trainning devlopment proj
TRANSCRIPT
CHAPTER-I
INTRODUCTION
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INTRODUCTION
Organization and individual should develop and progress simultaneously for their
survival and attainment of mutual goals. O every modem management has to devil the
organization through human resource development. Employee training I the most
important sub system of human resource development. Training is a specialized function
and is one of the fundamental operative functions for human resource management.
Training makes a very important contribution to development of the organization
human resources and hence to the achievement of its aims and objectives. To achieve its
purpose, training needs to be effectively managed so that the right training is given to the
right people in the right form at right time and at the right costs.
Training is different form college education. Training is purely vocational, in
contrast to education, the main purpose of which is the development of general culture.
Education is person-oriented while training is job-oriented.
The term training indicates the process involved in improving the aptitudes, skills
and abilities of the employees to perform specific jobs. Training helps in updating old
talents and developing new ones.
MEANING:
After an employee is selected, placed and introduced in an organization he/she
must be provided with training facilities in order to adjust him to the job. Training is the
act of increasing the knowledge and skills of an employee for doing a particular job.
Training is a short term educational process and utilizing a systematic and organized
procedure by which employees learn technical knowledge and skills foe a definite
purpose.
DEFINATIONS:
Dale.S.Beach defines the training as “the organized procedure by which people
learn knowledge and skills of an employee for doing a particular job”.
According to Edwin.B.Flippo, “Training is the act of increasing the knowledge
and skills of an employee for doing a particular job”.
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Training involves the development of skills that are usually necessary to perform
a specific job. Its purpose is to achieve a change in the behavior of those trained and to
enable them to do their jobs better.
In fact, training is a continuous process. It does not stop anywhere. The managers
are continuously engaged in training their subordinates. They should ensure that any
training programmers should attempt to bring about positive changes in the (a)
knowledge (b) skills and (c) attitude of the workers. The purpose of training is to bring
about improvement in the performance of work. It includes the learning of such
techniques as are required for the better performance.
In other words training improves changes and mold’s the employee`s knowledge,
skills, behavior and aptitude and attitude towards the requirements of the job and the
organization. Training refers to the teaching and learning activities carries on for the
primary purpose of helping members of an organization to acquire and apply the
knowledge, skills, abilities and attitudes needed by a particular job and organization.
Thus, training bridges the differences between job requirements and employee’s
present specifications.
SCOPE OF TRAINING:
Training and development, on a continuous basis, is essential for gaining a
competitive edge. Today’s organizations need to communicate their results to the world.
Their publics include customers, employees, creditors, suppliers and the general public.
The effectiveness of business activities demands that the manager should possess diverse
skills and performance management abilities. This can be accomplished only through
training efforts.
The word ‘TRAINING’ consists of eight letters, to each of which could be
attributed some significant meanings in the following manner:
T: Talent and Tenacity
R: Reinforcement
A: Awareness
I: Interest
N: Novelties
I: Intensity
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N: Nurturing
G: Grip
The following points of warning must be given to the person who undergoes the
process of any training programmer:
1. One has no right to be complacent and stagnant about one`s own progress.
2. One need not be unethical and crooked while being on the track to achieve ones
goals.
3. One doesn’t have to disturb others, or obstruct others progress while sustaining
one`s own profitability.
4. One need not resort to deception, fake and fraudulent means to achieve success or
triumph in marketing, customer satisfaction and such other activities.
GOAL OF TRAINING:
Training has certain goal, where the main aim is to train the employees with the
best of the knowledge available so that performance is achieved to the maximum and as
well it leads to higher job satisfaction. The questions in this section are designed to help
the owner-manager define the objective or goal to be achieves by a training program.
Whether the objective is to conduct initial training, to provide for upgrading employees,
or to retrain for changing job assignments, the goal should be spelled out before
developing the plan for the training program.
TRAINING AND DEVOLPMENT:
Employee training is distinct from management development or executive
development. While the former refers to training given to employees in the areas of
operations, technical and allied areas the latter refers to developing an employee in the
areas of principles and techniques of management, administration, organization and allied
areas.
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DIFFERENCE BETWEEN TRAINING AND DEVOLPMENT:
S.NO AREA TRAINING DEVOLPMENT
1 Content Technical skills and
Knowledge
Managerial and behavioral skills
and development
2 Purpose Specific job-related Conceptual and general
Knowledge
3 Duration Short-term Long-term
4 For whom Mostly technical and non-
managerial personnel
Mostly for managerial personnel
IMPORTANCE OF TRAINING:
The importance of human resources management to a large extent depends on human
resources development and training is its most important technique. No organization can
get a candidate who exactly matches with the job and the organization requirements.
Hence, training is important to develop the employee and make him suitable to the job.
Training works towards value addition to the company through HRD.
Job and organizational requirement are not static, they are changed from time to time
in view of technological advancement and change in the awareness of the Total Quality
and Productivity Management (TQPM). The objectives of TQPM can be achieved only
through training, which develops human skills and efficiency. Trained employees would
be a valuable asset to an organization. Organizational efficiency, productivity, progress
and development to a greater extent depend on training. If the required training is not
provided, it leads to performance failure of the employees. Organizational objectives like
viability, stability and growth can also be achieved through training. Training is
important, as it constitutes a significant part of management control. Training enhances
4C`s for the organization viz.
1. Competence
2. Commitment,
3. Creativity and
4. Contribution
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BENEFITS OF TRAINING:
BENEFITS TO THE ORGANISATION:
1. Leads to improved profitability and/or more positive attitudes towards profits of
the organization
2. Improves the job knowledge and skills at all levels of the organization
3. Improves the morale of the work force
4. Helps people identify with organizational goals
5. Helps create a better corporate image.
6. Foster authenticity, openness and trust
7. Improves the relationship between boss and subordinate
8. Aids in organizational development
9. Learns from the trainee.
10. Helps prepare guidelines for work
11. Aids in understanding and carrying out organizational policies
12. Provides information for future needs in all areas of the organization.
13. Organizational gets more effective in decision making and problem solving.
14. Aids in development for promotion from within
15. Aids in developing increasing productivity and/or quality of work
16. Helps keep costs down in many areas e.g. production, personnel, administration
etc.
17. Improves labor-management relations
18. Reduces outside consulting costs by utilizing competent internal consulting
19. Eliminates sub-optimal behavior
20. Helps employees adjust to change
21. Creates an appropriate climate for growth and communication.
22. Aids in handling conflict, thereby helping to prevent stress and tension.
BENEFITS TO THE INDIVIDUAL:
1. Helps the individual in making better decisions and effective problem.
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2. Through training and development, motivational variables of recognition
achievement, growth, responsibility and advancement are internalized and
operationalized.
3. Helps a person handle stress, tension, frustration and conflict.
4. Aids to encourage and achieve self-development and self-confidence.
5. Provides information for improving leadership knowledge, communication skills
and attitudes.
6. Increases job satisfaction and recognition.
7. Moves a person towards personal goals while improving interactive skills.
8. Satisfies personal needs of the trainer
9. Provides the trainee an avenue for growth and s say in his/her own future.
10. Develops a sense of growth in learning.
11. Helps a person develops speaking and listening skills also writing skills when
exercises are required.
12. Helps eliminate fear in attempting new tasks.
NEED FOR THE TRAINING:
i. To match the employee specification with the job requirements and
organizational needs.
Management finds deviations between employee’s present specifications
and the job requirements and organizational needs. Training is needed to fill
these gaps by developing and molding the employee’s skills, knowledge,
attitude, behavior etc. to the tune of the job requirement and organizational
needs.
ii. Organizational viability and the transformation process
Organizational viability is the primary goal of every organization. This
goal is continuously influenced by environmental pressure. This goal is
continuously influenced by environmental pressure. If the organization does
not adopt itself to the changing environment it will lose its market share.
Therefore, it should train its employees to impart in specific skills and
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knowledge in order to enable them to contribute to organization efficiency and
to copy with the changing environment.
iii. Technological advances
Every organization in order to survive and to be effective should adopt the
latest technology i.e. mechanization, computerization and automation.
Adoption of latest technological means and methods will not be complete
until they are manned by employees to enrich them in the areas of changing
technical skills and knowledge from time to time.
TRAINING OBJECTIVES
Generally line managers ask the personnel manager to formulate the training policies.
The personnel manager formulates the following training objectives in keeping the
company`s goals and objectives
1. To prepare the employee, both new and old to meet the present as well as the
changing requirements of the job and the organization.
2. To prevent obsolesces
3. To impart the new entrants the basic knowledge and skills they need for an
intelligent performance of a definite job.
4. To prepare employees for higher level tasks.
5. To assist employs to function more effectively in their present positions by
exposing them to the latest concepts, information and techniques and developing
the skills they need in their particular fields.
6. To build up a second line of competent officers and prepare them to occupy more
responsible positions.
7. To broaden the minds of seniors managers by providing them with opportunities
for an interchange of experiences within and outside with a view to correcting the
narrowness of outlook that may arise from over specification.
8. To develop the potentialities of people for the next level job.
9. To ensure economic output to required quality.
10. To ensure smooth and efficient working of a department.
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11. To promote individual and collective morale, a sense of responsibility,
cooperative attitudes and good relationships
ASSESSMENT OF TRAINING NEEDS:
Training needs are identified on the basis of organizational analysis, job analysis and
manpower analysis. Training program, training methods and course content are to be
planned on the bais of training needs. Training needs are those aspects necessary to
perform the job in an organization in which employee is lacking attitude/aptitude,
knowledge and skill.
Training needs=job and organizational requirements-employees specifications.
ASSESSMENT METHODS
The following methods are used to assess training needs
Requirement/weakness
Departmental requirements/weakness
Job specifications and employee specification
Identifying specific problem
Management’s requests
Observation
Interviews
Group conferences
Questionnaire surveys
Test or examination
Check list
Performance appraisal
PRINCIPLES OF TRAINING:
Provides training is complex process. However, certain principles of training are listed
below:
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Motivation
As the effectiveness of an employee depends up on how well he is
motivates by th management. The effectiveness of learning also depends up on
motivation.
