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CHAPTER-I

INTRODUCTION ABOUT THE STUDY

NEED FOR THE STUDY

OBJECTIVES OF THE STUDY

SIGNIFICANCE OF THE STUDY

SCOPE OF THE STUDY

METHODOLOGY OF THE STUDY

LIMITATIONS

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Introduction:

Training makes a very important contribution to thedevelopment of the organizations 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.

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Definitions of Training:

Training is an organized activity for increasing the

knowledge and skills of people for a definite purpose.

Training is the act of increasing the knowledge and skills

of an employee for doing a particular job. ---------Edwin B. Flippo.

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 theirjobs better. Training makes newly appointed workers fully productive

in the minimum of time. Training is equally necessary for the old

employees equipment is introduced and there is a change in the

techniques of doing the things.

In fact, training is a continuous process. It does not stop

any where. The managers are continuously engaged in training their

subordinates. They should ensure that any training program should

attempt to bring about positive changes in the knowledge, skills and

attitudes of the workers. The purpose of training is to bring about

improvement in the performance of work. It in learning of such

techniques as required for the better performance of definite tasks.

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NEED FOR THE STUDY:

In fact need for studying the various dimensions of training

and development and dynamics of training and development arises in

terms of research studies in social research because of the fact human

capital is regarded as most valuable assets for corporate enterprises in

every country. In the face of cut throat competition intensified by

liberalization and globalization of Indian economy need for upgrading

the and escalating efficiency of human resources to enable them to

keep pace with emerging challenges is felt by todays organization.

It is high time that companies in India to make themselves

more competitive and more dynamic so that they which kind

competitive forces in a concerned industry in order to avoid the

problem of redundancy of human resources which is caused by

frequent developments in technology CAPOL division is poised to

adopt up gradation of technology as a part of modernalization

program.

The importance of training and development and its role in the

development of said company was properly realized by the company

so the present study which focused on the methods of training and

development in the company had brought out many interesting

aspects relating to training and development.

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The major philosophy underlying study of this aspect is

to elicited the opinion of employees about effectiveness of training

and development programs more comprehensive in future. From this

study innumerable advantages can be derived which may be useful to

the company in rectifying its short comings

Objectives of the study

In order to realize my vision I have set the following objectives.

PRIMARY OBJECTIVE:

To know the extent of satisfaction of the employees in training

and development programmers provided at CAPOL

SECONDARY OBJECTIVE:

1. To know the type of training and development programs

conducted to the employees

2 .To know the impact of training program Behavioral aspects like

inter-personal relationship, communication etc., of the employees.

3. To know how far the training programs are helpful to the

employees in performing their job

4. To suggest appropriate techniques and modifications in training

programs to achieve organizational goals.

5. To know that if the training improves the relationship between

workers and management.

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6. To examine the feasibility of the introduction of state of the art

training methods in the fast changing world.

7. To carefully examine the type of responsiveness of theemployees to the change in the training methods.

8. To examine the possibility to seek the behavioral norms

suggested by the trainees this may be acceptable to them.

9. To observe the correlation between training requirements and

importance attached to the training by the company.

10. To thoroughly ascertain whether training planning has

reflected internal realities and external realities.

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SIGNIFICANCE OF THE STUDY

The researcher is of opinion that present study on Training and

development in CAPOL Division vital importance as training and

development is one of the critical success factor around which

corporate enterprise gain core competence as well as competitive

advantage. The contribution made by training and development to the

organization efficiency and effectiveness and its importance in

management in management of human resources had aroused a keen

urge and inclination in me to select the present topic for project

training.

Like in other fields, drastic changes have taken

place in the way of human capital in recent times. In the other words,

it is necessary that the researchers should attach utmost importance to

the dramatic changes in the area of training and development. It is

worth while to admit the fact that the concept of training and

development has assumed new dimensions.

It is gratifying to note that the study on

training and development in any reputed company in India deserves

attention and priority when compared with other research problems.

Since CAPOL division deserves appreciation and attention in the

view of its commendable contribution to the industrial development

of India study in the above said company assumes much importance.

