoretical frameworks have been implemented by practitioners. And the finding is that There appears to be a considerable gap between academic theories and multinational enterprises’ (MNEs’) practices. MNEs pay little attention to international training and management development. Ineffective international training and management development have a considerably adverse impact on MNEs. In order to succeed in a globally competitive environment MNEs need to effectively train expatriates and their spouses, host-country nationals (HCNs) and third-country nationals (TCNs), and develop and nurture a truly global management team. This paper systematically reviews the existing literature and reveals a considerable gap between academic theories and MNEs’ practices. International training and development is one of IHRM’s most crucial activities and the potential benefits of effective training and development are widely acknowledged. By reviewing the existing literature and presenting the findings of his recent empirical research, the author argues that while there is growing recognition of the significance of international training and management development, the majority of MNEs do not pay adequate attention to training and developing international managers. It is customary for MNEs not to provide adequate pre-departure or post-arrival training for expatriates, spouses, partners or families, or training for HCNs and TCNs. When pre-departure training is provided, the training duration is normally short.

Reference : (18)

The Impact of Training and Development on Employees Performance and ProductivityA case study of United Bank Limited Peshawar City, KPK, Pakistan

This paper main objective was to investigate whether training and development has impact on employees’ performance and productivity. This paper is quantitative in nature. Data for the paper have been collected through primary source that are from questionnaires surveys. The data have been checked through statistical software to find the impact of training and development on employees’ performance and productivity. There were two variable Training and Development (Independent) and Employees’ performance and productivity (Dependant). Eight united banks limited were selected for the study. Eighty questionnaires were distributed for the collection of data. Descriptive statistic tools SPSS were applied on the questionnaire to see the reliability and consistency. The goal was to see whether Training and Development has an impact on Employees Performance and Productivity. Data were analyzed and discussed. As the increase of concentration on administrative management during these years, HRM plays a more important role in managing an organization, such as the effects of HRM on innovation, ‘new way of working principles ‘for working relations and enhancing employees’ capability. Training and Development is an important aspect of HRM. It is important for organization to get skilled and capable employees for better performance, and employees will be than competent when they have the knowledge and skill of doing the task. Training and Development would provide opportunities to the employees to make a better career life and get better position in organization.

Reference : (19)

Vaasan AmmattikorkeakouluEffects of Training on Employee Performance.

Employees are major assets of any organization. The active role they play towards a company’s success cannot be underestimated. As a result, equipping these unique assets through effective training becomes imperative in order to maximize the job performance. Also position them to take on the challenges of the today’s competitive business climate. Although extensive research has been conducted in the area of Human Research Management, the same cannot be said on employee training especially as it concerns developing countries. The importance of training and development in the corporate world has been highlighted in the previous literature. Thus, it is essential to examine any issues related to training and development in any business sector. The purpose of this study is to examine the effects of training on employee performance within the telecommunications industry in Uganda. The results from the questions on employee participation in training and selection for training indicate that these companies have good and perhaps clear policies regarding training and development as most of the respondents indicated that they have participated in training and that most of them were provided with opportunities to train under the compulsory practice of the company for all employees and/or on joining the company. In examining the question relating to the training programme quality, the results indicate that the programmes undertaken by the sample companies are relevant as considered by the respondents opinions.

Reference : (20)Training and Development Program and its Benefits to Employee

and Organization: A Conceptual Study and Literature Review of The IIST

The purpose of this paper is to present a conceptual study established on the employee training and development program and its benefits. This paper will inspect the structure and elements of employee training and development program and later the study present what are the positive outcomes for employees and organizations. Organizations find it difficult to stay competitive in recent global economy. Importance of employee development program is growing for the organizations those pursuing to receive an advantage among competitors. Employees are esteemed resource of the organization and success or failure of the organization relay on the performance of employees. Therefore, organizations are financing large amount on employee training and development programs. Furthermore ,in training program it is supportive for companies to emphasis on knowledge, expertise and ability of employees. There is substantial discussion among professionals and researchers on the affect that development program has on both employee and organization. The study described here is a vigilant assessment of literature on fundamental of employee development program and its benefits to organizations and employees. In this study we take the fact of observation that training leads to important benefits for individuals and organizations. The existing analysis of literature proposes that these benefits vary from individual and organizational performance. To understand the benefits of training and development program, we implemented different level and different disciplinary perspective of employee development program. In our study we also involved the discussion, how to increase the benefits of training. These features include giving attention to the training design, delivery, and transfer of training. After completing the study on this topic we strongly believe that it is very beneficial for the organizations to develop the employee development programs. If there is a systematic training and development program for the employees the companies will harvest its profit from the market and remain competitive in the job market. An organized and efficient development program with supportive apparatuses will significantly assist the organizations to retain the most valued human resource, especially those who have a lot of experience with the organization. If organizations are capable to support all employees in meeting their requirements then both, employees and organizations will get the long term benefits. It is also very important for the organizations to timely evaluate the success of employee training and development program.