Progress information
There is a relation between leaning rapidly and effectively and providing
right information. The trainee also wants to learn new skills without much
difficulty and without handling too much information. Therefore the trainer has to
provide the required amount handling too much information. Therefore the trainer
has to provide only the required amount of progressive information specifically
for the trainee.
Reinforcement
The effectiveness of the trainee in learning new skills or acquiring new
knowledge is reinforced by means of rewards and punishments. Positive
reinforcements includes promotions, hike in pay, etc. punishments are also called
negative reinforcements as these have along run ill effect on the trainer as well as
on the management.
Practice
A trainee should actively participate in the training program in order to
learning program an effective on. Continuous and long practice is highly essential
for effective learning.
Individual differences
Individual vary in intelligence and aptitude from person to person.
Therefore, the trainer has to adjust the training program to the individual abilities
and aptitudes. In addition individual training machine adjustments of differences
should be provided..
TRAINING METHODS
On the job training
Off the job training
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ON THE JOB TRAINING
The development of a manager’s abilities can take place on the job. The four
techniques for on-the job development are:
Coaching
Mentoring
Job Rotation
Job Instruction Technique (JIT)
COACHING
Coaching is one of the training methods, which is considered as a corrective
method for inadequate performance.
Coaching is the best training plan
It is one-to-one interaction
It can be done on phone, meetings, through mails, chat etc.
MENTORING
Mentoring is an on-going relationship that is developed between a senior and
junior employee.
Mentoring provides guidance and clear understanding of how the organization
goes to achieve its vision and mission to the junior employee.
JOB ROTATION
This approach allows the manger to operate in diverse roles and understand the
different issues that crop up.
It is the process of preparing employees at a lower level to replace someone at the
next higher level.
JOB INSTRUCTION TECHNIQUE (JIT)
Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual
and procedural), skills and attitudes development.
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OFF THE JOB TRAINING
There are many management development techniques that an employee can take in off
the job. The few popular methods are:
SENSITIVITY TRAINING
TRANSACTIONAL ANALYSIS
STRAIGHT LECTURES/ LECTURES
SENSITIVITY TRAINING
Sensitivity training is about making people understand about themselves and
others reasonably, which is done by developing in them social sensitivity and behavioural
flexibility.
TRANSACTIONAL ANALYSIS
Transactional Analysis provides trainees with a realistic and useful method for
Analysing and understanding the behaviour of others.
In every social interaction, there is a motivation provided by one person and a
reaction to that motivation given by another person. This motivation-reaction
relationship between two persons is a transaction.
STRAIGHT LECTURES/ LECTURES
Lecture is given to enhance the knowledge of listener or to give him the
theoretical aspect of a topic.
Training is basically incomplete without lecture.
ADVANTAGES OF TRAINING
Optimum Utilization of Human Resources – Training and Development helps
in optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.
Development of Human Resources – Training and Development helps to
provide an opportunity and broad structure for the development of human
resources’ technical and behavioral skills in an organization. It also helps the
employees in attaining personal growth.
Development of skills of employees – Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps to
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expand the horizons of human intellect and an overall personality of the
employees.
Productivity – Training and Development helps in increasing the productivity of
the employees that helps the organization further to achieve its long-term goal.
Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the
zeal to learn within the employees.
Organization Culture – Training and Development helps to develop and
improve the organizational health culture and effectiveness. It helps in creating
the learning culture within the organization.
Organization Climate – Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.
Quality – Training and Development helps in improving upon the quality of work
and work-life.
Healthy work-environment – Training and Development helps in creating the
healthy working environment. It helps to build good employee, relationship so
that individual goals aligns with organizational goal.
Health and Safety – Training and Development helps in improving the health
and safety of the organization thus preventing obsolescence.
Morale – Training and Development helps in improving the morale of the work
force.
Image – Training and Development helps in creating a better corporate image.
Profitability – Training and Development leads to improved profitability and
more positive attitudes towards profit orientation.
OBJECTIVE OF THE STUDY
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The broad objective of the study of training policies in the company is to study the impact
of training on the overall skill development of workers. The specific objectives of the
study are:
1. To examine the effectiveness of training in overall development of skills of
workforce.
2. To examine the impact of training on the workers.
3. To study the changes in behavioral pattern due to training.
4. To measure the differential change in output due to training
5. To compare the cost effectiveness in implanting training programs.
NEED FOR THE STUDY
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For the organizational viability & transformation process the organization has to
train its employees to impart specific skills & knowledge in order to contribute to
organizational efficiency & to cope with the changing environment.
i. For the organizational complexity which occurs because of the increased
mechanization & automation manufacturing the products & by-products or
dealing in services of diversified lines extension of operations to various regions
& overseas countries. This creates a complex problem & this situation calls for
training in the skills of coordination, integration, & adaptability to the
requirement of growth, diversification & expansion.
ii. Training is necessary when existing employees are promoted to higher level in the
organization or when there is some new job due to transfer. It is also necessary to
equip the old employees with the new techniques or technology & advanced
disciplines.
iii. It is necessary for maintaining human relation besides maintaining sound
industrial relations & also to deal with the human problems.
SCOPE OF THE STUDY
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The scope of the study covers in depth, the various training practices, modules, formats
being followed and is limited to the company and its employees. The different training
programs incorporated/facilitated in company through its faculties, outside agencies or
professional groups. It also judges the enhancement of the knowledge & skills of
employees and feedback on its effectiveness.
RESEARCH METHODOLOGY
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The basic principle in the research has been adopted in the overall methodology.
The following methodology has been used for meeting the requirements,
Defining objectives
Developing the information sources
Collection o information
Analysis of information
Suggestion
The methodology followed for collection, analysis under interpretation of data
in explained below.
1. RESEARCH DESIGNS
There are generally three categories of research based on the type of information
required, they are
1. Exploratory research
2. Descriptive research
3. Casual research
The research category used in this project in descriptive research, which is
focused on the accurate description of the variable in the problem model. Consumer
profile studies, market potential studies, product usage studies, Attitude surveys, sales
analysis, media research and prove survey s are the, Examples of this research. Any
source of information can be used in this study although most studies of this nature rely
heavily on secondary data sources and survey research.
2. Data collection method
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Primary data:
It is collected through the questionnaire, a formalized instrument of asking
information directly from respondent demographic characteristics, attitude, belief and
feelings through personal contracts. Structured and on disguised from of questionnaire is
used and consists of multiple choice questions.
Secondary data:
Internal secondary data about the IMBYOU included formal data, which is
generated within the organization itself, were obtained through concerned head in the
organization
External secondary data generated by source the organization was used such as
public available data provided by the reports of the companies. All this information is of
great importance and conceptualizes and illuminates the core of the study.
3. SAMPLE DESIGN
a) Sampling unit: the study is directed towards the executive of managerial
level.
b) Sample size: sample size of 100 is taken in this study
4) DATA ANALYSES
Simple analysis method is followed for analyzing the data pertaining to different
dimensions of employees. Simple statistical data like percentage are used in the
interpretation of data pertaining to the study. The results are illustrated by means of bar
charts.
LIMITATION OF THE STUDY
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Due to constraint of time and resources, the study was conducted
in the regional sector as IMBYOU and the results of the study cannot be
generated.
The accuracy of the analysis and conclusion drawn entirely
depends upon the reliability of the information provided by the employees.
Sincere efforts were made to cover maximum departments of the
employees, but the study may not fully reflect the entire opinion of the
employees.
In the fast moving/changing employees behavior, name new and
better things may emerge in the near future, which cannot be safeguard in
this report.
Statistical tools used Percentage method:
Percentage method is used in making comparison between two or more series of data.
This is used to describe relationship.
Percentage of respondents = No of respondents x 100
Total respondents
The method of study followed in this project (in brief):
Sample size : 100
Data collection method : Primary and Secondary.
Duration of study : 45 days.
Analysis : Through percentage method.
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CHAPTER-II
COMPANY & INDUSTRY PROFILE
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Dairy
A dairy is a facility for the extraction and processing of animal milk—mostly from cows
or goats, but also from buffalo, sheep, horses or camels —for human consumption.
Typically it is a farm (dairy farm) or section of a farm that is concerned with the
production of milk, butter and cheese.
Terminology differs slightly between countries. In particular, in the U.S. a dairy can also
be a facility that processes, distributes and sells dairy products, or a room, building or
establishment where milk is kept and butter or cheese is made. In New Zealand English a
dairy means a corner convenience store, or Superette—and dairy factory is the term for
what is elsewhere called a dairy.
As an attributive, the word dairy refers to milk-based products, derivatives and processes,
and the animals and workers involved in their production: for example dairy cattle, dairy
goat. A dairy farm produces milk and a dairy factory processes it into a variety of dairy
products. These establishments constitute the dairy industry, a component of the food
industry.
INTRODUCTION
Milk is the country's biggest agricultural produce, contributing 22 per cent to agricultural
GDP. The size of Indian dairy industry in both organized and unorganized sectors is
expected to double to $ 140 billion by 2020, on the back of growing demand and rising
disposable income. The milk production alone is expected to cross 200 million tonnes by
2016 from the current 125 million tonnes.
The industry, which had been a national heritage, is now re-emerging and catching the
eye of investors due to its growth potential. Growth in financials of existing domestic
players, diversification into dairy sector by other companies, surge in private equity
deals, entry of foreign firms in the segment are some of the broad indications that India's
organized dairy industry will remain on growth path at least till 2020.
GOVT. SCHEMES/PROGRAMMES:
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Government of India is making efforts for strengthening the dairy sector through various
development schemes like Intensive Dairy Development Programme, Strengthening
Infrastructure for Quality & Clean Milk Production, Assistance to Cooperatives and
Dairy Entrepreneurship Development Scheme. In order to meet the rapidly growing
demand for milk with a focus to improve milch animal productivity and increase milk
production, the Government has approved National Dairy Plan Phase-I (NDP-I) in
February, 2012 with a total investment of about Rs.2242 crore to be implemented from
2011-12 to 2016-17. NDP-I will help to meet the projected national demand of 150
million tonnes of milk by 2016-17 from domestic production through productivity
enhancement, strengthening and expanding village level infrastructure for milk
procurement and provide producers with greater access to markets.