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I have taken special interest in carrying out my

study in CAPOL Division. It is earnestly hoped that CAPOL is bound

to the benefited through the suggestions which I offered and take

effective measure for correcting deficiencies and inadequacies

wherever their existed.

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Methodology

Methodology deals with different methods and tools by which the data

are collected.

RESEARCH DESIGN:

Research design is defined as the specification of methods and

procedures for acquiring the information need. It is plans of organization frame

for do in the collection of data.

In general the research designs are of these types via exploratory,descriptive and casual.

Descriptive:

Descriptive designs have that name because they described

phenomena with out establishment associations between factors the data may

be.

1. The behavioral variables of people (or forth subjects) that are

Under study.

2. The situational variable that existed is forth coming.

Sources of Data :

Since the study is explorative and investigative there is a requirement of

data from different sources. Enough data is more relevant for the research in

order to have a clear idea about the research. The data were collected through

primary and secondary source.

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a) Primary data:

The primary data are those, which are collected freshly and for the first

time, from the employees directly. It is collected through the following

methods.

1. Questionnaire: A structure of questionnaire was prepared and

distributed among the employees.

2. Interview: Personal interviews and interaction with the employees

and labour.

3. Observation: By observing the working environment.

DATACOLLECTION

PRIMARY DATA SECONDARY DATA

1) Personal interview with

Various officials andEmployees of theOrganisation.

2) About 100 employeesWill be interviewed

Through a questionnaire

1) Information fromVarious publication and

Journals.

2) NEWS magazines

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b) Secondary data:

The secondary data are those which have already been collected by

someone or else which have been passed through statistical process. Sources

of secondary data can be categorized into 2 broad categories named published

and unpublished statistics. Leaflets, brochures, annual reports of CAPOL,

Training and development reports, other textual information available in the

library.

Research Approach:

In this researcher goes to the respondents with questionnaire

clarifies any doubts raised by the respondents and notes the responses.

Sampling Method:

Simple random sampling method

Sample units:

Workers of Capol

Sample size:100

Data Analysis:

The data collected were analyzed using statistical measures like chi-

square test, percentages and averages, wherever necessary and according to thedemand of the study, descriptive analysis is also made.

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Limitations

1. This scope of the project is focused only on the workers of

the Capol (Chirala).

2. This study is restricted up to training and development

programs only.

3. Some of the respondents hesitated to answer some questions.

4. Because of their busy work the data is collect in hurry. This

is analyzed based on available information

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CHAPTER-II

INDUSTRY

&

COMPANY PROFILE

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INTRODUCTION TO CAPOL

The full form of CAPOL IS Coromandal Agro Products

and Oils Limited. It is seasonal industry. CAPOL established in 1975. The

manpower of CAPOL is 500. It is located in Jandrapet near Chirala. The area

measurement of CAPOL is 23.68 acres. Acquirement of Andhra Pradesh

Government.

The causes for the location of CAPOL at Jandrapet.

Available of raw materials.

Power, water, transport and infrastructure facilities.

Construction Materials.

Labour facilities.

Skilled persons.

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HISTORY OF COTTON SEED

In our country India more than 70% of the total

population were depend on agriculture. So, there is a much demand for an

Agro products Most of the people were depend on cotton also.

For this interest the Indian industrial development of

cotton seed processing was first at Navasri, Surat (DT), Rajastan, second at

Punjab and third at Hyderabad (A.P) in 1937 by Sri. Govindram Sakseria

(125 tones/day)

After this heavy production India now occupies the

fourth place among the cotton seed production countries in the world.

Many of the people depend on this cotton seed

agriculture. It is a seasonal crop. The rate of these cotton/cotton seeds was

depending up on the various factors relating to the farmer. That is price of

seed, rate of fertilizers and rain etc. This is history of the cottonseed. Now

there is a heavy demand for this cottonseed because lot of products were

made with cotton or cottonseed.