Chapter: (5)

Research methodology

“ THE RESEARCH STUDY ON THE EFFECTIVENESS OF THE TRAINING AND DEVELOPMENT IN SUMUL DAIRY ”

Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them.Methodology gives us the blueprint of activities to be carried out systematically in order to complete the study successfully.

Research methodology is purely and simply the framework or a plan for study that guides the collection and analysis of data. Research is the scientific way to solve the problems and is necessarily used to improve market potential. This involves exploring the possible methods ,one by one, and arriving at the best solution, considering the resources at the disposal of research.

Scope of the study

The study is conducted on the employees and worker in sumul dairy Surat.

To know the present condition of Training and Development programmes.

To know the expectation of employees towards Training and Development programmes.

To know the willingness of employees towards Training and Development programmes.

The employees were given 2 days of sufficient time to fill the structuredquestionnaires.

The study analyzes the collected data and does not include quantitative technique such as arriving at statistical inference by testing hypothesis.

The study is descriptive in nature

Scope of the study is limited to concept of training and development activities which reference to sumul dairy only.

OBJECTIVE OF STUDY

To study the effectiveness of training and development programs in Sumul Dairy.

To study the methods used in training the employees and their satisfaction.

To analyze relatedness between the quality of training and satisfaction of respondents.

To collect and analyze the views of the participants and superior on the training in sumul dairy ( Surat District Co-operative Milk Producers' Union Ltd.)

To study the training program on the basis of relevance, implementation and outcomes.

Problem Statement /Rationale of the Study:-

Management development is aimed at preparing employees for future jobs with theorganization or solving organization wide problems concerning, acquiring or sharpening capabilities required performing various tasks and functions associated with their presence or expected future roles.

The motive behind this study is to understand and learn the impact of Training and Development programmes on employees of SUMUL DAIRY SURAT.

Hence the study is undertaken up to measure the Effectiveness of Training and Development at Executive and Non Executive levels at SUMUL DAIRY SURAT .

Training cannot be measured directly but change in attitude and behavior that occurs as a result of Training.

So employee assessment should be done after training session by the management, to know the effectiveness of Training given to employees.

Hence the statement of problem is

“ Knowing the Effectiveness   of   Training   and   Development   Programme   at   SUMUL DAIRY SURAT”

Research Design

A research design is a specification of methods and procedure for acquiring the information needed. It is the overall operation pattern or framework of the project that stipulates what information is to be collected from which sources by what procedure, it also refers to the blue print of the research process.

Research Design: Descriptive Data: Primary and Secondary data Research: Survey method Research instrument: Questionnaire, expert’s view’s.

Data Collection The required data for the project has collected from Primary and Secondary

Data Primary Data:

Primary data are those, which are gathered directly through questionnaire and it is the original source of data collected by the researcher. Primary data is collected with the help of structured questionnaire administered to 50 randomly selected employees at SUMUL DAIRY at the managerial level.

Secondary Data : Secondary data are those which are generally published sources which are been

collected originally for some other purpose they are not gathered specially to achieve the objectives of  particular research project. Secondary data is collected through the documents provided by HR department such as reports and books of various authors in HRD and annual report of the company.

Sample Process

Sampling Unit: 100 Employees of SUMUL DAIRY SURAT.

Duration: JUNE-JULY 2016

Type of sampling

Type of sampling used in this survey was simple random sampling. In this method, the sampling units had chosen randomly from the total employees at all the levels in the levels in the organization.

Sample size determination

Sample size refers to number of elements to be included in the study. The sample size of respondents was decided to be 500 and the questionnaire was administered to 100 selected employees of SUMUL DAIRY SURAT.

Research Instruments

Questionnaire Questionnaire refers to a device for securing answer to a formally arranged list of

questions by using the term, which the respondent fills in himself.