The main objective of 4th DairyTech India 2014, (22-24 August 2014) series India`s
Largest exhibition on Dairy products, Processing & Packaging Machineries and Allied
Industries concurrent with 6th AgriTech India 2014, 6th India Foodex 2014, 5th
GrainTech India 2014 and 3rdInternational Poultry & Livestock Expo 2014 is to bring
altogether to the global leaders of Dairy industry in one single roof to create a ideal
platform for the people of the industries to exchange the information, knowledge views,
plans, to understand the market facts enabling to make the present and future scenario. It
will be a great opportunity for stake holders of every segment of Dairy Industry who
want to expand and/or diversify their business activities.
HIGHLIGHTS OF PREVIOUS EVENT:-
DairyTech India 2013 - The major features of DairyTech India 2013( 23-25 August 2013
at BIEC Bangalore) concurrent with 5th AgriTech India 2013, 5th India Foodex 2013,
4th GrainTech India and 2nd International Poultry and Livestock Expo 2013 were the
presence of over 350 National and International exhibitors displaying the latest products
and technologies of approximately 1500 companies from 23 countries including
Germany, France, Spain, Poland, Taiwan, Belgium, Thailand, Malaysia, Iran,
Canada,U.S.A., U.K. etc, apart from ,focus countries-The Netherlands(represented 25
companies) China, represented 17 companies. Turkey, represented 23 companies and
Italy represented 11 companies.
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History
Milk producing animals have been domesticated for thousands of years. Initially, they
were part of the subsistence farming that nomads engaged in. As the community moved
about the country, their animals accompanied them. Protecting and feeding the animals
were a big part of the symbiotic relationship between the animals and the herders.
In the more recent past, people in agricultural societies owned dairy animals that they
milked for domestic and local (village) consumption, a typical example of a cottage
industry. The animals might serve multiple purposes (for example, as a draught animal
for pulling a plough as a youngster, and at the end of its useful life as meat). In this case
the animals were normally milked by hand and the herd size was quite small, so that all
of the animals could be milked in less than an hour—about 10 per milker. These tasks
were performed by a dairymaid (dairywoman) or dairyman.
With industrialization and urbanization, the supply of milk became a commercial
industry, with specialised breeds of cattle being developed for dairy, as distinct from beef
or draught animals. Initially, more people were employed as milkers, but it soon turned to
mechanisation with machines designed to do the milking.
Historically, the milking and the processing took place close together in space and time:
on a dairy farm. People milked the animals by hand; on farms where only small numbers
are kept, hand-milking may still be practiced. Hand-milking is accomplished by grasping
the teats (often pronounced tit or tits) in the hand and expressing milk either by squeezing
the fingers progressively, from the udder end to the tip, or by squeezing the teat between
thumb and index finger, then moving the hand downward from udder towards the end of
the teat. The action of the hand or fingers is designed to close off the milk duct at the
udder (upper) end and, by the movement of the fingers, close the duct progressively to
the tip to express the trapped milk. Each half or quarter of the udder is emptied one milk-
duct capacity at a time.
The stripping action is repeated, using both hands for speed. Both methods result in the
milk that was trapped in the milk duct being squirted out the end into a bucket that is
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supported between the knees (or rests on the ground) of the milker, who usually sits on a
low stool.
Traditionally the cow, or cows, would stand in the field or paddock while being milked.
Young stock, heifers, would have to be trained to remain still to be milked. In many
countries, the cows were tethered to a post and milked. The problem with this method is
that it relies on quiet, tractable beasts, because the hind end of the cow is not restrained.
In 1937, it was found that bovine somatotropin (bST or bovine growth hormone) would
increase the yield of milk. Monsanto Company developed a synthetic (recombinant)
version of this hormone (rBST). In February 1994, rBST was approved by the Food and
Drug Administration (FDA) for use in the U.S. It has become common in the U.S., but
not elsewhere, to inject it into milch kine (dairy cows) to increase their production by up
to 15%.
However, there are claims that this practice can have negative consequences for the
animals themselves. A European Union scientific commission was asked to report on the
incidence of mastitis and other disorders in dairy cows, and on other aspects of the
welfare of dairy cows. The commission's statement, subsequently adopted by the
European Union, stated that the use of rBST substantially increased health problems with
cows, including foot problems, mastitis and injection site reactions, impinged on the
welfare of the animals and caused reproductive disorders. The report concluded that on
the basis of the health and welfare of the animals, rBST should not be used. Health
Canada prohibited the sale of rBST in 1999; the recommendations of external committees
were that, despite not finding a significant health risk to humans, the drug presented a
threat to animal health and, for this reason, could not be sold in Canada.
Structure of the industry
While most countries produce their own milk products, the structure of the dairy industry
varies in different parts of the world. In major milk-producing countries most milk is
distributed through wholesale markets. In Ireland and Australia, for example, farmers' co-
operatives own many of the large-scale processors, while in the United States many
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farmers and processors do business through individual contracts. In the United States, the
country's 196 farmers' cooperatives sold 86% of milk in the U.S. in 2002, with five
cooperatives accounting for half that. This was down from 2,300 cooperatives in the
1940s. In developing countries, the past practice of farmers marketing milk in their own
neighborhoods are changing rapidly. Notable developments include considerable foreign
investment in the dairy industry and a growing role for dairy cooperatives. Output of milk
is growing rapidly in such countries and presents a major source of income growth for
many farmers.
As in many other branches of the food industry, dairy processing in the major dairy
producing countries has become increasingly concentrated, with fewer but larger and
more efficient plants operated by fewer workers. This is notably the case in the United
States, Europe, Australia and New Zealand. In 2009, charges of anti-trust violations have
been made against major dairy industry players in the United States.
Government intervention in milk markets was common in the 20th century. A limited
anti-trust exemption was created for U.S. dairy cooperatives by the Capper-Volstead Act
of 1922. In the 1930s, some U.S. states adopted price controls, and Federal Milk
Marketing Orders started under the Agricultural Marketing Agreement Act of 1937 and
continue in the 2000s. The Federal Milk Price Support Program began in 1949. The
Northeast Dairy Compact regulated wholesale milk prices in New England from 1997 to
2001.
Plants producing liquid milk and products with short shelf life, such as yogurts, creams
and soft cheeses, tend to be located on the outskirts of urban centres close to consumer
markets. Plants manufacturing items with longer shelf life, such as butter, milk powders,
cheese and whey powders, tend to be situated in rural areas closer to the milk supply.
Most large processing plants tend to specialise in a limited range of products.
Exceptionally, however, large plants producing a wide range of products are still
common in Eastern Europe, a holdover from the former centralized, supply-driven
concept of the market.
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As processing plants grow fewer and larger, they tend to acquire bigger, more automated
and more efficient equipment. While this technological tendency keeps manufacturing
costs lower, the need for long-distance transportation often increases the environmental
impact.
Milk production is irregular, depending on cow biology. Producers must adjust the mix of
milk which is sold in liquid form vs. processed foods (such as butter and cheese)
depending on changing supply and demand.
Operation of the dairy farm
When it became necessary to milk larger numbers of cows, the cows would be brought to
a shed or barn that was set up with bails (stalls) where the cows could be confined while
they were milked. One person could milk more cows this way, as many as 20 for a skilled
worker. But having cows standing about in the yard and shed waiting to be milked is not
good for the cow, as she needs as much time in the paddock grazing as is possible. It is
usual to restrict the twice-daily milking to a maximum of an hour and a half each time. It
makes no difference whether one milks 10 or 1000 cows, the milking time should not
exceed a total of about three hours each day for any cow.
As herd sizes increased there was more need to have efficient milking machines, sheds,
milk-storage facilities (vats), bulk-milk transport and shed cleaning capabilities and the
means of getting cows from paddock to shed and back.
Farmers found that cows would abandon their grazing area and walk towards the milking
area when the time came for milking. This is not surprising as, in the flush of the milking
season, cows presumably get very uncomfortable with udders engorged with milk, and
the place of relief for them is the milking shed.
As herd numbers increased so did the problems of animal health. In New Zealand two
approaches to this problem have been used. The first was improved veterinary medicines
(and the government regulation of the medicines) that the farmer could use. The other
was the creation of veterinary clubs where groups of farmers would employ a
26
veterinarian (vet) full-time and share those services throughout the year. It was in the
vet's interest to keep the animals healthy and reduce the number of calls from farmers,
rather than to ensure that the farmer needed to call for service and pay regularly.
Most dairy farmers milk their cows with absolute regularity at a minimum of twice a day,
with some high-producing herds milking up to four times a day to lessen the weight of
large volumes of milk in the udder of the cow. This daily milking routine goes on for
about 300 to 320 days per year that the cow stays in milk. Some small herds are milked
once a day for about the last 20 days of the production cycle but this is not usual for large
herds. If a cow is left unmilked just once she is likely to reduce milk-production almost
immediately and the rest of the season may see her dried off (giving no milk) and still
consuming feed for no production. However, once-a-day milking is now being practised
more widely in New Zealand for profit and lifestyle reasons. This is effective because the
fall in milk yield is at least partially offset by labour and cost savings from milking once
per day. This compares to some intensive farm systems in the United States that milk
three or more times per day due to higher milk yields per cow and lower marginal labor
costs.
Farmers who are contracted to supply liquid milk for human consumption (as opposed to
milk for processing into butter, cheese, and so on—see milk) often have to manage their
herd so that the contracted number of cows are in milk the year round, or the required
minimum milk output is maintained. This is done by mating cows outside their natural
mating time so that the period when each cow in the herd is giving maximum production
is in rotation throughout the year.
