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HUMAN RESOURCE MANAGEMENT

INTRODUCTION

Human resource management IS rather difficult to say

spontaneously what management means though we have studied a course

in management. But it is necessary to recall what management is before

studying of human resource management. Management has been the art

of getting things done through people. The term human resource is quite

popular in India with the institution of ministry of human resources

development in the union cabinet. But most people may not know what

exactly the term human resource means.

The term human resource management can be thought of as the

knowledge, skills, creative abilities, talents and aptitudes of an

organization workforce, as well as the value, attitudes and beliefs of the

individuals involved it can also be explained in the sense that is resource

like any natural resources. It does mean that the management can get and

use the skills, tapping and utilizing them again and again. Thus, it is long-

term perspective where as personnel is a short- term perspective. Human

resources are also regarded as human factor, human asset, human capital

and the like. The terms labor and manpower had been used widely

denoting mostly the physical abilities and capabilities of employees. The

term personnel had been used widely in the employee as a whole but it

does not clearly denote various components of human resources like skill,

knowledge, values.....etc.

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MEANING OF HUMAN RESOURCE MANAGEMENT:

Different terms are used to denote human resource management.

They are:-labor management, labor administration, labor management

relations, employee-employer relations, industrial relations, personnel

administration, personnel management and the like. Though these terms

can be differentiated widely the basic nature of distinction lies in the

scope or coverage evolutionary stage.

In simple sense, human resource management means employing

people, developing their resources, utilizing, maintaining and

compensating their services in tune with the job and organizational

requirements.

Definition of HRM:

Personal Management may be defined “as a set of programs

functions and activities designed to maximize both personal and

organizational goals”.

- M.R. Carrell & F.E. Kuzmits

Human Resource Management is “a process consisting of four

functions – acquisition, development, motivation and maintained of human

resources”.

- David A. Decenzo & Stephen P. Robbins

Human resource plays a crucial role in the development process of

modern economics. There are great differences in development between

countries which seem to have roughly equal resources, so it is often felt

that, though the exploitation of natural resources, availability of physical

and financial resources and international aid play prominent roles in the

growth of modern economics.

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OBJECTIVES OF HUMAN RESOURCE

MANAGEMENT:

The created and utilize an able and motivated work force, to accomplish

the best organizational goals.

The establish and maintain sound organizational structure and

desirable work in relationships among all the members of the

organization.

To secure the integration of individual and groups within the

organization by To create facilities and opportunities for individual

or group development so as to match it with the growth of the

organization.

To attain an effective utilization of human resources in the

achievement of organizational goals

To maintain high employee morel and sound human relations by

sustaining and improving the various conditions and facilities.

To strength and appreciate the human assets continuously by

providing training and development Progammes.

To provide an opportunity for expression and voice in

management.

To provide fair, acceptable and efficient leader ship.

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INTRODUCTION

After employees have been selected for various positions in

organizations, training them for the specific task to which they have been

assigned assumed greater importance. Training is an important task in

many organizations. Just equipment needs a breaking period; the new

employee also needs a training period to adjust to the new environment.

Before we go further, it is essential that are define some terms

used about training & development of our common understanding.

The H.R. management function includes variety of activities and

key among them is deciding what staffing needs to have & whether to use

independent contractors or to hire employees ensuring that they are high

performers, dealing with performance issues, and ensuring personnel

management practices confirm to various regulations.

Human resources can be viewed as a sum of attitudes,

commitments, values and the like of the people of an organization.

Development is the acquisition of capabilities that are needed to do the

present job, or the future expected job, Development of human resources,

in order to contribute to the well being of the employees, organizations,

and society. Human resources development includes the broader range of

duties to develop personnel inside the organizations, including career

development, training, organization development etc.

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TRAINING AND DEVELOPMENT:

It is any attempt to improve current or future employee performance

by increasing an employee’s ability to perform through learning, usually

by changing the employee’s attitudes or increasing his or her skills&

knowledge.

The need for training& development is determined by the

employee’s performance deficiency, which as computed as follows.

Training and development need =standard performance-actual

performance.

Since huge sums of money of spent on training and development

how far has been useful must be determined very carefully. Successful

candidates placed on jobs need training to perform their duties

effectively. Workers must be trained to operate machines, reduce scrap

and avoid accidents. It is not only the workers who need the training but

also supervisors, managers and executives also need to be developed in

order to enable them to grow and acquire maturity of thought and action.

Training and development constitute an ongoing process in any

organization.

NATURE OF TRAINING & DEVELOPMENT:

In simple terms, training and development refers to the imparting of specific skills, abilities and knowledge to an employee. Any training and development program must contain inputs which enable the participants to gain skills, learn theoretical concepts &help acquire vision to look into the distant future.

Growth renders stability to the work force. Further, trained employees tend to stay with the organization. They seldom leave the company. Training makes the employees versatile in operations. All rounder’s can be transferred to any job. Flexibility is therefore ensured. Training becomes almost essential when managers or acquisitions take place.

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Training and development leads to improved profitability and more

positive attitudes towards profit orientation. It improves morale of work

force, fosters authenticity, openness & trust. It also improves relationship

between boss and subordinate. It also aids in organizational development

helps to create a better corporate image. Training and development

imparts the basic knowledge and skill to the entrants and enable them to

perform their jobs well. It also enables the employees to face higher level

tasks and buildup a second line of competent managers.

MEANING AND DEFINITION OF TRAINING:

Training is an art or process of increasing the knowledge and skills

of an employee for doing a specific job. It helps the trainees acquire new

skills, technical knowledge, problem solving ability etc…., it also gives

an awareness of the rules and procedures to guide their behavior thereby

improving the performance of employees on present job and prepares

them for taking up new assignments in future.

,

“Training is the organized procedure by

which people learn knowledge or skills for definite purpose.”

According to DALE.S.BEACH

“The act of increasing the knowledge and

skill of an employee for doing a particular job

According toEDWIN.B.FLIP,

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DEVELOPMENT:

Development is a long term educational process utilizing a

systematic and organized procedure by which trainees can learn

conceptual and theoretical knowledge for general purpose.

Development is future oriented training focused on growth of the

employee.

DISTINCTION BETWEEN TRAINING AND DEVELOPMENT:

s.no Training Development

1 Short term process Long term process

2 Systematic and organized

procedure by which non

managerial personnel learn

technical knowledge and skills.

Systematic and organized

procedure by which managerial

personnel learn conceptual

theoretical knowledge for general

purpose.

3 Training tries to improve a

specific skill relating to a

particular job.

Development aims at improving

the total personality of the

individual.

4 Training seeks to meet the

current requirements of the

individuals.

It is future oriented training,

focusing on the personal growth

of the employee.

5 Training is only to instruct in

technical and mechanical

operations.

It refers to psychological and

theoretical concepts.

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OBJECTIVES OF TRAINING:

The training objectives are laid down keeping in view the company’s

goals and objectives.

To impart the basic knowledge and skill to the new entrants and

enable them to perform their jobs well.

To equip the employee to meet the changing requirements of the

job and the organization.

To teach the employees the new techniques and ways of

performing the job or operations.

To prepare employees for higher level tasks and build up a se3cond

line of competent managers.

To bridge the gap between what the employee has and what the job

demands.

To improve the employee performance.

To update the knowledge and skills of the employee.

To motivate and there by retain the employees for longer times.

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PROCESS OF TRAINING AND DEVELOPMENT

TRAINING PROCESS:

A training plan essentially involves seven steps as follows:

1)Determining training needs:

The first step in training is to determining what training, if any, is

required. The main task in assessing the training needs of the new

employees is to determine what the job entails and to break it down into

subtasks, each of which is then taught to the new employee. Assessing

the training needs of the current employees can be more complex. Since

there is an added task to decide whether or not training is the solution.