Questionnaire Design

Open-ended

Close-ended

Dichotomous questions

Multiple questions

Tools and Techniques for data analysis

Statistical Tools

The collected data were classified and tabulated and analyzed with some of the statistical tools listed.

SPSS S/W VERSON STATESTICLE 16 Percentage analysis Pie chart Bar chart column chart was used to explain the tabulation clearly.

Limitations of the Project

Very Difficult task is to create a system to evaluate the effectiveness of training .

Few employees were not willing to give qualitative response.

Absence of employee while doing survey.

Chapter : (6)

Data Analysis and Interpretation

Gender

72%

28%

GenderMale Female

Interpretation: From the above chart i can find out that 72% are Male Employee and 28% are Female employee. So from the above description i can find out that 72% of majority of employee are male.

Age

48%

19%

17%

17%

AgeBelow 30 30-40 40-50 50 & above

Interpretation : From the above chart i can find out that 48% employee are below 30 age.19% employee are between 30-40.and 16% of employee are between 40-50 age. So from the above description i can find out that below 30 age employee are more in sumul dairy.

Marital Status

86%

14%

Marital StatusMarried Unmarried

Interpretation: From the above chart i can find that 86% employee are married and 14% employee are Unmarried. So from the above description i can find out that the Married employee are more in sumul dairy.

(1)Since how many years you are working in sumul dairy ?

54%

24%

13%

10%

0-5 Year 5-10 Year 10-15Year More than 15

Interpretation: From the above chart i can find that 54% employee are working in between 0 to 5 Year.23% employee are working in between 5 to 10 Year in sumul dairy.13% employee are working in between 10 to 15 year and 10% employee are working in more than 15 Year in sumul dairy.so from the above description i can find out that Majority of employee are working in between 0 to 5 year.

(2) Do you like to attend the training program?

98%

2%

1 Yes 2 No

Interpretation: from the above chart i can find out that 98% of employee are like to attend training program and only 2% of employee have not like to attend training program .so from the above description i can find out that majority of employee are like to attend training program.

(3)Do you feel training is necessary for any employee for developing his/her skills?

98%

2%

Yes NO

Interpretation: from the above chart i can find out that 98% of employee are believes that training program is necessary for any employee for developing his/her skills .and only 2 % are not believes in that point. So i can find out that majority of employee are believe that training program is necessary for developing his/her skills.

(4) Training is organized in?

48%

19%

16%

16%

Quarterly Half Yearly Annually Every 2 Years

Interpretation : from the above chart i can find out that 48% of employee are said that training is organised in Quarterly 19% of employee are said that training is organized in half yearly and 17% of employee are said that training is organized in Annually and the 16% of employee are said that training is organized Every 2 years.

(5) Since how many years training is being provided?

37%

40%

23%

0-5 year 5-10 year 10-15 year More than 15 Year

Interpretation :from the above chart i can find out that 37% of employee are said that training is provided in 0-5 year.40% of employee are said that training is provided in 5-10 year and 23% of employee are said that training is provided in 10-15 year and in last no one can said that training is provided in more than 15 years.

(6) Which technique is most suitable for training ?

12%

4%

84%

On the job Off the job Depend on need

Interpretation :from the above chart i can find out that only 84% of employee are said that training is depend on the need.4% of employee are said that off the job training is suitable for training. And 12% of employee are said that on the job training is suitable technique.

(7) Which method is most suitable for training ?

51%

18%

16%

16%

Step by Step Instruction Coaching / Lecture Conference / Discussions Programmed Instructions

Interpretation :from the above chart i can find out that 50% of employee are said that step by step instruction method are suitable for training.18% of employee are said that coaching/Lecture method is most suitable for training. 16% of employee are said that conferences/discussions method are most suitable for training and 16% employee are said that programmed instructions method are most suitable for training.

(8)Do you experience Effectual changes in working efficiency after being trained?

100%

Yes No

Interpretation : from the above chart i can find out that 100% means All employee are feel Effectual changes in working efficiency after being trained.

(9) Does training improve performance?

97%

3%

Yes No

Interpretation : From the above chart i can find out that 97% of employee are said that training is help to improving the performance and only 3% of employee are not agree with that.

(10) The Training is provided for short duration or long duration?

88%

12%

Short Long

Interpretation: From the above chart i can find out that 88% of employee are said that training is provided for short duration and only 12% of employee are said that training is provided for long duration.