Northern hemisphere farmers who keep cows in barns almost all the year usually manage
their herds to give continuous production of milk so that they get paid all year round. In
the southern hemisphere the cooperative dairying systems allow for two months on no
productivity because their systems are designed to take advantage of maximum grass and
milk production in the spring and because the milk processing plants pay bonuses in the
dry (winter) season to carry the farmers through the mid-winter break from milking. It
also means that cows have a rest from milk production when they are most heavily
27
pregnant. Some year-round milk farms are penalised financially for over-production at
any time in the year by being unable to sell their overproduction at current prices.
Industrial processing
Dairy plants process the raw milk they receive from farmers so as to extend its
marketable life. Two main types of processes are employed: heat treatment to ensure the
safety of milk for human consumption and to lengthen its shelf-life, and dehydrating
dairy products such as butter, hard cheese and milk powders so that they can be stored.
Cream and butter
Today, milk is separated by large machines in bulk into cream and skim milk. The cream
is processed to produce various consumer products, depending on its thickness, its
suitability for culinary uses and consumer demand, which differs from place to place and
country to country.
Some cream is dried and powdered, some is condensed (by evaporation) mixed with
varying amounts of sugar and canned. Most cream from New Zealand and Australian
factories is made into butter. This is done by churning the cream until the fat globules
coagulate and form a monolithic mass. This butter mass is washed and, sometimes, salted
to improve keeping qualities. The residual buttermilk goes on to further processing. The
butter is packaged (25 to 50 kg boxes) and chilled for storage and sale. At a later stage
these packages are broken down into home-consumption sized packs. Butter sells for
about US$3200 a tonne on the international market in 2007 (an unusual high).
Skimmed milk
The product left after the cream is removed is called skim, or skimmed, milk. Reacting
skim milk with rennet or with an acid makes casein curds from the milk solids in skim
milk, with whey as a residual. To make a consumable liquid a portion of cream is
returned to the skim milk to make low fat milk (semi-skimmed) for human consumption.
By varying the amount of cream returned, producers can make a variety of low-fat milks
28
to suit their local market. Other products, such as calcium, vitamin D, and flavouring, are
also added to appeal to consumers.
Casein
Casein is the predominant phosphoprotein found in fresh milk. It has a very wide range of
uses from being a filler for human foods, such as in ice cream, to the manufacture of
products such as fabric, adhesives, and plastics. However, in the United States these
assorted non-food uses have led to concerns over the import of substandard (non-food-
grade) powders from other countries, such as China, that are then used to artificially
bolster domestic cheese yield without the casein additive undergoing Food and Drug
Administration inspection.[citation needed]
Cheese
Cheese is another product made from milk. Whole milk is reacted to form curds that can
be compressed, processed and stored to form cheese. In countries where milk is legally
allowed to be processed without pasteurisation a wide range of cheeses can be made
using the bacteria naturally in the milk. In most other countries, the range of cheeses is
smaller and the use of artificial cheese curing is greater. Whey is also the byproduct of
this process.
Cheese has historically been an important way of "storing" milk over the year, and
carrying over its nutritional value between prosperous years and fallow ones. It is a food
product that, with bread and beer, dates back to prehistory in Middle Eastern and
European cultures, and like them is subject to innumerable variety and local specificity.
Although nowhere near as big as the market for cow's milk cheese, a considerable
amount of cheese is made commercially from other milks, especially goat and sheep (see
Roquefort cheese for a notable example).
29
Whey
In earlier times whey was considered to be a waste product and it was, mostly, fed to pigs
as a convenient means of disposal. Beginning about 1950, and mostly since about 1980,
lactose and many other products, mainly food additives, are made from both casein and
cheese whey.
Yogurt
Yoghurt (or yogurt) making is a process similar to cheese making, only the process is
arrested before the curd becomes very hard.
Milk powders
Milk is also processed by various drying processes into powders. Whole milk, skim milk,
buttermilk, and whey products are dried into a powder form and used for human and
animal consumption. The main difference between production of powders for human or
for animal consumption is in the protection of the process and the product from
contamination. Some people drink milk reconstituted from powdered milk, because milk
is about 88% water and it is much cheaper to transport the dried product. Dried skim milk
powder is worth about US$5300 a tonne (mid-2007 prices) on the international market.
Other milk products
Kumis is produced commercially in Central Asia. Although it is traditionally made from
mare's milk, modern industrial variants may use cow's milk instead.
Transport of milk
Historically, the milking and the processing took place in the same place: on a dairy farm.
Later, cream was separated from the milk by machine, on the farm, and the cream was
transported to a factory for butter making. The skim milk was fed to pigs. This allowed
for the high cost of transport (taking the smallest volume high-value product), primitive
30
trucks and the poor quality of roads. Only farms close to factories could afford to take
whole milk, which was essential for cheesemaking in industrial quantities, to them. The
development of refrigeration and better road transport, in the late 1950s, has meant that
most farmers milk their cows and only temporarily store the milk in large refrigerated
bulk tanks, whence it is later transported by truck to central processing facilities.
Temporary milk storage
Milk coming from the cow is transported to a nearby storage vessel by the airflow
leaking around the cups on the cow or by a special "air inlet" (5-10 l/min free air) in the
claw. From there it is pumped by a mechanical pump and cooled by a heat exchanger.
The milk is then stored in a large vat, or bulk tank, which is usually refrigerated until
collection for processing.
Indian DairyThe highest milk producer in the entire globe – India boasts of that status. India is
otherwise known as the ‘Oyster’ of the global dairy industry, with opportunities galore to
the entrepreneurs globally. Anyone might want to capitalize on the largest and fastest
growing milk and mil products' market. The dairy industry in India has been witnessing
rapid growth. The liberalized economy provides more opportunities for MNCs and
foreign investors to release the full potential of this industry.
The main aim of the Indian dairy industry is only to better manage the national resources
to enhance milk production and upgrade milk processing using innovative technologies.
Potential for investment in the dairy industry some areas of Indian dairy industry can be
toned up by the evocation of differentiated technologies and equipment from overseas.
These include:
1. Raw milk handling: The raw milk handling needs to be elevated in terms of
physicochemical and microbiological properties of the milk in a combined
manner. The use of clarification and bactofugation in raw milk processing can aid
better the quality of the milk products.
31
2. Milk processing: Better operational ratios are required to amend the yields and
abridge wastage, lessen fat/protein losses during processing, control production
costs, save energy and broaden shelf life. The adoption of GMP (Good
Manufacturing Practices) and HACCP (Hazard Analysis Critical Control Points)
would help produce milk products adapting to the international standards.
3. Packaging: Another area that can be improved is the range of packing machines
for the manufacture of butter, cheese and alike. Better packaging can assist in
retaining the nutritive value of products packed and thus broaden the shelf life. A
cold chain distribution system is required for proper storage and transfer of dairy
products.
4. Value-added products: There's vast scope for value-added products like desserts,
puddings, custards, sauces, mousse, stirred yoghurt, nectars and sherbets to
capture the dairy market in India.
The Indian dairy industry has aimed at better management of the national resources to
enhance milk production and upgrade milk processing involving new innovative
technologies. Multinational dairy giants can also make their foray in the Indian dairy
market in this challenging scenario and create a win-win situation for both.
India's Milk Product Mix
Fluid Milk 46.0%
Ghee 27.5%
Butter 6.5%
Curd 7.0%
Khoa (Partially Dehydrated Condensed Milk) 6.5%
Milk Powders, including IMF 3.5%
Paneer & Chhana (Cottage Cheese) 2.0%
Others, including Cream, Ice Cream 1.0%
32
Overview of the Indian Dairy Sector .The country is the largest milk producer all over the
world, around 100 million MT
Value of output amounted to Rs. 1179 billion (in 2004-05) (Approximately equals
combined output of paddy and wheat!!)
1/5thof the world bovine population
Milch animals (45% indigenous cattle, 55 % buffaloes, and 10% cross bred cows)
Immensely low productivity, around 1000 kg/year (world average 2038 kg/year)
Large no. of unproductive animals, low genetic potency, poor nutrition and lack
of services are the main factors for the low productivity
There are different regions – developed, average, below average (eastern states of
Orissa, Bihar and NE region) in the dairy industry.
33
COMAPANY PROFILE
34
Cream line DairyCream line Dairy Products Ltd., is customer centric private dairy employing modern
machinery and applying advanced technologies. It constantly endeavors to give its
customers the best products by way of continuous research and innovation.
Cream line, an ISO 22000 certified dairy, is a leading manufacturer & supplier of milk
and milk products in Southern India spanning across Andhra Pradesh, Tamil Nadu,
Karnataka and with a foothold at Nagpur in Central India. It operates its milk
procurement, milk and milk products processing and distribution through Divisions. Its
milk and dairy products are sold under the popular brand name JERSEY. Since inception,
the company has been growing consistently under the visionary leadership of promoter
directors, business acumen of operational heads and unrelenting efforts of committed
workforce. The company has achieved a turnover of 7000 millions for the financial year
2012-2013.
The Company entered into strategic partnership with M/s. Godrej Agrovet Limited, the
largest animal feed manufacturing company in the country, in the Year 2005 by offering
equity stake of to strengthen its backward integration with farmers, the primary producers
of milk, for compound feed supply. The Company is open to strategic business tie-ups at
national and international level and is looking at export opportunities to its products.
The workforce of the company is composed of a balanced mixture of technocrats, dairy
engineers, production and quality specialists besides the dedicated top-notch management
team overseeing the entire corporate functioning.
The Company has excellent infrastructure with 39 own and 9 associate milk chilling
centers, 54 BMCUs, 6 packing stations, 6 sales offices and 1 state of the art powder
35
plant/SBU at Ongole. It has a combined milk processing capacity of 6.85 lakh liters per
day. The company markets its products through a well laid distribution network
comprising of company owned parlors, exclusive franchise outlets, product push carts.
