CONTENTS

CHAPTER- 1

 INTRODUCTION
 NEED FOR THE STUDY
 OBJECTIVES
 METHODOLOGY
 LIMITATIONS

CHAPTER- 2

 INDUSTRY PROFILE
 COMPANY PROFILE

CHAPTER- 3

 THEORETICAL FRAMEWORK

CHAPTER-4

 DATA ANALYSIS AND INTERPRETATION

CHAPTER- 5

 FINDINGS
 SUGGESTIONS
 CONSLUSION

BIBLIOGRAPHY

ANNEXURE

1
 NEED FOR STUDY

The survey is useful to assess the training needs and also a tangible expression of the
management’s interest in the employee training, which would give the employee a cause to
have and feel better towards the management.
Employees are the basis of every organization. Recruiting and retaining knowledgeable people
for the job is essential for an employer. But it works only if employee Training is considered
more important because of it employees attracted and not leave the company. It is require
studying the various factors to assess employee Knowledge level.

 To carry out the study of the employee training at company.

 To assess the employee knowledge level in present competitive environment
of Industry.
 To know the minds of the current generation professionals regarding their Company
Culture, Compensation, Work atmosphere, Management support, Job satisfaction,
performance appraisal and Career growth opportunities.

2
 OBJECTIVES OF STUDY

1. To study the relationship between the personal factors of the employee (Gender,
Designation, Qualification, Age, and Years of Service in a company) with satisfaction level.
2. To review the functional performance of Aparna Dall Mill.
3. To find out the problems those are prevailing in the organization and to recommend the
appropriate solutions to overcome from problems.
4. To analyze the impact of job skills on organizational effectiveness.

3
 METHODOLOGY

The methodology followed for conducting the study includes the specification of research
design, sample design, questionnaire design, data collection and statistical tools used for
analyzing the collected data.

RESEARCH DESIGN:
The research design used for this study is of the descriptive type. Descriptive research studies
are those studies which are concerned with describing the characteristics of a particular
individual or a group.
POPULATION:
The total element of the universe from which sample is selected for the purpose of study is
known as population. The population of my research is the employees of company.

SAMPLE SIZE:
All the items consideration in any field of inquiry constitutes a universe of population. In this
research only a few items can be selected form the population for our study purpose. The items
selected constitute what is technically called a sample. Here out sample size is 78 employees
from the total population to conduct the study.

DATA COLLECTION:
The data source: Primary and Secondary
The research approach: Survey Method
The research instrument: Questionnaire Method
The respondents: Assistant Managers, Managers and employees of various departments.
QUESTIONNAIRE SCHEDULE:
Questions are framed in such a way that the answers reflect the ideas and thoughts of the
respondents with regard to level of satisfaction of various factors of employee satisfaction. The
questionnaire consists of 21 questions.

4
 LIMITATIONS OF STUDY

Each and every task has certain limitations and hurdles in the course of its performance. But
this does not mean that the task should stick up whenever certain limitations come up. The
need is to try one’s level best to solve incoming limitations. Few limitations of the project are
enumerated below:

• This study is only limited to this company.

• The method of random sampling is suitable for small populations only.
• To create good image, respondents may give responses vary from the facts.
• Some respondents hesitated to give the actual situation; they feared that management
would take any action against them.
• It does not ensure proportionate representation to all constituent group of population.
• I was able to cover only those employees who were currently working in the company.

5
 INTRODUCTION
Human resource management (HRM or simply HR) is a function in organizations designed to
maximize employee performance in service of an employer's strategic objectives.HR is primarily
concerned with the management of people within organizations, focusing on policies and
systems. Satisfied and efficient human resources are the key factor for any organization to face
the challenges of today’s business. Moreover, the growth, development and expansion of the
organization are highly dependent on their performance. In addition, employees’ performance
is related with the satisfaction of employees.
Employee satisfaction has been defined as a function of perceived performance and
expectations. It is a persons’ feeling of pleasure or disappointment resulting from comparing a
products’ outcome to his/her expectations.
If the performance falls short of expectations, the employee is dissatisfied and if it matches the
expectations, the employee is satisfied. A high satisfaction implies improvement in efficiency
and performance doing work or service.
The employee satisfaction is the orientation of the industry towards his work role, which he is
presently playing. The organization will only thrive and survive when its employees are
satisfied.
This makes person says completely that he is fully satisfied with the job. This study conducted
so that the employees give their full, honest and frank opinion by remaining anonymous about
how they feel about their jobs.
Employee satisfaction refer towards the satisfaction level of the employees in the organization
wherever they render their work, the organization can be of any such kind referring the health
care industry or pharmaceutical or hotel or banking etc. Each and every employee who renders
their services opts for not only salaries but also wants to achieve job satisfaction. Here arises
the need for satisfaction, which is to be provided by the employer to the employee not only
inside they organization but also outside the firm while performing the work in their
organization.

6
 INDUSTRY PROFILE

India is the still by and large vegetarian in dietary habit and heavily depends upon vegetative

source to meet out its daily protein requirement. India is bound to be global leader in terms of

production and consumer of pulses. Since, India is leading importer of pulses; production of

pulse/legume crops has been stagnant over the years. They are the main sources of protein.

The important dals in the country are Channa,Moong, Urad, Moth, turdal and Masoor, Matar

etc. The pulses are used for preparing hot dishes, sweet dishes and other varieties.Pulses are

the important sources of proteins, vitamins and minerals and are popularly known as “Poor

man’s meat” and “rich man’s vegetable”, contribute significantly to the nutritional security of

the country.India is the largest producer (25% of global production), consumer (27% of world

consumption) and importer (14%) of pulses in the world. The dal milling industry in India is one

of the major agro processing industries in the country. From an annual production of 13.19

million tonnes of pulse in the country, 75% of these pulses are processed by dal mills.

Thus, due to demand it is a good project for entrepreneurs to invest. Few Indian Major Players

are as under • Agrimony Commodities Ltd. • Asian Health &Nutri Foods Ltd. • Bafna Agro Inds.

Ltd. • Eco Farms (India) Pvt. Ltd. • Edible Products (India) Ltd. • Kumar Food Inds. Ltd. • Poona

Dal & Oil Inds. Ltd. • Tata Chemicals Ltd.