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INTRODUCTION

The word Agro Industries broadly means industries

manufacturing inputs for agriculture or the industries processing

agricultural outputs. Agencies supporting agriculture by designing and

manufacturing inputs are termed as Agro Industries and those supporting

by agricultural products are termed as Agro based industries. Modern

Agro industries manufacture chemicals and supply agricultural input either

on each basis or realize the value in installments.

According to planning commission Any enterprise

producing and supplying chemicals inputs to agriculture is an Agro based

industry. Due to rapid changes in technology. The out put of agriculture.

Agro industries and Agro based industries has increased in the same

manner. We found the improvement not only in output of cotton and titles,

but also in the whole range of plantations like tea, coffee, groundnuts, cash

nut and course juts.

Generally most of the industries use agriculture output as

basic raw materials. But this concept defers in case of Agro industries. It

is conformed to those industries that are engaged in processing the

agriculture product.

Since Agro industries directly influence the cost

structure of forming Agro based industries. They have their impact on the

receipts of the farmer Agro industries also serve as a mean for providing

better employment opportunities to the labour during off-season. Thepurpose of establishing Agro industries co-operation is not only to equip

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former with modern implements, but also to train them in the operation of

machines, which in the early state of mechanization and nationalization of

agriculture.

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INDUSTRY PROFILE

BACKGROUND

India one of worlds leading producers of oil seeds

(9.3%) and oil

Technology Mission on oilseeds set up in 1996

Oilseeds have support price mechanisms

India second largest importer of edible oils (2

million MT)

Vanaspathi a substitute for ghee, formed by

hydrogenation of crude vegetable oil.

Free pricing in vanaspathi since 1989; delicensed in

1992

Oil season November to October

MAJOR PLAYERS

Edible Oils Vanaspathi

National Dairy Development Board

(Anand)

Hindustan Lever

(Mumbai)

ITC Agro-Tech (Secunderabad) Wipro (Bangaloe)

Marico Industries (Mumbai) Rasoi (Calcutta)

Ah,ed Mills (Mumbai) Avi Industries

(Mumbai)

MARKET

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Industry Structure

Highly fragmented industry

Over 600 oil extraction units, 166 vanaspathi

manufacturing units

- only 10 edible oil units and 8 vanaspathi units have

national reach

Over 50% of the units sick or under utilized due tosurplus capacity

Idle capacities among these units due to shortage in

feedstock supply

Major oil brands Sundrop, Dhara, Saffola, Sweekar,

Postman

Vanaspathi brands Dalda Rath

TRENDS IN OUTPUT

Market Size:

Edible oils and vanaspathi markets 9.6 million MT

Oils market growing at 8.7% CAGR

Vanaspathi market stagnating at around 1 million MT

CAPACITIES

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Installed Capacity and Production

Vanaspathi Edible Oils

Capacity 2,720,000 30,368,000

Productions 990,534 6,250,000

Utilization 36% 21%

Installed capacities and Production in MT per year

Key Inputs, Technology

Inputs

Vanaspathi Minor (solvent extracted) edible oils

Sunflower oil, Soybean oil, Ricebran oil.

Edible Oils Oilseeds such as Groundnut, Sesame, Mustard,

Sunflower and oil cakes and bran

Raw materials comprises 70% of the production cost

Oilseeds the largest cash crop Poor productivity 873 Kg/

hectare (global average of 2000 kg/ hectare). Though oilseeds

have 14.5% share in gross cropped area, only 25% of it is under

assured irrigation.

Technology: Refining technology freely available

indigenously

FEATURES

Characteristics

Oils : primarily a commodity market price sensitive

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Effective distribution chain through a complex

network of C & F agents, wholesalers / stockists & retailers (kirana

shops, supermarkets).