Besides, the company also sells its products through 5000 agents panning across
Southern India and Maharashtra. The company has entered the market of cultured
products like Yoghurt, Curd, Lassi and Buttermilk in 2005 and within a short span made
its mark in the dairy market.
Since its incorporation in the year 1986, the company has successfully applied many
innovative practices like 24 hour parlors with unemployed youth in 1993, mobile milk
testing labs in 1998 etc. The company is now planning to expand its operations to Central
India by setting up new Processing & Packaging Units.
Jersey has become a household name for dairy products and continues to create
consumers’ delight to perfection. Continued support and encouragement of customers
including households, prestigious defense establishments, railways, educational
institutions, IT Companies, star hotels, and hospitals in ever increasing numbers stand
testimony to our superior quality products.
The Company entered into strategic partnership with M/s. Godrej Agrovet Limited, the
largest animal feed manufacturing company in the country, in the Year 2005 by offering
equity stake of to strengthen its backward integration with farmers, the primary producers
of milk, for compound feed supply. The Company is open to strategic business tie-ups at
national and international level and is looking at export opportunities to its products.
Jersey has become a household name for dairy products and continues to create
consumers’ delight to perfection. Continued support and encouragement of customers
including households, prestigious defense establishments, railways, educational
institutions, IT Companies, star hotels, and hospitals in ever increasing numbers stand
testimony to our superior quality products.
36
Vision
“To emerge as a Leader in Dairy Foods with Global Presence through Business
Excellence and ensuring Customer Delight”
Mission
“To grow continuously, offering value added Dairy Products and gain customers’
confidence through Innovative Practices”
Values
“We act with a sense of pride adopting ethical practices and compassionate approach”
CDPL has the advantage of being run by industry professionals since incorporation in
the year 1986. It is first generation entrepreneurial company conceived by the present
Managing Director Mr. K. Bhasker Reddy, Director - Finance Mr. M. Gangadhar,
Director - Technical Mr. D. Chandrasekhar Reddy, Executive Director Mr. C. Balraj
Goud and Mr. Srinath Shettkar. The members have substantial experience in their
respective fields such as Dairy Technology, Finance, Marketing and HR &
Administration.
Board of Directors
K. BHASKER REDDY
Mr. K. Bhasker Reddy graduated in Dairy Technology from Osmania University in 1983
and completed his Executive MBA programme from Indian School of Business ( ISB ) –
Hyderabad in the year, 2013. Being a first generation entrepreneur and with hardly any
funds at his disposal, he toiled a lot initially in establishing first private dairy in the state
of Andhra Pradesh in 1986 along with his peers.
In the later years, he successfully lead the team in establishing Milk Chilling Centers &
Processing Centers across Southern India and steered the organization in achieving Rs.
7000 million annual sales as on March, 2013. “Round the Clock Milk Parlors” and
37
“Mobile Milk Testing Centers”, the first of their kind in the modern dairy industry in
A.P., are his brainchild.
Mr. Reddy has got an in-depth knowledge of Dairy Industry in the country and broad
trends international. He is an active member of Indian Dairy Association ( IDA ) and
working with various trade bodies and chambers of commerce in different capacities.
June-July 2009, Ithaca, New York, USA.
He is conferred the Entrepreneur of the Year 2001 award by Hyderabad Management
Association. He has been Chairman of Andhra Pradesh Association of Deaf & Dumb
since 1988. Chairman of Agricultural and Agro Based Industries Committe of FAPCCI.
President, Rotary Club of Hyderabad East, Dist 3150, Hyderabad
M. GANGADHAR
M. Gangadhar, a Fellow Member of Institute of Chartered Accountants of India (ICAI),
is having more than 27 years of experience, post qualification, in the fields of Finance,
Accounting, Costing and Management, more especially in the Dairy Industry. He worked
for 5 years in Sangam Dairy as DGM (Finance) and served reputed private sector
companies for 5 years before joining CDPL. He is also representing the Private Dairies as
Member on the Committee appointed by the Government of Andhra Pradesh to study the
recommendation of the House Committee on reopening Chittoor Dairy and Ongole Dairy
and to suggest measures for its implementation
D. CHANDRA SHEKHER REDDY
D. Chandra Shekher Reddy is a graduate in Dairy Technology from Osmania University.
He worked as Technical Officer in “Sabarkantha District Milk Producers Union
Limited”, popularly known as SABAR DAIRY, part of AMUL organization for 1½
years. His vast experience in processing of various milk products and expertise in
technical, plant maintenance and operations are put to effective use to strengthen the
38
technical aspects of the company. He attended Anuga Foodtec at Cologne, Germany –
Worlds most important trade fair for food and drink technology
Food Safety Policy
We at CDPL are committed to provide safe and nutritious Milk & Milk products to our
customers that comply with all the legal and regulatory requirements, by adopting good
manufacturing practices and good hygiene practices. We are committed for continual
improvement of our food safety management system, aiming at customer satisfaction &
delight and endeavor to become a global player. To this effect we communicate,
implement and maintain the requirements of the food safety throughout the food chain.
K. Bhasker Reddy
Managing Director.
Products Milk
Milk is regarded as the most nearly perfect single food stuff. Today, milk is the most
important single item of human diet, as it is beneficial at all stages of human growth
literally from cradle to grave due to its high nutritive value. Importance of milk in diet
is mainly due to its contribution of high quality protein, its exceptional richness in
Calcium and its general supply of pre-formed Vitamin A and of riboflavin and other
members of B2 complex.
Customer priority comes first to us always. Currently, we process and supply the
following range of milk.
39
TONED MILK WHOLE MILK
DOUBLE TONED MILK SLIM MILK
One 200 ml glass of milk provides a power-pack of nutrients and contains the minerals
and vitamins as below:
40
Milk Products
CURD
JERSEY curd is prepared with fresh quality milk under the influence of lactic acid
bacteria at around 40oC. The milk, inoculated with bacterial culture, is hygienically
packed in clean food grade plastic cups and sealed by an automated packing machine
prior to incubation. After curd achieved the desirable properties, it is kept at chilled
temperature until delivered to customer. JERSEY curd is a fresh, safe, hygienic and tasty
product which has all nutritious goodness of milk.
JERSEY CURD is available in quantities of 100 g, 200 g, and 500 g with a shelf life of 7
days at chilled storage conditions
41
BUTTER MILK
Buttermilk is an inseparable part of traditional South Indian
meal since ages. It is made from fresh pasteurized standardized
milk curd that contains lactic acid bacteria, diluted along with
required amount of spices extracts and salt for added taste.
Jeera powder added for our Jeera flavored Butter Milk.
JERSEY BUTTER MILK is available in two flavors. Regular
flavor is available in 200 ml sachet and Jeera flavor is available
in 200 ml plastic container. The products have a shelf life of 5
days.
LASSI
Sweetened Lassi is also the most popular cultured milk
beverage. It is prepared using fresh pasteurized standardized
milk curd. Sugar is added and homogenized to give excellent
mouth feel. Lassi contains appreciable amounts of milk
proteins and phospholipids.
FLAVORED MILK
Flavored milk is made from sterilized double toned milk which
consists of 1.5% fat and 9.0% SNF. It is available in different
flavors such as badam, strawberry, banana and chocolate. The
sugar is also added to enhance the taste.JERSEY flavored milk
is available in glass bottles of 200 ml and has a shelf life of 6
months.
42
GHEE
Ghee is very popular milk product and is widely consumed with
regular meals. It has unique pleasant flavor and grainy texture. Ghee
is pure clarified butter fat with negligible moisture content. Ghee has
high nutritive value with fat-soluble vitamins (A, D, E & K). It is
widely used for shallow and deep-frying of food. Countless Indian
sweetmeats based with cereals, milk solids, fruits and vegetables are
cooked in ghee.
JERSEY GHEE is available in 200 g, 500 g, and 1 L packs and has a
shelf life of 3 months. Bulk quantity also available in 15kg tins.
Our Ghee also has AGMARK certification.
COOKING BUTTER
Cooking Butter is the butter obtained from cream without any
additives like salt, colouring or flavoring agents. It is concentrated
form of milk fat. It contains more than 82% milk fat, 1.5% curd and
16% moisture. It is very high in fat which contains fat-soluble
vitamins A, D, E and K.
JERSEY COOKING BUTTER is available in 200 g, 500 g and 1 Kg
poly packs. It has a shelf life of one month at deep freeze storage
temperatures.
Butter also available in bulk packs in 20 Kg carton form.
43
PANEER
Paneer is a healthy, protein-rich food. It is a pure coagulated milk product
made from fresh milk of 6% fat and 9% SNF. Paneer is formed when
milk is precipitated by adding sour milk, lactic acid or citric acid. It is the
most common form of Indian cheese and is a high protein food. So,
paneer is often substituted for meat in Indian vegetarian cuisine.
paneer is packed and sold in 200 g, 500 g and 1 Kg poly packs. It has a
shelf life of 1 month.
DOODHPEDA
Doodh peda is a desiccated sweetened product made from
fresh milk and contains 45% milk solids and 35% sugar. It
is slightly brownish white in colour and has coarse grainy
structure. The product is hygienically packed. Doodh peda
is a nutritious product with delicious taste and having a
shelf life of 7 days.
BASUNDHI
Basundi is a popular milk delicacy served on special occasions. It is prepared from fresh
milk with 6% Fat and 9% SNF. Milk is precipitated with a gentle heating continuously
scooping out the skim and adding sugar. JERSEY Basundi is packed in attractive food
grade plastic containers and has a shelf life of 7 days
Ice Creams
There are certain things in life that are sheer delight to the soul and add meaning to our
existence. These go beyond the limits of age and are cherished and adored by everybody.
Ice creams certainly are among those finer things in life.
Ice cream is a power pack of nutrients. It is the most palatable source of milk proteins and
a rich source of calcium, phosphorous and other minerals vital in building strong bones
44
and teeth. Ice cream is also an excellent source of food energy. Having twice or three
times the fat content of milk, and more than half its total solids being sugar (sucrose and
lactose) the energy value of ice cream is very high. That makes ice cream a very desirable
food for growing children and persons who need to put on weight.
