project report on training

7/29/2019 project report on training

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1.1.COMPANY PROFILE

Nestl was setup in year 1867 by Mr. Henry Nestl, a Swiss citizen, with a motive to provide

a wholesome Infant dietetics, since there was high mortality rate among infants at that time.

He had started with the inspiration of humanitarian ideology and with a strong will, a high

degree of optimism and great ambition, transformed the mere business into a flourishing

enterprise. Now Nestl has made its place as the largest Food manufacturing company in the

world, with worldwide ventures which include manufacturing and marketing of Condensed

Milk, Powdered Milk, Ice Creams, other Dairy products, Infant foods, Chocolates and

Confectionery items, Tea, Coffee, Culinary Products, Frozen Foods , Fruit Juices, Mineral

Water and Pet foods, with recent venture into Cosmetics and Pharmaceuticals.

Fig 1.1 (Henry Nestle, Founder of Nestle)

Nestl is often quoted as The World Food Company. There is good reason, as more than 98

% of the turnover comes from the countries other than the mother country, Switzerland. It has

always taken a long-term view in the countries in which it operates, investing a lot in

Research and Development and risk taking in new product areas. Today, Nestls Product

brand name Nestl is associated with Quality Products in worldwide consumer market.

We have promised consumers world wide - Good Food Good Life", which has become the

emblem of the Company.

Nestl has more than 8000 brands manufactured through over 508 factories in about 85

countries by over 2, 54, 199 employees.

Nestls Business strategic Pillars

Operational Efficiency Low cost, Highly Efficient Operation


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1.1.2. MISSION STATEMENT

Nestle is dedicated to provide the best foods to people throughout their day, throughout their

lives, throughout the world .With their unique experience of anticipating consumers' needs

and Creating solutions, Nestle contributes to consumers well-being and enhances their

quality of life.

Nestle is not only Switzerland's largest industrial company, but it is also the World's Largest

Food Company. The mission statement emphasizes on the fact that Nestle products are

available in nearly every country around the world Wherever one may live, only Nestle can

provide the best and most reliable food and beverage products to meet his/her needs

throughout the day, throughout the life. Especially, people on the move want to be able to find

good food wherever they are, whatever the time of day. They are often reassured that they will

find well-known brands out of home.

This statement also reflects the image of high quality products that Nestle offers. Nestle has

the advantage that it offers caterers, fast food chains and other restaurants a complete range of

high quality ingredients, base products and meal components, as well as leading consumer

brands such as Nescafe. Quality is the cornerstone of the success of the Nestle Company.

Everyday, millions of people all over the world show their trust in the company by choosing

Nestle products. This trust comes from a quality image that has been built up for over a

century. Therefore, the quality of the products ultimately enhances the quality of theconsumers life.

In addition, the mission statement declares that Nestle has the ability to anticipate

consumers needs and create solutions. Nestle has proven this ability a number of times by

introducing new products that were required by consumers. Especially, the launch of Nestle

Pure Life in Pakistan proves the accuracy of this fact .In Pakistan, there was a need for safe

and healthy drinking water and Nestle responded to this consumer need by introducing Nestle

Pure Life


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1.1.3. VISION

Nestls aim is to meet the various needs of the consumer every day by marketing and selling

food of a consistently high quality. The confidence that consumers have in their brands is a

result of their companys many years of knowledge in marketing, research and development,

as well as continuity consumers relate to this and feels they can trust their products.

High quality and collaboration

Nestls objectives are to deliver the very best quality in everything do, from primary

produce, choice of suppliers and transport, to recipes and packaging materials. Nestls

operations and collaboration in the Nordic countries gives us greater opportunities to be

efficient and strategic and to function well as an organization, both when it comes to the

distribution chain and to concentrating on joint product launches and campaigns.

Nestle website is a forum for consumers, students, future employees and the media. They

hope that through a sincere approach and by conducting dialogues, they will be able to

improve, change and satisfy the demands and wishes of the people of today.


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1.1.4. NESTLE SAMALKHA FACTORY:


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Nestl Samalkha was set up in year 1992, with Soya based products. Slowly it involved into

manufacturing of Milk powders, Infant winning Cereals, Culinary products, Chilled

Dairy. Now Nestle Samalkha factory is actively engaged in manufacturing of variety of

dairy and food products viz. Cereal Foods, Infant Foods, Dahi, and Noodles etc under

different brand names and marketed in India.

Nestle Samalkha operations are aimed at offering consumers with superior quality products

and full value for their money. At the factory, all work towards achieving excellence

through people and continuous improvement. With the business concept in place, Nestle

have under its umbrella the 5S, SGIA, SAP, Hygiene/Pest control, Safety, QMS,

NEMS, NGMP, Sensory evaluation and Training & Development vis--vis competition.

Nestle have an overall edge on quality front viz., Superior Quality Product. Beginning

with source of raw material till the dispatch of finished goods and later up to handling

consumer response, Nestle adhere to strict quality norms as par with any international

standards and products. On the environmental management front, Nestle has the best

monitoring systems and NEMS in place. Nestle also follow an Integrated PestManagement System with in and outside Nestle premises. On the technological front,

Nestle have the best of machinery, men, and technologies backed with Nestle support.

Nestle would like to emphasis that it is this superiority in Quality that makes Nestle

stand apart and face brisk competition at the market place.

Geographical location:


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Nestle Samalkha Factory is just besides railway track (New Delhi-Ambala Route) and 2 km

away from G.T. Road towards left (New Delhi-Ambala) 70 km North to Delhi. Factory is

3.4 km away from main town i.e. Samalkha. Nestl Samalkha Factory is at an angle of 45

left to true North. Total land available 35 acre.And total land utilized is just 17%.

NESTLE SAMALKHA: An Infant formula dedicated factory

Located about 70 Kms north of Delhi, part of National Capital Region Dedicated

Nutrition factory for SAR region. 388 permanent employees.