7
 Employee Trends

With the expected growth rate of 14 % per annum, Indian Dall sector is expected to

Create more jobs in India in 2014 and add 45,000 fresh openings to its current strength. Not

marred by recession or inflation, the Dall sector has a competitive advantage of prospective

career option. This sector has also been responsible in creating a rich talent pool of researchers,

scientists, doctors and project managers

The need of skilled manpower in the Dall industry ranges widely from R&D

Quality Assurance (QA), Intellectual property (IP), manufacturing to even sales and

marketing. What the Dall industry needs is to have better policies to retain and nurture

The existing talent and equip them with necessary skills. However, this sector is emerging

as a popular choice amongst Gen Y, since the nature of work, primarily with machines which

plays an integral role in meeting their key career aspirations.

CHALLENGES:

 Greater customer expectations.

 Restricted discovery and developing process.
 Effective product life-cycle management.
 Increase in pricing policies.
 Traditional management culture.
 Infrastructure challenges.
 Talent retention.

8
 Managing Partner

HR Manager Finance Head Production Manager

HR Executive Finance Production Supervisor

Executive

Machine Engineer

Site Supervisor

Operator

Labour

9
 COMPANY PROFILE

APARNA DAL MILL

Address: D.No: 2/3B, Lankapatnam, Vizianagaram - 535001

Contact No: 8142155355

About Company

Aparna Dal Mill is located at Vizianagaram

We are a prominent Manufacturer of Dal(Pulses) and ranked No.2 in Andhra Pradesh, providing a wide
range of Dals(Pulses) We are a team of dedicated professionals offering Hygenic, Low Cost Dal(Pulses)

Established in 2014 with licenses, with a annual turnover of 12 Crores

Our team of 78 work force have extensive previous professional work experience and currently
specialize in different Machinery Operations which are latest in the industry and we supply best quality
of Dalls based on specific client requirements.

“Recruiting at a Speed using the best technology,

We believe Time is Money hence sourcing the right resource in shorts”

Vazrapu Kurmanadham
Partner– Aparna Dall Mill

10
Description of HR Department:

The General Manager is the Head of the Unit, under him Operations Manager who looks
after the administration. Under General Manager, the Manager (Human Resource
Development), who assist the Executive (Human Resource Development).

Under the HR Manager, there are Three executives.

 Executives I will see the regularity works.

 Executive II will see the employee related job.
 Executive III will look the transactions & Maintenance of contract workmen
Transportation.

Partners
Aparna Dall Mill is actively committed to good corporate governance. Both
Partners guide, direct, supervise and ensure that the company performs in the
best interest of its customers, employees and the society.

11
 ORGANIZATION OF APARNA DALL MILL

Managing Partner

General Manager

QC/QA
Production
Manager HR Manager Admin Manager Finance Manager
Manager
Joce Rockey

HR Executive Accounts Assistant

Production Engineer

Stores
Dy. Manager
Machine Operator E.J.K. Reddy Labours

Procurement Manager
Site Supervisor
Maintenance Manager
M.B.R. Nair

Sales Manager
Maintenance Manager

Security

12
 HR DEPARTMENT OF ORGANIZATION

General Manager

HR Manager
K.Srikanth

HR Executive –Regularity
HR Executive
Works – Employee
HR Executive
Related
– Transactions & Maintenance

13
 Functions & Responsibilities of HR Department
MANAGER:
• Guiding the follow up with all executives for completing the jobs in time & properly.
• Making correspondence & listening to Government, Department i.e DIC, factories, Revenue,
Police, Fire, Ground Water Department, Labour Department, AP Excise etc.,
• Attending all matters to Industrial relations enquiring and watching the activities of personnel
employed directly and indirectly.
• Conducting inquiries to theft matters as well as misconducts of employees, contractors and
their workmen.
• Monitoring and guiding the security system and transportation arrangements.
• Ensuring the renewals of statutory documents from time to time of all contractors.
• Listening employee grievances and redressing them.
• Maintaining public relations with all the leaders in surrounding villages & organizing the
welfare activities in the village & other places.
• Initiating action on delinquent employees and contractors.
• Counseling and clarifying the employees doubts in regard the Welfare other amenities being
provided by the management.
• Apprising the day to day matters to General Manager.

Recruitment:-
 The Aparna Dall Mill., recruit the workers, through employment exchange, Internet
and Consultancy.
 After scrutiny the candidates are intimated for Mock Interview
 The interview is conducted for those candidates who passed the Test, basing on
their knowledge; they will select the right person on the right job.
 After selection appointment order will be sent to selected candidates and intimates
the date of reporting.
 The complete process of Recruitment, selection & Placement will look after by
respective departmental Heads and HR Department to some extent.

14
Training:-
Employee Training:-
 To lay down a procedure to provide training to all levels of employees.
 The In charge - Human Resource, shall advise all functional heads to release their
training calendar before one month of commencing the training calendar.
 On receipt of the training calendar, he co-ordinate with functional heads to conduct
training as per the scheduled dates.
 The In charge -Human Resource also deputes one employee from Human Resource
Department to attend the training programs to provide necessary assistance to conduct
training programs.
 The employee who attended the training program on behalf of Human Resource
Department should fill the Training records of the employees attended to the Programs
and the functional heads shall maintain the training format & evaluation records.

VISION

Our aim, to be a State player which will lead to the establishment of operations in key markets
of the Andhra Pradesh and South Indian State.

MISSION

Continuously, Strive to be a successful, Dall organization in research

innovation ,development ,manufacture and marketing of safe and Hygenic & Cost effective
dalls, thereby ,helping people live a better quality of life in harmony for a happier , healthier
tomorrow with a common slogan.

15
About Facility:

Our facility for procuring, cleaning, buffing, polishing of Dal is located at Vizianagaram, Andhra
Pradesh, India and is managed by a group of experienced industry professionals.
This facility is planned to be the best-equipped unit in India in terms of physical infrastructure,
equipment, staffing, and procedures.
Our facility is spacious and occupies 11,000 sq ft, which includes

Facilities in the-state-of-the-art stand-alone Unit include:

 Dedicated areas for Separate Machinery Units

 Separate Small R&D unit for time to time update on Q&A of the product
 Dedicated area for Material Loading and Unloading
 Well-equipped Computer Center for all Business and employee related Data Collection
& Storage
 CCTV enabled monitoring
 Dedicated entertainment room
 Dedicated dining room with attached wash room

Procedures

 All procedures allow for transparency, compliance with standard guidelines, statutory
norms
 Over 70 standard operating procedures (SOPs) to ensure compliance with Good
Laboratory Practice (GLP) and related regulatory mandates.
 Quality Assurance (QA) department will report directly to the Managing Partner.
 Data generation for International Standards.
 Procedure to allow prospective and retrospective audit inspections.