Jersey brand of exotic ice creams are made of fresh milk based fats and are brought to
you by Creamline Dairy. A preferred choice of every connoisseur of fine taste, what
really makes the difference is the processes that are adopted at Creamline to make our
products endearing to everybody. Utmost care is taken to ensure the highest level of
hygiene and superlative efforts are made to create the flavors which make you to coming
back to Jersey again and again.
Now that is the reason why we caution you eating Jersey Ice Cream can be addictive. Just
try once and see for yourself.
There are certain things in life that are sheer delight to the soul and add meaning
to our existence. These go beyond the limits of age and are cherished and adored
by everybody. Ice creams certainly are among those finer things in life.
Ice cream is a power pack of nutrients. It is the most palatable source of milk
proteins and a rich source of calcium, phosphorous and other minerals vital in
building strong bones and teeth. Ice cream is also an excellent source of food
energy. Having twice or three times the fat content of milk, and more than half
its total solids being sugar (sucrose and lactose) the energy value of ice cream is
very high. That makes ice cream a very desirable food for growing children and
persons who need to put on weight.
Jersey brand of exotic ice creams are made of fresh milk based fats and are
brought to you by Creamline Dairy. A preferred choice of every connoisseur of
fine taste, what really makes the difference is the processes that are adopted at
Creamline to make our products endearing to everybody. Utmost care is taken to
ensure the highest level of hygiene and superlative efforts are made to create the
45
flavors which make you to coming back to Jersey again and again.
Now that is the reason why we caution you eating Jersey Ice Cream can be
addictive. Just try once and see for yourself.
Kaju-Kissmiss Butter Scotch
Cone Cassatta
46
47
CHAPTER-III
REVIEW OF LITERATURE
Introduction to HRM
Every organization irrespective of its nature and size has four resources namely
men, material, and machinery. Of these men I. e., people are the most vital resources and
they only make all the differences in an organization. In this connection L.F. Urwick says
48
that “Business houses are made?broken in the long –run note by the markets or capital,
patents, or equipments, but by men”. Peter F. ducker says that, “man, of all the resources
available to name can grow and develop”. This gives geneses to the concept of HRM, the
sub –system. HR is the central sub-system of an organization. As the central sub- system,
it controls the functions of each sub –system and the whole organization.
Concept
Human resource management is concerned with the human beings in an
organization. It reflects a now philosophy, a new outlook, approche and strategy, which
views an organization’s manpower as its resources and assets.
Human resource management is a managerial function which facilitates the
effective utilization of people (manpower) in achieving the organizational and individual
goals.
Simply, HRM is a management function that helps the managers to recruit,
select, train and develop the organizational members for the purpose of achieving the
stated organizational goals.
In the present scenario, HRM is used as a synonym to personnel management
and the personnel department is called as hr department.
HRM includes the following activities under its purview .
Human resource planning
Recruitment, selection, and placement
Orientation, training and development
49
Job analysis and design
Role analysis and role development
Career planning and communication
Performance appraisal
Human relation
Safety and health
Wage and salary administration
Compensation and reward
Grievance redressal
Quality of work life and employee welfare
Organizational change and development
Industrial relation
Objectives of HRM
The objectives of HRM are taken from the basic objectives of the organization. For
achieving the organizational goals, it is necessary to employ right people for a right job.
The primary objectives of HRM are to provide right, competent and willing workforce to
50
an organization. For attaining its primary objective HRM frames the following
objectives.
1) To guide the organization in attaining its goals by providing well-trained
and competent personnel.
2) To effectively utilize the available human resources according to the
requirements i.e., to employ the knowledge and skills of the employees in
attaining organizational goal.
3) To develop and maintain motivating. Productive and self- respecting
working relationship among all the organizational members.
4) To develop the individuals up to a maximum extent by providing thim the
necessary training and advancement.
5) To develop and maintain high moral and cordial relations within the
organization.
6) To help to develop and maintain ethical policies and behavior inside and
outside the organization.
7) To manage the change for the advantage of individuals. Groups, the
organization and the society.
To recognize and satisfy the individual needs and group goals by providing monetary
and no
Need for training
Need for training arises to
1) Improve performance
51
2) Improve productivity
3) Improve quality of product/service
4) Improve organizational climate
5) Improve health and safety
6) Reduce resistance to change
IMPORTANCE OF TRAINING:
The importance of human resources management to a large extent depends on
human resources development. H.R.D. is nothing but training of employees and training
as its most important technique. No organization can get a candidate who exactly suits
with the job and the originations requirements. Hence, training becomes necessary is
important to develop the employee and make him suitable the job. Training works
towards value additions to the company through HRD.
Job and organizational requirements are not static rather they are changed
dynamic. From time to time in view of the technological advancement and charge in the
awareness of the total quality and productivity management (TQPM). The objectives of
the TQPM can be achieved only through training, which helps to develop human skills
and efficiency. Training employees would be a valuable asset to an organization.
Organizational efficiency, productivity, progress and development to a greater
extent depend up on training. If the required training is a not provided. It leads to
performance, failure of the employees. Organizational objectives like viability, stability
and growth can also be achieved by providing through training. Training is important, as
it constitutes a significant part of management control.
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The training, enhances four ‘C’s for the organization viz.
Competence
Commitment
Creativity
Contribution
BENEFITS OF TRAINING:
How training Benefits the Organization: -
Leads to improved profitability and or more positive attitudes towards profits,
organization.
Improves the job knowledge and skill at all levels of the organization.
Improves the morale of the workforce.
Helps people identify with organizational goals.
Fosters authority, openness and trust.
Improves the relation ship between boss and subordinates.
Aids in organizational development.
Learns from the trainee.
Helps prepare guidelines for the weak aids in understanding and carrying out
organizational policies.
Provides information for future needs in all areas of the organization.
Organization gets more affective in decision-making and problem solving.
Aids on developing leadership skills motivating loyalty, better attitudes and other
aspects that successful workers and managers usually display.
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Helps keep costs down in many areas, e.g. production, personnel, administration
etc.,
Develops a sense of responsibility to the organization for being competent and
knowledgeable.
Improves labour management relations.
Reduces outside consulting costs by utilizing competent internal consulting.
Stimulates preventive management as opposed to putting out fires.
Eliminates sub-optional behaviour (such as hiding tools).
Creates and appropriate climate for growth and communication.
Helps employees adjust o change.
Aids in handling conflict, thereby helping to prevent stress and tension.
Benefits to the individual, which to turn ultimately should benefit the organization:
Helps the individual in making better decisions and effective problem solving.
Though training and development, motivation variables of recognition
achievement, growth, responsibility and advancement are international and
operationalised.
Aids in encouraging and achieving self-development and self-confidence.
Helps a person handle stress, tension, frustration and conflict.
Provides information for improving leadership knowledge, communication skills
and attitudes.
Increase job satisfaction and recognition.
Moves a person towards personal goals, while improving interactive skills.
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Satisfies personal needs of the trainee (and trainee)
Provided and the trainee an avenue for growth and say in his/her own future.
Develops a sense of growth in learning.
Helps a person develops speaking and listening skills also writing skills when
exercised required.
Helps eliminate fear in attempting new skills.
Benefits in personnel and human relations, Intra and Inter-Group Relations and policy implementation::
Improves communication between groups and individuals.
Aids in orientation for new employees and those taking new jobs through.
Transfer for promotion.
Provides information on equal opportunity and affirmative action.
Provides information on other governmental laws and administrative policies.
Improves inter-personal skills.
Makes organizations policies, rules, and regulations viable.
Improves morale.
Builds cohesiveness in groups.
Provides a good climate for learning, growth and co-ordination.
Makes the organization a better place to work and live.
Need for Training:
The need for training arises due to the following reasons:
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To march the Employee specifications with the job requirements and
organizational needs. Management finds deviations between employee present
specifications and the job requirements and organizational needs. Training is needed to
fill these gaps by developing and making the employee’s skills knowledge, attitude,
behaviour etc., to the turn of the job requirement and organization.
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Organizational variability and the transformation process:
The primary goal of the organization is that their viability is continuously
influenced by environments pressure. If the organization does not adapt itself to the
changing.
Technological Advances:
Every organization in order to survive ad to be effective should adopt the latest
technology, i.e. mechanization, computerization and automation. Adoption of latest
technological means and methods will not be complete o enrich tem in the areas of
changing technical skills and knowledge from time to time.
Organizational Complexity
With the emergence of increased mechanism and automation manufacturing of
multiple products and by-products or dealing in services of diversified lines, extension of
operations, to various regions of the country or in overseas countries, organizations of
most of he companies has become complex. They create he complex problems of
co-ordination and integration of activities adaptable to the expanding and diversifying
situations. This situation calls for training in the skills of co-ordination, integration and
adaptability to the requirements of growth, diversification and expansion.
Human Relations:
Trends in approach towards personnel managers has changed form the commodity
approach to partnership, crossing the human relations approach. So today management
of most of the organization has to maintain human relations besides maintaining sound
industrial relations although hitherto the managers are not accustomed to deal with the
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workers accordingly. So training in human relations is necessary to deal with the human
problems including alienation interpersonal and inter group conflicts etc.
Changes in Job assignment:
Training is also necessary when the existing employee is promoted to the higher
level in the organization and when there is some new job or occupation due to transfer.
Training is also necessary to equip old employees with the advanced disciplines,
techniques or technology.
The need for the training also arises to:
Increase Productivity
Improve quality of the product/Service
Help a company to fulfill its future personnel needs.
Improve organizational climate.
Prevent obsolescence
Effect personal growth
Minimize the resistance to change and
To act as mentor
Training objectives:
The personnel manager formulates the following objectives in keeping with the
company’s goals and objectives.
To prepare employee both old and new to meet the present as well as the
changing requirements of the job and the organization.
a) To prevent obsolescence.
