SUMMER INTERSHIP PROJECT REPORT

On
TRAINING AND DEVLEOPMENT AT ITC
Submitted to the Uttaranchal University in partial fulfillment of the
requirements for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION

Submitted by
AVINASH

(Enrollment No.: UU171900633

Under the Guidance of
Mr. SHAILEE PARMAR, (Asst. professor)

(Batch : 2017-19)
UTTARANCHAL INSTITUTE OF MANAGEMENT

UTTARANCHAL UNIVERSITY, DEHRADUN

Uttaranchal Institute of Management
Uttaranchal University
Dehradun

CANDIDATE’S DECLARATION

I, AVINASH hereby declare that the Dissertation, entitled “TRAINING AND

DEVELOPMENT AT ITC ”, submitted to the Uttaranchal University, Dehradun
in partial fulfillment of the requirements for the award of the Degree of Master of
Business Administration is a record of original research work undergone by me under
the supervision and guidance of Mrs SHAILEE PARMAR. Asst. Professor,
Uttaranchal Institute of Management, Uttaranchal University, and it has not formed the
basis for the award of any Degree/Fellowship or other similar title to any candidate of
any University/Institution.

This is to certify that the statement made by the candidate is true to the best of my
knowledge and belief.

Date: Ms. Shailee Parmar

 ACKNOWLEDGEMENT
It is indeed a great pleasure to express my thanks & gratitude to all those people who
helped me during my dissertation project. This project would not have been materialized
without the help from my quarters.

I am thankful to Mrs. SHAILEE PARMAR faculty management at Uttaranchal

University, Dehradun for his gratitude during my project and giving me full co-operation
and also valuable information and guidance, without which it would not be possible for
me to complete the manuscript.

I express a deep sense of gratitude to respected faculty member and my class mates for
their valuable contribution and suggestions. Their guidance suggestion & expertise have
been a source of inspiration & were very helpful to me during our project work.

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 TABLE OF CONTENT
TITLE
Title Page
Certificate of Originality
Preface
Acknowledgement
Table of Contents
Chapter 1: Introduction
Chapter 2: Company Profile
Chapter 3 : Literature Review
Chapter 4: Research Objectives & Hypothesis
Chapter 5: Research Methodology
Chapter 6: Data Analysis
Chapter 7 Findings and Conclusion
BIBLIOGRAPHY

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CHAPTER 1
INTRODUCTION OF THE TOPIC

Training is a learning process that involves the acquisition of knowledge, sharpening of

skills, concepts, rules, or changing of attitudes and behaviors to enhance the
performance of employees.
Training is about knowing where you stand (no matter how good or bad the current
situation looks) at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities (KSA) through
professional development. Training is a method whereby people get hold of abilities to
aid in the accomplishment of organizational objectives. It occupies planned learning
activities premeditated to develop an employee’s performance at her/his recent job.
Development is any learning activity, which is directed towards future needs rather than
present needs, and which is concerned more with career growth than immediate
performance.
Development is a wide- ranging enduring multi-faceted position of behaviors to
bring an employee or an organization up to another entrance of presentation.
Development also suggests achieving several jobs or new role in the upcoming future.

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that

randomness is reduced and learning or behavioral change takes place in structured
format.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach – Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not made.

5
There were also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now the scenario seems to
be changing.

The modern approach of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian Industry has been changed to
create a smarter workforce and yield the best results.

For an organization, training and development are very important for sound
organizational growth, because the organizational growth and profit also depend on
training of the employees working in the organization. Training is the function of the
organizational development, since employees are not aware of suitable methods of
working no machine, material and money can add to the production and profits.
Training and Development is the framework for helping employees to develop their
personal and organizational skills, knowledge, and abilities. The focus of all aspects of
Human Resource Development is on developing the most superior workforce so that the
organization and individual employee can accomplish their work goals in service to
customers.
Trainings in an organization can be mainly of two types; Internal and External training
sessions. Internal training is when the training is organized in-house by the human
resources department or training department using either a senior staff or any talented
staff in the particular department as a resource person.

On the other hand external training is normally arranged outside the firm and is mostly
organized by training institutes or consultants. Whichever is the kind of training, it is very
important for all staff and helps in building career positioning and preparing staff for
greater challenges in developing world. How ever the training is costly but is effective.
Raw human resources can make only limited contribution to the organization to achieve
its goals and objectives. Hence the demands for the developed employees are
continuously increasing. Thus the training is a kind of investment.

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 TRAINING AT ITC HARIDWAR

Training and development go hand in hand and are often used synonymously but there is
a difference between them. Training is the process of learning a sequence of
programmed behavior. It is an application of knowledge. It gives people an awareness of
the rules and procedures to guide their behavior. It intends to improve their performance
on the current job and prepares them for an intended job.

Development is a related process. It covers not only those activities, which improve job
performance, but also those, which bring about growth of the personality. It helps
individual in the progress towards maturity and actualization of potential capabilities so
that they can become not only good employees but better human beings.

PRINCIPLES OF TRAINING

 MOTIVATION: Learning is enhanced when the learner is motivated. Learning

experience must be designed so learners can see how it will help in achieving the
goals of the organization. Effectiveness of training depends on motivation.

 FEEDBACK: Training requires feedback. It is required so the trainee can correct

his mistakes. Only getting information about how he is doing to achieve goals, he can
correct the deviations.

 REINFORCEMENT: The principle of reinforcement tells the behaviors that are

positively reinforced are encouraged and sustained. It increases the likelihood that a
learned behavior well be repeated.

 PRACTICE: Practice increases a trainee’s performance. When the trainees

practice actually, they gain confidence and are less likely to make errors or to forget
what they have learned.

 INDIVIDUAL DIFFERENCES: Individual training is costly. Group training is

advantageous to the organization. Individuals vary in intelligence and aptitude from

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 person to person. Training must be geared to the intelligence and aptitude of
individual trainee.

OBJECTIVES OF TRAINING

TO INCREASE PRODUCTIVITY: An instructor can help employees increase their

level of performance on their assignment. Increase in human performance leads to
increase in the operational productivity and also the increase in the profit of the company.

 TO IMPROVE QUALITY: Better-trained employees are less likely to make

operational mistakes. It can be in relationship to the company or in reference to the
intangible organizational employment atmosphere.