16
Subject Safety

 Association with corporate hospital for 24X7 in emergencies

 Call In Ambulance facility

 Insurance for all the Employees subjects incase of indemnity.

 Fire Safety Equipment’s installed at all locations

17
 THEORETICAL FRAMEWORK
OF
EMPLOYEE TRAINING

Human beings are social beings and hardly ever live and work in isolation. We always plan,
develop and manage our relations both consciously and unconsciously. The relations are the
outcome of our actions and depend to a great extent upon our ability to manage our actions.
From childhood each and every individual acquire knowledge and experience on understanding
others and how to behave in each and every situations in life. Later we carry forward this
learning and understanding in carrying and managing relations at our workplace. The whole
context of Human Resource Management revolves around this core matter of managing
relations at work place.
Human resource management (HRM or simply HR) is a function in organizations designed
to maximize employee performance in service of an employer's strategic objectives. HR is
primarily concerned with the management of people within organizations, focusing on policies
and systems.
HRM is the comprehensive set of managerial activities and tasks concerned with developing
and maintaining a qualified workforce. Human resource is a way that contributes to
organizational effectiveness. In most of today’s organizations, the role of HRM has become
quite important (Blake 1995).
Satisfied and efficient human resources are the key factor for any organization to face the
challenges of today’s business. Moreover, the growth, development and expansion of the
organization are highly dependent on their performance. In addition, employees’ performance
is related with the satisfaction of employees. To create a satisfied, productive and efficient
workforce, for any organization, proper HRM policies and practices are imperative. Proper HRM
practices can ensure satisfied and efficient workforce to continue the pace of growth of this

18
industry. The study is an attempt to find out the impact HRM practices on the employees’ job
satisfaction.
Employee satisfaction has been defined as a function of perceived performance and
expectations. It is a persons’ feeling of pleasure or disappointment resulting from comparing a
products’ outcome to his/her expectations.
If the performance falls short of expectations, the employee is dissatisfied and if it matches the
expectations, the employee is satisfied. A high satisfaction implies improvement in efficiency
and performance doing work or service. The process is however, more complicated then it
appears. It is more important for any organization to offer high satisfaction, as it reflects high
loyalty and it will not lead to switching over once a better offer comes in.

CONCEPT
Employee Training is the terminology used to describe whether employees are training, skilled,
happy and contented and fulfilling their desires and needs at work. Many measures meaning
that employee training is a factor in employee motivation, employee goal achievement, and
positive employee morale in the workplace.
As per Vroom “Employee training is a positive orientation of an individual towards a work role
which he is presently occupying”.
Employee training is a measure of how happy workers are with their job and working
environment. Keeping morale high among workers can be of tremendous benefit to any
company, as happy workers will be more likely to produce more, take fewer days off, and stay
loyal to the company. There are many factors in improving or maintaining high employee
satisfaction, which wise employers would do well to implement.
Employee training, while generally a positive in organization, can also be a bad luck if mediocre
employees stay because they are satisfied with your work environment.
Many experts believe that one of the best ways to maintain employee satisfaction is to make
workers feel like part of a family or team. Holding office events, such as parties or group
outings, can help build close bonds among workers. Many companies also participate in team-
building retreats that are designed to strengthen the working relationship of the employees in a
non-work related setting. Camping trips, paintball wars and guided backpacking trips are
19
versions of this type of team-building strategy, with which many employers have found success.
Of course, few workers will not experience a boost in morale after receiving more money.
Raises and bonuses can seriously affect employee satisfaction, and should be given when
possible. Yet money cannot solve all morale issues, and if a company with widespread problems
for workers cannot improve their overall environment, a bonus may be quickly forgotten as the
daily stress of an unpleasant job continues to mount.
If possible, provide amenities to your workers to improve morale. Make certain they have a
comfortable, clean break room with basic necessities such as running water. Keep facilities such
as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for
most businesses, allowing workers to keep family photos or small trinkets on their desk can
make them feel more comfortable and nested at their workstation. Basic considerations like
these can improve employee satisfaction, as workers will feel well cared for by their employers.
The backbone of employee satisfaction is respect for workers and the job they perform. In
every interaction with management, employees should be treated with courtesy and interest.
An easy avenue for employees to discuss problems with upper management should be
maintained and carefully monitored. Even if management cannot meet all the demands of
employees, showing workers that they are being heard and putting honest dedication into
compromising will often help to improve morale.
Satisfaction = f(what employee expects, what she gets, time, back ground of the employee-
social, economic, cultural)
Satisfaction being a continuous process starts from the day 1 and gets reinforced with time
depending on the importance of the various factors considered to be important for the
individual employee. Loyalty towards the organization starts to develop when the employee
continues to get the positive reinforcements on various important aspects for the duration of
the employment.
Core Values as a Foundation of Employee Satisfaction:
These are the values that have enabled employees to build the leading company in industry;
these are the values that will fuel employees’ worldwide growth in the coming years; and these
are the values that will drive employees’ career:

20
• Professionalism – Demonstrating professional methods, character and standards. Treating
prospects, clients and co-workers generously and charitably at all times, but especially in the
face of adversity.
• Enthusiasm – Showing excitement, optimism and passion for your work.
• Resourcefulness – Acting effectively and imaginatively to produce great results from scarce
resources.
• Self-directedness – Working independently and autonomously to achieve the goals set by
management.
• Ethics – Acting in accordance with the accepted principles of right and wrong that govern
the conduct of our profession.
• Unselfishness – Putting others before you, giving your time and effort for prospects, clients
and co-workers. Showing cooperative effort as the member of a group to achieve a common
goal.
• Strategic-mindedness – Suggesting and implementing long-term improvements springing
from a sequence of short-term tasks.

WHY TO STUDY ABOUT EMPLOYEE TRAINING?