Nestle Samalkha History-From a Multiproduct to a Nutrition Factory

Products Manufactured in Samalkha Factory:


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+

1.1.5. DIFFERENT SECTIONS:

Nestle Samalkha Factory is divided in different sections and can be summarized as follow:

Different Sections

A. Production

B. Agricultural services

C. Quality Assurance

D. Administration and Accounts

E. Engineering

F. Human Resources

G. Supply Chain

H. Industrial


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1.1.6. MAJOR PROGRAMMES AND PROJECTS AT NESTLE SAMALKHA

GLOBE:

GLOBE stands for Global Business Excellence and is the largest Program Nestl has ever

undertaken. It is also the most important tool that can bring this Company from the CHF

100 billion dimensions into the CHF 150-200 billion dimensions. GLOBE has been

implemented in three Pilot Markets end of 2002 through beginning of 2003 and

completed in 90% of Nestl's businesses by 2006. However, GLOBE will constantly

evolve, GLOBE will never end.

GLOBE strengths derive from its:

Uniqueness

Global scope

Strong & viable support of General ManagementWhat is Globes purpose?

GLOBE is strategic initiatives that use the expertise of Nestl employees worldwide to create

common best practices and infrastructures that will unlock Nestls potential and make

the Company more competitive.

An improved understanding of the 3 key messages and acceptance of the objectives of

GLOBE and what GLOBE will deliver to the markets will contribute to the overall

achievements of the Program, as well as to its long-term success in unlocking Nestl's

potential by: Common Business Process Architecture. GLOBE will deliver common

business process architecture to Nestl Markets around the world. This means that where

Markets have found an innovative or effective way to do better business, GLOBE has

taken this information, and made it available to all Markets. It will become available in

several ways, one being a library of best practices that can be adopted without any system

support. Another way is with SAP software; developed jointly to incorporate SAP and

benchmark business practices, as well as Nestl best practices from around the world.

Creation of common business architecture will allow for best practices to be standardized

across Markets.

Standard Master Data

GLOBE will also deliver standardized internal and external master data. When all markets are

using the same data standards, we will be able to view information about products at a

global level! Reports on sales and marketing will be much easier to obtain and analyze.

Intermarket supply will be much more efficient, and our overall business decisions will

become much more effective.

Standard Information Systems Infrastructure


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GLOBE will deliver standard information systems infrastructure that will allow for increased

flexibility and speed to respond to changes in Market needs as well as to reduce hidden

costs of information systems. To use common business processes and data, we need to

have a standard infrastructure. We need to be able to access each other's email servers,

document repositories, and other information.

What are the benefits?

Globe's benefits are to:

Use the size and strength in a rapidly changing environment.

Unify and align Nestl on the inside to be more globally competitive on the outside.

Unlock potential benefits by the power of the "e" world with a focus on customer/channels

and consumers.

The Nestle Quality System is the corporate guide to quality. It applies to the wholecompany and to all business processes.

. It contains 33 elements under Quality System.

Nestl Quality Policy -

Success is built on Quality

The customer comes first

Quality is a competitive advantage

Quality is made by people

Quality is action

1.1.7. MAJOR COMPETITORS OF NESTLE:

Pepsi co

Kraft food

Engro food

Haleeb food

Unilever NV

Kraft food

Cadbury Schweppes

1.1.8. SWOT ANALYSIS OF NESTLE:

STRENGTH: Parent support Nestle India has a strong support from its parent company,

which is the worlds largest processed food and beverage company, with a presence in every

country.

Brand strength In India, Nestle has some very strong brands like Nescafe, Maggi and

Cerelac. These brands are almost generic to their product categories.


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WEAKNESSES:

Exports

The companys exports stood at Rs 2,571 m at the end of 2008 (11% of revenues) and

continue to grow at a decent pace. But a major portion of this comprises of Coffee (around

67% of the exports were that of Nescafe instant to Russia). This constitutes a big chunk of the

total exports to a single location. Historically, Russia has been a very volatile market for

Nestle, and its overall performance takes a hit often due to this factor

OPPORTUNITIES:

Expansion

The company has the potential to expand to smaller towns and other geographies. Existing

markets are not fully tapped and the company can increase.

In today's health conscious societies, they can introduce more health-based products, and

because they are a market leader, they would likely be more successful.

Provide allergen free food items, such as gluten free and peanut free.

THREATS:

Any contamination of the food supply, especially e-coli.Their Toll House brand cookiedough was recalled in March of 2009 because of e-coli. Outbreaks were linked to 28 states.

INTRODUCTION TO ATTITUDES OF EMPLOYEES TOWARDS TRAINING:

MEANING OF ATTITUDE:

Attitude is a hypothetical construct that represents an individual's like or dislike for an item.

Attitudes are positive, negative or neutral views of an "attitude object": i.e. a person, behavior

or event. People can also be "ambivalent" towards a target, meaning that they simultaneously

possess a positive and a negative bias towards the attitude in question.

Employee Attitudes Affect Customer Satisfaction:Attitudes of employees correlate closely with customer satisfaction, which correlates with

business profitability. Customers prefer to do business with employees who have positive

attitudes and this preference brings customers back time and time again. Since it costs less to

support a sale to a returning customer than attracting new customers, a high percentage of

retained customers correlate with higher business profitability.

Positive Employee Attitudes Improve Profitability:


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Business managers can implement a customer satisfaction program, beginning with measuring

and addressing employee attitudes and job satisfaction to increase customer retention and

improve business profitability.

Managers Can Affect Employee Attitude:

Suggestions for improving employee attitudes

Be a good role model. Employees will reflect the attitudes of their management.

Practice positive self-talk within the work group. Positive thinking is contagious, as is

negativity.

Ban whining and complaining.

Practice and teach win/win, looking for positive ways to solve problems for all

stakeholders.

Eliminate drama, focusing instead on positive discussions based on facts and directed

toward solving problems rather than placing blame.

Encourage brief stress-reduction techniques such as short meditations, deep breathing,

and in-place exercises.

Focus on the present moment and solving current problems rather than re-living the

past.

DEFINITION OF TRAINING AND DEVELOPMENT:

Training and development is an ongoing process in any organization to improve current future

performance of the employees by increasing his ability to perform through learning, changing

his attitudes or increasing his skills and knowledge.

NEED AND ANALYSIS FOR TRAINING:

An analysis of training need is an essential requirement to the design of effective training. The

purpose of training need analysis is to determine whether there is a gap between what is

required for effective performance and present level of performance.

Why training need analysis?

Training need analysis is conducted to determine whether resources required are available or

not. It helps to plan the budget of the company, areas where training is required, and also

highlights the occasions where training might not be appropriate but requires alternate action.

PUPOSE OF TRAINING:

To increase knowledge and skills for the job under consideration.