(11) On what level the training is provided?

13%

87%

Hard Smooth

Interpretation: from the above chart i can find out that 87% of employee are said that training is provided at hard level and only 13% of employee are said that training is provided at smooth level.

(12) Does the training enhance organization effectiveness?

97%

3%

Yes No

Interpretation: from the above chart i can find out that 97% of employee are believe that training enhance organization effectiveness and only 3% of employee are believe that training enhance organization effectiveness.

(13) Do you get innovative ideas during training?

Interpretation: From the above chart i can find out that 100% of employee are believes that they are getting innovative ideas during training program.

(14) Does training builds up team work?

100%

Yes No

Interpretation :From the above chart i can find out that 100% of employee are believes that training builds up team work.

100%

Yes No

(15) Do training results in adoption to new working methods?

95%

5%

Yes No

Interpretation : from the above chart i can find out that 95% of employee are believes that training results are adoption of new working method.

(16) Are you satisfied with the training procedure?

100%

Yes No

Interpretation : From the above chart i can find out that 100% of employee are satisfied with the training procedure.

(17) Do all the employers in your organization attend whole day training ?

67%

33%

Yes No

Interpretation : From The above chart i can find out that 67% of employee are attend whole day training in sumul dairy. and 33% of employee are not attend whole day training.

(18) How long is the training process?

80%

18%

1%

5 to 10 days 10 to 15 days 15 to 20 days 20 to 25days

Interpretation :from the above chart i can find out that 80% of employee are said that training process are taken 5 to 10 days .19% of employee are said that training process is conducted within 10 to 15 days and only 1% of employee are said that training is taken in 15 to 20 days.

(19)What type of training is given in your organization ?

82%

18%

On the Job Off the job

Interpretation : From the above chart i can find out that 82% of employee are said that On the job training is given in sumul dairy.18% of employee are said that Off the job training is given in sumul dairy

(20) Do company provide study material before the training program ?

66%

34%

Yes No

Interpretation : From the above chart i can find out that 66% employee are said that company provide study material before the training program. And 34% of employee are said that company provide study material before the training program.

Scale

(1) To opportunities available for develop new skills

Agree Strongly Agree Neutral Disagree Strongly disagree0

10

20

30

40

50

60

4851

1 0 0

Interpretation : From the above chart i can find that 48 employee are agree with that training gives opportunities for develop new skill and 51 employee are most agree with that statement and only 1 person is neutral about that thing and nobody disagree with that statement. so from the above description i can find out that most of employee are agree that the training program is developing their new skills.

(2) To opportunities for create builds up team work

Agree Strongly Agree Neutral Disagree Strongly disagree0

5

10

15

20

25

30

35

40

45

50

50

45

5

0 0

Interpretation : From the above chart i can find out that 50 employee are agree that training builds up team work 45 employee are believe that training is builds up team work only 5 employee are think 50-50 and no one is disagree on that statement.

(3)To prepare employee for higher level growth

Agree Strongly Agree Neutral Disagree Strongly disagree0

10

20

30

40

50

60 55

42

2 1 0

Interpretation : From the above chart i can find out that 55 employee are agree that training help to employee for higher level growth. 42 employee are believe that training is helping to employee for higher level growth only 2 employee are not sure and 1 employee is not believe in that.

(04) To ensure smooth and efficient working at department

Agree Strongly Agree Neutral Disagree Strongly disagree0

10

20

30

40

50

60

43

54

30 0

Interpretation : From the above chart i can find out that 43 employee agree that smooth and efficient working at department after trained 54 employee are sure that smooth and efficient working at department only 3 employee are not sure about that .

(05) To opportunity for career development within sumul dairy

Agree Strongly Agree Neutral Disagree Strongly disagree0

10

20

30

40

50

60

40

56

40 0

Interpretation : from the above chart i can find out that 40 employee are said that training is help to career development 56 employee are said that they are strongly agree with that 4 employee are in dilemma all employee are believe that training gives opportunity for career development.

(6)To get good idea about the career opportunities open at Sumul dairy

Agree Strongly Agree Neutral Disagree Strongly disagree0

5

10

15

20

25

30

35

40

45

50 45

49

5

1 0

Interpretation : from the above chart i can find out that 45 employee are said that training is help to career development 49 employee are said that they are strongly agree with that 5 employee are in dilemma only 1 employee is not agree with that.