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1. Determining training needs

2. Establishing training policies

3. Setting goals and objectives of training

4. Preparing the training budget

5. Deciding about the training venue

6. Deciding the methods and techniques to be developed

in training

7. Determining methods of evaluating training

MBA Programme

According to Thayer & McGee Model training needs can be identified

through the following types of analysis:

Organizational analysis: It involves a study of entire organization in

terms of its objective, it resources, resource allocation and utilization,

growth potential and its environment. Its purpose is to determine where

training emphasis should be placed within the organization.

Organizational analysis consists of the following.

i. Analysis of objectives:

This is a study of short term and long term Objectives and the

strategies followed at various levels to meet these objectives. General

objectives need to be translated into specific and operational targets. It is

also necessary to continuously review and revise the objectives in the

lighting of the changing environment.

ii. Resource utilization analysis:

How the various organizational resources viz. financial, physical and

human are put to use is the main focus of this analysis. The contributions

of various departments are also examined by establishing efficiency

includes for each unit. These indices will help to determine the adequacy

of specific work flows as well as contribution of human resources.

iii. Environmental scanning:

In this analysis, the economic, social, political and technological

environment of the organization is examined. This is necessary to identify

the environmental factors which the organization can influence and the

factors which it cannot control.

iv. Organizational climate analysis:

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The climate of an organization reflects the employees’ attitudes. It

also represents the managements’ attitude towards the employee

development. Without adequate management support and appropriate

supervisory styles, a training programme cannot be successful. Analysis

of organizational climate can reveal its strengths and weaknesses also.

v. Task or role analysis:

Task analysis is used to determine the training needs of employees

who are new to their jobs. Particularly with lower level workers, it is

common to hire inexperienced personnel and trained them. Here the aim

is to develop the skills and the knowledge required for effective

performance and so the training is usually based on task analysis. This is

a detailed study of the job to determine what specific skills, the job

requires. Job description and job specification are helpful here. These list

the job’s specific duties and skills and provide the basic reference point in

determining the training required for performing the job.

vi. Manpower analysis:

In manpower analysis, the persons to be trained and the changes

required in the knowledge, skills and attitudes of an employee are

determined. There are three issues to resolve in the analysis:

Whether the performance is satisfactory and training is required.

Whether the employee is capable of being trained and the specific

areas in which training is needed.

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Whether the training will improve the employee’s performance on

the job.

Other options of training such as modifications in the job or process should also be looked into. Personnel observation, performance reviews, supervisory reports, diagnostic tests help in collecting the required information and select particular training options that try to improve the performance of individual workers.

It needs to be emphasized that all training must be directed towards the satisfaction or group of employees or for individuals.

2) Establishing training policies:

Company’s policies play a vital role in the formulation and designing of a training programme. Every organization should have a well established training policy. Such a policy represents the top managers’ responsibility for training of its employees and comprises rules and procedures governing the standard and scope of training and development.3) Setting Goals and Objectives of Training:

Once specific training needs have been determined and policies

relating thereto established, a stage comes for setting goals and objectives

of training for filling these needs. Broadly speaking, the immediate

objectives of training are help to an employee to improve performance on

his present job. Long range objectives are to guide the qualified man in

preparation for positions involving greater responsibilities.

Major Types of Goals and Objectives. Major types of goals and

objectives of training include:

Organizational objectives:

Mainly concerned with efficiency in organizational

working and outputs such as enhanced sales, reduced costs and improved

productivity.

Performance objectives:

Relate to individual performance in terms of both

efficiency and quality, organization’s effecti9ve performance within

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allocated funds also keeping in view the fulfillment of corporate

objectives and amount of benefits derived.

Instructional objectives:

Pertain to the trainees’ grasp and applicability of the

lessons or instructions as received during the learning process, which can

generally be evaluated at the end of the training programme by some sort

of objective sets.

Reaction objectives:

These are primarily subjective in nature. Participants being

very much alive to the learning situation give expression to their feelings

and come out with reaction about the training programmes. This helps

improving programme content and instructional methods.

Personnel Growth objectives:

Indicative of stimulating feelings of self confidences, self competence,

self image and other aspects of self realization.

4) Preparing Training Budget:

Preparation of training budget is specially concerned with the

allocation of funds to be provided for the training for carrying out the

training activities as envisaged in the plan.

5) Deciding about the Training Venue:

The decision about the training venue depends invariably on the

type of training to be given. For in company and on the job training, the

venue naturally is the plant itself. In the case of-off-the job training and

training through external sources, the venue has to be somewhat away

from trainees’ working environments. The venue of the training will be

the place where the outside agency is located.

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6) Deciding about the Methods and Techniques to be deployed in

Training:

Broadly speaking, the training methods and techniques vary from

unorganized from working colleagues to more systematic method of

instruction through programmed texts. No wonder, training may range

from highly specified instructions in the procedures to be adopted while

performing a particular job, to very general instructions concerning

economy and society. Factors that generally matter in the selection or

choice of a particular method or technique for training are:

Depth of knowledge, nature of the skills called for in particular jobs to

be filled.

Background of the trainees for assessing their capabilities and

potential and ascertaining their aptitudes.

Various kinds of operative problems confronted by the organization or

for achievement of any other specific organization objectives which

compel them to bring in use particular methods and techniques.

Consideration of facilities by way of cost, time, material, equipments

etc. as available for particular training and particular situation.

Number of persons to be trained and developed.

The essential steps in the executive development programme are as

follows:

1. Analysis of development needs

The first step in the executive development programme is a close

and critical examination of the present and future development needs of

the organization, it should be clear as to how many and what type of

managers are required to meet the present and future requirements. A

critical analysis of the organizational structure in the light of the future

plans will reveal what organizational needs in terms of departments,

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functions and key executive positions to know the type of the knowledge,

skills, training and experience required for each position.

2.Appraisal of present managerial talent

After ascertaining the needs of the development, the management

should apprise the talent of its present staff by comparing the actual

performance with the standard performance. How to develop a person can

be judged only by evaluating his performance on various occasions in

performing his managerial duties.

3.Inventory of executive man

An inventory of qualified executive personnel should be prepared

to have complete information about each executive in each position.

For each member of executive team, a card is prepared listing such

data as name, age, length of service, education, work experience,

health record, psychological tests, results and performance appraisal

data etc. the selection of the individuals for a management

development programme is made on the basis of the kind of

background they possess.

1.Individual development programme

On the basis of the performance appraisal of each executive, the chief

executive should identify his strengths and weaknesses. Based on this

information, special programmes for development of executives may be

chalked out.

2. Establishment of training and development programme

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The human resource should prepare comprehensive and well

conceived programmes. Accordingly, as for as possible, a systematic

procedure should be introduced for the development of executives. Crash

programmes may be used for the purpose which includes development

programmes in the field of human relations, creativity, leadership

capacity etc.

3. Establishment of development programme

After completion of development programme, its evaluation should be

made, to see whether the objectives of the programme have been

achieved or not and if any, deficiency if any should be rectified.

Programme evaluation will reveal the relevance of the development

programmes and the changes that should be made to take these more

useful to the organizations. General results of the development

programmes can be measured in the long run. But some specific results

may be assessed during the short run.

DESIGNING A TRAINING PROGRAMME:

Once training objectives and policy are decided, an appropriate

training programme can be designed and conducted. The training

programme will consist of the following steps:

1. Responsibility for training:

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To be effective, a training programme must be properly organized.