 TO HELP A COMPANY FULFILL ITS FUTURE PERSONNEL NEEDS: The

organizations having good internal training and development programmes will have
to make less changes and adjustments. When the need arises, vacancies can be easily
staffed.

 TO IMPROVE ORGANIZATIONAL CLIMATE: An endless chain of positive

reactions result from a well planned training programme.

 TO IMPROVE HEALTH AND SAFETY: Proper training can prevent industrial

accidents. A safer atmosphere leads to more stable attitudes on part of the employees.

 PERSONAL GROWTH: Employees on a personal basis gain individually from

their exposure to educational expressions. Training programmes give them wider
awareness and skills.

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NEED FOR TRAINING

 To impart to the new entrants the basic knowledge and skills they need for
definite tasks.

 To assist employees to function more effectively in their present positions by

exposing them to new concepts.

 To build a line of

 To reduce the supervision time, wastage and spoilage of new material.

 To reduce the defects and minimize the industrial accidents.

 To ensure the economical output of the required quality.

 To prevent obsolescence.

 To promote individual and collective morale, responsibility and cooperative

attitudes etc.

TYPES OF TRAINING

Training is required for several purposes. Accordingly training programmes may be of

the following types:

 Orientation training: Induction or orientation training seeks to adjust newly

appointed employees to the work environment. Every new employee needs to be
made fully familiar with his job, his superiors and subordinates and with the rules and
regulations of the organization. Induction training creates self-confidence in the
employees. It is also knows as pre-job training. It is brief and informative.

 Job training: It refers to the training provided with a view to increase the knowledge
and skills of an employee for performance on the job. Employees may be taught the
correct methods of handling equipment and machines used in a job. Such training
helps to reduce accidents, waste and inefficiency in the performance of the job.

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 Safety training: Training provided to minimize accidents and damage to machinery
is known as safety training. It involves instruction in the use of safety devices and in
safety consciousness.

 Promotional training: It involves training of existing employees to enable them to

perform higher-level jobs. Employees with potential are selected and they are given
training before their promotion, so that they do not find it difficult to shoulder the
higher responsibilities of the new positions to which they are promoted.

 Refresher training: When existing techniques become obsolete due to the

development of better techniques, employees have to be trained in the use of new
methods and techniques. With the passage of time employee may forget some of the
methods of doing work. Refresher training is designed to revive and refresh the
knowledge and to update the skills of the existing employees. Short-term refresher
courses have become popular on account of rapid changes in technology and work
methods. Refresher or re-training programmes are conducted to avoid obsolescence
of knowledge and skills.

METHODS OF TRAINING

METHODS OF
TRAINING

ON- THE- JOB OFF- THE- JOB

METHODS METHODS

 ON-THE-JOB TECHNIQUES: On the job techniques enables managers to practice

management skills, make mistakes and learn from their mistakes under the guidance
of an experienced, competent manager. Some of the methods are as:

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 Job Rotation: It is also referred to as cross straining. It involves placing an
employee on different jobs for periods of time ranging from a few hours to several
weeks. At lower job levels, it normally consumes a short period, such as few hours or
one or two days. At higher job levels, it may consume much larger periods because
staff trainees may be learning complex functions and responsibilities.

Job rotation for managers usually involves temporary assignments that may range
from several months to one or more years in various departments, plants and offices.
Job rotation for trainees involves several short-term assignments, that touch a variety
of skills and gives the trainees a greater understanding of how various work areas
function.For middle and upper level management, it serves a slightly different
function. At this stage, it involves lateral promotions, which last for one or more
years. It involves a move to different work environment so that manager may develop
competence in general management decision-making skills.

 Enlarged and enriched job responsibilities: By giving an employee added job

duties, and increasing the autonomy and responsibilities associated with the job,
the firm allows an employee to learn a lot about the job, department and
organization.

 Job instruction training: It is also known as step-by-step training. Here, the

trainer explains the trainee the way of doing the jobs, job knowledge and skills
and allows him to do the job. The trainer appraises the performance of the trainee,
provides feedback information and corrects the trainee. In simple words, it
involves preparation, presentation, performance, and tryout and follow up.

 Coaching: The trainee is placed under a particular supervisor who functions as a

coach in training the individual. The supervisor provides the feedback to the
trainee on his performance and offers him some suggestions for improvement.
Often the trainee shares some duties and responsibilities of the coach and relives
him of his burden. A drawback is that the trainee may not have the freedom or
opportunity to express his own ideas.

 Committee assignments:

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 Here in, a group of trainees are given and asked to solve an actual organizational
problem. The trainees solve the problem jointly. This develops team work and
group cohesiveness feelings amongst the trainees.

 OFF-THE-JOB TRAINING: It includes anything performed away from the

employee’s job area or immediate work area.

Two broad categories of it are:

 IN HOUSE PROGRAMMES: These are conducted within the organizations own

training facility; either by training specialists from HR department or by external
consultant or a combination of both.

 OFF-SITE PROGRAMMES: It is held elsewhere and sponsored by an educational

institution, a professional association, a government agency or an independent
training and development firm. The various off- the- job-training programmes are as
follows:

Vestibule training: Herein, actual work conditions are simulated in a classroom.

Material, files and equipment those are used in actual job performance are also used in
training. This type of training is commonly used for training personnel for clerical and
semiskilled jobs. The duration of this training ranges from few days to a few weeks.
Theory can be related to practice in this method.

Role-playing: It is defined as a method of human interaction that involves realistic

behaviour in imaginary situations. This method involves action doing and practice. The
participants play the role of certain characters, such as production manager, HR manager,
foreman, employees etc. This method is mostly used for developing interpersonal
interactions and relations.

Lecture method: The lecture is a traditional and direct method of instruction. The
instruction organizes the material and gives it to the group of trainees in the form of a
talk. To be effective, the lecture must motivate and create interest among the trainees. An
advantage of this method is that it is direct and can be used for a large group of trainees.

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Conference or discussion: It is a method in training the clerical, professional and
supervisory personnel. It involves a group of people who pose ideas, examine and share
facts and data, test assumptions and draw conclusions, all of which contribute to the
improvement of job performance. It has an advantage that it involves two-way
communication and hence feedback is provided. The participants feel free to speak in
small groups. Success depends upon the leadership qualities of the person who leads the
group

Programmed instruction: This method has become popular in recent years. The
subject matter to be learned is presented in a series of carefully planned sequential
units. These units are arranged from simple to mere complex levels of
instructions. The trainee goes through these units by answering questions or
filling the blanks. This method is expensive and time consuming.