(7)To impart personal growth

Agree Strongly Agree Neutral Disagree Strongly disagree0

10

20

30

40

50

60

70 62

27

10

1 0

Interpretation : from the above chart i can find out that 62 employee are said that training is help to career development 27 employee are said that they are strongly agree with that 10 employee are in dilemma only 1 employee is not agree with that

(08) To increase productivity

Agree Strongly Agree Neutral Disagree Strongly disagree0

5

10

15

20

25

30

35

40

45

5043

48

8

1 0

.

Interpretation: From the above chart i can find out that 43 employee are agree that training help to increase productivity 48 employee are sure that training help to increase productivity.8 employee are in dilemma on that point only 1 employee is not agree on that.

(09) To help for create a good relationship with colleague.

Interpretation :From the above chart i can find out that 59 employee are said that training is help to create good relationship with colleague 34% employee are sure about that only 6 employee are in dilemma and only 1 employee is disagree on that objective.

(10)To experience Effectual changes in working condition after being trained .

Agree Strongly Agree Neutral Disagree Strongly disagree0

10

20

30

40

50

60

70 62

32

6

0 0

Interpretation: From the above chart i can find out that 62 employee are felt change in working condition after being trained.32 employee are sure about that 6 employee are in dilemma No one disagree on that object.

Agree Strongly Agree Neutral Disagree Strongly disagree0

10

20

30

40

50

6059

34

6

1 0

Cross tab test

(01) Gender*Age

Gender * Age Cross tabulation

GenderAge

Below 30 30-40 40-50 50 & above

Male 18 53 3 5

Female 11 10 0 0

Below 30 30-40 40-50 50 & above

0

10

20

30

40

50

60

18

53

35

11 10

0 0

MaleFemale

Interpretation: From the above chart i can find that employee who’s age is below 30 that employee are 18 is male and 11 is female .who’s age is between 30 to 40 that employee is 53 are male and 10 are female .between age 40-50 that employee 3 are male and no one female in that category .who’s age is 50 that employee are only 5 and no female in that category.

(2) Gender * Marital status Cross tabulation

Gender * Marital status Cross tabulation

GenderMarital status

Married Unmarried

Male70 9

Female 16 5

Male Female0

10

20

30

40

50

60

70

70

16

95

MarriedUnmarried

Interpretation: From the above chart i can find out that out of 100 ,70 employee are male who’s married and 9 employee are male who’s unmarried. and 16 employee are married who’s female and only 5 female employee are unmarried.

(03) Age * Marital status Cross tabulation

Age * Marital status Cross tabulation

AgeMarital status

Married Unmarried

Below 30 20 9

30-40 58 5

40-50 3 0

50 and above 5 0

Below 30 30-40 40-50 50 and above

0

10

20

30

40

50

60

20

58

35

95

0 0

MarriedUnmarried

Interpretation: From the above chart i can find out that out of 100 who’s age is below 30 that 20 male

employee are married and 9 female employee are unmarried. Age between 30-40 that 58 male

employee are marred and 5 female employee are unmarried who’s employee’s age between 40-50 that 3

male employee are married and on female in that category and who’s age is above 50 that 5 male employee

are married and no one female in that category.

(04) Marital Status *Gender Cross tabulation

MS * GENDER Cross tabulation

Marital Status GENDER

Male Female Gender

Married 70 16 0

Unmarried 9 5 0

Marital status 0 0 1

Interpretation: From the above chart i can find out that out of 100 70 male employee are male and married and only 9 employee are unmarried. And in female employee 16 female are married and only 5 female employee are unmarried .