Training has always been a necessary part of an organizations efforts to recruit an

effective employee people on its going process.


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Training people to perform organizational task better is one thing and maintaining the

organization, as an ongoing system is another.

METHODS OF TRAINING:

LECTURES

DEMONSTRATIONS

DISCUSSIONS

COMPUTER BASED TRAINING (CBT)

INTELLEGENT TUTORIAL SYSTEM (ITS)

PROGRAMMED INSTRUCTION (PI)

VIRTUAL REALITY

GAMES AND SIMULATIONS

BEHAVIOR-MODELING

BUSINESS GAMES

CASE STUDIES

EQUIPMENT STIMULATORS

IN-BASKET TECHNIQUE

ROLE PLAYS

Both the methods can be used effectively to change attitudes, but through different means.

2. REVIEW OF LITERATURE:

1. Differences in perceived usability of current IT systems, as well as the preferred HR

roles strategic partner (high preference) and employee champion (low preference),

were related to a positive attitude towards E-HRM systems. For managers, user

support was also found to be a predictor of a positive attitude towards E-HRM. M.

Voermans, M. van Veldhoven, (2007

2. The results indicated that both positive and contributing factors emerged as follows:

productisation of menu; using a plate model; length of a control period concerning the

nutritional quality of the menu; checking the nutrition content when making changes

in menus, dishes and food items; dealing with the results of the evaluation in the

meetings; including the results in the service agreements; employers' positive attitude

displayed towards software suppliers' training; including nutritional quality as a part of


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service quality; and implementing nutritional quality according to the job descriptions.

Irma Tikkanen, Leila Jaakkola, (2010)

3. The findings from the study indicate a positive attitude of employees to HRM

practices, such as promotion from within, staffing, equal employment opportunity,

quality of training, reasonable compensation and paid vacation and sick days.

Moreover, the evidence also shows that productivity has been increasing while

employee turnover, absenteeism, and grievances are low. However, the evidence also

reveals that training was not integrated in a planned way to employee career

development. Fitsum Ghebregiorgis, Luchien Karsten, (2007)

4. The need for strong leadership is at the top of the agenda for many companies, but

understanding what constitutes good and effective leadership that will help companies

overcome transitionary periods such as economic downturns or increased competitionis not as simple as it might seem. Many companies are spending a lot of time and

money to train their top management, but these training methods often do not fulfill

the business and individual needs critical for long-term survival. Examines one

company where the provision of focussed, business enhancing management and

leadership has helped to fuel the next stage of its development. Charles Middleton,

(2003)

5. The paper reveals that differences in perceived usability of current IT systems, as well

as the preferred HR roles of strategic partner (high preference) and employee

champion (low preference), were related to a positive attitude towards e-HRM

systems. For managers, user support was also found to be a predictor of a positive

attitude towards e-HRM. Fitsum Ghebregiorgis, Luchien Karsten, (2007)

6. The findings from the study indicate a positive attitude of employees to HRM

practices, such as promotion from within, staffing, equal employment opportunity,

quality of training, reasonable compensation and paid vacation and sick days.

Moreover, the evidence also shows that productivity has been increasing while

employee turnover, absenteeism, and grievances are low. However, the evidence also

reveals that training was not integrated in a planned way to employee career

development. Irma Tikkanen, Leila Jaakkola, (2010)

7. The results indicated that both positive and contributing factors emerged as follows:

productisation of menu; using a plate model; length of a control period concerning the

nutritional quality of the menu; checking the nutrition content when making changes

in menus, dishes and food items; dealing with the results of the evaluation in the

meetings; including the results in the service agreements; employers' positive attitude


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displayed towards software suppliers' training; including nutritional quality as a part of

service quality; and implementing nutritional quality according to the job descriptions.

Rajasekhara Mouly Potluri, Zelalem Temesgen, (2008)

8. Ethiopian companies expressed 100 percent positive attitude in implementing CSR

towards customers, creditors and suppliers, general public and government. However,

only 40 percent of companies' were positive on periodical disclosure of information to

its shareholders, 80 percent believed in fair wages and security of employment, and 10

percent of companies were negative on meaningful freedom, job satisfaction and

humane treatment. Related to the cross validate section, overall 69 percent employees

were not happy with companies' policies, 71 percent customers thought they were

manipulated and another 75 percent general public were not pleased with CSR from

the Ethiopian corporate sector. Nancy Papalexandris, John Chalikias, (2002)9. Based on evidence from the Cranet survey this paper examines the progress in the

practice of HRM in Greek organizations, comparing results from 1992 to those of the

1999 survey round, focusing on various core functions such as training and

development, performance management and employee communications. It also

compares these developments to the overall European scene. Results show more

improvement in training and performance management and less in employee

communications. From examination of survey results, it is obvious that Greece follows

the EU trends towards an improved, more strategic role of HRM. However, statistical

analysis of data from the comparative survey across European countries indicates a

slower pace in improvements and some differences. Niki Glaveli, Stella Kufidu,

(2005)

3 REASEARCH METHODOLOGY

3.1SIGNIFICANCE OF THE STUDY:Training being on important sub-system of HRD is given more importance for its role in the

development of skill and modification in attitudes. The study aims at understanding the

various aspects of training and development cite it importance in industries. This study has a

great importance of human being is reemphasized in the form of training and development

activities

3.2 OBJECTIVES OF THE STUDY:

To get and judge the opinions of the employees toward training

To find out whether the training programs have helped the organization in bringing

about on overall development of the organization To assess the effect of training on the inter-personal relationship


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To study the attitudes of trainees towards training

To analyze the effectiveness of training programme an organization to measure its

impact on development.

3.3 SCOPE OF THE STUDY:

1) The study will give scope of the study to the researcher an insight to the concept to also

may idea of the same

2) People wishing to take up similar studies in future may benefit from it

3) The organization itself will be highly benefited so as to know about training programmes.

3.4 REASEARCH DESIGN:

The study makes an effort to define the different aspect of the system of training and

development. It is also explain the various factors affecting the success or failure of this

system, its probable advantage and benefits to the industry. Hence the study is descriptive

cum exploratory in nature

3.5 SAMPLE:

The sample includes 25 (executives, Sr. Executives and Manager) from the organization

3.6 TOOLS FOR DATA COLLECTION

The required data was collected by using a structured questionnaire.