Training is quite a strenuous task which cannot be undertaken by a single

department. The responsibility for training may be shared among the

following:

i. The top management:

Should frame and authorize the basic training policy, review and

approve the training plans and programmes and approve training budgets.

ii. The personnel department:

Should plan, establish and evaluate instructional programmes.

iii. The line supervisor:

Should implement and apply the various developmental plans.

iv. The employees:

Should provide feedback, revision and suggestions for improvements

in the programme.

2.Selection and motivation of trainees:

Proper selection of trainees is of great importance to obtain permanent

and gainful results. It is necessary to decide who are to be trained-new or

old employees, unskilled or semi-skilled workers, supervisors or

executives. Selection of candidates for training should be made only after

careful screening of the prospective employees for the effectiveness of

the programme. It is also necessary to create a desire for learning. The

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employees will interest in training if they believe that it will be benefit

them personally.

A trainee should be given proper background information before he

starts learning new job skills and gets knowledge. The trainer should

explain to the trainee the importance of the job, its relationship with the

workflow and the importance of learning. The trainer should not forget

the newness of the trainee to the training programme.

3.Preparation of trainer:

The success of the training programme depends upon the trainer or the

instructor. Trainer must be well qualified and may be obtained from

within or outside the organization. It should be decided before hand what

is to be taught and how. He should be able to divide the job into logical

parts so that he may teach one part at a time without losing his

perspective of the whole.

4.Training material:

Training material may include study notes, case studies, pamphlets,

charts, brochures, manuals, movie slides etc. the material may prepared in

the training section with the help of supervisors. The written material

should be distributed among the trainees so that they may come prepared

in the lecture class and May able to understand the operation quickly and

remove their doubts.

5.Training period:

The length of the training period depends upon the skill of the

trainees, purpose of the training, trainees’ learning capacity and the

training media used. The time of training, whether before or after or

during the working hours, should be decided by the personnel manager

taking in view the loss of production and benefits to be achieved by

training.

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6.Performance tryout:

The training is asked to do the job several times slowly. His mistakes

are corrected and if necessary the complicated steps are explained again.

As soon as the trainee demonstrates that he can do the job rightly he is

put on his own and training is over.

7.Follow up:

In this step, the effectiveness of the training programme is

assessed. The feedback generated through follow up will help to reveal

weakness or errors, if any. The supervisor should have a constant vigil on

the person and his performance. If he is still facing any difficulty on the

job, he must be given full guidance by the immediate supervisor and

should be initiated to ask questions to remove the doubts. If necessary,

instruction may be repeated until the trainee learns whatever has been

taught to him. Follow up action reinforces the learning process. It also

helps in designing future training programmes.

Areas of training:

Training enhances the overall performance of an organization in

various ways. Training imparted in one area can benefit the organization

in several areas.

Company policies and procedures:

This is a part of the induction of new employee. The objective is to

oriental new employees with the set of rules, procedures, management,

organizational structure, environment and products which the firm deals

with.

a)Skill based training:

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Employee should provide training to match the skill of the job they

perform. Such training helps in improving the employees job

effectiveness, skill based training should also be imparted to enable the

employees adapt to technological changes.

b)Human relations training:

Human resource training is essential to improve the employee’s

skills in the areas of self learning, inter personal skills, group dynamics,

perception, leadership, styles, motivation, disciplinary procedures and

grievance redress.

c)Problem solving training:

Every employee encounters problems in the course of his work in

an organization. These can range from operational problems to major

decision making problems. Training in problem solving skills equips an

employee to deal successfully with such problems.

Benefits of training:

1.Increased job satisfaction and morale among managers.

2.Increased employee motivation.

3.Increased efficiencies in process, resulting in financial gain.

4Increased capacity to adopt new technologies and methods.

5.Increased innovation in strategies and products.

6.Reduced employee turnover.

METHODS OF TRAINING AND DEVELOPMENT

EMPLOYEE TRAINING METHODS

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On-the-job training

Job

instruction

Job rotation Committee

assignments

Coaching Off-the-job

training

Classroom

lectures

Vestibule

training

Role

plays

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ON-THE-JOB-TRAINING (OJT):

On the job training is conducted at the work site and in the content

of the job. The major advantage of this method is it is the most effective

method as the trainee learns by experience, making him highly

competent. This is suitable for all levels of employees- workers,

supervisors and executives. This method is also called learning by doing

method.

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Programmer

instructionSimulation

exerciseCase study Computer

modeling

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Some of the job training methods are job instruction training,

coaching, job rotation, committee assignments.

Job instruction training:

In this method of training the trainee is given instruction by

the trainee while performing the job on the site and any doubts of the

trainee are cleared immediately. Normally a trainer/ supervisor/ co-

worker act as the instructor. Demonstration by the trainer and repeated

practice by the trainee, help the trainee to master the job. However the

trainer should be available to clear his doubts and help them when ever

required.

Coaching:

The trainee is placed under a particular supervisor, who acts

as a coach in training the individual. The coach guides, supervises and

gives the trainee necessary feedback about his performance and offers

suggestions for improvement.

Job Rotation:

Under this method the trainee moves from one job to

another. This trainee receives job knowledge and gain experience from

his supervisor or trainer in each of the different job assignments. This

method of training is common in training managers for management

positions. Trainees can also be rotated from a job to job in workshop jobs.

This method gives an opportunity to the trainee to understand the

problems of employees on other jobs and respect them.

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OFF-THE-JOB-TRAINING:

These methods are designed and intended to impart training by

supplying required knowledge and skills to the employee’s way from the

job and work places.

The various techniques of off-the-job training are classroom

lectures, simulation exercise, programmed instructions, etc,

Case study:

In this method, a real life problem encountered in the

organization is presented to the trainees in the form of a

case study. They will be asked to analyses the case and

present their views and recommendations for solving the

problem. Case study can provide excellent opportunities

for individuals to defend their analytical and judgmental

abilities.

Role playing:

Role playing is described as a method of human interactions

involving realistic behavior in imaginary situation. This method generally

focuses on emotional issues rather than actual ones. This method helps in

improving the communication, people- management and relationship-

managerial skills of the trainees.

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Simulation exercise:

In this method the trainee is exposed to an artificial work

situation that closely resembles the actual work situation. The simulation

exercises are case studies, computer modeling and role playing etc.

Computer modeling:

It is a technique where by the dimensions of the job are

programmed in to a computer working with the computer working with

the computer model allows direct learning to take place. In this method

the trainee gains real time experience by working on computer.

Programmed instructions:

In this method of training the trainee is given a series of

questions after he studies the relevant material required for

accomplishment of the job.

TRAINING AND DEVELOPMENT

The term training has been traditionally used to describe the

acquisition of technical knowledge and skills. Management development

refers to the methods and activities designed to improve the skills of

managers or prospective managers.

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Management development activities mainly focus on a broad range

of skills while training programs concentrate on a limited number of

technical skills. For ex: training program for a software developer

involves enhancing their technical skills, where as a development

program would involve in wide variety of interpersonal skills and

managerial skills, like planning, organizing, leading, communication,

motivating and decision making.

Management development

Management development is a systematic and continuous process

of improving the performance and potential of managers. It helps in the

managerial skills and people management skills of managers.

Management development is a key component of the organization is

efforts to prepare its employees to successfully handle new challenges.

On-the-job- development methods

Management development methods which help employees to

improve their skills in actual work environment during the course of

their work are termed as on-the-job- development methods. The

methods are coaching, job rotation, under study assignments and

multiple management.

Coaching:

Coaching involves one manager playing an active role in

guiding another manager. The coach observes, analysis, attempts to

improve the performance of the trainee. The coach gives guidance in the

form of direction, advice, criticism and suggestions. It provides guidance

to the employees or all job related areas.