Oil sold in bulk (tin, HDPE containers) to institutions;

In retails packs (PET bottles, cans, jars, pouches) to small

customers

Seasonal demand for oils & vanaspathi September to

November (peak season)

Regulation : Under the Edible Oils Packaging

(Regulation) Order, 1998, edible oils cannot be sold loose but can

be sold only in packed form

Oil consumption North is largest market, followed

by South, West & East Zones

Imports and Prices

Oils and vanaspathi substitutes can be freely imported

under OGL

Import duties : 15% basic + 10% surcharge (Oil); 40%

basic (Oilseeds)

Large scale imports of oils and vanaspathi substitutes

primarily to check price rise and meet supply shortages.

Imports during 1998-1999 2.38 million MT

Estimated imports for 1999-2000 : 3 million MT

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Prices of edible oils : RBD Palmolein Rs.23,500/MT

(Wholesale, ex-Mumbai) World market : $420/MT (Rs.18,060/MT) c.i.f. July99

Prices of vanaspathi : Rs. 647/15 kg (wholesale, ex-

Calcutta) 0 May99

Usage

Oil and vanaspathi used as cooking media (in

households, hotels, restaurants, canteens, institutions)

Vanaspathi used as an industrial input for making

bakery products & confectionery

FUTURE

Macroeconomic factors : Population growth,

per capita income, purchasing power, oilseeds crop

Influence of branded products health

message

Growing preference for convenience foods

Raw material sourcing : focus on improving

yields, getting better quality oilseeds, ensuring regular supplies

through symbiotic relationship with farmer

Key success factors:

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Branding essential for success (Vanaspathi

Dalda, Oils Sundrop)

Better distribution network to improve reach

Efficiency in operation to become price

competent and withstand overseas competition

Proposed Future trading in edible oils will helpcurtail price volatility and lend knowledge based assistance to

farmers of eliminate unofficial markets

In the next five years, the market for

Future - edible oils will grow by 8% to 12.65

million MT

- vanaspathi will grow to 1.5 million MT

Free imports, low import duties and slump in

global prices lead to dumping

Domestic industries of edible oils and

vanaspathi affected low realization and idle capacities in oil and

vanaspathi industries

Business- Production slippages have also forced imports

Concerns Excessive (cheap) imports of oilseeds led

to un remunerative prices, locally

Hence, farmers have shifted to other cash crops

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Increasing health awareness impact of oils and

vanaspathi usage in individuals cholesterol levels

This industry is a high volume, medium growth sector

characterized by excess / idle capacities owing to in efficient

operations. Imports have been influencing prospects, leading to

domestic industry crisis.

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HISTORY OF THE COMPANY

CAPOL is an oil producing industry at Jandrapet

near Chirala. It has acquired much importance at Prakasam District

in A.P. This is because of extensive cultivation of cotton by the

farmers. Cottonseed is remove from the cotton and it would be

sold to the company for manufacturing of various by products like

cottonseed hulls, soap stock, animal feed, lint etc. Further, the

products of CAPOL like de-oiled cake are also exported to Japan,

Thailand, Malaysia, west Germany, Switzerland etc., Therefore the

study on marketing mix of the CAPOL has assumed a greater

significance in recent times.

The success of any organization depends

mainly of three functions of the management namely production,

finance and marketing. Selling has predominant importance in

marketing procedure.

Cottonseed crushing industry is one of the Agro based

industries. Cottonseed is used in the manufacturing of edible oils,

cakes, liner, hulls and oil. India is the third largest edible oil based

economy in the world after UNITED States and China. India

accounts 9.7% to the global oil seed production. The main

production of this industry is edible oil.

Most of the people habitat to use groundnut oil for cooking

purpose. To meet the competition CAPOL is manufacturing

cottonseed oil at a lower price than groundnut oil. This itself

underlines the importance of marketing activities of CAPOL,Chirala.

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CAPOL has been located in Jandrapet village at Chirala and

are measuring across 23.68 acres. The plot has acquired from the

Government of A.P on the basis of 9 years lease. The sight is

favorably located in respect of all facilities.

This is registered in 12th Dec, 1975 and Commencement of

business was started from 5th Jan, 1976. This CAPOL has made a

joint venture with APIDC and signed on 1st Feb, 1976 CAPOL got

the license in 13th Aug, 1975 and it is transferred to 13th Feb, 1976.