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b) To impart new entrants the basic knowledge and skill they neeed got an
intelligent performance of definite job.
c) To prepare employees for higher level tasks.
d) To assist employees to function mote effectively inherit present positions
by exposing them to the latest concepts, information and techniques and
developing the skills they will need in theist particulate fields.
e) To build up a second line of competent officers and prepare them to
occupy more responsible positions.
f) To develop the potentialities of people for the next level job.
g) To ensure smooth and efficient working of department.
h) To ensure economical output of required quality.
i) To promote individual and collective morale, a sense of responsibility co-
operative attitude and good relationships.
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ASSESSMENT OF TRAINING NEEDS
Training needs are identified on the basis of organizational analysis, job, analysis
and man analysis. Training program, training methods and course content are to be
planned on the basis of training needs. Training needs are those aspects necessary to
perform the job in an organization in which employee is lacking attitude/aptitude,
knowledge and skills.
Training needs = job and organizational requirement- employee
specification.
a) Training needs can identify through identifying.
Organizational needs based on
1) Organizational strength and weakness in different areas.
2) Back drop of organizational objectives and strategies.
b) Works needs based on
1) Jobs to be performed after training.
2) Information about details of working of different jobs.
3) Setting standards of performance of various jobs.
4) Examining of existing methodologies of doing the job to meet the
set standards.
c) Human resource analysis based on
1) Individual employee, his abilities, his skills, his knowledge and attitude.
2) Inputs required for job performance.
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3) Individual growth and development in terms of career planning.
ASSESEMENT METHODS:
The following are some of the methods use to assess the training needs.
Organizational requirements/weaknesses.
Departmental requirements/weaknesses.
Job specifications and employee specifications.
Identifying specific problems.
Anticipating future problems.
Managements requests observations
Interview
Group conferences
Questionnaire surveys
Test or examinations
Performance appraisal.
Principles of training:
A number of principles have been evolved over the years, which can
be followed as guidelines by the trainees. These are essential in order to promote efficient
learning, long –term retention, application of skill s and knowledge learned in training to
the actual job situation. Some of them are,
a) Motivation
b) Progress information
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c) Reinforcement
d) Practice
e) Full vs. part
f) Individual difference
Areas of training
Organization provides training to their employees in the following areas.
a) company policies and procedure
b) specific skills
c) human relations
d) Problem solving
e) Managerial and supervisory skills
f) Apprentice training
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Training methods:
On-the-job methods off-the-job methods
1) Job rotation vestibule training
2) Coaching role playing
3) Job instruction lecture methods
4) Step by step training conferences or discussions
5) Committee assignments programmed instruction
ON-THE JOB TRIANING METHOD
This type of training, also know as objective instruction, training, is the most
commonly used method. Under this method, the individual is placed on a regular job and
taught the skills necessary to perform the job. The trainee learns under the supervision
and guidance of a qualified worker instructor. On-the-job training has advantage of
giving first hand knowledge and experience under actual working conditions. While the
trainee learns how to perform the job, he is also a regulars worker rendering the serve for
which his paid. The problem of transfer of the trainee is also minimized as the person
learns on the job. The emphasis is placed on rendering the services in the effective
manner rather than learning. How to perform the job on-the-job training method include
job rotation, coaching, job instruction or stop by step training g and committee
assignments.
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a) Job rotation : this trainee involves the movement of trainee form one job
to another. The trainee receives job knowledge and gains experience from his
supervisor or trainer in each of the different job assignments. Though this method
of trainings common in training managers for general management position,
trainees can also be rotated from hob to ob in workshop jobs. This method gives
an opportunity to the trainee to understand the problems of employees of other
jobs and respect them.
b) Coaching : the trainee is placed under a particular supervisor functions as
a coach in training the individual. The supervisor provides the feedback to the
trainee on his performance and offers his some suggestions for improvement.
Often the trainee shares some of the duties and responsibilities of the coach and
relieves his of his burden. A limitation of this method of training is that the
trainee may not have the freedom or opportunity to ex press his own ideas.
c) Job instruction: this method is also known as step by step training. Under
this method , trainer explains the trainee the ways of doing the jobs , job
knowledge and skills allows hid to do the job . The trainee appraises the
performance of the trainee, provides feedback and corrects the trainee.
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d) Committee assignments: under the committee assignment, group of
trainees are given an asked to solve an organizational problem . The trainee
solves the problem jointly. It develops teamwork.
OFF-THE JIB METHOD:
Under the method of training, the trainee is separated from the job situation and his
attention I focused upon learning the material related to his future job performance. Since
the trainee is not distracted by job requirements, he and place his entire concentration on
learning the job rather tan speeding in performing it.
There I sin opportunity for freedom expression for the trainee, the methods are as
follows:
a) Vestibule training: in this method, actual work conditions are simulated
in a classroom. Materials, files and equipments those are used in actual job
performance are also used in training. This type of raining I commonly used for
training personnel for clears and semi skilled jobs. The duration of this training
ranges from days to a few weeks theory can be related to practice in this method.
b) Role playing: it I s defined as human interaction that involves realistic
behavior in imaginary situations. This method of training involves action, doing
and proactive. The participant play the role of certain characters, such as
production manager, mechanical engineer, maintenance engineer,
superintendents, quality control inspectors, fore men. Workers and the like. The
method I mostly used to develop interpersonal interactions and effectively ion.
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c) Lecture method: the lecture is a traditional method and direct method of
instruction. The instruction organizes the material it to a group o trainees in the
form of a talk. To be effective the lecture must motivate and create interest
among the trainee an advantage of lecture method it is direct and can bi used for
large group o trainees. Thus cost and tin=me involved are reduced. The major
limitation of the lecture method is that it does not provide for transfer of training
effectively.
d) Conference: it is a method obtaining the clerical, professional and
supervisory personnel. This method involves a group of people who pose ideas,
examine a those facts, ideas and data, test assumptions and draw concussions, all
of which contribute to the improvement of job performance.
e) Programmed instruction: in recent years this method has become
popular. The subject matter to be learnt is resents in a series of carefully planned
sequential units. These units ate arranged from simple to more complex levels of
instructions. The trainee goes though these units by answering questions or filing
the blanks. This method is expensive and consuming.
f) Evaluation of training programme : the specification of values forms a
basis of evaluation. the basis of evaluation and the mode of collection of
information necessity for evaluation should be determined at the planning stages
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the process of training evaluation has been defined as “any attempt to obtain
information on the effects of training performance and to asses the also of
training ting the light of than information”. Evaluation is crucial in ascertaining
whether or not the training program is providing to be effective and its objectives
ate being achieved. Evaluation leads controlling and coercion the training
programs. Humbling suggested five levels at which evaluation of training cal
take palaces. They are reactions, learning, job behavior, organization, ultimate
value.
g) Feedback: training evaluation information should be provided to the
trainers and instructors, trainees ads all other parties concerned for control,
corrections and improvements of trainees activities. Further the training evaluator
should follow it up to ensure implementation of the evaluation report at every
state. Feedback info maroon can be collected on the basis of questionnaire or
through interview.
Benefits of training:
Training is important as it is the most significant part of management control.
Training facilitates the management to achieve its organizational goals effectively by the
effective utilization of human resources. Training g is benefices to both employees and
the organization in the following ways.
Benefit to the organization: training is advantageous to the organization in the
following ways.
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a) improved productivity:
Training helps the employees to improve their
performance level. A well trained employee can perform a task/activity at a faster rate
and accurately by using better methods of work. This improvement in manpower
performance helps the organization to achieve high and improved productivity.
b) Improved quality of work:
In training programmed, employees ate taught standardized and
better methods of performing activities. Well trained employees ate less likely to
make functional mistakes. This proficiency of employees facilitates the organization
to improve the quality of work.
Cost and wage reduction:
Trained employees perform less functional /operational mistakes
and make more economical use of materials and machinery. This reduces wastages
and results in increased productivity with high quality and reduction in cost per
unity. Training even reduces the maintenance cost due to fewer machine breakdowns
and better handling of equipments.
c) Reduced supervision:
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A well trained employee tends to be self-supportive, highly motivated and
requires less assistance and control. This reduces the supervisor’s burden and in turn
increases the span of supervision.
d) Reduced accidents:
Training reduces the frequency of accidents because a well trained
employee adopts the right and safety work methods. Even the health and safety of
employees can be improved.
e) Employee growth and high morale;
Training enhances the knowledge and skills of employees guiding them to
grow faster in their career. This facilitates the organization to achieve its goals
effectively. Proper training develops positive attitude among employees and this
improves the morale and job satisfaction. Training even reduces the grievances as a
well trained employee I given the opportunity of promotion and job security.
h) improved organizational climate:
A sound programmed improves the organizational climate including,
harmonious industrial relations, improved discipline, decentralized authority,
participative management, reduced resistance to change and organizational stability.
Thus, it can be concluded that training is an investment in people and a
systematic training is a sound business investment.
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HRIS:
Human resource information system is systematic procedure for collecting, storing,
maintain, and retrieving data need by an organization about its human recourse and
various activities that ate relevant for their management.
HRC:
In the present highly complex environment , HR counseling has become drive
responsibility of HR manager as counseling plays vital role in different aspects of
managing human resource like career planning and development , performance
management , stress management, and other areas which may effect employees
emotionally. The basic objective of counseling is to bring an employee back to his
normal mental position in which he was before the emotional problem emerged.
SENSITIVITY TRAINING:
Sensitivity training is a small-group interaction process in the unstructured form
which requires people to become sensitivity to others feelings in order to develop
reasonable group activity.
CIPP APPROACH:
This approach takes context, process and product for evaluation.
Context evolution : involves evaluation of training and
development needs analysis and formulation objective in the light of needs.
Input evaluation : involves evaluation of determining policies,
budget, schedules, and procedures for organization programmed.
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Process evaluation : involves of preparation of reaction sheets,
rating scales and analysis of relevant records.
Product evaluation : involves measuring and interpreting the
attainment of training and development objectives.