The study of "employee training" helps the company to maintain standards & increase
productivity by training & motivating the employees. This study tells us how much the
employees are capable & their interest at work place? What are the things still to be trained to
the employees? Although "human resources" are the most important resources for any
organization, so to study on employee’s training helps to know the working conditions & what
are the things that affect them not to work properly? Always majority of done by the
machines/equipments but without any manual moments nothing can be done. So to study on
employee training is necessary
The How’s and Whys of Employee training Mapping:
An organization is all about customer satisfaction. Companies understand this and focus all
their energy on their service or customer experience. However, many companies do this at the

21
cost of employee experience. What does this mean? Is customer satisfaction not the priority?
It is! But it is important not to lose sight of people who deliver the end product or service to the
customers – the employees. These are the people that need a proper support system.
Employee satisfaction is paramount as this is what will determine the success or failure of a
company. When employees are trained and skilled about working in an organization, the
customer is the first person to notice that.
With employees getting thin-skinned every day, it depends completely on the employer to
ensure they do not have their top talent drained away by the new competitor on the block. In
the current scenario, the decision of hopping by the employee is triggered by the minutes of
issues, such as being ticked off in a not too friendly tone or even an uneasy office environment.
It becomes important to be aware and understand the signals that are given out by the
employees. The management will do well to catch them before it is too late and the employee
makes the decision to quit. This understanding gives the employers an edge and gives them the
time to take corrective measures if necessary, in order to prevent talent loss. It could be that
the employee is not happy with the environment or is suffering from a relationship issue with a
colleague or a superior. These issues need to be handled before they get out of hand.
How do employers understand their employees? How do they know what employees want?
How do they map their training levels? There are several ways of mapping employee training.
Surveys: This is a traditional method that involves employees’ participation. Employers create
surveys that have questions on the different parameters related to the organization. They put
forth questions in such a way that every aspect of an organization is touched and the feedback
is returned in the form of an opinion given by each employee. This helps employers understand
how employees are trained and skilled and their understanding levels, and paves the path for
problem solving. These surveys can actually identify problem areas and help come up with
solutions to solve the problems. They reveal the employee attitude on the whole.
One-on-One Interviews: A non-conventional tool, this involves discussions with every employee
on a one-to-one basis every few months. Their thoughts are recorded and trouble parameters
identified and taken care of.
Exit Interviews: This comes into action after an employee submits his resignation papers. The
problem with exit interviews is that most employees, once they decide to leave, are not
22
forthright. In an attempt to keep good relations with the employer, they usually do not tell-all
as they ought to. Many of them in fact give personal reasons for leaving and make the
employer feel that all is well on the work front.
Employers who fail at HR and see high attrition rate are those that consider monetary
compensation as highly important. In spite of the fact that employees work for money,
emotional rewards go a long way at keeping the employer-employee relation strong and have a
larger impact on employee satisfaction. Tracing and improving this satisfaction level has to be
top priority for the HR department of an organization.
Employee training mapping can be the key to a better motivated and loyal workforce that leads
to better organizational output in the form of better products and services and results in overall
improvement of an organization.
If a person is not trained for the job he is doing, he may switch over to some other more
suitable job. In today’s environment it becomes very important for organizations to retain their
employees. The reason may be personal or professional. These reasons should be understood
by the employer and should be taken care of. The organizations are becoming aware of these
reasons and adopting many strategies for employee retention.
The basic needs other than routine tasks are to be taken care of on priority before it becomes
late by HR department.

THEORIE’S OF EMPLOYEE TRAINING

The Company’s ability to fulfill the physical, emotional, and psychological needs of its
employees. Training the employee’s so that he can give 100% to the company. Training refers
to the level of fulfillment on one's Talent, skill, and understanding levels. It can be experienced
in various levels or degrees.
Vital ingredients for any employee’s training are theoretical, mechanical, technological
1. Theoretical need: This relates to satisfaction by Oral or Classroom Training Need in the
employment.
2. Mechanical Need: Since human beings are dependent Machines. There are some skills
which cannot be understood by every employee only when individual is recognized by on the
job work
23
3. Technological Need: This relates to man desire to get trained technically even though
he/she is not qualified technologist

To a considerable extent however theoretical needs are satisfied off the job. Mechanical needs
are satisfied around the job where Technological needs are chiefly satisfied through the proper
training.
PRINCIPLES AND EVALUATION OF TRAINING

Training is the process of assisting a person for enhancing his efficiency and effectiveness at
work by improving and updating his professional knowledge, by developing skills relevant to his
work and people. Training could be designed either for improving present capabilities at work
or for preparing a person for assuming higher responsibilities in future which call for additiona
knowledge and superior skills.

Training is different from education particularly formal education. While education is concerned
mainly with enhancement of knowledge, training aims essentially at increasing knowledge,
stimulating aptitude and imparting skills related to a specific job.

In India, considerable importance has been accorded to training in social development and this
is evident from the fact that the community spends roughly six million dollars annually on
training every year. But there are complains about the effectiveness of training and possible
waste of resources because of the use of stereotyped and conventional methods in training
which are often not set completely in tune with job requirements.

It is a continuous process

Training is a continuous and life long process. Right from the time a child is born he starts
receiving training from his mother for a variety of needs. So that he becomes a social being. His
training continues in the school and the college situations. However training as an organized
effort, designed with certain objectives, for example to help the trainees to be informed of the
subject matter which they have to use in their work situation. Apart from change of attitudes,
their skills have to be improved and knowledge or information has to be imparted through
effective methods. In other words, training provides and synthesizing with the help of the

24
trainers, the information already available on the subject. Training is a time-bound programme.
Thus there is a separate specialized discipline of trainers specializing in the field of human
activity.

Prevailing Concept

1. The acquisition of subject matter knowledge by a participant leads to action

2. The participant learns what the trainer teaches. Learning is a simple function of the capacity
of the participant to learn and the ability of the trainer to teach.

3. Individual action leads to improvement on the job

4. Training is the responsibility of the training institution. It begins and ends with the course.

New Concept

1. Motivation and skills lead to action. Skills are acquired through practice.

2. Learning is a complex function of the motivation and capacity of the individual participant,
the norms of the training groups the training methods and the behavior of the trainers and the
general climate of the institution. The participant’s motivation is influenced by the climate of
his work organization.

3. Improvement on the job is complex function of individual learning the norms of the working
group and the general climate of the organization. Individual learning used leads to frustration.

4. Training is the responsibility of three partners the participant organization the participant
and the training institution. It has a preparatory pertaining and a subsequent, post-training
phase. All Are equally important to the success of training.