Job Rotation:

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Job rotation involves movement or transfer of executives

from one position or job to another on some planned basis. The persons

are moved from one managerial position to another. This method

facilitates interdepartmental co-operation and co-ordination.

Understudy assignments:

The understudy assignments involve a discussion of

both daily operating problems and long term strategic issues with the

senior manager. The trainee manager learns the managerial skills required

for that position. The trainee manager can take up responsibilities of the

senior manager either temporarily or permanently, depending on the

organization needs.

Multiple Management:

Multiple management technique is also called “junior-

board of executive system”. Under this system a junior board of young

executives is constituted. Major problems area analyzed in the junior

board which makes recommendations to the board of directors. The

young executives learn decision making skills and the board of directors

receives wisdom of the executive team. Vacancies in the board of

directors can be filled from the junior board members, who have received

considerable exposure to problems and issues. This technique helps the

members to have the opportunity to acquire the knowledge of various

aspects of business.

Project assignments:

Under this method a number of trainee executive are

put together to work on a project directly to their functional area. The

group called “project tem” will study the problems and find appropriate

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solutions. For instance accounts officers may be assigned the task of

designing and developing an effective budgetary control system. By

working on this project, the trainees learn work procedures and

techniques of budgeting. This is flexible training device due to temporary

nature of assignments.

Off-the-job development methods

Off-the-job training means training is not a part of every day job

activity. In these methods the executives have to leave their work place or

office and devote their entire time to the development objective.

Simulation exercise:

Simulations are widely used by the management development.

The popularly used simulation exercises are case studies, business

games, role plays, the incident method and the in-basket method.

Case study:

Case study method is an excellent medium for developing

analytical skill. Under this method a real or hypothetical business

problems or situations demanding solution is presented in writing to

trainees. The trainees are required to identify and analyze the problems,

suggest and evaluate alternative coerces of action and choose the most

appropriate solution. By this method the trainees become aware of

managerial concepts and their application to specific situation.

Business games:

In this method the trainees are divided into different groups

or teams. They play the roles of competing firm in a simulated market. In

this each team studies, discuss and arrives at decisions regarding

production, advertising, pricing etc. this method improves interaction

and co-operation among the participants.

Role playing:

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In this method, participants enact roles to solve problems that

are common in real life situation. Role playing helps to participant to

gain better understanding of people and business situations. It helps to

improve human relation skills through direct experience and practice.

Incident method:

In this method incidents are prepared on the basis of actual situations which happened in various organizations. Each employee in the training group is asked to study the incident and to make short-term decision in the role of a person who has a cope with the incident in actual situation. Later the group studies and discusses the incident and takes decisions relating to incident based on group interaction and decision taken by each member. This method aims to develop the trainees in the areas of intellectual ability, practical judgment and social awareness.

In basket method:

\ in this method each trainee provided with basket or tray of papers and files related to his functional area. He is expected to carefully study these and make his own recommendations on the problem situation. Later the recommendations or observations of different trainees are compared and conclusions are arrived at. These are put down in the form of report. For this purpose, such teaching methods, role playing methods are used.

Sensitivity training:

This is method of changing individual behavior through unstructured group interactions. The main objective of training is to develop among the group members an understanding of themselves and their relationship with others.

In this method a group of 10-15 employees assemble in an unstructured manner. A major limitation of sensitivity training is that it does not directly deal with business and financial goals. It also results in

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lot of emotional involvement by trainee: it may result in psychological strain or disturbances. Hence it requires an experienced trainer, preferably psychologist.

Conference:

A meeting of people to discuss a topic of common interest is

referred to as a conference. The conference leader plays a key role in this

method of management development.

Lectures:

A lecture is a simplest technique of presenting and

explaining a series of facts, principles and concepts. The lecture organizes

the relevant information and presents it to the trainees in the form of

lecture. It helps the managers to acquire knowledge and develop their

conceptual and analytical skills. These are direct means of

communication and can be used effectively for a large number of people.

NEED FOR THE STUDY:

Training and development can be initiated for a variety of reasons

for an employee or group of employees.

Newly recruited employees require training so as to perform their

task effectively.

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Existing employees require refresher training so as to keep abreast

of the latest developments in the job operations.

Training is necessary when a person moves from one job to

another.

Training is necessary to bridge the gap between what the

employees have and what the job demands.

Training is needed to make employees more productive and useful

in the long-run.

SIGNIFICANCE OF THE STUDY:

The basic purpose of the training and development is the process of

increasing the knowledge and skills of managers for doing the job.

Training and development activity is used to evaluate how to managers

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update this knowledge and how the same can be implemented in the work

situations. It will also prepare the managers for future promotions.

Training and development mainly concerned with the manager.

Their needs of work as to knowledge and skills while doing the job.

OBJECTIVES OF THE STUDY:

To identify the training activities and procedure of the

organization.

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To measure the effectiveness of training and development

programmes.

To determined the contribution of training and development

programmes to improve the behavior of employees.

To find out the perception of employees on training and

development.

To seek employees suggestions regarding the improvement in

training programmes.

To offer suitable findings, suggestions and conclusions for this

study.

SOCPE OF THE STUDY:

The scope of the study includes:

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Training and development programs in the organization relating to

only managers.

Determining whether the training and development programs are

effective or not.

Identify the key elements in implementing the training and

development areas.

Determine whether all the procedures of training and development

are in accordance with requirements.

To study the existing training and development procedures.

METHODOLOGYOF THE STUDY:

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A study on training and development of Idupulapadu Cotton mills

pvt limited is a descriptive study. The universe chosen for the study on

training and development include all managers. The study consists of

both primary and secondary data.

DATA COLLECTION

To get information about the satisfaction level of employees from

performance appraisal system and its effectiveness a simple random

sampling survey was conducted. For the present study the data has been

collected by the following ways.

Primary Data

Secondary Data

Primary Data :-

Data observed or collected directly from first-hand experience is called primary data.

Responses through questionnaires.

Conducted Personal interviews with the respondents.

Telephone interview.

Secondary Data:

Published Data and the data collected in the past or other parties are called Secondary data.

Secondary data is collected through the

Company Websites

News papers

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Journals

Textbooks

Records

Sample Unit:The executives and employees at Maddi Lakshmaiah constitute the

entire universe of the present study. A part of its is taken as sample unit

for the present study. It includes senior executives, executives, other

employees and workers of Maddi Lakshmaiah.

Sample Size: Samples are taken 50only.

Sampling Techniques:-Simple Random sampling Technique is used in this project.

LIMITATIONS OF THE STUDY:

1.Sample size is restricted to only certain limited employees

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1. There may be a chance of personal bias.

2. The survey may not reflect the opinions of the entire employees.

3. Data analysis has done totally based on the information that was

collected by the questionnaire.

4. As the managers of the organization are busy with their work it was

difficult to collect the data.

5. Time was the major constraint as the prescribed period was not

enough to collect data in detail.

INDUSTRY PROFILE

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Cotton is a soft, staple fiber that grows around the seeds of the

cotton plant. It is a natural fiber harvested from the cotton plant. The fiber

most often is spun into yarn or thread and used to make a soft, breathable

textile, which is the most widely used natural-fiber cloth in clothing

today.

Processing of Cotton in India

In India the raw cotton, also called as Kapas is processed in

a multi-stage process described as below. The Products of processing are

I. Yarn.

II. Cottonseed Oil.

III. Cottonseed Meal.

I. Production of Yarn

KAPAS TO LINT: Kapas (also known as raw cotton or seed

cotton) is unginned cotton or the white fibrous substance covering the

seed that is obtained from the cotton plant. The first step in the process is,

the cotton is vacuumed into tubes that carry it to a dryer to reduce

moisture and improve the fiber quality. Then it runs through cleaning

equipment to remove leaf trash, sticks and other foreign matter. In

ginning a roller gin is used to grab the fiber. The raw fiber, now called

lint.