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ORGANIZATIONAL STRUCTURE

The CAPOL is organized by a board of Directors.

Under the board of directors there is a chairman. The chairman

controls the Managing Directors. There is a General Manager

under the control of the Managing directors.

The General Manager organizes the overall activities

of the company. He has under his direct control of finance

manager and the company secretary. Besides he has also under

him a commercial officer. Under maintenance engineer material,

procurement officer, packing section in charge and personnel

officer and security officer. Under the finance Manager there are

three officers. They are Junior Account officer, Internal audit In-

charge and administrative officer.

The plant engineers are in-charge of the C.S.P Plant

in-charge oil mill, solvent extraction plant in-charge, refinery in-

charge and lab in-charge. Plant engineers functions are to rectify

mechanical defects to make machinery run smoothly and maintain

co-operation of the production activities.

The personnel officers are responsible of organization

recruitment of personnel functions and ensure the disciplined

working of the employees. The security officers are in-charge of

watch and time keeping departments.

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Board of directors

Managing directer

General Manager

Plant Engeneer personnel Financial Manager Company Commerc

Manager Account Officer Secretary Manager

Purchases Sales Cashier Expenditur Internal Stores Accounts

Audit Accounts General

Personnel Officer Horticultural Officer Security Officer

Senior Clerks Clerks Head Guards

Junior Clerks Security Guards

Purchasing Commercial Commercial

Officer Guntur Officer Chirala Officer Kakinada

Assistants Clerks Clerks

Clerks

C.S.P.Plant Oil Mill Solvent Extraction Refinery Laboratory Packing

Incharge Incharge Plant Incharge Incharge Incharge Section

Supervisor Supervisor Supervisor Supervisor Workers Workers

Workers Workers Workers Workers

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COMPANY PROFILE

NAME : Coramandal Agro Products and Oils Ltd

Address : Jandrapet (post)

Chirala (M.D.),

Prakasam (DT), PIN-523 165.

Chairman : V. Venkata Rao

Directors : M. Lakshmaiah

M. Ramesh

V. V. S. Ravi

M.D : M. Venkateswara Rao

General Manager : Sri K. Satyanarayana

Finance Manager : Sri A.V. Krishna

Commercial Officer : V.H. Gupta

Personnel Officer : Suresh Babu

Finance Institutions : ICICI, IDBI, IFCI

Auditors : M/s A. Ramachandra Rao & Co.,

Registered Office : 12-B

Sky land apartments,

Basheer Bagh,

Hyderabad.

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Established : 1975

Manpower : 500

Area : 23-65 acres

Product : Cotton Seed Oil

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MARKETING ORGANISATIONAL CHART OF CAPOL

GENERAL MANAGER

COMMERCIAL MANAGER

MATERIAL

OFFICER

(GUNTUR)

MATERIAL

OFFICER

(GUNTUR)

MATERIAL

OFFICER

(GUNTUR)

ASSISTANTS CLERKS CLERKS

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OBJECTIVES OF THE CAPOL

Following are the objectives of the company:

To acquire, promote establish and carry on business of

manufacture oils from cottonseed. Castor linseed, sunflower, Rice

bran and other type of edible and non crushing solvent extraction,

chemical or any other process and to utilize, sell the oils and cakes

to be produced or acquired for edible purpose of in any type or

processing i.e., ordinary crushing solvent extraction, chemical or

any other and to utilize sell the oils cakes to be produced or

acquired for edible purpose or in any industry in the manufactured

of nutrition tools, soaps, cattle fed, manure, fatty acids, perfumes,

chemical or any other and to utilize sell the oils cakes to be

produced or acquired for edible purpose or in any industry in the

manufactured of nutrition tools, soaps, cattle fed, manure, fatty

acids, perfumes, chemical and other products in which such oils,

cakes are utilized.

To erect, take on lease or otherwise acquire establish

plantation and other lands, or free hold, leasehold, or the other

tenure and in particular lands producing or likely to produce, cotton

seeds and other seeds and also grants concession claims, licenses

and authorities of any description over any such lands.