There has been in some quarter’s criticism of training and it is often argued that
personnel can acquire administrative capabilities and work skills through apprenticeship
capabilities and work skills through apprenticeship rather through formal training. While the
training cannot be itself guarantee the success of a development programme. Its untrained

25
personnel are unlikely to prove effective. It is in this context the expert, administrators and
planners greatly appreciate the relevance of training in development process.

THE TRAINING CYCLE

A Training cycle consists of a series of steps which lead to a training event being undertaken.
Evaluation provides feedback which links back to the initial stages of training design. Indeed, it
is the evaluation feedback process which makes this a cyclical event without it training would
be a linear process leading from initiating training through to its implementation. The steps in
the cycle are:-

Stage1: Identification of training needs. Examining what skills and attributes are necessary for
the job to be undertaken the skills and attributes of the job holder and the extent of the gap.

Stage2: Design, preparation and delivery of training.

Stage3: Discovering the trainee’s attitude to training (reaction) and whether the training has
been useful from the point of view of training. Reaction involves the participant’s feelings
towards the training process including the training content the trainer and the training methods
used. Learning is the extent to which the trainee has actually absorbed the content of the
learning event.

Stage4: Discovering whether the lessons during training have been transferred to the job and
are being used effectively in doing the job.

Stage5: Evaluating the effects of the training on the organization. Thus is the area on which
there is perhaps most confusion, subsequently little real action to clear it.

Stage6: Reinforcement of positive behavior. It is optima that positive outcomes are maintained
for as long as possible. It is not rare event for changes in behavior to be temporary with a gentle
slide back to previous ways of working. It is important to note the feedback loops. Feedback on
the process of actually delivering the training can come from the reaction and learning stage.
the transfer of the training to the work place and the evaluation of the impact of the training.
26
The main feedback for the identification of training needs comes from an assessment of the
transfer of work to the training and the evaluation of the impact on the organization.

It is important to note that these feedback loops may consist of two very different types of
information.

To determine the worth of training to the organization a process best done by

quantitative methods and with hard numerical data.

Allowing insights into the method of learning where the experience of those involved
are the main focus, thus using mainly softer qualitative information.

Identification of training needs

The procedure of identifying training and development needs is crucial for the success of the
training function and requires to be carried out systematically on a regular basis, preferably
every year.

How are training needs indentified to match the organizational requirements in terms of
technology/task/people? Has the training bought the desired change in the individual’s
performance and if so how is it assessed? These are the focal points. Which require attention of
the HR professionals to assess the training needs of the employees working in the organization?

Many organizations have their own system to identifying training needs every year. However
need identification exercise can do real harm if the needs are not met by conduction suitable
programs. Managers must suitable actions are initiated to satisfy the felt needs. Only then they
will this exercise seriously. Hence formulation of suitable and need based training programs and
their timely implementation is very important for the success of any training program.

Evaluation of Training Programs

Training programs are conducted with a view to help the employees to acquire the knowledge
skills and attitude necessary to perform the task assigned to them. They are conducted in order
to bring about a planned change which in turn involves substantial investment of money, time

27
and efforts. Therefore, one has to know whether such an investment in training yielded the
desired results. This desire naturally leads to evaluation of training.

Evaluation means literally the assessment of value or worth. Strictly speaking the act of
evaluating training is the act of judging whether or not it was worthwhile in terms of some
criterion of value in the light of the information available. Evaluation is the tool whereby
information about the result of trainee’s interaction with the learning experiences
systematically collected and analyzed. Thus evaluation can provide useful data both for
improvement of training and enhancement of learning. In brief it is important in 3 ways.

a. In indicates whether appropriate monetary investment is made on the

implementation of training programs.

b. It determines the degree of effectiveness and success of the training programs.

c. It provides a basis for introductory the necessary corrective measures.

The benefits of constructive practical evaluation of training substantially outweigh the costs six
direct benefits of evaluating training programs are :-

QUALITY CONTROL: Quality control systems are designed to ensure that products or services
are fit for their intended purpose. Evaluation in training will assess the extent to which work
related results can be demonstrated to arise from the training. Successful, positive elements of
training can be maintained and reinforced. whilst negative elements removed or revised. If
results cannot be justified then it becomes hard to justify the commitment of any resources to
the training activity and they can be re-allocated to where they may make a greater impact.

EFFICIENT TRAINING DESIGN: It throws an emphasis on those elements of a training system

which matter such as proper definition of objectives and setting criteria on now these
objectives are to be measured.

ENHANCED PROFESSIONAL ESTEEM: Training professionals can gain enhanced stature from
having systematic evaluation of data rather than intuitive assessment of their contribution to
the business. Being assessed on their contribution to the bottom-line of the business puts the

28
HRD function on the same footing as other functions instead of claiming that the nature of their
work does not allow an application of the same criteria. This helps to break down the barriers
facing the integration of HRD professionals within the organization.

ENHANCED NEGOTIATION POWER: On much the same track evaluation makes it possible for
the HR function to demonstrate a successful contribution to the business over a period of time.
When resources are to be allocated and new investment decisions to be made them being able
to show the outcomes of training would be invaluable.

APPROPRIATE CRITERIA OF ASSESSMENT: Individuals within an organization will make

judgments about how effective the training function is regardless of whether an evaluation
system is in place or not. Given this it is very important that the HR controls the choices of
appropriate criteria which it can most safely do on the back of a formal evaluation process.

INTERVENTION STRATEGY: Evaluation can be a tool for changing the way that training is
integrated into the organization. It offers a means by which the HR function can build on its
enhanced esteem and negotiating power to play a more active role in developing policies.

BENEFITS OF TRAINING: Training usually is a strategic human resources activity because it

plays a major role in determining the effectiveness and efficiency of an organization. A
successful training and development program will achieve the following benefits:

a. Improve the quality and quantity of work done.

b. Reduce the learning time required for employees to reach acceptable standards of
performance.

c. Create more favorable attitudes, loyalty and cooperation.

d. Satisfy human resource planning requirements.

e. Reduce the number and cost of accidents.

f. Help employees in their personal development and advancement.

29
 g. Help organizations to respond to dynamic market conditions and changing consumer
demands

Different jobs require different capabilities. These capabilities can be considered under four
categories.

1. Technical

2. Managerial

3. Behavioral

4. Conceptual

TECHNICAL CAPABILITIES: They deal with the technology of the job or the tasks the employee is
expected to perform. They include information skills and knowledge.