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EXECUTIVE DEVELOPMENT PROCESS

Executives are the people who shape the policies, make the decisions and see their
implementation in any business organization. They are the president, the vice-president,
the managing director, works manager, plant superintendent, controller, treasurer, office
managers, engineers, directors of functions such as purchasing, research, personnel, legal,
marketing etc.

Executive development may be stated as the application of planned efforts for raising
the performance standards of high level managers, and for improving the attitudes and
activities that enter into or influence their work and their work relations.

Following are the steps, which are involved in the development process of executives:

 OBJECTIVES: The first and foremost step is to define the long- term
objectives of training and development of executives.

 STRENGTH AND WEAKNESS: An inventory of managers is taken with

special focus on their strength in terms of managerial skills and other attributes.
Their unique capabilities, specialist knowledge and achievements are listed down
against each. A comparison with the requirement of the organization will bring
the gap in knowledge and skills of existing executive. This is the weakness.

 LONG- RANGE PLANS: Here the management prepares long-term training and
development plans for their executives, which include the annual training targets,
the annual budgets and the specific area of training.

 SHORT- TERM PROGRAMME: This programme specify the duration,

starting time, ending time, number of executives being trained, identify the
resources etc.

 IMPLEMENTATION: The training programme envisaged before is put into

operation. The actual training is initiated by proper timetable and other
arrangements.

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  EVALUATION: In this step, the effectiveness of the executive training
programme is evaluated by measuring the improved performance of executives
who underwent the programme, on their job. There are various criteria of
measuring effectiveness such as validity, reliability etc.

EVALUATING THE EFFECTIVENESS OF TRAINING

An Investor in People evaluates the investment in training and development to assess

achievement and improve future effectiveness. Kearns (1994) suggests that there are four
groups of ‘measures’ of training effectiveness, which are used by organization.

The groups are as follows:

- No Measurement

- Subjective Measures

- Qualitative Measures

- Objective Measures

The first group, in which no real measurement occurs, includes activities undertaken as
an “Act of Faith”, where no form of measurement is attempted, such as initiatives to
improve communications in organization, which seem to make people feel good and
appear to have worked in some intangible manner.

The second group includes subjective responses from trainees/course delegates, as

exemplified by the “Happy Sheet”. The main question asked is about how individuals
feel after the training. Organizations often make the assumption that positive responses
indicate training success and therefore value to the organization. However, course
delegates may well give strong positive response scores for a number of reasons,
including the presentational skills of the trainer, the quality of the venue, and the “feel
good” factor of indulging in a creative work group, and so on. Quality measures appear
to be more objective than the previous group, but are often flawed by subjectivity as well.

15
They are typified by questionnaires asking delegates to “put a value on” the likely
benefits of a training programme.

Objective measures are the only really meaningful ones. However, they challenge the
provider of training to demonstrate how their training activities feed through to the
“bottom line”: in terms of return on investment and return on the capital employed.

There has often been an assumption, in times past, that training somehow “justifies
itself”, because it is all about developing people. However, it is incumbent on
organizations to look critically at the ways in which they evaluate their training activities,
lest they fall prey to the subject approach and are badly caught out when a rigorous
analysis of all the functions of the organization’s business is called for. A desirable, if not
essential, characteristic of all training programmes is a built-in provision for evaluation.
The four main dimensions of evaluation are:

 EVALUATION OF TRAINING INPUTS: This involves the evaluation of the

training curriculum and its sequencing.

 EVALUATION OF THE TRAINING PROCESS: The climate of the training

organization, the relationship between participants and trainers, the general attitude,
and approaches of the trainers, training methods, etc are some of the important
elements of the training process which also needs to be evaluated.

 EVALUATION OF TRAINING OUTCOMES: Measuring the carry-home value

of a training programme in terms of what has been achieved and how much is the
main task of evaluation. This, however, is a complex technical and professional task.
Benefits of a training programme are not obvious and they are not readily measurable.
Payoffs from training are intangible and rather slow to become apparent. A central
problem is the absence of objective criteria and specific definitions of relevant
variables by which to measure the effectiveness either of specific programmes or
changes in employee behaviour. Nevertheless, the good personnel managers do make
an effort to systematically appraise the benefits and results of their programmes.

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In job-related training, the objective is to train people for specific job skills so that their
productivity may increase. Evaluation can be done either to the direct criterion of
increase in output or to the indirect criteria of decrease in cost, breakage or rejects. Even
more indirect are measures that point out changes in absenteeism or turnover.

The most difficult problems of evaluation lie in the area of human relations skill training,
which is given to the supervisors and middle- level managers. Supervisory and
managerial training programmes are, for this reason, less amenable to objective review
procedures. Much subjectivity enters into evaluations of these programmes, since exact
standards and criteria are hard to devise.

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INTRODUCTION TO COMPANY PROFILE

ITC limited is one of the top three private sector companies in India. It is a market leader
in India in Cigarettes & Tobacco, hotels, packaging, specialty papers and paperboards. It
has also entered into the life style retailing business with the lunch of the “wills sports”
range of relaxed wear. It has also spin off its information technology (I.T) business into a
wholly owned subsidiary to more aggressively pursue emerging opportunities.

ITC has a market capitalization of around US $ 4 billion and a turnover of over US $

1.8billion. It employees 12,000 employees at over 60 locations across India, and
nearly1,50,000 shares holders.
Over the years, ITC has evolved from a single product company to a multi-business
corporation. Its businesses are spread over a wide spectrum, ranging from cigarettes and
tobacco to hotels, packaging, paper and paperboards and international commodities
trading.

Each of these businesses is vastly different from the others in its type, the state of its
Evolution and the basic nature of its activity, all of which influence the choice of the
form of Governance. The challenge of governance for ITC therefore lies in fashioning
a model that Addresses the uniqueness of each of its businesses and yet strengthens
the unity of purpose of the Company as a whole.