OPERATIONAL DEFINITION

Training and development is an ongoing process in any organization to improve current futureperformance of the employees by increasing his ability to perform Through learning, changing

his attitudes or increasing his skills and knowledge.

4. DATA ANALYSIS AND INTERPRETATION:

Data analysis and interpretation is the most important step in the process of research because

it is the process which gives out the perfect solution for the pre-determined problem utmost

care & accuracy should be maintained in this process.

Table 1

Sex wise distribution of the respondents

Gender frequency %

Male 23 92Female 2 8


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Total 25 100

Fig:-1

Interpretation:-

From the above table and chart found that out of 25 respondents; 23 respondents are male &

2 are female. Majority of respondents are male.

Table 2

Age wise distribution of the respondents

Age in year frequency %

20 to 26 9 36

27 to 33 13 52

34 to 40 3 12

Total 25 100

0 20 40 60 80 100 120

frequency

%

Total

Female

Male


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0

10

20

30

40

50

60

1 2 3 4

Age in year

20 to 26

27 to 33

34 to 40

Fig no:-2

Interpretation

Above table shows that from total 25 respondents, 13 respondents (52%) falls under the Age

of group of 27 to 33 years and 9 respondents ( 36%) respondents Falls under the Age group of

20 to 26 years & 03 respondents (12%) falls under the Age of group of 34 to 40

Table 3

Department wise distribution of the respondents

Department frequency %

HR 5 20

Marketing 2 8

Finance 2 8

Quality Control 4 16

Production 9 36

Mat dept. 1 4

CES 2 8Total 25 100


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Fig no:-3

Interpretation:

It is observed that out of 25 respondents; 9 are of Production, 5 are of HR, and 4 are of Q.T, 2

of marketing, 2 of Finance, 2 of CES (Central Engineering Services) & 1 of Mat dept.

Majority belongs to Production & HR.

Table 4

Designation wise distribution of the respondents

Designation

frequency %

Manager 8 32Executive 15 60

Operator 1 4

Sr. Executive 1 4

Total 25 100

0 20 40 60 80 100 120

HR

Marketing

Finance

QC.Production

Mat dept

CES

Total

%Frequency


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Fig:-4

Interpretation:

From the above table found that out of 25 respondents, 8 are of manager, 15 are of Executive,

1 is of Operator & 1 is of Sr. Executive level.

Table 5

Education background wise distribution of the respondents

Education frequency %

B.com 8 32B.sc 2 8

B.A. 3 12

M.B.A 3 12

LLB 1 4

Diploma eng. 8 32

Total 25 100

0

20

40

60

80

100

120

Manager ExecutiveOperator Sr. Exe Total

Frequency%

0 20 40 60 80 100 120

B.com

B.sc

B.A.

M.B.A

LLB

Diploma eng.

Total

%

frequency


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Interpretation:

From the above table and chart found that out of 25 respondents; 8 are of B.com, 8 are of

diploma,

3 are from MBA, 3 are BA, 2 are of B.Sc & 1 is of LLB. Majority of respondents arehaving B.Com & Diploma.

Table 6

Experience wise distribution of the respondents

Experience(Years) Frequency (Person) %

1 to 3 7 28

4 to 8 12 48

9 to 12 4 16

13 to 19 2 8

Total 25 100

From the above table it can be inferred that out of 25 respondent, 12 are group having

experience of 4 to 8 years, 7 are group having experience of 1 to 3 years, 4 are group of

having experience 9 to 12 & 2 are group having experience of 13 to 19 years.

0 20 40 60 80 100 120

1 to 3

4 to 8

9 to 12

13 to 19

Total

%

Frequency (Person)


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Table 7

Attendance of training programme

Attendance frequency (Person) %

(0) 4 16

(1) 4 16

(1-3) 16 64

(4-6) 1 4

Total 25 100

0 20 40 60 80 100 120

frequency (Person)

%Total

(4-6)

(1-3)

-1

0


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Fig:-7

Interpretation:

From the above table and chart found that out of 25 respondent, 16 are group of having

training for 1-3 times, 4 are group of having training for 1 time only, 4 are also having NIL

training & only 1 is having training for more than others i.e. 4-6 times.

Table 8

Due emphasis is given on training and development programme by H.R department

Answer frequency (Person) %

Yes 20 80

No 5 20

Total 25 100

Fig:-8

Interpretation:

0 20 40 60 80 100 120

Yes

No

Total

%

frequency (Person)


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From the above table found that out of 25 respondents, 20 are of Yes and 5 are of No. It

means 80 % believes that their HR Dept is doing right thing.

Table 9

Meaning of training

Meaning Frequency(Person) %

Tool of change 4 16

Desired Change 8 32

Maximize profit 3 12

Increase Technical change 6 24

Change in inter personal relationship 4 16

Total 25 100

Fig:-9

0 20 40 60 80 100 120

Tool of change

Maximize profit

Change in inter personal

relationship

%

Frequency(Person)


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Interpretation:

From the above table found that out of 25 respondent, Majority 8 (32%) are in favor of

desired change, 6 believe that increase technical change, 4 agreed to tool of change , 4 are of

change in inter personal relationship and 3 are in maximize profit. Only 12% believes that

training means to maximize profit

Table 10.

Objectives of training

Objectives frequency (Person) %

Team building 5 20

Self awareness 7 28

Creativity and production 8 32

Leadership 2 8

Communication 3 12Any other ( specify) 0 0

Total 25 100

0 20 40 60 80 100 120

Team building

Self awareness

Creativity and production

Leadership

Communication

Any other (pls specify)

Total

%frequency (Person)

Fig:-10

Interpretation:


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Above table shows that out of 25 respondents, majority 8 respondents (32 %) believes that

the main objectives of Training & Development Programme is for creativity & 7 respondents

(28%) says that the main objective is for Self awareness. While , 2 respondents (8%) says that

the main objective is for better leadership & 03 respondents (12%) says that the main

objective is for communication & 5 respondents (20%) says that the main objective is for

team building.