MANAGERIAL CAPABILITIES: They include the ability to organize, coordinate, plan, monitor,
evaluate and redesign a variety of activities. As managers have the task of getting things done
by others with optimal use of resources for achieving the best possible results. They need to
process managerial capabilities. Knowledge of management techniques like PERT system
analysis, performance budgeting etc are evidences of managerial capabilities. Management
skills involve the application of these techniques for better planning, better coordination, better
monitoring and for better achievement of results.

BEHAVIOURA CAPABILITIES: These include leadership skills, ability to motivate others,

communication skills, ability to work as a team member dynamism, initiative etc. Mere
knowledge of behavioral science does not ensure that person has behavioral capabilities.
Attitudes and orientations play an important role in determining the effectiveness of the
employees to a great degree.

30
1. THE BEST HR PRACTICES THAT SUCCESSFUL COMPANIES PRACTICE
Why are employees in some companies happy to stick with the company while others
look for a change? The reason is that some companies know how to take good care of
their employees and provide a working environment that helps them retain their
identity, while proving themselves and growing along with the company.
How Managers Attract, Hire, Focus, And Keep Their Most Talented Employees?
Without satisfying an employee's basic needs first, a manager can never expect the
employee to give stellar performance. The basic needs are knowing what is expected of
the employee at work, giving him the equipment and support to do his work right, and
answering him basic questions of self-worth and self-esteem by giving praise for good
work and caring about his development as a person.
The great manager mantra is don't try to put in what was left out; instead draw out
what was left in. You must hire for talent, and hone that talent into outstanding
performance.
1. Know what can be taught, and what requires a natural talent.
2. Set the right outcomes, not steps. Standardize the end but not the means. As long
as the means are within the company's legal boundaries and industry standards, let the
employee use his own style to deliver the result or outcome you want.
3. Motivate by focusing on strengths, not weaknesses.
4. Casting is important, if an employee is not performing at excellence, maybe he is
not cast in the right role.

31
5. Every role is noble, respect it enough to hire for talent to match.
6. A manager must excel in the art of the interview. See if the candidate's recurring
patterns of behavior match the role he is to fulfill. Ask open-ended questions and let
him talk. Listen for specifics.
7. Find ways to measure, count, and reward outcomes.
8. Spend time with your best people. Give constant feedback. If you can't spend an
hour every quarter talking to an employee, then you shouldn't be a manager.
9. There are many ways of alleviating a problem or non-talent. Devise a support
system; find a complementary partner for him, or an alternative role.
10. Do not promote someone until he reaches his level of incompetence; simply offer
bigger rewards within the same range of his work.
11. Some homework to do: Study the best managers in the company and revise
training to incorporate what they know. Send your talented people to learn new skills
or knowledge. Change recruiting practices to hire for talent, revise employee job
descriptions and qualifications.

Here are some of the best HR practices that help in the creation of a highly satisfied and
motivated work force.

Work Environment
A safe and happy workplace makes the employees feel good about being there. Each
one is given importance and provided the security that gives them the motivation and
incentive to stay. This is usually achieved through internal surveys to find out whether
they are satisfied and if not what they think needs to be changed.

Open Management
Employees don’t like the feeling of being kept in the dark about what is happening in
the company. They feel motivated and develop enthusiasm only when the
management opens up to them and discusses the company policies, sales, clients,
contracts, goals and objectives. This encourages participative management. Asking
32
them for ideas on how to improve will get their creative juices flowing. Being open
about everything related to the company will help in building trust and motivating the
employees. This open management policy can be practiced using several tools.

Performance Incentives
Every good performance is appreciated in the form of a pat on the back, bonuses or
giving some other compensation for a job well done. Organizations that struggle to
keep up with the attrition rate are mostly those that think employees are “just” doing
their job. Even if it is the employee’s job, completion in an appreciable manner calls for
an incentive, and this goes a long way in boosting the staff morale. These incentives can
be implemented at the individual as well as the team level and it has been seen that
this works wonders in getting the best out of the employees. But it is important to keep
in mind that these bonuses should not be given without a reason, unless it is a
commitment for annual bonuses or some such thing. Doing so will only reduce the
perceived value of the bonuses.

Performance Feedback
This is one the methods that is being followed by many organizations. Feedback is not
only taken from the boss, but also from other seniors and subordinates. Previously,
appreciation was only sought from the immediate boss or the management, but now
organizations understand the importance of collecting performance feedback from
several quarters. The opinion of everyone matters, especially for someone who is in a
leadership role at any level. Each person in the team is responsible for giving
constructive feedback. This kind of system helps in identifying people who can perform
well as leaders at higher levels in the organization. Even the senior level managers can
use this system to their advantage, as a tool to improve themselves.

Employee Evaluation
Every company has an employee evaluation system in place but a good system links
individual performance to the goals and priorities of the organization. This works well
when achievements are tracked over a year. For a fair review of each employee, the
33
evaluation, apart from being done by the boss, should be done by another person at a
higher level, for whom the employee’s contribution is important. Ratings can also be
obtained by other employees. This ensures a fair and accurate rating of each and every
employee.

Sharing of Knowledge
Knowledge sharing is a wonderful strategy that helps in the betterment of the
employees and their work. Keep all the knowledgeable information in central databases
that can be accessed by each and every employee. For example, if an employee is sent
on some training, the knowledge that is acquired by that employee can be stored in
these databases for others to learn from it. Even innovative ideas that the management
deems fit for employees to see, can be stored here for all to see.

Publicize Good Performances

Every company has some employees who outperform others. Such performances
should be highlighted and displayed where other employees can look at them; such as
on the display boards and intranet etc. This will encourage others to give their best. A
proper system should be set up to make a list of high performances at specific times in
a year.

Discussions
Successful organizations nurture ideas and they understand that employees who are
actually working and know the business can provide the best ideas. The management
should have discussions with employees to get these ideas out of them. There can also
be suggestion boxes to capture these ideas. Through this system, managers can find
talented employees and develop them.

Rewards
While recognition of talent is highly important, this recognition has to be made public
and what better way than holding ceremonies and announcing to the whole world (the
employees), the achievements of a fellow employee. There can be nothing better for an
34
 employee than the heady feeling from a resounding applause.

The Surprise Factor

Who doesn’t like a surprise? Surprise deserving employees – when they are least
expecting it. It could be a gift certificate or a small reward of some sort. This surprise
doesn’t have to be limited to the best performers, but it can be randomly given to
others as a motivating factor too. Anyone can be given this surprise reward.
Such healthy HR practices encourage the growth of the organization as employees after
all play a major role in the well-being of a company.