Since the commencement of the liberalization process, India's economic scenario has
begun to alter radically. Globalization will not only significantly heighten business
risks, but will Also compel Indian companies to adopt international norms of
transparency and good Governance. Equally, in the resultant competitive context,
freedom of executive management and its ability to respond to the dynamics of a fast
changing business environment will be the new success factors. ITC's governance
policy recognizes the challenge of this new business reality in India.
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Indian leafs Tobacco Development (ILTD) division
The leaf & tobacco arm of ITC Ltd. For over 9 decades, has pioneered the cultivation and
development of cigarette tobacco in India. It is instrumental in making India succeed in
the global cigarette tobacco market. ITC-ILTD is head quartered (HQ) at Guntur, in the
state of Andhra Pradesh, the biggest agro-commercial center for tobacco. Mysore is the
gateway to cigarette tobacco in the state of Karnataka. Sustaining ILTD” leadership in the
leaf business by combining the virtues of tradition with modernity, and delivering goods
and services efficiently with a personal touch.

ITLD give one key to superior business performance, it is his ability to turn the
perceptions capabilities, and relationships of our people into the building blocks of the
organization. His track record, so far, stands testimony to this recognition and the future
will be no different.

Tobacco & it’s processing

ITLD is controlling from tobacco seed to finally tobacco. ITLD give adoption
of contemporary Agro- techniques and the enterprising sprit of the tobacco farmer have
led to India being aknow-ledged as one of the most important tobacco producing
countries in the world. Topical climate Coupled with two monsoons facilitates the
Indian farmer to grow tobacco throughout the gear. Tobacco cultivation in India is
spread over a large geographical area covering a wide range of Soils, each growing area
producing a unique style of tobacco .The southern states of India, Andhra Pradesh and
Karnataka are the Prime cigarette type tobacco growing regions with 4,00,000 hectares
land under Tobacco cultivation. India is recognized as an ideal source for a variety of
tobacco, offering sustainable quality produce at competitive prices through out the Year.

ITLD’s green leaf threshing (GLT) plants with a total capacity to process 520 metric
Tones per day are comparable with the best in the world. They are fully automated with
the latest equipment to process and deliver 100 million Kg’s of high quality tobacco
every year. It is no surprise that they enjoy ISO9002 and ISO14001 accreditations. He

19
have two processing lines in the southern state of Andhra parades - chirala with 3
processing lines and antipathy with 1 processing line. Chirala unit is first unit in India
who has received the “Coveted Social Accountability Standard Certification (SA 8000).
This unit” ware housing facilities are benchmarked to international standard for hygiene
and infestation control. ILTD have large wear housing capacity to stock around 100
M.Kg of finishes produce (Tobacco).

Production process of cigarettes: -

The production of cigarettes in ILTD two major process. One is primary process which
includes So many sub processes, which we discussed later, and other is secondary
process which includes final packing of cigarettes and lots etc.

Primary process of cigarettes: -

Under this process ILTD start from the leaf cutting, which he received from his GLT unit chirala.
Chirala supply leaf all the production units of ILTD in 200kg size pack.
Production unit start from there point, First of all production unit cuts 200kg.pack in to 5-
6 piece and put in to machine which give moisture 10-11% to 21%of leaf and up to 38%
of stamc. After that he cut it into 30 cut and per inch length 140 cuts per inch length
respectively through cottoned rolled squire (CRS). After the processing of cutting leaf he
possesses through drying process and these times tobaccos have up to 15% moisturizer.
When tobacco is cooled then he is passed into secondary proem. Before passes secondary
proem both type of cutting result [Leaf and stems] is mixed up. The tobacco carmines and
stems are then cooled and stacked in bins-ready to be rolled into cigarettes.

Production division of ILTD

India leaf tobacco development (ILTD) is a major department of ITC which have four
major production division across the country such as Bang lore, (Karnataka) munger
(Bihar), HARIDWAR (U.P.)& Kolkatta (W.B). These all four-production division is
producing billion cigarettes per year.

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One thing is cam man amery all production division is that all units producing will’s
brand and other brand of IRC is depended upon the regional requirement of cigarettes.
Wills is most valuable brand of ITC Ltd. And his share of total sales is % appox.
Brand, name and his length are as follows: -.

Brand, name and his length are as follows: -.

S.No. Brand Name Filter/with out Filter Length

1 Classic Filter 82 mm
2 Gold Flake (King) Filter 82 mm
3 Gold Flake (Premiums) Filter 69 mm
4 Wills Navy Cut Filter 74 mm
5 Capstan Fl Filter 69 mm
6 Bristol Filter 69 mm
7 Wills Flake Filter 69 mm
8 Scissors Filter 69 mm
9 Scissors Filter 69 mm
10 Capstan Standard With out 58 mm
11 Bristol Standard With out 58 mm
12 India King Filter 82 mm

Marketing Division
ILTD have four marketing office for maintaining advertising and promotined activities. It
maintains supply of cigarette all over India. There office is situated are as follows-
1. Jalandar (Punjab)
2. HARIDWAR (U.P)
3. Delhi (Capital Marking office)
4. Kanpur (U.P)

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Secondary process of cigarette production
After making tobacco by primary process. Then begins the one rouse task of giving shape
to the cut tobacco and dressing it up in cigarette paper. The processed tobacco is spread
every on cigarette paper from roll that is anywhere from 4000 to 6000 meters in length.
Then some thing like a long pencil is formed. This pencil of tobacco column rolled into
cigarette paper is then cut into predermined sections depending on the length of the
cigarette.
After that, double length filters are inserted between every two cigarette and cut in half
with a strong blade.
The cigarettes get collected in aluminum trays which are then stored under controlled
conditions of temperature and humidity. After storage for a few hours these are taken to
the packers machine, which pack the cigarettes sticks into pack of 10’s and 20’s.

Working Area of ITC Ltd

ITC is now a day’s doing eight (8) major area of production, distribution and servicing.
these are as follows-

A. Cigarettes and Tobacco.

B. Hotels.
C. Packaging
D. Paper board & Specialty paper
E. Information Technology (IT)
F. Life style retailing
G. Agro-Exports
H. Group Companies etc

A. Cigarettes and Tobacco: - ITC buys nearly 50% of all cigarettes types tobacco
grown in India. It has been India “single largest integrated sources of quality tobacco
for customer” in 37 countries over the last 6 decades. ITC’s Comprehensive and
sophist6icated R&D facilities cover all aspects of cultivation. Processing and

22
 packaging. ITC to process and deliver 100 million Kgs of high quality tobacco par
Annam. ITC also co-operates with government agencies to develop new varieties of
tobacco and to develop new areas for tobacco cultivation.