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To carry on in India or every where in any part of the

world the business of spinning weaving of manufacturing ordealing in cotton or other fibrous substances, the preparations,

dyeing or coloring of any of substances, the preparations, the

pressing of sand otherwise dealing with cotton seed and extraction

of oil and other such products. There fourth refining and treating

of such products and subjects them to further processor of

manufacture.

To act as stockiest, a commission agent,

representatives or agents, selling and purchasing agents, distracters,

brokers of edible oils.

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ANCILLARY OBJECTS OF THE COMPANY

To manufacture and deal in all kinds of plant

machinery apparatus tools utensils, materials and things necessary

or convenient for carrying on any of the main objects of the

company.

To buy, sell, manufacture, plant, prepare, treat, alter,

exchange, hire, let on hire, import, export dispose and or deal in all

kinds of articles and things which may be required for the purpose

of any of the business which the company is expressly or by

implication authorized by this memorandum at carry on.

To establish, appoint, regulate and discontinue offices,

agents, representatives, distributors or retailers in all such places as

the company may from time to time determine for carrying out all

or any of the companys objects and to acts agents for the other.

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AWARDS FOR CAPOL

The following awards are given to the CAPOL company for best

performance in various circles

1. In 1981-82 award was given for largest exports to de oiled cake in India

from all India cotton seed crushers Association .

.2. In 1983-84 the company was awarded a certificate of merit as higher

exports of de oiled cake in India .

3. In1979 the company was given best safety award by Prakasam

District Mills Association.

4. Export award of AICOSCA for second largest exporter of cotton

seed expeller extraction from south zone .

5. The CAPOL company got best production award in the year .

1984-85 from A.P. Government.

6. The CAPOL company was awarded best management commendation

certificate from the C.M. Dr. Marri Channa Reddy on First May 1990

7. Karimika Ratna award was given by A.P Government for achieving

higher production with low temperature in 1995 .

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CHAPTER-III

TRAINING

&

DEVELOPMENT

IN

CAPOL

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Defining Training and Development:

According to Flippo, training is the act of increasing the knowledge and

skills of an employee for doing a particular job. The major outcome of training islearning. A trainee learns new habits, refined skills and useful knowledge during

the training that helps him improve performance. Training enables an employee to

do his present job more efficiently and prepare himself for higher level job.

Training, thus, may be defined as a planned program designed to improve

performance and bring about measurable changes in knowledge, skills, attitude and

social behaviour of employees.

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Training Vs Development

Training and Development Distinctions

Learning

dimension

Training Development

Who

What

Why

When

Non-managers

Technical

mechanical operations

Specific job

related information

Short term

Managers

Theoretical

conceptual ideas

General knowledge

Long run

Thus, training is meant for operatives and development is meant for

managers. Training tries to improve a specific skill relating to a job whereas

development aims at improving the total personality of an individual. Training is a

one-shot deal; whereas development is an ongoing, continuous process. Training

is mostly the result of initiatives taken by management. It is the result of some

outside motivation. Development is mostly the result of internal motivation.

Training seeks to meet the current requirements of the job and the individual. In

other words, training is a reaction process whereas development is a proactive

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process. Development is future oriented training, focusing on the personal growth

of the employee.

Benefits of the training:

The benefits of training to a company should be readily apparent. The major

values are:

1. Increased productivity:

An increase in skills usually results in an increment in both quality and

quantity of output. However, the increasingly technical nature of modern job

demands systematic training to make possible even minimum levels of

accomplishment.

2. Improved morale:

Training helps employees to improve their job knowledge. It enables them to

remain up-to-date. They can handle job operations with relative ease and comfort.

They can work more competently. They can now meet the deadlines, achieve the

targets and show performance. In short, their morale would be high. In the

absence of training, they have to depend on others and wait for painfully long

hours seeking an appointment with supervisors.

3. Reduced Supervision:

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The trained employee is one who can perform with limited supervision.