Male Female0

10

20

30

40

50

60

70

70

16

95

Married Unmarried

Frequency   Table Department Wise

Department

Frequency Percent Valid Percent

Cumulative

Percent

Valid Account 19 19.0 19.0 19.0

C.D 1 1.0 1.0 20.0

Computer Operative 6 6.0 6.0 26.0

Computer operative and

Development1 1.0 1.0 27.0

Dairy Project 1 1.0 1.0 28.0

Dairy Project 9 9.0 9.0 37.0

Engineering Department 4 4.0 4.0 41.0

Information Technology 17 17.0 17.0 58.0

Marketing 4 4.0 4.0 62.0

Purchas 10 10.0 10.0 72.0

Sales 16 16.0 16.0 88.0

Technical Support Section 6 6.0 6.0 94.0

Veterinary 6 6.0 6.0 100.0

Total 100 100.0 100.0

Assista

nt

Junior a

ssista

nt

Assista

nt Man

ager

Contract

Base

Ench

arge O

fficer

Execu

tive

Execu

tive En

charg

e

Execu

tive O

ffice

Execu

tive officer

Execu

tive O

fficer

Junior assi

stant

Junior Assi

stant

Manag

er0

10

20

30

40

50

60

70

80

90

4 16

52

15

1 1 3 210

1 14 16

52

15

1 1 3 210

1 14 16

52

15

1 1 3 210

1 14 511

63 6469 70 71 74 76

86 87 88

FrequencyPercentValid PercentCumulative Percent

Designation wise Frequency Tabel

Designation

Frequency Percent Valid Percent

Cumulative

Percent

Valid Assistant 4 4.0 4.0 4.0

Junior assistant 1 1.0 1.0 5.0

Assistant Manager 6 6.0 6.0 11.0

Contract Base 52 52.0 52.0 63.0

Officer in charge 1 1.0 1.0 64.0

Executive 5 5.0 5.0 69.0

Executive in charge 1 1.0 1.0 70.0

Executive Office 1 1.0 1.0 71.0

Executive officer 3 3.0 3.0 74.0

Executive Officer 2 2.0 2.0 76.0

Junior assistant 10 10.0 10.0 86.0

Junior Assistant 1 1.0 1.0 87.0

Manager 1 1.0 1.0 88.0

Network Engineer 1 1.0 1.0 89.0

Section officer 1 1.0 1.0 90.0

Senior Executive 7 7.0 7.0 97.0

Senior Executive Officer 3 3.0 3.0 100.0

Total 100 100.0 100.0

ANOVA Test

One Way ANOVA

ANOVA- Analysis of Variance

(1) Perception of training   BY   Gender

    Ho: There is no significant variance between and Perception of training and Gender.

 H1: There is a significant variance between Perception of training and Gender.

Analysis:-

From the above table i can say that there is no significant variance between Perception of training and

Gender because significant value is 0.335 which is more than 0.05. It means when employees were asked

about Perception of training  they did not differ in their answer as per their Gender. So we accept the null

hypothesis and reject the alternative hypothesis.

ANOVA

Perception of training

Sum of Squares df Mean Square F Sig.

Between Groups 13.328 1 13.328 .939 .335

Within Groups 1391.582 98 14.200

Total 1404.910 99

(2) Perception of training   BY   Age

Ho: There is no significant variance between and Perception of training and Age.

 H1: There is a significant variance between Perception of training and Age.

ANOVA

Perception of training

Sum of Squares Df Mean Square F Sig.

Between Groups 26.169 3 8.723 .607 .612

Within Groups 1378.741 96 14.362

Total 1404.910 99

Analysis:-

From the above table i can say that there is no significant variance between contextual performance

and age because significant value is 0.612 which is more than 0.05. It means when employees were asked

about Perception of training  they did not differ in their answer as per their age. So we accept the null

hypothesis and reject the alternative hypothesis.

(3) Perception of training   BY   Marital Status

Ho: There is no significant variance between and Perception of training and Marital Status.

 H1: There is a significant variance between Perception of training and Marital Status.

  

ANOVA

Perception of training

Sum of Squares Df Mean Square F Sig.

Between Groups 7.370 1 7.370 .517 .474

Within Groups 1397.540 98 14.261

Total 1404.910 99

Analysis :-

From the above table i can say that there is no significant variance between Perception of training and

Marital status value is 0.474 which is more than 0.05. It means when employees were asked about task

performance they did not differ in their answer as per their Marital Status . So we accept the null hypothesis

and reject the alternative hypothesis.

Chapter: (7)

Findings

The following are the major finding during the employee’s Skill evaluation.During the SIP project i was founded that training and development program is most important think in sumul Dairy which is provided huge knowledge about how to develop skill how to do work with which skill, how to make work easy and fast.After training they all have a sufficient knowledge for work. Which is provided through training Better performance :The Training and development program improve employee ability and skill.

From the survey in sumul dairy i can find out the below things...