B. Hotels: - ITC entered into hotels field in 1975. He is giving best hospitality services
in some field. ITC have 46 hotels across 42 destination all over India.

C. Packaging: - ITC also producing packaging items like-

I. Flip top boxes.
II. Car board outers.
III. Shells and slides.
IV. Soft cup and strap labels
V. Bundle wraps
VI. Flap boxes
VII. Inner frames
VIII. Coupon inserts & Variety
IX. Folding crotons
The major unit (factory) which is producing packaging items- one is munger (Bihar) and
other is Tiruvottiyar hear chennai.
D. Paper Board & Specialty paper: - ITC has now integrates sits paperboard &
specialty paper business into its newly created (PSPD), to how new strategic &
operational synergies. ITC is one of the world” most modern and contemn porary
manufactures of packaging (paper board) boards, with a manufacturing capacity of
over 2,00,000 tones par year (1) packaging board coasted folding box boards, solid
bleached sulphates board, white unit chipboard, liquid packaging board (2) cast
coated papers and boards. The division also produced quality-

(a). Printing & Writing papers

(b). Eco- friendly papers
(c). Photo copier papers.

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Specialty paper:- ITC is the premier manufacturer of specialty paper in India, with a
diversified product. Range ITC’s specialty paper are used in the manufacturer of
cigarettes, decorative laminates. Electrical equipment, fire works and automotive factory
filters. They are also used for fire printing, packaging and carbonizing.
The division pioneered the manufacturer of specialty paper for Indian cigarette industry
in 1949.
It currently offers a comprehensive range of cigarette Tissues; plug Wray, tipping base,
printed tipping papers and metailising base.

E. Information Technology (IT): - ITC has recently spun off its 20 year old
information system division into a wholly owned subsidiary to aggressively pursue
growth opportunities in this sector. ITC Infotech India Ltd offer a powerful customer
value proposition based on its in depth domain’s know ledge gained from the
experience of servicing a range of internal & external customers across diverse
domains. -
1. FMCG
2. Hoteliering
3. Packaging
4. Paper boards
5. Specialty papers
6. International Trading Etc.

F. Life style retelling: - ITC also manufacturing ready made garments range of
international quality of relaxed wear under the brand name “wills sport”. It have 48
retail out across 38 cites in the country. Recently he also lunched another brand name
“john players” offers complete range of contemn porary men’s wear- like shirts,
Trousers, t-shirts & denims. It also lunches in Nov. 2002 under brand name “ the
classes collection”.

24
G. Agro-Exports: - ITC international business division (IBD) is doing Exports activities
of
Agriculture products and processed foods Etc. he exports following items to UK, US
and
Another European countries-
1. Soya meal.
2. Rice
6. Aqua products.
7. Peanuts.
8. Coffee.
9. Wheat.
10. Sesame Seeds.
11. Black pepper
12. Processed & frozen fruits & vegetables.

H. Group Companies: - Main group companies-

a). ITC Hotels.
b). Surya Nepal private limited.
c). International travel house
d). Land base
Associate companies -ITC filtrona.

ITC A RESPONSIBLE CITIZEN

ITC is a responsible corporate citizen: -

ITC is doing so many activities for the welfare of society and darks as a responsible
corporate leader without any gap. Some of its major societal activation for the welfare of
different section of society is as follows-

25
a. Environment, health & safety (EHS)
b. Reaching out to society
c. Preserving national heritage.
d. Supporting sustainable development

a. Envoirment, health & Safety (EHS): - As a responsible corporate citizen, ITC

accords the highest priority to environment, occupational health, and safety. It is
committed to protecting the environment in which it operates. It is equally committed to
ensuring very high standard of safety at the work place.
It is a relegations of ITC” high EHS standards that lit has been the recipient of several
National and international awards- such as-

ISO 14000
Sword of honour
Royal society of prevention of accidents awards.
National safety awards.
The corporate Environment award.
The golden peacock environment management award.
Excellence in pollution control management.
Prashanna patra award.
National Award for excellence in energy conservation.

b. Reaching out to society: - As a responsible corporate citizen, ITC promotes art,

culture and
education. Besides working for the protection and enrichment of the environment and
over all social development.
Community development.
Education.
Protecting the environment.

26
c. Preserving National Heritage: - As a socially responsible corporate citizen, ITC
Endeavors to creates value for the Indian society in multiple ways, one of them being
Preservation of India” rich culture heritage ITC has made significant contribution to
the
Promotion of Indian classical music, theatre, are and cuisine

GRADES FOR MANAGERS

 Senior Managers. (Managers)
 Middleman Managers.(Asst. Managers)
 Junior Managers. (Executives)

GRADES FOR WORKERS

 Unskilled Workers.
 Semi Skilled Workers.
 Skilled Workers.
 Highly Skilled Workers.

ORGANISATION STRUCTURE / HIERARCHY

ITC a world leading electric company works as a Team System.

Hierarchy of this organization is as follows:

Unit Head (Managing Director)

27
Functional Heads (General Managers)

Departmental Heads (Managers)

Section In charge (Asst. Managers)

Supervisors (Executives)

Workers

History

ITC was incorporated on August 24, 1910 under the name of 'Imperial Tobacco
Company of India Limited'. Its beginnings were humble. A leased office on Radha Bazar
Lane, Kolkata, was the centre of the Company's existence. The Company celebrated its

28
16th birthday on August 24, 1926, by purchasing the plot of land situated at 37,
Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This
decision of the Company was historic in more ways than one. It was to mark the
beginning of a long and eventful journey into India's future. The Company's headquarter
building, 'Virginia House', which came up on that plot of land two years later, would go
on to become one of Kolkata's most venerated landmarks. The Company's ownership
progressively indianised, and the name of the Company was changed to I.T.C. Limited in
1974. In recognition of the Company's multi-business portfolio encompassing a wide
range of businesses - Cigarettes & Tobacco, Hotels, Information Technology, Packaging,
Paperboards & Specialty Papers, Agri-Exports, Foods, Lifestyle Retailing and Greeting
Gifting & Stationery - the full stops in the Company's name were removed effective
September 18, 2001. The Company now stands rechristened ‘ITC Limited’.