Table 11

Distribution of Respondents with reference to the motivating factors behind TrainingProgramme

Motivating factor Frequency (Person) %

Acquiring knowledge 9 36

Development of skills 13 52

Promotion 0 0

Job requirement 1 4

Incentives 2 8

Any other(pl specify) 0 0Total 25 100

0

20

40

60

80

100

120

AcquiringKnowledge

Job Requirement

Development

ofSkillsIncentivesTOTAL

FREQUENCY

PERCENTAGE


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Fig:-11

Interpretation:

Above table shows that out of 25 respondents, 9 respondents (36%) believes that the acquiring

knowledge is the motivating factor, majority means 13 respondents ( 52%) believes that

development of skill is the motivating factors, 01 respondents ( 4%) believes that job

requirement is the motivating factors, 02 respondents ( 08%) believes that incentive is the

motivating factors behind Training Programme.

Table 12

Distribution of Respondents for the methods for making Training Programme more

Successful.Training method frequency %

Field 15 60

Seminar 5 20

Lecture 4 16

Laboratory 1 4

Any other(pl specify) 0 0

Total 25 100

Fig:-12

Interpretation:

It is observed that out of 25 respondents, 15 respondents (60%) believes that field method is

the best, 5 respondents (20%) believes that Seminar is the best method, 04 respondents

(16%) believes that lecture is the best method for make Training Programme more Successful

& only 1 respondent consider laboratory method as best. Majority have faith in field training.


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Table 13

Distribution of Respondents with reference to Systematic analysis of activities related to

training.

Response frequency %

Some extent 8 32

Moderate extent 12 48

Large extent 5 20

Total 25 100

Fig:-13

Interpretation:

From the above table found that out of 25 respondents, 12 are of moderate extent means

majority 48% believes that it is OK, 8 (32 %) agreed at some extent and 5 (20%)agreed fully

i.e. large extent.


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Table 14

Distribution of Respondents with reference to system of performance appraisal

report to identify training need?

Response frequency %Some extent 4 16

Moderate extent 10 40

Large extent 11 44

Total 25 100

0 20 40 60 80 100 120

Some extent

Moderate extent

Large extent

Total

%

frequency

Fig no.:-14

Interpretation:

It is observed that out of 25 respondents, 11 (44%) are of the opinion that they agree with it at

large extent, 10(40%) are of the opinion that they agree with it at moderate extent and 4 (16%)

do not consider Performance appraisal as a tool to identify the training nee


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and 7 (28%) are believes that system of workshop organized to identify training need is right

at the large extent.

Table 16

Distribution of Respondents with reference to no. of trainees taken into account for

planning:


Strongly disagree 1 4

Disagree 4 16

Uncertain 9 36

Agree 9 36

Strongly agree 2 8

Total 25 100

0 20 40 60 80 100 120

Some extent

Moderate extent

Large extent

Total

%

frequency

Fig:-16

Interpretation:

From the above table it can be inferred that out of total 25 respondents, 9 respondents (36%)

believes that to agree with no. of trainees taken into account for planning. 9 respondents

(36%) are not sure that no. of trainees taken into account for planning or not. 2 respondents

(8%) strongly agree with subject. While 1 respondent strongly disagree also & 4 respondents

are disagree with consideration of no. of trainees for planning.


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Table 17

Distribution of Respondents with reference to training would help the employees to

overcome his weakness & improve his strength,.

Response Frequency (person) %


Disagree 0 0

Uncertain 1 4

Agree 17 68

Strongly agree 6 24

Total 25 100

Fig no.:-17

Interpretation:

From the above table it can be inferred that out of total 25 respondents, majority of

respondents 17 respondents (68%) believes that to agree with training would help the

employees to overcome his weakness & improve his strength,.& 6 respondents (24%) are

strongly agree with same. Only one is not sure & 1 respondent strongly disagree with

improvement.

Table 18


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Distribution of Respondents with reference to training helps diagnosing & analyzing the

individuals problem at the individual level?



Disagree 2 8

Uncertain 6 24

Agree 13 52

Strongly agree 4 16

Total 25 100

Fig:-18

Interpretation:

It is observed that out of total 25 respondents, majority of respondents, 13 (52%) believes that

to agree with training helps diagnosing & analyzing the individuals problem at the individual

level.4 respondents (16%) are strongly agree with same. But 6 respondents (24%) are not sure

that diagnosing & analyzing the individuals problem at the individual level. 2 respondents

(8%) disagree with subject. Nil response found to be strongly disagreeing

Table 19


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Distribution of Respondents with reference to People should be trained for the job

before promotion.

Response frequency %Strongly disagree 0 0

Disagree 1 4

Uncertain 4 16

Agree 17 68

Strongly agree 3 12

Total 25 100

Fig:-19

Interpretation:


to agree with people should be trained for the job before promotion . 3 respondents (12%) are

strongly agree with same. But 4 respondents (16%) are not sure that people should be trained

for the job before promotion or not. 1 respondents (4%) disagree with subject. Nil response

found to be strongly disagreeing.

Table 20

Distribution of Respondents with reference to send the

Employees for external training


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Yes 10 40

No 15 60

Total 25 100

Fig no.:-20

Interpretation:

Majority of respondents 15 out of 25, 60% disagreed with that employees are getting chance

for external training and 10 (40%) agree with the subject.

Table 21

Distribution of Respondents with reference to induction training is well planned.

Response frequency %Strongly disagree 0 0

Disagree 2 8


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Uncertain 12 48

Agree 8 32

Strongly agree 3 12

Total 25 100

Fig:-21

Interpretation:


respondents 12 respondents (48%) believes that to uncertain that whether induction training is

well planned or not.8 respondents (32%) agreed with well planning & 3 respondents strongly

agree with the same but 2 respondents (8%) not agree with subject. No one is strongly

disagreeing with topic.

Table 22

Distribution of Respondents with reference to induction training is periodically

evaluated and improved.



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Disagree 4 16

Uncertain 13 52

Agree 7 28

Strongly agree 1 4

Total 25 100

Fig:-22

Interpretation:


to uncertain that whether induction training is periodically evaluated and improved.

7 respondents (28%) are agreeing with same & 1 respondent strongly agree with subject. But

4 respondents (16%) are disagreeing that induction training is periodically evaluated and

improved. Nil response found to be strongly disagreeing.

Table 23

Distribution of Respondents with reference to employee participation in determining the

training program

Response Frequency %

Strongly disagree 0 0Disagree 4 16

Uncertain 5 20


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Agree 15 60

Strongly agree 1 4

Total 25 100

Fig:-23

Interpretation:


to agree with employee participation in determining the training program. 1 respondent (4%)

are strongly agree with same. But 5 respondents (20%) are not sure about employee

participation in determining the training program. 4 respondents (16%) disagree with subject.