PERFORANCE APPRAISAL
Performance appraisal is the systematic evaluation of the individual with regard
to his or her performance on the job and his potential for development.
JOB ANALYSIS:
Job evaluation process starts with the base provide by job analysis. Job analysis
identifies various dimensions of a job in two forms, job description and job specification.
Job descriptions provide responsibility involves in the performing of the job while job
specifications provides attributes required in the job performer.
MAKING-HR-COMMUNICATIONEFFECTIVE:
It is essential that special efforts ate taken to make HR communication effective.
These efforts are need because HRC suffers due to operation of a number of barriers
against it which are as follows.
Inadequate appreciation of need for HRC by the organization
Inadequate appreciation of what is to be communicated.
Tendency of keeping HR policies and practices confidential.;
Language problem in the case of multi-lingual composition of
workforce.
Cost involved in HR communication.
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CHAPTER-IV
DATA ANALYSIS
&
INTREPRETATION
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1. Your organization offer training for you?
Category Number of respondent percentage
yes 40 100%
no 0 0%
sometimes 0 0%
a) Yes b) no c) sometimes
As per the survey it was found that organization provide training for each
employee in the organization
2. In which areas training is provided to you?
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a) Company policies & procedure b) technical skills
c) Problem solving capabilities d) all the above
Category Number of respondent percentage
Company policies & 0 0%
technical skills 0 0%
Problem solving 0 0%
all the above 40 100%
As per the survey it was found that the organization provides training for
employee in all areas
3. Do you think increase your performance, commitment & motivation?
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a) Yes b) no c) sometimes
Category Number of respondent percentage
yes 33 82.5%
no 0 0%
sometimes 7 17.5%
As per the survey it was found that 82.5% of the employee feels that training
programmes increase the performance, commitment & motivation, and 17.5% feels
somettimes
4. do you think that, you are acquired some new skills & knowledge from training
programmes?
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a) Yes b) no c) sometimes
Category Number of respondent percentage
yes 26 65%
no 0 0%
sometimes 14 35%
As per the survey it was found that 65% of the employee feels that they
acquire some skills & knowledge from training programmes, and 35% feel
sometime.
5. Do you think that training programmes create some competitive environment at
work place?
a) Yes b) no c) sometimes
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Category Number of respondent percentage
yes 29 72.5%
no 0 0%
sometimes 11 27.5%
As per the survey it was found that 72.5% of the employee feels that the
training programmes create some competitive environment at workplace, and
27.5% feel sometime.
6. If yes…! How it is effecting?
a) Motivating b) demotivating
c) Sometimes motivating and sometimes demotivating
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Category Number of respondent percentage
Motivating 19 47.5%
demotivating 0 0%
Sometimes motivating 21 52.5%
As per the survey it was found that 47.5% of the employee feels that motivating
and 52.5% feel that Sometimes motivating and sometimes demotivating.
7. Training programmes are beneficial to the organization?
a) Yes b) no c) sometimes
Category Number of respondent percentage
yes 37 92.5%
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no 0 0%
sometimes 3 7.5%
As per the survey it was found that 92.5% of the employee feels training
programmes are beneficial to the organization and 7.5% feel sometimes.
8. What are your organization’s objectives in conducting training programmes?
a) Accuracy b) speed up
c) Increase skill & knowledge d) all the above
Category Number of respondent percentage
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Accuracy 6 16%
speed up 0 0%
Increase skill & know 13 32%
all the above 21 52%
As per the survey it was found that 15% of the employee feel that
organization objective to conduct training programmes is for accuracy,32.5%
for increase skill & knowledge, 52.5 for all the above.
9. if you are not provided with a trainer, then on whom do you depend?
a) HR department b) line manager
c) Immediate supervisor d) any other
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Category Number of respondent percentage
HR department 38 95%
Line manager 0 0%
Immediate supervisor 0 0%
Any other 2 5%
As per the survey it was found that 95%of employee says depend on hr
department for training programmes and 5% on any other.
10. Do you think, in your organization training programmes are effective?
a) Yes b) no c) sometimes
Category Number of respondent percentage
Yes 33 82.5%
81
No 0 0%
sometimes 7 17.5%
As per the survey it was found that 82.5% of the employee feels that
organization training programmes are effective and 17.5% feels sometimes.
11. Is your trainer show partiality towards employees?
a) Frequently b) no c) occasionally
Category Number of respondent percentage
Frequently 0 0%
82
No 40 100%
occasionally 0 0%
As per the survey it was found that 100% of the employee feels that trainer
does not show any partiality towards employee.
12. Do you think that training programmes efforts help management in reaching
objectives?
a) Yes b) no c) sometimes
Category Number of respondent percentage
83
Yes 27 67.5%
No 0 0%
sometimes 13 32.5%
As per the survey it was found that67.5% of the employees feels that training
programmes will help the management to reach the objective and 32.5% feels
sometimes.
13. Along with training programmes, do you need any other motivational
programmes to get success at work place?
a) Yes b) no c) sometimes
Category Number of respondent percentage
Yes 14 35%
84
No 5 12.5%
sometimes 21 52.5%
As per the survey it was found that 35% of the employees feels that the need
some other motivational programmes to get success at work place and 12.5%
feels no, 52.5% feels sometimes.
14. Do you think that training programmes should be provided on the basis of
performance of employees?
a) Yes b) no c) sometimes
Category Number of respondent percentage
85
Yes 18 45%
No 6 15%
sometimes 16 40%
As per the survey it was found the 45% of employees feels that training
programmes should be provide on the basis of performance ,15% feels no, 40% feels
sometimes.
15. What are the suggestions you give regarding training programmes?
a) Every thing is good b) some changes in training
programmes
Category Number of respondent percentage
Everything is good 39 97.5%
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Some changes in
training programmes
1 2.5%
As per the survey it was found that 97.5% of the employees feel that
everything is ok in organization training programmes and 2.5% feels some
changes in training programmes.
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CHAPTER-V
FINDINGS & CONCLUSION
SUGGESTIONS
QUESTIONNAIRE
BIBLIOGRAPHY
FINDINGS
Training programmes provided by IMBYOU is almost good.
Training will be very useful to employees in their present job.
Training program helps employees to take new challenges in their present job.
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Most of the employees are using new skills in their present job.
According to the training program employees to take new roles in the
organization.
With the help of training program employees will increase their productivity.
After this Training program they are doing their job more confidently.
Training program brought positive impact on employee behavior.
CONCLUSION:
The report in training and development in IMBYOU India Pvt. Ltd., has brought
into light the total picture of the employee’s attitude towards training and
development.
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Most of the respondents have expressed that they are interested in the on- the- job
method.
Most respondents expressed that feedback is collected from all the participants in
the program.
The employee in the organization are well participated in the training program.
The training is being given to the employees at regular interval.
Most of the employees are very much satisfied about the selection of the
candidates for training.
Most of the employees are expressed that the training programmed is imparting
the latest technology in the market.
Most of the employees agree with the training programmed meet pre-specified
objectives.
Most of the employees are respond positive with the training programmed
conducted in the organization.
It is found that some of the employees are not aware or the training policy in
IMBYOU India Pvt. Ltd. Hence they are made to be aware.
Most of the employees agree with the training help you to upgrade soft skills like
communication skills, leadership, team building etc.
Most of the employees agree with the organization provide training for both
present and new employees.
SUGGESTIONS
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1. Along with training programmes organization should provide some other motivational
programmes
2. Implement training institutions at near the organizations
3. Evaluate cost of training and its result of training.
4. Frame the training programes chart and proper care should be taken while conducting
the training.
5. A proper performance appraisal system should be adopted.
6. In my opinion if the above suggestions are followed total training programme.
7. Feedback must be collected from the entire trainer
8. Organization should provide immediate supervisor solving employee’s problem
QUESTIONNAIRE
Name of the respondents;
Age :
91
Education :
Department :
Designation :
1. Your organization offer training for you?
a) Yes b) no c) sometimes
2. In which areas training is provided to you?
a) Company policies & procedure b) technical skills
c) Problem solving capabilities d) all the above
3. Do you think increase your performance, commitment & motivation?
a) Yes b) no c) sometimes
4. do you think that, you are acquired some new skills & knowledge from training
programmes?
a) Yes b) no c) sometimes
5. Do you think that training programmes create some competitive environment at
work place?
a) Yes b) no c) sometimes
6. If yes…! How it is effecting?
a) Motivating b) demotivating
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c) Sometimes motivating and sometimes demotivating
7. Training programmes are beneficial to the organization?
a) Yes b) no c) sometimes
8. What are your organization’s objectives in conducting training programmes?
a) Accuracy b) speed up
c) Increase skill & knowledge d) all the
above
9. If you are not provided with a trainer, then on whom do you depend?
a) HR department b) line manager
c) Immediate supervisor d) any other
10. Do you think, in your organization training programmes are effective?
a) Yes b) no c) sometimes
11. Is your trainer show partiality towards employees?
a) Frequently b) no c) occasionally
12. Do you think that training programmes efforts help management in reaching
objectives?
a) Yes b) no c) sometimes
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13. Along with training programmes, do you need any other motivational
programmes to get success at work place?
a) Yes b) no c) sometimes
14. Do you think that training programmes should be provided on the basis of
performance of employees?
a) Yes b) no c) sometimes
15. What are the suggestions you give regarding training programmes?
a) Every thing is good b) some changes in training
programmes
Signature of employee
BIBLIOGRAPHY
K.V. SUBBARAO PERSONAL/HUMAN RESOURCE MANAGEMENT,
94
KONARK PUBLISHER PRIVATE LIMITED,
DELHI, 1996.
L.M. PRASAD PRINCIPLE AND PRACTICE OF MANAGEMENT,
SULTAN CHAND & SONS,
NEW DELHI 1989.
C.B MAMORIA PERSONAL/HUMAN RESOURCE MANGEMENT,
HIMALAYA PUBLISHING HOUSE
25th EDITION 2005,
WEBSITES;
www.google.com
www.creamlinedairy.com
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