I can find out that 72% of majority of employee are male working in sumul dairy . I can find out that 48% employee who’s age below 30 they are working in sumul dairy. I can find out that 86% married employee are working in sumul dairy I can find out that 54% of employee are working in sumul dairy in since 5 year. I can find out that 98% of employee are like to attend the training program I can find out that 98% that means majority of employee are believe that training is necessary for any

employee for developing his/her skills. I can find out that 48% of employee are said that training program is organized in Quarterly in sumul

dairy. I can find out that 37% of employee are said that since 5 year training program is provided in sumul

dairy and i can find that 23% of employee who are working in sumul dairy in more than 15 year. I can find that 84% of employee are said that training program is organized in depend on need. I can find out that 50% of employee are said that step by step instruction method is suitable for

training program. And major think is that 100% employee of sumul dairy are experience Effectual changes in

working efficiency after being trained . i can find out that 97% of employee are said that training improve performance. I can find out that 88% of employee are said that Training is provided for short duration. I can find out that 87% of employee are said that training is smoothly provided in sumul dairy. I can find out that 97% of employee are said that the training program is enhance organization

effectiveness. And another major think i can find out that 100% of employee are getting innovative ideas

during the training program. I can find out that 100% of employee are said that training build up the team work. I can find out that 95 % of employee are said Yes the training results are adopt the new working

methods. I can find out that 100% of employee are said that they all are satisfied with the training procedure. I can find out that 67% of employee are said that all the employers of sumul dairy attend whole day

training program.

I can find out that 80% of employee are said that between 5 to 10 days process of training in sumul dairy.

I can find out that 82% of employee are said that on the job training is organized in sumul dairy. I can find out that 66% of employee are said that company provide study material before the training

program

SCALE Finding’s

I can find out that out of 100 employee 51 employee are agree in that the training program is help to create opportunities for develop new skills.

I can find out that out of 100 employee the 50 employee are agree that training help to create builds up team work.

I can find out that out of 100 employee the 55 employee are agree that training program is prepare employee for higher level growth.

I can find out that out of 100 employee 54 employee are sure about that the after training program the smooth and efficient working is done at department.

I can find out that out of 100 employee 56 employee are sure that training program is helping out for career development within sumul dairy

I can find out that out of 100 employee 49 employee are sure that they get good ideas about career opportunities at sumul dairy.

I can find out that out of 100 employee 62 employee are help believe that training is impotent for personal growth.

I can find out that out of 100 employee 48 employee are sure that training program is helping to increase productivity.

I can find out that out of 100 employee 59 employee are sure that training program for them is to create a good relationship with colleague .

I find out that out of 100 employee 62 employee are experience Effectual changes in working condition after being trained.

Cross Tab Finding

(01)Gender*Age

In cross tabulation table i can find out that between the Gender and age that who’s age between 30 to 40 that 53 employee are Male and in that category 10 employee are female but who’s employee age is below 30 that 18 employee are male and 11 employee are female so the majority of employee are male and them age is between 30 to 40.

(02)Gender * Marital status

In cross tabulation i can find out that 70 employee are male and 16 employee are female and they are married. And the 9 employee are male and 5 employee are female who’s unmarried. So the majority staff of sumul dairy are married.

(03)Age * Marital status

In cross tabulation i can find out that 58 employee who’s age is between 30 to 40 they are married and in that age category only 5 employee are unmarried. And who’s age is below 30 that 20 employee are married and 9 employee are unmarried so the majority of staff age is between 30 to 40 and they are married.

(04) Marital Status *Gender

In cross tabulation i can find out that In cross tabulation i can find out that 70 employee are male and 16 employee are female and they are married. And the 9 employee are male and 5 employee are female who’s unmarried. So the majority staff of sumul dairy are married.

ANOVA Test Finding’s

One Way ANOVA

(1)Perception of training   BY   Gender:

In ANOVA test i can find out that there is no significant variance between Perception of training and Gender because significant value is 0.335 which is more than 0.05. It means when employees were asked about Perception of training  they did not differ in their answer as per their Gender. So we accept the null hypothesis and reject the alternative hypothesis.

(02) Perception of training   BY   Age:

In ANOVA test i can find out that there is no significant variance between contextual performance and age because significant value is 0.612 which is more than 0.05. It means when employees were asked about Perception of training  they did not differ in their answer as per their age. So we accept the null hypothesis and reject the alternative hypothesis.

(03) Perception of training   BY   Marital Status:

In ANOVA test i can find out that there is no significant variance between Perception of training and Marital status value is 0.474 which is more than 0.05. It means when employees were asked about task performance they did not differ in their answer as per their Marital Status . So we accept the null hypothesis and reject the alternative hypothesis.