Nil response found to be strongly disagreeing.

Table 24

Distribution of Respondents with reference to the HR department conducts briefing and

debriefing session for employees training



Disagree 2 8

Uncertain 12 48

Agree 10 40Strongly agree 1 4

Total 25 100


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Fig:-24

Interpretation:


respondents 12 respondents (48%) believes that to uncertain that whether HR department

conducts briefing and debriefing session for employees training or not.10 respondents (40%)

agreed with that HR department conducts briefing and debriefing session & 1 respondents

strongly agree with the same but 2 respondents (8%) not agree with subject. No one is

strongly disagreeing with topic.

Table 25

Distribution of Respondents with reference to well designed and widely shared training

policy



Disagree 6 24

Uncertain 11 44

Agree 6 12

Strongly agree 2 8

Total 25 100


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Fig:-25

Interpretation:

It is observed that out of total 25 respondents, majority of respondents 11 respondents (44%)

believe that to uncertain that whether training policy is well designed and widely shared for

employees training or not.6 respondents (36%) agreed with that training policy is well

designed and widely shared & 2 respondents strongly agree with the same but 6 respondents

(24%) not agree with subject. No one is strongly disagreeing with topic

Table 26

Distribution of Respondents with reference to improving the effectiveness of in house

programme through constant review with participants faculty



Disagree 9 36

Uncertain 11 44

Agree 4 16

Strongly agree 1 4

Total 25 100


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Fig:-26

Interpretation:

It is learnt that out of total 25 respondents, majority of respondents 11 respondents (44%)

believe that to uncertain that whether to improving the effectiveness of in house programme

through constant review with participants faculty or not.4 respondents (16%) agreed with that

effectiveness of in house programme through constant review & 2 respondents strongly agree

with the same but 9 respondents (36%) not agree with subject. No one is strongly disagreeing

with top.

Table 27

Distribution of Respondents with reference to the training techniques programmed

through carefully planned steps to completion?


Strongly disagree 1 4Disagree 1 4

Uncertain 10 40

Agree 10 40

Strongly agree 3 12

Total 25 100


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Fig:-27

Interpretation:


respondents 10 respondents (40%) believe that to uncertain that whether training techniques

programmed through carefully planned steps to completion or not.10 respondents (40%)

agreed with that training techniques programmed through carefully planned steps to

completion & 3 respondents (12%) strongly agree with the subject, 1 respondents (4%) not

agree with subject & one is strongly disagreeing with topic.

Table-28

Distribution of Respondents with reference to evaluation of trainers and trainees


Yes 14 56No 11 44

Total 25 100


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Fig:-28

Interpretation:

Majority of respondents 14 out of 25, 56% agreed with that evaluation of trainers and trainees

and 11 (44%) disagree with the subject.

Table 29

Distribution of Respondents with reference to Weaknesses and limitations affecting

training program


Lack of finance 3 12

Lackof professional trainers 12 48

Lack of training facilities 8 32To many external program 0 0


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Absence of appraisal discussion 2 8

Any other (pls. specify) 0 0

Total 25 100

Fig:-29

Interpretation:


respondents 12 respondents (48%) believe that weaknesses and limitations affecting training

program are lack of professional trainers.8 respondents (32%) agreed with that

Lack of training facilities affecting the training program.3 respondents considering lack of

finance while 2 are to believe that absence of appraisal discussion is affecting the training.

FINDINGS:

Out of 25 respondents; 23 respondents are male & 2 are female. Majority of respondents are

male.

Out of 25 respondents, 13 respondents (52%) falls under the Age of group of 27 to 33 years

and 9 respondents ( 36%) respondents Falls under the Age group of 20 to 26 years & 03

respondents (12%) falls under the Age of group of 34 to 40 years.

Out of 25 respondents; 9 are of Production, 5 are of HR, and 4 are of Q.T, 2 of marketing, 2 of

Finance, 2 of CES (Central Engineering Services) & 1 of Mat dept. Majority belongs to

Production & HR.

Out of 25 respondents, 8 are of Manager, 15 are of Executive, 1 is of Operator & 1 is of Sr.

Executive level.


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Out of 25 respondents; 8 are of B.com, 8 are of diploma,

3 are from MBA, 3 are BA, 2 are of B.Sc & 1 is of LLB. Majority of respondents are

having B.Com & Diploma.

Out of 25 respondent, 12 are group having experience of 4 to 8 years, 7 are group having

experience of 1 to 3 years, 4 are group of having experience 9 to 12 & 2 are group having

experience of 13 to 19 years.

Out of 25 respondent, 16 are group of having training for 1-3 times, 4 are group of having

training for 1 time only, 4 are also having NIL training & only 1 is having training for more

than others i.e. 4-6 times.

Out of 25 respondents, 20 are of Yes and 5 are of No. It means 80 % believes that due

emphasis is given on training and development programme by H.R.department

out of 25 respondent, Majority 8 (32%) are in favor of desired change, 6 believe that increasetechnical change, 4 agreed to tool of change , 4 are of change in inter personal relationship

and 3 are in maximize profit. Only 12% believes that training means to maximize profit.

Out of 25 respondents, majority 8 respondents (32 %) are believes that the main objectives of

Training & Development Programme is for creativity & 7 respondents (28%) says that the

main objective is for Self awareness. While , 2 respondents (8%) says that the main objective

is for better leadership & 03 respondents (12%) says that the main objective is for

communication & 5 respondents (20%) says that the main objective is for team building.

Out of 25 respondents, 9 respondents (36%) are believes that the acquiring knowledge is the

motivating factor, majority means 13 respondents ( 52%) believes that development of skill is

the motivating factors, 01 respondents ( 4%) believes that job requirement is the motivating

factors, 02 respondents ( 08%) believes that incentive is the motivating factors behindTraining

Programme. Surprisingly nobody consider promotion as a motivating factor for training.

Out of 25 respondents, 15 respondents (60%) are believes that field method is the best, 5

respondents (20%) believes that Seminar is the best method, 04 respondents (16%) believes

that lecture is the best method for make Training Programme more Successful & only 1

respondent consider laboratory method as best. Majority have faith in field training.