Both employee and supervisor want less supervision but greater independence

which is not possible unless the employee is adequately trained.

4. Reduced accidents:

More accidents are caused by deficiencies in people than by deficiencies in

equipment and working conditions. Proper training in both job skills and safety

attitudes should contribute towards a reduction in the accident rate.

5. Increased organizational stability:

The ability of an organization to sustain its effectiveness despite the loss of

key personnel can be developed only through creation of a reservoir of employees.

Flexibility, the ability to adjust to short-run variations in the volume of work

requires personnel with multiple skills to permit their transfer to jobs where the

demand highest.

CURRENT TRAINING & DEVELOPMENT PRACTICES:

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National Perspective:

The industrial organizations have realized the importance of

training their employees for better performance and for improved productivity. In

such cases, the stress is more on management development and less on worker

development.

The main difference between training in public and private

sectors is, in the former the training programs are focused on employee

development, approach while in the private sector it is mainly for the development

of the organization.

Most of the Public Enterprises have taken up HRD in big way.

However, in private sector it is less continuous but more enterprise focused and

need based. It is also a fact that in private sector formal assessment of training

needs and strategies of fulfilling them are absent. It is often viewed as a retreat for

reflection and recoupment. But things are changing under the new economic

policy and globalization of operations. Increasingly private sector industrial

houses are setting up training centers and planning to establish even private

universities. Although training helps employees to do their present job, the benefits

of training may extend throughout a persons career, whether management or non-

management.

Development on the other hand, helps the individual to handle

future responsibilities than the concerns of the present job. Simply stated, the

essence of training is to meet the future requirement of the organization. Thus,

training and development is essential both for the workers as well as the top

managers.

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Functions such as HR planning, recruitment and selection,

training and development, personnel and administrative policy, planning and

implementation, career counseling, industrial relations etc., are well integrated in

successful corporations.

Organizations are made up of a vast majority or workers and

a smaller complement of first line supervisors, middle level managers and top

executives. Essentially it is the workers, who produce the desired results in

industry.

One of the greatest challenges to a supervisor/manager

today is how to get work done, from their subordinates. Training is, therefore,

essential both to workers as well as supervisors, to improve their skills and to

change their attitudes. The same is true for the managers, whether at the middle or

the senior level that need training in the art or man-management.

With the introduction of computers there is greater need for

training, retraining and redeploying employees in industrial establishments. With

the New Industrial Policy announced by the Government in July 1991, many

structural changes have taken place. The Indian economy has switched over from

domestic market to global market. In order to compete in the world market Indian

industries have to endeavor to improve quality and ensure competitive edge.

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HRD in Public Sectors

Public Sector is a prominent organization in India which contribute most

towards National Economy. Most of these organizations use costly Technology

and equipments. Therefore, HRD in these organizations assume greater importance

to improve their efficiency.

HRD is a process by which an individual learns and uses creativity

development or himself and of the organization. It also includes mechanism like

performance appraisal feedback and counseling assessment of Training and

Development needs designing suitable programs evaluation of program and

feedback. The mechanisms are slow and complex in many a public sector

organization.

The regard and promotional system based on a time bound scale rather than

merit basis in these sectors defeats the basic concept of HRD process.

HRD can be a hall mark of public sector which will automatically improvethe quality of work and productivity if the objectives improve the quality of work

and productivity if the objectives are clearly defined and the goals are achieved.

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PROCESS OF TRAINING:

The process of training broadly encompasses the following steps:

1. Define training objectives

2. Identify the fert training needs of the staff.

3. Formulate various training schedules and ensure their systematic

implementation by time bound programs.

4 Assessment / evaluation of its effectiveness viewed from short as

well as long term pay off to the organization and the staff.

NEED IDENTIFICATION:

The effectiveness of training function is heavily dependent upon

effectiveness of processes used to identify training needs. This is the first critical

step on the road to competence development and performance enhancement. An

inadequacy at this stage cascades to all the subsequent training processes.

Traditionally, training need analysis got integrated into the annual appraisal

form.