LINT TO BALE: The lint makes its way through another series of

pipes to a press where it is compressed into bales (lint packaged for

market). After baling, the cotton lint is hauled to either storage yards,

textile mills, or shipped to foreign countries.

NOTE: The cotton seed is delivered to a seed storage area from

where it is loaded into trucks and transported to a cottonseed oil mill.

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BALE TO LAP: Here the bales are broken down and a worker

feeds the cotton into a machine called a "breaker" which gets rid of some

of the dirt. From here the cotton goes to a "scutcher". (Operated by a

worker also called a scutcher). This machine cleans the cotton of any

remaining dirt and separates the fibers. The cotton emerges in the form of

thin "blanket" called the "lap".

LAP TO CARDING: Carding is the process of pulling the fibers

into parallel alignment to form a thin web. High speed electronic

equipment with wire toothed rollers perform this task. The web of fibers

is eventually condensed into a continuous, untwisted, rope-like strand

called a sliver.

SLIVER TO ROVING: The silver is then sent to combing

machine. Here, the fibers shorter than half-inch and impurities are

removed from the cotton. The sliver is drawn out to a thinner strand and

given a slight twist to improve strength, then wound on bobbins. These

Processes is called Roving.

ROVING TO YARN (SPINNING) : Spinning is the last process

in yarn manufacturing. Spinning draws out the short fibres from the mass

of cotton and twists them together into a long. Spinning machines have a

metal spike called a spindle which the thread winds around.

II. Production of Cotton Seed Oil

Processing of cottonseed in modern mills involves a number of steps.

They are as follows:

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The first step is its entry into the shaker room where, through a

number of screens and air equipment, twigs, leaves and other trash

are removed.

The cleaned seed is then sent to gin stands where the linters are

removed from the seed (delinted). The linters of the highest grade,

referred to as first-cut linters are used in manufacturing non-

chemical products, such as medical supplies, twine, and candle

wicks. The second-cut linters removed in further delinting steps,

are incorporated in chemical products, found in various foods,

toiletries, film, and paper.

The delinted seeds now go to the huller. The huller removes the

tough seed coat with a series of knives and shakers. The knives

cut the hulls (tough outer shell of the seed) to loosen them from

the kernels (the inside meat of the seed, rich in oil) and shakers

separate the hulls and kernels.

The kernels are now ready for oil extraction. They pass through

flaking rollers made of heavy cast iron, spinning at high speeds.

These flakes then travel to a cooker where they are cooked at 170

degrees F to reduce their moisture levels. The prepared meats are

conveyed to the extractor and washed with hexane (organic solvent

that dissolves out the oil) removing up to 98% of the oil.

The refined cotton seed oil has several advantages other than edible

oils. It contains mere advantage over other edible oils. It contains a

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large percentage of Poly Unsaturated Fatty Acids (PUFA) which

maintain cholesterol in the blood at a healthy level.

III. Production of Cotton seed Meal/Cake/Kapaskhalli

Kapaskhalli (cottonseed extraction/meal) is a byproduct of the

cottonseed industry.

Cottonseed is a by-product of the cotton plant, which is primarily

grown for its fiber. Although cotton has been grown for its fiber for

several thousand years, the use of cottonseed on a commercial

scale is of relatively recent origin.

Cottonseed was a raw agricultural product, which was once largely

wasted. Now it is being converted into food for people; feed for

livestock; fertilizer and mulch for plants

The figure showing the products obtained from processing the raw

cotton

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Diagram 2.1

Source: The

Cotton Corporation of India Ltd.

Cotton Varieties in India

Bengal Deshi mainly produced in the states of Punjab, Haryana,

Rajasthan.

Jayadhar mainly produced in the state of Karnataka.

Bunny (or) Brahma is mainly produced in the states of

Maharashtra, Madhya Pradesh, Andhra Pradesh, Karnataka.

Suvin is another variety produced in the state of Tamil Nadu.

Role of Cotton Industry in Indian Economy

Over the years, country has achieved significant quantitative

increase in cotton production. Till 1970s, country used to import massive

quantities of cotton in the range of 8.00 to 9.00 lakh bales per annum.

However, after Government launched special schemes like intensive

cotton production programmes through successive five-year plans, that

cotton production received the necessary impetus through increase in area

and sowing of Hybrid varieties around mid 70s.

Cotton production Areas in India

India is an important grower of cotton on a global scale. It

ranks third in global cotton production after the United States and China;

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with 9.50 million hectares grown each year, India accounts for

approximately 21% of the world's total cotton area and 13% of global

cotton production. The Cotton producing areas in India are spread

throughout the country. But the major cotton producing states which

account for more than 95% of the area under and output are:

1. Punjab.

2. Haryana.

3. Rajasthan.

4. Maharastra.

5. Gujarat.

6. Madhya Pradesh.

7. Andhra Pradesh.

8. Tamil Nadu.

9. Karnataka.

Of the nine cotton producing States in India, average yields

are highest in Punjab where most of the cotton area is irrigated.

Contribution of Cotton industry for Textile Industry

Cotton is the most important raw material for India's Rs.

1,50,000 crores textile industry, which accounts for nearly 20% of the

total national industrial production. The cotton Industry is the backbone

of our textile industry, accounting for 70% of total fiber consumption in

textile sector. It also accounts for more than 30% of exports, making it

India's largest net foreign exchange industry. India earns foreign

exchange to the tune of $10-12 billion annually from exports of cotton

yarn, thread, fabrics, apparel and made-ups.

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The cotton Industry provides employment to over 15 million

people. And the area under cotton cultivation in India (9.5 million ha) is

the highest in the world, i.e., 25% of the world area.

Steps taken by the Cotton Producers in India

Now-a-days the Indian Cotton producers are continuously

working to up-grade the quality and increase the cotton production to

cope up with the increased global demand for cotton textiles and to meet

the needs of the 39 million spindles capacity of the domestic textile

industry which presently consumes about 12-14 million bales annually.

In India, cotton yields increased significantly in the 1980’s

and through the first half of 1980’s but since 1996 there is no increase in

yield. Besides low yield, Indian cotton also suffers from inconsistent

quality in terms of length, micronaire and strength.

Policy of Government of India towards Cotton Industry

The Cotton production policies in India historically have

been oriented toward promoting and supporting the textile industry. The

Government Of India announces a minimum support price for each

variety of seed cotton (kapas) based on recommendations from the

Commission for Agricultural Costs and Prices. The Government Of India

is also providing subsidies to the production inputs of the cotton in the

areas of fertilizer, power, etc…

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Markets for Indian Cotton

The three major groups in the cotton market are

Private traders,

State-level cooperatives,

The Cotton Corporation of India Limited.

Exports of Cotton

The main market for Indian cotton export is China. The

other markets also include Taiwan, Thailand and Turkey. In July 2001,

the union government removed all curbs on cotton exports. India

exported around 25 per cent cotton during 2006-07 and it is estimated

nearly 62 per cent exported to China.

During the year 2006-07 the prices of Indian cotton in early

part of the season being lower than the international prices, had been

attractive to foreign buyers and there was good demand for Indian cotton,

especially S-6, H-4 and Bunny, which had resulted in sustained cotton

exports, which are estimated at 55.00 lakh bales

The Cotton Advisory Board estimated an 18-20 percent

increase in cotton exports to 65 lakh bales for Oct 2007- Sep 2008, as

against its Aug 2007 estimate of 58 lakh bales.