ITC is one of India's foremost private sector companies with a market capitalization of
nearly 19505 cr. and a turnover of over is 12369 cr. ITC also ranks among India's top 10
`Most Valuable (Company) Brands', in a study conducted by Brand Finance and
published by the Economic Times. ITC was the first company in India to voluntarily seek
a corporate governance rating. ITC is rated among the World's Best Big Companies,
Asia's 'Fab 50' and the World's Most Reputable Companies by Forbes magazine, among
India's Most Respected Companies by Business World and among India's Most Valuable
Companies by Business Today.

ITC has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers,
Packaging, Agri-Business, Packaged Foods & Confectionery, Information Technology,
Branded Apparel, Personal Care, Greeting Cards, Safety Matches and other FMCG
products. While ITC is an outstanding market leader in its traditional businesses of
Cigarettes, Hotels, Paperboards, Packaging and Agri-Exports, it is rapidly gaining market
share even in its nascent businesses of Packaged Foods & Confectionery, Branded
Apparel and Greeting Cards.

29
ITC's wholly owned Information Technology subsidiary, ITC Infotech India Limited, is
aggressively pursuing emerging opportunities in providing end-to-end IT solutions,
including e-enabled services and business process outsourcing.

ITC's production facilities and hotels have won numerous national and international
awards for quality, productivity, safety and environment management systems. ITC was
the first company in India to voluntarily seek a corporate governance rating.

ITC employs over 21,000 people at more than 60 locations across India. The Company
continuously endeavors to enhance its wealth generating capabilities in a globalizing
environment to consistently reward more than 3,97,000 shareholders, fulfill the
aspirations of its stakeholders and meet societal expectations. This over-arching vision of
the company is expressively captured in its corporate positioning statement:

ITC Leadership

Flowing from the concept and principles of Corporate Governance adopted by the
Company, leadership within ITC is exercised at three levels. The Board of Directors at
the apex, as trustee of shareholders, carries the responsibility for strategic supervision of
the Company. The strategic management of the Company rests with the Corporate
Management Committee comprising the whole time Directors and members drawn from
senior management. The executive management of each business division is vested with
the Divisional Management Committee (DMC), headed by the Chief Executive. Each
DMC is responsible for and totally focused on the management of its assigned business.

This three-tiered interlinked leadership process creates a wholesome balance between the
need for focus and executive freedom, and the need for supervision and control.

30
Vision

Sustain ITC’s position as one of India’s most valuable

Corporation through world class performance,
Creating growing value for the Indian economy and
the company’s stakeholders
Mission

To enhance the wealth generating capability

of the enterprise in a globalizing environment,
delivering superior and sustainable
Stakeholder value

CHAPTER-2

31
 REVIEW OF LITERATURE
Kevin Gordan, 2008 All organizations have to be concerned with the issue of making
sure that the best and most effective people are employed by them. this research
examines the cost of making a “bad” recruitment decisions and the impact it has on the
organizations. During the course of the project, the author looked at areas such
Recruitment, learning development and also data taken from employees who were
leaving the organizations, who had completed exit questionnaires. This was done in the
order to get a clearer understanding of the reasons why people leave organizations and
also, to ascertain whether or not the organization could have done anything to prevent
them going.

AidahNassazi, 2013 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. The purpose of this research was to evaluate the effects of training
on employee performance, using the telecommunication industry in Uganda as case
study.

Samuel Asante-Yeboah, 2012 The necessity for improved work performance has been
acknowledged globally and the fact that this depends on efficient and effective training
and development programmes cannot be downplayed. Training is a learning process that
involves the acquisition of knowledge, skills, and abilities necessary to successfully
perform a job.

Joy O. Ekwoaba,2015one of the most significant developments in the field of

organizations in the field of organizations in recent times is the increasing importance
given to human resource. People are vital to organizations as they offer perspectives,
values and attributes to organizational life; and when managed effectively, these human
traits can be of considerable benefits to the organization.

32
Recruitment and selection training and development, 2016 This report focuses on
Sainsbury’s human resources strategies regarding its recruitment and selection, training
and development, diversity and performance management. The purpose of this report is
to focus on issues involved in the HRM (human resources management), both from the
existing theory as well as practice.

Dr. Amir Elnaga, 2013 Employee is a blood stream of any business. The
accomplishment or disaster of the firm depends on its employees performance. Hence,
top management realized the importance of investing in training and development for the
sake of improving employees performance. This conceptual paper aimed at studying the
effect of training on employee performance and to provide suggestion as to how firm can
improve its employee performance through effective training programs.

Eunice Jane Amadi, 2014 In the field of HRM, training and development is the field
concerned with organizational activity aimed at improving the performance of individuals
and groups in an organizational setting. It has been known by several names, including
employee development, human resource development, and learning and development.
This study aimed at examining the effect of training and development on employee
performance with a case study of safaricom call center.

Kibibi Hassan, 2011 Staff training and development has been identified by various
scholars to be very crucial to an organization. Organizations are therefore encouraged to
train and develop their staff in order to enhance their performance.

Githinji Angela, 2014 The purpose of this study was to explore the effects of training on
employee performance among international cilil servants. The study was guided by the
following research questions; what is the role of training on employee engagement? What
is the role of training on employee engagement? What is the role of the training of
employees job satisfaction?