Chapter:(8)

Suggestions

The training and development program is arranged on the different topic like basic knowledge operational ,workshop and maintenance.

In sumul the training and development program is conducted in a training room in the company “on site but not the job” this type of practices is good for the basic knowledge.

But the effectiveness is when training program is conducted at the job itself it’s called on the job training.

And also the off the job training is effective to know the internal view of employee regarding some particular things.

Chapter (9)

Conclusion

The better performance of the employee is directly leads to increased operational productivity and increased organizational profits. So the training development program is very effective for improve the knowledge ,ability and skill of the workers as well as organizational status and growth. This unit has provided me the best of opportunities for good and useful experiences for my study visit. With the objective to gain Practical knowledge and experience in the company and to study the activities of HR Functional Area regarding the topic of Effectiveness of training and development. It was good experience at “ SUMUL DAIRY SURAT ”. I personally feel that Training at SUMUL DAIRY has added many features to my knowledge which will definitely help me to achieving a success during my future and career bright. This project was an exploratory qualitative inquiry into how the established Experiential training and development could be integrated with some of the applicable theories practices and models of intuitive thinking. I observed all the aspects of the company with fill Co-operation of the person whose behaviours rightly and politely with us. That was matter for pleasure to us. In last I would like to say that “ SUMUL DAIRY SURAT ” has bright future. I wish it would make its name in all over India.

THANKING YOU

Bibliography

www.sumuldairy.com

www.google.com

64 Annual report of Sumul Dairy (2014-2015).

Questionnaire

I Joshi Dharti G the MBA student of Naranlala college Navsari doing the summer training report on “ Effectiveness of the Training and Development in the sumul dairy,surat ” This data will be use only for academic purpose and shall be keep it confidential.

Department : ___________________________ Designation : _________________________

Gender : Male Female Age: Below 30 30-40 40-50 50&above

Marital Status : Married Unmarried

[ Mark [ ] at appropriate. ]

Q1. Since how many years you are working in the Sumul Dairy?a. 0-5 Years c. 10-15 Years b. 5-10 Years d. More than 15

Q2. Do you like to attend the training program ?a. Yes b. No

Q3 Do you feel training is necessary for any employee for developing his skills?a. Yes b. No

Q4. Training is organized in ?a. Quarterly c. Annuallyb. Half Yearly d. Every 2 Years

Q5. Since how many years training is being provided?a. 0-5 c.10-15b. 5-10 d. More than 15

Q6. Which technique is most suitable for training ?a. On the Job c. Depends on Needb. Off the Job

Q7. Which method is most suitable for training ?a. Step by Step Instruction c. Conference / Discussionsb. Coaching / Lecture d. Programmed Instructions.

Q8. Do you experience Effectual changes in working efficiency after being trained?a. Yes b. No

Q9. Does training improve performance?a. Yes b. No

Q10. The Training is provided for short duration or long duration?a. Short b. Long

Q11. On what level the training is provided?a. Rigorous (Hard) b. Smooth

Q12. Does the training enhance organization effectiveness?a. Yes b. No

Q13. Do you get innovative ideas during training?a. Yes b. No

Q14. Does training builds up team work?a. Yes b. No

Q15. Do training results in adoption to new working methods?

a. Yes b. NoQ16. Are you satisfied with the training procedure?

a. Yes b. NoQ17. Do all the employers in your organization attend whole day training ?

a. Yes b. NoQ18. How long is the training process?

a. 5 to 10 days c. 15 to 20 daysb. 10 to 15 days d. 20 to 25days

Q19. What type of training is given in your organization ?a. on the job b. off the job

Q20. Do company provide study material before the training program ?a. Yes b. No

Q21. According to you what is the Main Objective of Training [ Mark [ ] at appropriate. ]

SR No Objective

PERAMITER OF YOUR SCALE1 2 3 4 5

Agree strongly agree

Neutral Disagree Strongly disagree

01 To opportunities available for develop new skills

02 To opportunities for create builds up team work

03 To prepare employee for higher level growth

04 To ensure smooth and efficient working at department

05 To opportunity for career development within Sumul dairy

06 To good idea about the career opportunities open at Sumul dairy

07 To impart personal growth08 To increase productivity09 To help for create a good

relationship with colleague.10 To experience Effectual changes in

working condition after being trained

Your valuable suggestion regarding training & development in the organization..