Imports of Cotton

India imported just 721,000 bales of cotton in 2003-04. The

imports rose to 1,217,000 lakh bales in 2004-05, 4,700,000 lakh bales in

2005-06 and the anticipated imports for the year 2006-07 are 550,000

lakh bales.

For the year 2006-07 the cotton imports into the country had

once again remained limited mainly to Extra Long staple cottons, like as

previous year, which were in short supply at around 6 lakh bales inclusive

of import of around 2 lakh bales of long staple varieties contracted by

mills during April-May 2007.

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Role of Cotton seed oil in Indian Economy

The global production of cottonseed oil in the recent years

has been at around 4-4.5 million tons. Around 2 lakh tons are traded

globally every year. The major seed producers, viz., China, India, United

States, Pakistan are the major producers of oil. United States (60000 tons)

is the major exporter of cottonseed oil, while Canada is the major

importer.

Cottonseed is a traditional oilseed of India. In India the

average production of cotton oil is around 4 lakh tons a year. It is

estimated that, if scientific processing is carried out the oil production can

be increased by another 4 lakh tons.

India used to import around 30000 tons of crude cottonseed

oil, before palm and soyoil became the only imports of the country.

Currently, the country does not import cottonseed oil.

Role of cotton seed meal in Indian Economy

India produces around 2 million tons of cottonseed meal a

year. However, in India mainly undecorticated meal is largely produced.

Several associations are promoting the production of decorticated cake in

India and the production of this is expected to increase in the country.

The major importers of Indian cottonseed meal

(undecorticated) used to be Thailand. India in 2002-03 exported only 50

tons of decorticated cottonseed meal. In 2003-04, too there have been no

significant exports. India does not import cottonseed meal.

The Organizations dealing with the promotion of Cotton Industry in

India

The organizations that try to promote the quantity and quality of

Cotton in India are

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I. The Cotton corporation of India Ltd.,

II. Cotton Advisory Board.,

III. Cotton Association of India.

IV. Central Institute of Cotton Research.

The Current Scenario of Cotton Industry (2007-08)

The cotton production in the country has been increasing

continuously since last three years and the same has further gone up by

around 11% during cotton season 2007-08 at a record level of 270 lakh

bales as against 244 lakh bales during 2006-07. Gujarat has turned into a

largest cotton producing State with a record production-level of 93 lakh

bales constituting around 34% of the country’s total production. The area

under cotton cultivation during 2007-08 has also gone up by around 6%

at 91.58 lakh hectares as against 86.77 lakh hectares during 2006-07.

With wide usage of hybrid seeds throughout the country as

well as changed mindset of cotton farmers for adoption of better and

improved farm practices, the average productivity of cotton has crossed

503 kgs per hectare as against 478 kgs during the previous year. The

prices of Indian cotton in early part of the season being lower than the

international prices, had been attractive to foreign buyers and there was

good demand for Indian cotton.

Due to expectation of bumper crop, the mill demand in the

beginning of the season was subdued which put pressure on the cotton

prices right from the beginning of the season and has resulted into fall in

cotton prices between October 2007 & January 2008.

Cotton prices reached its peak level by end-March 2008 and

there was some correction in cotton prices in April and May 2007.

However, on the whole, cotton prices remained better by almost Rs.1000

per candy in almost all varieties as compared to previous year.

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Future of Cotton Industry in India

The Cotton Advisory Board (CAB) has estimated the cotton

crop at 310 lakh bales for the current season 2007-08. This is a historic

high and represents a 11% jump over last year's crop estimate of 280 lakh

bales. The increase in cotton production area is also expected to increase

to 95.30 lakh hectares for the season 2007-08 against 91.42 lakh hectares

for the season 2006-07.

Cotton Advisory Board expects exports to be higher at 65

lakh bales as against 55 lakh bales in 2006-07. Imports in 2007-08 are

projected at 6.50 lakh bales as compared to 5.50 lakh bales in 2006-07,

because mills have to rely on foreign growths to spin some finer counts of

yarn.It is also estimated that the cotton industry is going to provide 12

million new jobs mainly for the semi-skilled and unskilled labour.

Future Challenges for the Indian Cotton Industry

The challenges that are going to face by the cotton producers

in India for the season 2007-08 are:

Rupee appreciation

The increase in the value of the rupee gives only smaller

import orders to the cotton producers.

Cheaper Imports

The appreciated rupee value makes the cotton imports

cheaper when compared to past. So this aspect is also required to consider

by the cotton producers.

Low quality

The Quality of cotton is also far from satisfactory

considering the presence of a large number of contaminants. So the cotton

producers are also required to take care in this aspect.

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COMPANY PROFILE

Idupulapadu Cotton mills was established in 2000 with 13,000

spindles with the expansion of 10,000 spindles every year, it is now

equipped with 60,000 spindles capacity and have the capacity to produce

20 tons of ring spun, 6 tons of open and 4 tons of ring doubling and tfo

yarns 100% cotton yarns per day.

The mill has a complete range of Lakshmi Trumac Machinery from

blow room to spinning departments with Muratec and savio auto corners.

All the blow lines are connected to the cards with the chute system,

which inturn is connected with automatic waste collection system.

The company has a strong clientele based at different regions of

Andhra Pradesh, Gujarat, Karnataka, Maharastra, Rajastan and Tamil

Nadu.

MISSION

To manufacture a high quality yarn thereby withstanding high level

of competitiveness.

Developing a long term relationships with our customers and

suppliers.

To use latest technological strategies during production thereby

forming an innovative approach.

To provide a safe, fulfilling and rewarding work environment for

our employees.

Serving and supporting the communities in which we operate.

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Policy

Quality is integral to everything at Idupulapadu. We adopt a

holistic quality assurance, system and in integrated system which covers

the entire production process. All lots are tested before giving to the

mixing with high send machinery.

We believe quality is a continual process. With a focus clearly on

delivering quality products and services, we integrate to constantly

innovate and excel. As a result our clients are assured of top notch quality

that is consistent across our product range.

Value

By a clear comprehension of the market dynamics and the

assimilation of the cutting edge technology we assure the highest

standards are met at all times.

The company initially started with Agricultural procedure basis.

The company will procure cotton kappas from farmers as well as traders

from various market places in and around AP. Indirectly it is helpful to

farmers and small traders.

Now the company is doing cotton spinning with a spindle capacity

of 65,000 here at about 2000 No. of workers and 250 No’s of staff

engaged in the industry. The main motive of the company is to provide

more jobs for the poor and middle class people.

The company is supplying its products in various states like

Tamilnadu, Karnataka, Maharashtra, Gujarat, Bombay & Rajasthan.

There are product of yarn is useful for weaving industry. The company is

providing indirectly jobs in the textile industry.

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BUSINESS EXPERIENCE OF J.M.D:

The joint managing director of the company is Mr.K. Brahmanaidu

S/o. K. Subba Rao managing director & Chairman. He is qualified in

B.Tech (Textile) 1st Class. He joined in the company in may 2005 as a

Director. Later he was appointed as Joint Managing Director.

He was well trained in Spinning now he is looking weaving. Now

he is in Coimbatore he had taken some sizing & weaving units in and

around Coimbatore. With in a 2 months period under his supervision

1,00,000 mtrs of grey cloth produced and sold with a good quality and

rate.

MAJOR CUSTOMERS OF THE COMPANY:

1) Paramount Textiles Mills Pvt. Ltd - Madurai

2) Siva Sankari Mills - Coimbatore

3) PEC Ltd - Delhi

4) Indus Fila Pvt. Ltd - Bangalore

5) Alok Industries - Silvassa

6) R.M. Mohite Textilies - Kolhapur

7) Sachin Textiles - Lehalkaranji

8) Kayaar Exports - Tiruchengode.