33
Globalization, financing infrastructure development and many other factors have helped
the growth of banking industry. Customer transaction data is increasing continuously
increasing the need for banks to invest in big data technology. Banks are re-orienting
their thinking by harnessing information technology for financial inclusion which will
help increase the profitability of the banks and also protect the banks market share. The
main challenge of the banking industry is scarcity of skilled manpower to meet the
growing needs of the economy. (Ramachandran, 2015)
In a journal “Information Technology in Banking Sector”, R. Tiwari, R. Kumar (2012)
emphasized the shift from “conventional banking to convenience banking” by examining
various relevant issues relating to the role of Information Technology (IT) in banking.
The study highlighted a few challenges, some of which were the impediments in the path
like the obduracy once shown by trade unions who felt that IT could turn out to be a
threat to secure employment. The enhanced technological adoption can reduce the
number of routine workers at the bottom levels and increase the number of knowledge
workers. In a study by Dr. K. R. Hedge and Mr. A. Kumar (2013) in a research entitled
“Training in Indian Banking with special reference to Public Sector” the researchers
compared the old competencies with the emerging new competencies and the comparison
showed that an entirely new skill structure is emerging as a result of technological
advancement.
Dr. K. R. Hedge and Mr. A. Kumar (2013) in a research entitled “Training in Indian
Banking with special reference to Public Sector” highlighted the significance of training
and development in the banking sector by comparing training and development activities
in banks like an oxygen to human beings. They further stated that up gradation of skills
through proper training and re-training is essential for keeping the entire workforce in
perfect readiness to take up the challenging environment unfolding every day. They
defined training as a continuous process by which the employees are honed and their
skills fine-tuned hence training policies should ensure that all employees without
exception are given adequate inputs and training. The study concluded at a note that there
is an urgent need of reforms in training i.e. factors like training need, training resources,
perceived training, training and development objectives, latest training trends are to be
identified by the management in accordance with organizational goal and employee need.

34
Muhammad Imran and AimanTanveer (2015) conducted a study on “Impact of Training
& Development on Employees’ Performance in Banks of Pakistan”. The study was
carried out taking into consideration the significance of both Training & Development
and Employee Performance for the businesses at all levels and in all sectors. Three
objectives were designed for the study; assessment of current practices, impact check,
and proposition for better investment into T & D. Data collection was done taking sample
size of 150 employees and analysis was done through the application of frequency tests &
bar charts on the response rates in SPSS which gave the study a quantitative and
empirical direction for results. Major findings were that most of the employees agreed to
the item statements by making it clear that T & D had a positive impact on their Job
knowledge, work quality & quantity, functional skills, and their motivation & loyalty and
these are all linked to their performance either strongly or moderately but in a
supporting direction.
However, due to convenience sampling that was used, the results could not be
generalized with authenticity to all the banks. Nevertheless, on the basis of literature and
analysis it can be established that there is a strong relationship between T & D and
employee performance.
Training and development activities have assumed high importance in recent years
because of their contributions to the achievement of organizational objectives (Sanu,
2005). The business case for training and development should demonstrate how training
and development programmes will meet business needs. Kearns and Miller (1997) go as
far as to claim that: “If a business objective cannot be cited as a basis for designing
training and development, then no training and development should be offered.”
Armstrong (2006) lists the following benefits for companies investing in training and
development programs:
 improve individual, team and corporate performance in terms of output, quality,
speed and overall productivity;
 attract high-quality employees by offering them training and development
opportunities, increasing their levels of competence and enhancing their skills,
thus enabling them to obtain more job satisfaction, to gain higher rewards and to
progress within the organization;

35
  provide additional non-financial rewards (growth and career opportunities) as
part of a total reward policy
 improve operational flexibility by extending the range of skills possessed by
employees (multiskilling);
 increase the commitment of employees by encouraging them to identify with the
mission and objectives of the organization;
 help to manage change by increasing understanding of the reasons for change and
providing people with the knowledge and skills they need to adjust to new
situations;
 provide line managers with the skills required to manage and develop their
people;
 help to develop a positive culture in the organization: one, for example, which is
oriented towards performance improvement;
 provide higher levels of service to customers;
 Minimize learning costs (reduce the length of learning curves).
In the light of these benefits, there have been several studies on the effects/impact of
training and development on employee performance and organizational performance.
AidahNassazi (2013) in a report on “Effects of Training on Employee Performance.
Evidence from Uganda” evaluated the effects of training on employee performance, using
the telecommunication industry in Uganda as case study. A qualitative research approach
of the data collection was adopted using a questionnaire. Based on the sample the
results obtained indicated that training has a clear effect on the performance of
employees.
Joseph Kennedy (2009) conducted a research on “The Impact of Training and
Development on Job Performance (A Case Study of the Judicial Service of Ghana)”. To
achieve the functions of the Judicial Service of Ghana, part of its budgetary allocation is
earmarked solely for training. Notwithstanding the huge investment in training by the
Judicial Service of Ghana, the service is confronted with a lot of challenges in achieving
its vision and mission statements. These challenges include delays in the processing of
court cases and the need to constantly upgrade the skills of judicial staff, judges and
magistrates to cope with new trends in efficient justice delivery.

36
The study sought to evaluate the impact of the huge investment made in training on job
performance of judicial staff. The researcher used both primary and secondary sources of
data for conducting the research.
The research findings revealed that the training conducted by the Judicial Service of
Ghana for its employees was very negligible. The research further recommended that the
frequency of Training provided by the Judicial Service of Ghana should be improved to
ensure that more employees have access to Training and Development. It went further
stating that Training and Development offered by the Judicial Service of Ghana should
ensure a better understanding of the Mission and Vision statement of the Judicial Service
of Ghana so that, employees can identify themselves with the organizational values in the
discharge of the duties.
Between December, 2016 and March, 2017, NBS bank laid off 300 employees due to a
culmination of bad debts which disturbed the company’s books leaving it no choice but to
downsize staff. In a research “Human Resource Interventions and Training in Downsized
Organizations to Assist Remaining Employees” Davis, G. (2006) sought to determine if
human resource interventions and training programs for management employees have an
effect on employee morale, employee productivity and operating profit in the
organization. The study also investigated what human resource interventions were used
and what training programs were offered to management employees in downsized
organizations to help make the transition for the remaining employees and how effective
these interventions and programs were. Data from 130 respondents was collected and an
analysis of variance was completed and revealed that there was not a significant
difference in employee morale, employee productivity and operating profits between the
organizations that used or did not use human resource interventions and offered and did
not offer training to management. After conducting a bivariate correlation analysis on
each of the independent variables however, it showed that there was a significant
relationship between specific human resource interventions and training programs and
employee morale, employee productivity and operating profits.
NBS Bank has unveiled a multimillion kwacha project to improve the skills of its human
resource to turn things around economically. The move is part of the bank’s strategy to
return to profitability. NBS Bank CEO KwaneleNgwenya said “We have to invest in

37
skills development so we don’t make losses as has been the case in the previous years.
We have singled out various programmes that are aimed at boosting the financial status
of the bank.” He indicated that the bank has vibrant staff that need more investments to
improve their banking skills. (Mhango, 2017)

38
 RESEARCH METHODOLOGY

To conduct any research a scientific method must be followed. The universe of

study is very large in which it is difficult to correct information from all the
employees. So, the sampling method has been followed for the study. The
analysis is based on PRIMARY DATA and SECONDARY DATA.
Research Area : ITC Haridwar, Dehradun.
Sample size : 100
Data collection
Primary data : The data was collected using an
appropriate questionnaire and
observing employees at ITC
Haridwar
Secondary data : Research paper by training and
development facilitators. Previous research papers.