1.For how many years you are working with this organization?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Below 5 Years 38 49
2 3-5 Years 22 29
3 1-3 Years 11 14
4 Less than 1 Year 6 8
TOTAL 78 100

NO.OF RESPONDENTS

8% 1 Below 5 Years
2 3-5 Years
14%
3 1-3 Years
4 Less than 1 Year
49%
4

29%

35
INTERPRETATION:

In this graph depicts that the working experience of the employees in relation to Aparna Dall Mill
majority of the respondents i.e., 49% respondents are having experience of below 5 years of relation
with the organization and 29% respondents having the experience of above 3-5 Years, 14% respondents
having the experience of 1-3 Years and remaining 8% respondents have less than 1 year of experience.

2. How do you read the work environment of the organization?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Highly satisfied 10 13
2 Satisfied 34 44
3 Average 32 41
4 dissatisfied 2 3
TOTAL 78 100

NO.OF RESPONDENTS

3% 13%
1 Highly satisfied
2 Satisfied
3 Average
41% 4 dissatisfied

44%

36
INTERPRETATION:

The above graph depicts the work environment for the employees in relation at Aparna Dall Mill
majority of the respondents i.e. 44% respondents are satisfied with the environment, 41% respondents
are averagely satisfied, 13% respondents are highly satisfied and remaining 2% respondents are
dissatisfied with the working environment of the organization.

3.How do you rate the medical benefits provided by the organization for the employees and their
families?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Highly satisfied 22 28
2 Satisfied 44 56
3 Average 9 12
4 dissatisfied 3 4
TOTAL 100 100

37
 NO.OF RESPONDENTS

4%
12% 1 Highly satisfied
28% 2 Satisfied
3 Average
4 dissatisfied

56%

INTERPRETATION:

From the above graph, it depicts that the medical benefits for the employees in relation to Aparna Dall
Mill, majority of the respondents i.e. 56% respondents are satisfied , 28% respondents are highly
satisfied 12% respondents are average satisfied and remaining 4% respondents are dissatisfied with the
medical benefits provided by the organization.

4.How do you rate the working hours of organization?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Highly satisfied 11 14
2 Satisfied 33 42
3 Average 26 33
4 dissatisfied 8 10
TOTAL 78 100

38
 NO.OF RESPONDENTS

10% 14% 1 Highly satisfied

2 Satisfied
3 Average
4 dissatisfied
33%

42%

INTERPRETATION:

By observing above graph,it depicts the working hours for the employees in relation to Aparna Dall Mill,
majority of the respondents i.e. 42% respondents are satisfied, 33% respondents are averagely satisfied,
10% respondents are dissatisfied and remaining 14% respondents are highly satisfied with the Working
Hours of Organisation

5. Does the organization is providing any kind of odd hours allowances for the employees who are
working in night shifts?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Yes 56 72
2 No 22 28
TOTAL 78 100

39
INTERPRETATION:

From the above, it depicts the night shift allowances for the employees in relation to Aparna Dall Mill,
majority of the respondents i.e. 28% are not accepted and 72% are accepted that the employees are
been providing with the allowances by their employers who are working in night shifts.

6.How do you rate the leave policy of the organization?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Highly satisfied 6 8
2 Satisfied 22 28
3 Average 28 36
4 dissatisfied 22 28
TOTAL 78 100

40
 NO.OF RESPONDENTS

8% 1 Highly satisfied
28% 2 Satisfied
28% 3 Average
4 dissatisfied

36%

INTERPRETATION:

By observing above graph, it opines the leave policy for the employees in relation to Aparna Dall Mill,
majority of the respondents i.e. 28% respondents are satisfied, 36% respondents are averagely satisfied,
28% respondents are dissatisfied and remaining 8% respondents are highly satisfied with the leave
policy providing by their organization.

7. Do you get the regular increments?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Yes 42 54
2 No 36 46
TOTAL 78 100

41
 Increment
60

50

40

30

20

10

0
NO.OF RESPONDENTS PERCENTAGE %

INTERPRETATION:

From the above graph, it depicts the regular increments for the employees in relation to Aparna Dall
Mill, majority of the respondents i.e. 46% are not accepted and 54% are accepted in providing regular
increments for employees in the organization.

8.Rate the overall satisfaction with employee welfare activities of the organization?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Highly satisfied 8 8
2 Satisfied 46 46
3 Average 44 44
4 dissatisfied 2 2
TOTAL 78 100

42
 NO.OF RESPONDENTS

3%
23%

38%

36%

1 Highly satisfied 2 Satisfied 3 Average 4 dissatisfied

INTERPRETATION:

The above graph depicts the welfare activities for the employees in relation to Aparna Dall Mill, majority
of the respondents i.e. 36% respondents are satisfied with the environment, 38% respondents are
averagely satisfied, 23% respondents are highly satisfied and remaining 3% respondents are dissatisfied
with the welfare activities provided by the organization

9.Does the organization provide Medical leave to employees?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Yes 60 77
2 No 18 23
TOTAL 78 100

43
 No of Respondents
1 Yes 2 No

92
72

8
6

NO. OF R ESP OND ENTS P ER C ENTAG E %

INTERPRETATION:

By observing above graph, out of 100% respondents 77 % of employees are satisfied and 23% of
employees are not satisfied with the Medical leave providing by the organization.

10. Does the organization offer Cleanliness of toilets?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Yes 69 82
2 No 9 18
TOTAL 78 100
44
 No of respondents
1 Yes 2 No

92
72

8
6

NO. OF R ESP OND ENTS P ER C ENTAG E %

INTERPRETATION:

By observing above graph, out of 100% respondents 88%employees are satisfied and remaining 18%
employees are not satisfied with the Cleanliness of toilets providing by the organization.

11.Does the organization take safety measures for employee safety?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Yes 72 72
45
 2 No 6 28
TOTAL 78 100

No of Respondents
1 Yes 2 No

92
72

8
6

NO. OF R ESP OND ENTS P ER C ENTAG E %

INTERPRETATION:

By observing above graph, out of 100% respondents 92% employees are satisfied and 8% employees are
not satisfied with the safety measures providing by the organization.

12.How do you rate your overall satisfaction as an employee in this organization?