9) GTN industries - Hyderabad

10) GTN Enterprises - Kochin

11) Prathibha Syntex - Ahmedabad

12) Mandhana Weaving House - Tarapur

13) Bombay Royan Fashions - Sangli

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Cotton Manufactured

Product Range

Our major counts range from 40s to 60s 100% combed cotton

yarns. We manufacture carded counts from 30’s to 40’s cotton yarns.

Adding to these counts we have the setup of doubling of yarns in TFO

and RING DOUBLING Conditioning of yarns can be done with yarn

conditioning machine available in packing department.

Production Capacity

Ring spun yarns 20 tons

Open and spinning 6 tons

TFO 2 tons

Ring Doubling 2 tons

Contamination Removal

25% of the production is from in house processed material

which is free from contamination.

The total bales are opened manually and maximum care is

taken to remove the contamination.

People are educated with the type of contamination effects in

further process. Their effectiveness is monitored

meticulously by measuring the contamination level in the

final yarn. The contamination controllers in the blow room

help us to alarm the contamination level in the material.

Adequate care is taken for material in handling in order to

avoid contamination during the process.

All the auto corners are equipped with siro cleaners to

remove the residual contamination in the yarn.

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Ginning Division

Selection of raw materials is the important criterion in order to

produce high quality yarn. Moreover the cotton is selected personally by

the managing director or the director of the ginning mill.

Idupulapadu Cotton mills has been equipped with modern ginning

facilities. The important features are:

The ginning factory is equipped with automatic machinery.

The cotton pre-cleaner eliminates the cotton bolls and unopened

cotton in the feed material.

The seeds are collected through the seed conveyer and are dumped

in separate area.

The cotton lint is connected to chute system which connects to the

trash separator and the lint cleaner.

The lint cleaner eliminates the unginned cotton, if any, and reduces

the short fiber content in the ginned cotton fibre.

The entire chute system is designed in such a way that there

should’nt be any harsh effect on the cotton fibers.

The lint is sent to be baleing to preserve the cotton properties for

later use.

Zero handling (human interference) of cotton in the ginning

process after the feed.

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ENVIRONMENTAL PROTECTION AND SAFETY – A TOP

PRIORITY:

We believe that environmental protection requires attitude, action

and right application o technology. The group is an eco-friendly entity

whose concern is preservation of life and environment. The division does

not release any toxic wastes and pollutants. And, across every unit of the

group, humidity, moisture and temperature are constantly monitored to

ensure top most safety.

The very fact that we have made wearing of masks mandatory for

the personnel bears amp witness to our commitment to industrial safety. The

environmental protection commitment of the company firmly believes that

when we use the bounties of mother earth, we have to give back an

environment that is conductive to healthy living.

TEXTILE DIVISION:

The Division Units was equipped with modern imported

machinery. Presently we are running with 48 Brand New Looms. We have

sucker Wrapping and sizing. Total plant planned for 98 Looms. In phased

manner we are expanding the Looms capacity.

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Orienting

new

Employee

,

Introduci

ng

Innovatio

ns in

Products

and

services

Special

skills

Traini

ng

Safety

Educat

ion

Creative

Technical

and

Professio

nal

Educatio

n

Sales

Administ

ration

Superviso

ry and

Manageri

al

Educatio

n

1 2 3 4 5

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A. On-the-job Methods

Orientation training

job instruction

training

Apprentice training

internships and

assistantships

job rotation

coaching

B. Off the job Methods

vestibule

Lecture

Special study

Films

Televisions

Conference or

Discussion

Case Study

Role Playing

Simulation

Programmed

instructions

Laboratory training

_

_

_

_

_

--

-

-

--

--

--

--

--

--

--

--

--

--

--

--

--

--

--

--

--

--

--

--

--

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--

--

--

--

--

Training Methods and the Activities for Which They are Used

DATA ANALYSIS AND INTERPRETATION

1.How long you have been working for ICM?

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TABLE-IV.1

Description No. ofrespondents % of respondents

Less than 5 years 20 40

5years 10 20

More than 5 years 0 0

Recently join 20 40

Total 50 100

GRAPH – IV.1

0

5

10

15

20

25

30

35

40

45

Less than 5years

5years More than 5years

Recently join

opinion

% o

f re

sp

on

den

ts

INTERPRETATION:

From the above table 40% of the respondents stated that they have

been working below 5 years.


been working from 5 years.


been recently joinies.

2.Does your organization promote training for employees?

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TABLE- IV.2

Description No. of

respondents

% of respondents

Yes 50 100

No 0 0

Total 50 100

GRAPH-IV.2

0

20

40

60

80

100

120

Yes No

opinion

% o

f re

spo

nd

ents

INTERPRETATION:


been agreeing that organization promote training for respondents.

3.To whom does the organization promote training for employees?

Table-IV.3

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Description No. of respondents % of respondents

New employees 31 62

Promoting employees 2 4

Existing employees 1 2

All the employees 16 32

Total 50 100

GRAPH – IV.3

0

10

20

30

40

50

60

70

New employees Promotingemployees

Existing employees All the employees

opinion

% o

f re

sp

on

den

ts

INTERPRETATION:

From the above table 62% of the respondents stated that the

organization promoting training for new employees.


organization promoting training for promoting employees.


organization promoting training for existing employees.


organization promoting training for all the employees.

4.How the training need identified?

TABLE- IV.4

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GRAPH-IV.4

0

5

10

15

20

25

30

35

40

45

Oral feedback Discussionemployees

Performanceemployees

Other w ay

opinion

% o

f re

sp

on

den

ts

INTERPRETATION:

From the above table 30% of the respondents stated that the training

need identified by oral feedback.


need identified by discussion of the employees.


need identified by the performance of the employees.


need identified by other way.

5.What type of training program did you attend?

TABLE- IV.5

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Oral feedback 15 30

Discussion employees 20 40

Performanceemployees 10 20

Other way 5 10

Total 50 100

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On the job 40 80

Off the job 10 20

Total 50 100

GRAPH-IV.5

0

10

20

30

40

50

60

70

80

90

On the job Off the job

opinion

% o

f re

sp

on

den

ts

INTERPRETATION:


been attended for on the job training.


been attended for on the job training

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6.Who does mainly involve in training program?

TABLE- IV.6


General manager 12 24

HR manager 1 2

Executive manager 0 0

Others 37 74

Total 50 100

GRAPH-IV.6

0

10

20

30

40

50

60

70

80

General manager HR manager Executive manager Others

opinion

% o

f re

spo

nd

ents

INTERPRETATION:

From the above table 24% of the respondents stated that general

manager mainly involved in training program.

From the above table 2% of the respondents stated that HR manager

mainly involved in training program.

From the above table 74% of the respondents stated that others

mainly involved in training program.

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7.The reason for attending such programmes was

TABLE- IV.7


Self interest 5 10

Out of interest 0 0

Training need 45 90

Total 50 100

GRAPH-IV.7

0

10

20

30

40

50

60

70

80

90

100

Self interest Out of interest Training need

opinion

% o

f re

spo

nd

ents

INTERPRETATION:

From the above table 10% of the respondents stated that the reason

for attending such programmes was self interest.

From the above table 10% of the respondents stated that the reason

for attending such programmes was when training is needed.

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8.Is there any improvement in your performance after attending the

training program?

TABLE- IV.8


Highly improved 5 10

Moderatelyimproved 2 4

Improved 43 86

No change 0 0

Total 50 100

GRAPH-IV.8

0

20

40

60

80

100

Highly improved Moderatelyimproved

Improved No change

opinion

% o

f re

spo

nd

ents

INTERPRETATION:

From the above table 10% of the respondents stated that their

performance was highly improved after attending the training

programme.


performance was moderately improved after attending the training

programme.


performance was improved after attending the training programme.