Method of analysis : Pie chart

Research Methodology : Employed Survey and influence
taken out from secondary data.

39
RESEARCH OBJECTIVE

The main objective of the study is as follows:

 To improve training and development programs used in the company.

 To know how the performance of the employees is being appraised.

 To provide better employee welfare.

 To increase the labor productivity.

40
 Data Interpretation
1-Your organization considers training as a part of organizational strategy. Do you agree
with this statement?
NO. OF
RESPONSE RESPONDENTS PERCENTAGE
STRONGLY
AGREE 13 52
AGREE 1 4
SOME WHAT
AGREE 4 16
DISAGREE 7 28
TOTAL 25 100

Interpretation
The above graph indicates that organization considers training as a part of organizational
strategy.

41
QUES 2): How many training programs will you attend in a year?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
LESS THEN
00-10 14 56
10- 20 2 8
20-40 6 24
MORE
THAN 40 3 12
TOTAL 25 100

INTERPRETATION
The above chart indicates that less training programs are held in the organization.

QUES 3): To whom the training is given more in your organization?

RESPONSE NO. OF PERCENTAGE

42
 RESPONDENT
SENIOR STAFF 3 12
JUNIOR STAFF 5 20
NEW STAFF 6 24
BASED ON
REQUIRTMENT 13 52
TOTAL 25 100

INTERPRETATION
The above chart shows indicates that training is provided on the basis of requiretment.

QUES 4): what are all the important barriers to training and development in your
organization?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
TIME
MONEY 5 20

43
 LACK OF INTEREST BY
STAFF 6 24
NON-AVAILABILITY OF
SKILL TRAINER 10 40
TOTAL 25 100

INTERPRETATION
The graph indicates that the important barriers to training and development in the
organization is non-availability of skilled trainers.

QUES 5): Enough practice is given for us during training session? Do you agree with
this statement?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
 STRONGLY
AGREE 14 56
 AGREE 2 8
 SOME WHAT 6 24

44
 AGREE
 DISAGREE 3 12
25 100

INTERPRETATION
The above graph indicates that enough practice is given for employees during training
sessions.

QUES 6): The training session conducted in your organization is useful. Do you agree
with this statement?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
STRONGLY
AGREE 15 60
AGREE 5 20
SOME WHAT 5 20

45
 AGREE
DISAGREE 0 0
TOTAL 25 100

INTERPRETATION
The above graph indicates the training sessions conducted in the organization is useful.

QUES 7): Employees are given appraisal in order to motivate them to attend the training.
Do it agree with this statement?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
STRONGLY
AGREE 14 56
AGREE 6 24
SOME WHAT
AGREE 3 12
DISAGREE 2 8
TOTAL 25 100

46
INTERPRETATION
The above graph indicates employees are given appraisal in order to motivate them to
attend the training.

QUES 8): How well the work place of training is physically organization?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
EXCELLENCE 8 32
GOOD 6 24
AVERAGE 6 24
BAD 5 20
TOTAL 25 100

47
INTERPRETATION
This graph indicates the trainers should possess technical skill to make the training
effective.

QUES 9): What are the general complains about the training session?
NO. OF
RESPONSE RESPONDENT PERCENTAGE
TAKE AWAY PRECIOUS TIME OF
EMPLOYEES 4 25
TOO MANY GAPS BETWEEN THE
SESSIONS 10 40
TRAINING SESSIONS ARE 6 15

48
 UNPLANNED
BORING AND NOT USEFUL 5 20
TOTAL 25 100

INTERPRETATION
This graph indicates that there are too many gaps between the training sessions.

QUES 10): Time duration given for the training period is;
NO. OF
RESPONSE RESPONDENT PERCENTAGE
SUFFICIENT 5 20
TO BE EXTENDED 10 40
TO BE SHORTENED 8 32
MANAGEABLE 2 8
TOTAL 25 100

49
INTERPRETATION
This graph indicates the reasons for shortage of skilled manpower at workplace are lacks
of support from senior staff.

FINDINGS

The major findings of the project are enumerated as follows:

 Training is considered as a positive step towards augmentation of the knowledge base
by the respondents.
 The objectives of the training programmes were broadly known to the respondents
prior to attending them.

50
 The training programmes were adequately designed to cater to the developmental
needs of the respondents.
 Some of the respondents suggested that the time period of the training programmes
were less and thus need to be increased.
 Some of the respondents also suggested that use of latest training methods will
enhance the effectiveness of the training programmes.
 Some respondents believe that the training sessions could be made more exciting if the
sessions had been more interactive and in line with the current practices in the market.
 The training aids used were helpful in improving the overall effectiveness of the
training programmes.
 The training programmes were able to improve on-the-job efficiency.
 Some respondents also recommended that the number of training programmes be
increased

Recommendations

There are the following suggestions being an HR student I would like to give the
organization:

51
 As the organization is growing faster they should emphasis on the training

programs even though their training programs are quite good.

 Organization should analyze the training methods and should adopt those

methods which are good for the employees and promotion activities should be
good so that employees are satisfied as we know this is the basic requirement of
the success.

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BIBLIOGRAPHY

 Human Resource Management by Gary Dessler

 Human Resource Development by S.R. Kandula

 Human Resource Management by S.V Gangkar

 www.google.com

 www.itcportal.com

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QUESTIONNAIRE

1. .Are you comfortable with the working environment?

2. Does the present performance appraisal system meet your
Career advancement?
3. Are you satisfied with your promotion activities in your
Organization?
4. What methods is used for the performance appraisal system in
your organization?
5. Are you getting regular training in your company ?
6. Are you satisfied with the training procedure given in the
Organization ?
7. Are you satisfied with your organization salary increment Policy ?
8. Are you satisfied with the training and development process of your company ?
9. what are the various sources of training in your Organization?
10. How long you are working in the organization ?

54