S.NO OPTIONS NO.OF RESPONDENTS PERCENTAGE %

1 Highly satisfied 8 10
2 Satisfied 46 59
3 Average 14 18
4 dissatisfied 10 13

46
 TOTAL 78 100

NO.OF RESPONDENTS

13% 10%

18%

59%

1 Highly satisfied 2 Satisfied 3 Average 4 dissatisfied

INTERPRETATION:

By observing above graph, it opines the overall satisfaction of the employees in relation to Aparna Dall
Mill, majority of the respondents i.e. 59% respondents are satisfied, 18% respondents are averagely
satisfied, 13% respondents are dissatisfied and remaining 10% respondents are highly satisfied with the
organization.

47
 FINDINGS

The following are the main observations of my study:

1. It was observed that the employees of APARNA DALL MILL are satisfied with the existing
environment provided by the organization.

2. The employees are always satisfied with the relation that they have with their superiors.

3. The majority employees are satisfied with the safety equipment provided by the
organization.

4. Most of the Employees are updated on the Training Programme conducted by the
Organisation.

5. Most of the employees state that Training Programme is essential for the Growth &
Development of the Organisation.

6. Most of the Employees have used the methods of Training & Development that have effect
on their Performance and Productivity

7. Employees state that the organization has identified the gap & provided the Specific Training
which helped then to raise the levels of Knowledge, Skills, Performance and Aptitudes.

8. Most of the Employees agreed that the training program was designed for each job regard to
individual, vocational and organization needs.

9. All Employees feel that Training conducted by Organisation has helped them achieve
personal Growth and changed their Attitude, Abilities to complete the given task.

10. Most of the Employees suggested that these kinds of Training Programmes should be
conducted in Regular intervals

48
 SUGGESTIONS

After analyzing the information collected from the questionnaires and materials, these are the
following suggestions:

1. The employees at APARNA DALL MILL Suggest that Periodic Training & Development
Sessions to be conducted
2. New Training Methodology along with new Information is to be imparted to the
employees.
3. Employees should be encouraged to carry out Self-Assessment, where they are
expected to identify their Opportunities & needs for Improvement.
4. Furthermore, suggestion that frequent on the Job training should be conducted for
effective results and it also saves time and cost.
5. Quality and relevant training and Development programs should be organized by
organization in a way to meet up with employee’s expectations or improved
productivity.
6. The employer should design new strategies for every training program pertains to
development of employees in their Organization.
7. Organization should adopt regular training programmes to specific low performing
Employees with strategic approach towards individual’s growth and to meet
Organization Goals.
8. Employees should know the importance of their competence in skills and enhancement
of knowledge along with motivation will benefit employees and organization.

49
 Conclusion

As a part of our curriculum I have undergone into the project work referring the topic
HUMAN RESOURCE MANAGEMENT at APARNA DALL MILL. Employee Training and
Development is regarded as a major task for the managers which results into the
achievement of whole organization goals and objectives. The organization can be getting
succeeded in this present competitive market only when it has trained and skilled
employees. Employees are been referred with the name calling human resources.
Human resources are considered as the major asset in the organization.
Organization who are involving in carrying the operations in terms of the
product manufacturing, marketing, financing etc. need human resources. One should be
very careful in satisfying their human resources those who renders their services by
putting their efforts. Sometimes the employees in the organization may felt dissatisfied.
The manger should be very attentive towards such kind of employees. At the same time
the HR manager should tune up such kind of dissatisfied employees towards the
satisfaction by creating self-belongingness in such a way “they think that the
organization as their own”.
APARNA DALL MILL is an upcoming big organization considering the pulses industry. It
was providing various measures in the form of training and development facilities to
their employees, apart from this they also provide medical, safety, and welfare etc. and
all other aspects pertaining to compensation, relationships etc. refer towards the
satisfaction of its employees.
Finally my experience at APARNA DALL MILL is a very pleasant one and I am thankful
to each and every person in the company who supported and guided me throughout the
project.

50
 BIBLIOGRAPHY

Human Resource Management & personnel management - Srikant.P

Personnel management & Industrial relations - T.N.

Bhagoliwala
Principles and practice of management and human resource
Management - L.M. Prasad

JOURNALS:
Magazines and journals of Dall Industry

51
 QUESTIONNAIRE
Q1. You are a part of a supportive and productive team

1-Very Unlikely

2-Unlikely

3-Neither Unlikely Not Likely

4-Likey

5-Very Likely

Q2. You feel attached with your company team & other employees

1-Very Unlikely

2-Unlikely

3-Neither Unlikely Not Likely

4-Likey

5-Very Likely

Q3. You have the opportunity to grow and prosper with the organization

1-Very Unlikely

2-Unlikely

3-Neither Unlikely Not Likely

4-Likey

5-Very Likely

Q4. Has your company organizes a training and development programme?

Yes
No

Q5. Is your organization identifies the training needs for the employees?
Yes
No

Q6. On an average, how much time did it used to take for training and development programme?
One Month
Two Month
Three Month

52
Q7. Do your top management take feedback?
 Strongly Agree
 Agree
 Neutral
 Disagree

Q8. Is Training Necessary for Current Employees?

 Strongly Agree
 Agree
 Neutral
 Disagree

Q9. Has the Training Conducted Enhanced the Performance of the Employee?
 Strongly Agree
 Agree
 Neutral
 Disagree

Q10. Does the practice have a consistent, timely and fair method for evaluating individual performance?
Yes
No

Q11. Does your company use a specific training process?

Yes
No

Q12. Do you feel training is necessary for any employee for developing his skills?
a. Yes
b. No

Q13. Training is organized?

a. Quarterly
b. Half Yearly
c. Annually
d. Every 2 Years

Q14. Which method is most suitable for training?

a. Step by Step Instruction
b. Coaching / Lecture
c. Conference / Discussions
d. Programmed Instructions.

Q15. Do you experience fruitful changes in working efficiency after being trained?
 Strongly Agree
 Agree
 Neutral
 Disagree

Q16. Does training improve performance?

53
 a. Yes
b. No

Q17. Does the training enhance organization effectiveness?

a. Yes
b. No

Q18. Does training builds up team work?

a. Yes
b. No

Q19. Are you satisfied with the training procedure?

a. Yes
b. No

Q20. How par the training should be done?

a. Monthly
b. Quarterly
c. Half Yearly
d. Not at all

Q21. What type of training is given in your organization?

a. on the job
b. off the job
c. Both

THANK YOU

54