Out of 25 respondents, 12 are of moderate extent means majority 48% believes that it is OK, 8

(32 %) agreed at some extent and 5 (20%) agreed fully i.e. large extent.

Out of 25 respondents, 11 (44%) are of the opinion that they agree with it at large extent,

10(40%) are of the opinion that they agree with it at moderate extent and 4 (16%) do not

consider Performance appraisal as a tool to identify the training need.


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Out of 25 respondents, 9 respondents (36%) are of the opinion of some extent, at the same

time 9 others (36%) are agreed with the moderate extent and 7 (28%) are believes that system

of workshop organized to identify training need is right at the large extent.

Out of 25 respondents, 9 respondents (36%) believes that to agree with no. of trainees taken

into account for planning. 9 respondents (36%) are not sure that no. of trainees taken into

account for planning or not. 2 respondents (8%) strongly agree with subject. While 1

respondent strongly disagree also & 4 respondents are disagree with consideration of no. of

trainees for planning.

Out of 25 respondents, majority of respondents 17 respondents (68%) believes that to agree

with training would help the employees to overcome his weakness & improve his strength,.&

6 respondents (24%) are strongly agree with same. Only one is not sure & 1 respondent

strongly disagree with improvement.Out of 25 respondents, majority of respondents, 17 (68%) believes that to agree with people

should be trained for the job before promotion. 3 respondents (12%) are strongly agree with

same. But 4 respondents (16%) are not sure that people should be trained for the job before

promotion or not. 1 respondents (4%) disagree with subject. Nil response found to be strongly

disagreeing.

Out of 25 respondents, majority of respondents 12 respondents (48%) believes that to

uncertain that whether induction training is well planned or not.8 respondents (32%) agreed

with well planning & 3 respondents strongly agree with the same but 2 respondents (8%) not

agree with subject. No one is strongly disagreeing with topic.

Out of 25 respondents, majority of respondents, 13 (52%) believes that to uncertain that

whether induction training is periodically evaluated and improved.

7 respondents (28%) are agree with same & 1 respondent strongly agree with subject. But 4

respondents (16%) are disagree that induction training is periodically evaluated and improved.

Nil response found to be strongly disagreeing.

Out of 25 respondents, majority of respondents, 15 (60%) believes that to agree with

employee participation in determining the training program. 1 respondent (4%) are strongly

agree with same. But 5 respondents (20%) are not sure about employee participation in

determining the training program. 4 respondents (16%) disagree with subject. Nil response

found to be strongly disagreeing.

Out of 25 respondents, majority of respondents, 13 (52%) believes that to agree with training

helps diagnosing & analyzing the individuals problem at the individual level.4 respondents

(16%) are strongly agree with same. But 6 respondents (24%) are not sure that diagnosing &


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analyzing the individuals problem at the individual level. 2 respondents (8%) disagree with

subject. Nil response found to be strongly disagreeing.


uncertain that whether HR department conducts briefing and debriefing session for

employees training or not.10 respondents (40%) agreed with that HR department conducts

briefing and debriefing session & 1 respondents strongly agree with the same but 2

respondents (8%) not agree with subject. No one is strongly disagreeing with topic.


uncertain that whether training policy is well designed and widely shared for employees

training or not.6 respondents (36%) agreed with that training policy is well designed and

widely shared & 2 respondents strongly agree with the same but 6 respondents (24%) not

agree with subject. No one is strongly disagreeing with topicOut of 25 respondents, majority of respondents 11 respondents (44%) believes that to

uncertain that whether to improving the effectiveness of in house programme through constant

review with participants faculty or not.4 respondents (16%) agreed with that effectiveness of

in house programme through constant review & 2 respondents strongly agree with the same

but 9 respondents (36%) not agree with subject. No one is strongly disagreeing with topic.


uncertain that whether training techniques programmed through carefully planned steps to

completion or not.10 respondents (40%) agreed with that training techniques programmed

through carefully planned steps to completion & 3 respondents (12%) strongly agree with the

subject, 1 respondents (4%) not agree with subject & one is strongly disagreeing with topic.

Out of 25 respondents, majority of respondents 15 (60% ) disagreed with that employees are

getting chance for external training and 10 (40%) agree with the subject.

Out of 25 respondents, majority of respondents 14 out of 25, 56% agreed with that evaluation

of trainers and trainees and 11 (44%) disagree with the subject.

Out of 25 respondents, majority of respondents 12 respondents (48%) believes that

weaknesses and limitations affecting training program are lack of professional trainers.8

respondents (32%) agreed with that Lack of training facilities affecting the training program.3

respondents considering lack of finance while 2 are to believe that absence of appraisal

discussion is affecting the training programme.

Out of all methods, the most prevailing methods are audio video (18 frequency) & counseling

& guidelines.


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Lecture, Case study, Group discussion, conference are used normally. While feedback

reveals that Seminar, Role play, Observation methods are not used frequently. Rest all method

are not in practice or not seen by respondents.

RECOMMENDATION AND SUGGESTION:

Developed by professionals who understand how to put questions together that obtain

unbiased information;

Administered appropriately with care and consideration for the organization's culture

and communication; and


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Analyzed by people who understand survey research and can provide effective

analysis.

In the interest of building a relationship of honesty, integrity, and trust, among

organization employees, the results should be communicated effectively and acted

upon by the organization. Finally, the organization's managers need to track progress

and communicate implementation successes and failures.

CONCLUSION:

From this project it is concluded that majority of respondents are male and having age group

of 27-33 years and belongs to Production department with executive designation. Maximum

respondents are having B.Com & Diploma as degree and having experience of 4-8 years. Inthe organization 1-3 times training has been imparted to employees as per their opinion. The


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purposes of training are technological change, interpersonal relationship and maximize profit.

Objectives of training are creativity, Self awareness and team building. Respondents believe

that field method, seminar, lecture are best method of training and performance appraisal is

one of the tool of identify the training need. Training is also helping the employees to

overcome their weakness and improve the strength. Maximum respondents are uncertain

about periodical evaluation and improvement of Induction training program. They are

agreeing with participation of employees in determining the training program and it is also

helping to the individual to diagnosing & analyzing the problems at individual level. Training

policy is well designed & widely shared among employees. The training techniques

programmed through carefully planned steps to completion. Lack of professional trainers are

affecting to training programme. In the organization audio-video, counseling /guidelines,

lecture and conference are generally used for training purpose.