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9.Are there any training councils (or) committees in the

organization?

TABLE- IV.9


Yes 35 70

No 15 30

Total 50 100

GRAPH-IV.9

0

10

20

30

40

50

60

70

80

Yes no

opinion

% o

f re

sp

on

den

ts

INTERPRETATION:

From the above table 70% of the respondents stated that there is

training councils (or) committees in the organization.

From the above table 30% of the respondents stated that there is no

training councils (or) committees in the organization.

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10.Do you get any feedback of any training program?

TABLE- IV.10


Yes 41 82

No 9 18

Total 50 100

GRAPH-IV.10

0

10

20

30

40

50

60

70

80

90

Yes no

opinion

% o

f re

spo

nd

ents

INTERPRETATION:

From the above table 82% of the respondents stated that they get

feedback in the training program.

From the above table 18% of the respondents stated that they don’t

get feedback in the training program

.

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11.To what extent the training program is useful at your job

TABLE- IV.11


Great extent 42 84

Some extent 0 0

At all extent 8 16

Total 50 100

GRAPH-IV.11

0

10

20

30

40

50

60

70

80

90

Great extent Some extent At all extent

opinion

% o

f re

spo

nd

ents

INTERPRETATION:


training program is useful at their job.


training program is useful at all extents.

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12.Training is essential for

TABLE- IV.12


improveworkperformance 15 30

get promotion 8 16

Develop efficiency 12 24

All the above 15 30

Total 50 100

GRAPH-IV.12

0

5

10

15

20

25

30

35

To improve w orkperformance

To get promotion To developeff iciency

All the above

opinion

% o

f re

sp

on

den

ts

INTERPRETATION:


training program is essential for to improve their work

performance.


training program is essential for to get promotion.


training program is essential for to develop efficiency.


training program is essential for to get all these.

13.On what basis all the employees promoted for higher position?

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TABLE- IV.13

GRAPH-IV.13

% of respondents

0

10

20

30

40

50

60

70

80

Experience Performance Innovation Educationqualification

Above all

opinion

% o

f re

spo

nd

ents

INTERPRETATION:

From the above table 10% of the respondents stated that all the

employees promoted for higher position on the basis of their

experience.



performance.



education qualification.

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Experience 5 10

Performance 35 70

Innovation 0 0

Educationqualification 2 4

Above all 8 16

total 50 100

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employees promoted for higher position on the basis of all the

above.

14.Are you satisfied with training and development facilities

provided by the company?

TABLE- IV.14

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Highly satisfied 7 14

Satisfied 43 86

Dissatisfied - -

Highly dissatisfied - -

Total 50 100

GRAPH-IV.14

010

20304050

607080

90100

Highlysatisfied

Satisfied Dissatisfied Highlydissatisfied

no. of respondents

% o

f re

spo

nd

ents

INTERPRETATION:

From the above table 14% of the respondents stated that they are

highly satisfied with the training and development facilities

provided by the company.

From the above table 86% of the respondents stated that they are

satisfied with the training and development facilities provided by

the company.

15.Training should cover the job’s

TABLE- IV.15


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Present requirements 25 50

Future challenges 10 20

Industryrequirements 5 10

All the above 10 20

Total 50 100

GRAPH-IV.15

0

10

20

30

40

50

60

Presentrequirements

Future challenges Industryrequirements

All the above

opinion

% o

f re

sp

on

den

ts

INTERPRETATION:

From the above table 50% of the respondents stated that training

should be given on the present requirements of the job.


should be given on the future challenges of the job.


should be given on the industry requirements.


should cover all the three areas.

FINDINGS

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Most of the workers are from over and above 5 years and very less

are recently joined.

The organization promote training programmes for employees.

The training programme will be conducted for the most of the

employees when they are joined.

The training programme became compulsory for every employee

for improving their skills and knowledge

80% of the respondents have been attend for the job training.

The training programme conducted by the involvement of HR and

other related professionals

Training programme facilitates the employees to improve their

performance time to time

More improvement is observed in employees performance after

attending the training programme

Yes there are training councils or committies in the organization

Feedback of any training programme is compulsory objective of

the company

84 % of the employees responded that the training programme is

useful at the job

The training is essential for improve the skills and knowledge of

the employees

On the basis of performance most of the employees are promoted

for higher position

Yes most of the employees are satisfied by the training programme

facility provided by the company.

SUGGESTIONS

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At the present the company giving training for new employees only. It

is better to consider all the employees to provide proper training to

improve their capabilities and skills time to time to get their work

efficiency.

Training is given to the employees not only to the present

requirements but also the future requirements.

It is suggested to the company conduct more training sessions for

employees improve their skills and talent.

It is suggested to the company to include practical training method

like role play, committee assignments in order to improve

interpersonal skills of the employees.

The company may be suggested to under taken off- the- job training

like vistible training, ,lecture method to certain areas along with on-

the-job training and also improve the industrial relations.

Training period should be measurable with timing of trainee arranged

as for the convinced of trainee with regular intervals.

As the company follows employees are promoted for higher levels by

considering employees performance and seniority. This procedure has

to be implemented for all levels of the employees.

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CONCLUSION

After the findings have been enumerated the following conclusions

have been drawn. By these findings we can say that Idupulapadu cotton

mills pvt.ltd. is definitely providing better training process. But in some

areas it cannot satisfy employees and their needs. Managers should

concentrate and work on those areas which the employees as assets of the

company. So employer should always interact with the employees.

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QUESTIONNAIRES

1. How long you have been working for ICM

a) Less than 5 years b) 5 years

c) More than 5 years d) recently join

2. Does your organization promote training for employees

a) Yes b) No

3. To whom does the organization provide the training

a) New employees b) Promoting employees

c) Existing employees d) all the employees

4. How the training need identified

a) Oral feedback b) Discussion employees

c) Performance employees d) Other way

5.What type of training program did you attend

a) On the job b) Off the job

i) Job instructions i) visible training

ii) Coaching ii) role player

iii) Job rotation iii) lecture method

iv) Committee assignment iv) conference

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6.Who does mainly involve in training program?

a) General manager b) HR manager

c) Executive manager d) others

7.The reason for attending such programmes was

a) Self interest b) out of interest

c) Training need

8.Is there any improvement in your performance after attending the

training programme?

a) Highly improved b) moderately improved

c) Improved d) no change

9.Are there any training councils (or) committees in the organization

a) Yes b) No

10.do you get any feedback of any training program

a) Yes b) No

11.To what extent the training program is useful at your job

a) Great extent b) some extent

c) at all extent

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12.training is essential for\

1. to improve work performance

2. to get promotion

3. to develop efficiency

4. all the above

13.On what basis all the employees promoted for higher position

a) Experience b) performance

c) Innovation d) education qualification

14.. Are you satisfied with training and development facilities provided

by the company?

a) Highly satisfied b) satisfied

c) Dissatisfied d) highly dissatisfied

15. What should be covered in training?

a) Present job requirements b) Future challenges of the job

c) Industry requirements d) All the above

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BIBLOGRAPHY

Referred Books : Authors

Human Resource Management P. Subba Rao

And Industrial Relations

Human Resource and Personnel Aswathappa

Management

Performance Management and Appraisal Davendra

Sharma

Performance Management System A.M. Sarma

Research Methodology Ch. Kotari

Websites:www.humanresource.com

www.ML.Company.com

www.google.com

www.Ask.com

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http://www.ML.Company.com/

http://www.humanresource.com/

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