BIBLIOGRAPHY

Journal:

M. Voermans, M. van Veldhoven, (2007) "Attitude towards E-HRM: an empirical

study at Philips", Personnel Review, Vol. 36 Iss: 6, pp.887 902


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Irma Tikkanen, Leila Jaakkola, (2010) "Evaluating the nutritional quality of menus by

using software in professional kitchens", Nutrition & Food Science, Vol. 40 Iss: 4,

pp.378 387

Fitsum Ghebregiorgis, Luchien Karsten, (2007) "Employee reactions to human

resource management and performance in a developing country: Evidence from

Eritrea", Personnel Review, Vol. 36 Iss: 5, pp.722 738

Charles Middleton, (2003) "The rate of learning must be greater than the rate ofchange", Industrial and Commercial Training, Vol. 35 Iss: 7, pp.306 308

Fitsum Ghebregiorgis, Luchien Karsten, (2007) "Employee reactions to human

resource management and performance in a developing country: Evidence from

Eritrea", Personnel Review, Vol. 36 Iss: 5, pp.722 738

Irma Tikkanen, Leila Jaakkola, (2010) "Evaluating the nutritional quality of menus by

using software in professional kitchens", Nutrition & Food Science, Vol. 40 Iss: 4,

pp.378 387

Rajasekhara Mouly Potluri, Zelalem Temesgen, (2008) "Corporate social

responsibility: an attitude of Ethiopian corporates", Social Responsibility Journal, Vol.

4 Iss: 4, pp.456 463 Nancy Papalexandris, John Chalikias, (2002) "Changes in training, performance

management and communication issues among Greek firms in the 1990s: intercountry

and intracountry comparisons", Journal of European Industrial Training, Vol. 26 Iss: 7,

pp.342 352

Niki Glaveli, Stella Kufidu, (2005) "The old, the young and the restless: A

comparative analysis of the impact of environmental change on training in four Greek

banks", European Business Review, Vol. 17 Iss: 5, pp.441 459

Books:

C.R. Kothari ,Research Methodology, New age international Publisher

WEBSITES:

www.altavista.com

www.google.com

www.hrcapitalcom

www.workforce.com

www.hrhub.com

www.performancemanagement.com

www.hrm.com

www.hrworld.com

www.humalinks.com

ANNEXTURE:

Questionnaire
http://www.altavista.com/http://www.google.com/http://www.hrcapitalcom/http://www.workforce.com/http://www.hrhub.com/http://www.performancemanagement.com/http://www.hrm.com/http://www.hrworld.com/http://www.humalinks.com/http://www.altavista.com/http://www.google.com/http://www.hrcapitalcom/http://www.workforce.com/http://www.hrhub.com/http://www.performancemanagement.com/http://www.hrm.com/http://www.hrworld.com/http://www.humalinks.com/


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This questionnaire is purely for research purpose of an IRPM student and not concerned with

any employee of any organization. So please be frank while giving your opinion.

Title: A Study on opinion of employees toward training.

A. Personal Information:

Name : ---------------------------------------

Sex : ---------------------------------------

Age : ---------------------------------------

Dept : ---------------------------------------

Designation : ---------------------------------------

Education Background: ---------------------------------------

Total Work Experience: ---------------------------------------

B. General Information:Q.1. In last one year how many training programme you have attended?

(1) (2-3) (4-6) (7-10) More than 10

Q.2.Does HR department give due emphasis on training and development programme?

Yes/ NO

C. Awareness regarding training programme:

Q.3.What is according to you training?

A tool to change

A tool to bring about desired change

A tool to maximize profit

A tool to increase technical change

A tool to bring about a change in interpersonal relationship

Q.4.What is the main objective of training programme?

Team building

Self awareness

Creativity & production

Leadership

Communication

Problem Solving

Any Other(Please Specify)

Q.5. what are the motivating factor behind training programme?

Acquiring knowledge


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Development of Skills

Promotion

Job requirement

Incentive


Q.6. Which training method is the best to make programme of training more successful?

Field

Seminar

Lecture

Laboratory


D. Technique of identify training need:Please rate each of the following statement

1. Some Extent 2.Moderate Extent 3. Large Extent

Q.7. Does your organization have a systematic analysis of activities associated with giving

role which may through focus on training need?

1. 2. 3.

Q.8. Does your organization have a system of performance appraisal report to identify training

need?

1. 2. 3.

Q.9. Does your organization have a system of workshop organized to identify training need?

1. 2. 3.

Q.10. Does your organization have a system of interviews with their role set for identification

of training need?

1. 2. 3

E. Selection Of participant: Pls. tick ( ) each of the following

(1). Strongly Disagree (2.) Disagree (3.) Uncertain (4.) Agree (5.)Strongly Agree


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Q.11. Training would help the employees to overcome his weakness & improve his strength,

thus it would enable him to function effectively on job & prepare him for higher

responsibilities?

1. 2. 3. 4. 5.

Q.12. It helps diagnosing & analyzing the individuals problem at the individual level?

1. 2. 3. 4. 5.

Q.13. People should be trained for the job before promotion?

1. 2. 3. 4. 5.

Q.14. Does your organization send employees for external training?

Yes / No

Q.15. Induction Training is well planned.

1. 2. 3. 4. 5.

Q.16. our induction training is periodically evaluated & improved.

1. 2. 3. 4. 5.

Q.17. Employee in this organization participate in determine the training they need?

1. 2. 3. 4. 5.

Q.18. the HR department conducts briefing & debriefing session for employees sponsored for

training?

1. 2. 3. 4. 5.

Q.19. If there is a well designed& widely shared training policy in the org?

1. 2. 3. 4. 5.

Q.20. Improving the effectiveness of in house programme through constant review with

participants faculty?

1. 2. 3. 4. 5.


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Q.21. Does the training techniques programmed through carefully planned steps to

completion?

1. 2. 3. 4. 5.

Q.22. Does your organization take adequate steps for evaluation of trainers & trainees?

Yes / No

Q.23. What according to you are the weakness/ Limitation of your org. affecting training

programme?

Lack of finance for training

Lack of professional trainers

Lack of training facilities

To many external programme

Absence of appraisal discussion

Any other( Pls. Specify)


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Documents

project report on training