Logically, this seems to be the correct way of doing things. First we assess

the performance of the person, their based on the performance gaps we identify the

training needs. But after reality testing, it proves absolutely wrong.

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The correlation between attribute assessment and actual performance of the

person is a question mark. Attribute assessment puts upon the wrong track from

the word go is 99% of cases, the employee is nominated by a higher authority

rather than being given a change to volunteer for a program, in some organizations,

there are employees who are earmarked and regularly nominated to attend training

programs. (Narang 2002) The subsequent training does not be fulfilling any

significant purpose. Faculty training needs identification is at the core of this

problem. The answer lies in studying the entire gamut of organization needs

.Empowering employees .So that they can take care of their own training needs in

a powerful technique that can fetch the dividends for the organization. In this

approach, emphasis is given to self development of employees, who then can learn

at his own pace.

The onus is on the emphasis, volunteering for training is encouraged and the

practice of nominating is phased out.

So, training need identification is based on training need analysis. As the

name suggests the TNA is an attempt to understand the training needs on theorganization. The analysis presents an approach to identify the gap between the

existing performance level in the employees and the desired level of performance

to achieve the organizational goals. In other words it identifies the gaps in the

skills, knowledge and attitudes of the workforce and indicates the training inputs

required to improve employee performance. It is essentially a diagnostic tool for

the trainers.

A structured TNA is balanced in an understanding of the organizations need

on one hand and the employees need on the other. It is very interesting to note that

Toyota company carried out a research that is a business process 65% of the

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activity is wasted, 30% of the activity though useful, add no value and the balance

5% only add value.

Training Methods

Once the trainer has decided up to the training method that he wants to use

for transferring the knowledge and skills to his trainees, he can draw from various

training methods, one that will be most suitable for the particular topic, approach

and the group of trainees. Even though there are a number of methods, only a few

are used normally. In a corporates, even fewer number of methods are in

operation. In this chapter an attempt is made to discuss about the training methods

usually adopted by various Training Institutes / departments.

Training Methods:

Training methods are grouped into:

1. On-the-job training

2.Of-the-job training

On-the-job training:

Advantages:

1 Requires no extra space and attention

2 Its very practical

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3 Most common way that employees receive instruction in industry

4 Allows to practice what he is expected to do after training

Disadvantages:

1 Expensive equipment and work space is tied up

2 High wastage

3 Trainee will be under pressure

Types of on-the-job training:

1. Orientation Training

2. . Job-instruction Training

3. Job Rotation

4. Coaching

Orientation Training:

For new employees or transferred or promoted

1 Introduce to specific job environment

2 Introduce to Company policies and objectives

3 Supervise during early introduction period

4 Introduce to the people with whom he works

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Job-instruction training:

For white and blue colour employees

1 Specialized training

2 Supervised practice

3 Step by step Demonstration of Job operation

4 Trained until satisfied level

Job rotation:

1 Successive change of jobs for advanced learning

2 Immediate supervisor supervises the employee

3 Valuable knowledge of interrelationship

4 No socio-emotional relationship with any employees

Coaching:

1 A coach is assigned to every trainee

2 Coach takes the risk of training the employee

Off-the-job training:

Advantages

1 Organized training

2 Executives get away from pressure of the job

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3 Provides resource such as faculty, executives, books etc.

4 Motivates to develop himself

5 Courses courses and programs that company cant

Disadvantages

1 Fail to incorporate material that facilitate transfer of training

2 Organizational climate is lost

3 Trainees may experience frustration

4 Unless Organizational climate Training are not likely to be realized

5

Types of off-the-job Training:

1 Vestibule training

2 Lecture

3 Films

4 Television

5 Simulation

6 Organization development

Vestibule training:

1 Equipment and materials similar in production are used

2 Increases learners active participation

3 Ideal learning conditions

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Lecture:

1 Economic means of training

2 One way communication

3 Listeners are passive

4 Attitude and interest among the trainees varies

5 Skillful lecturer is needed

Films:

1 Skillful editing leads to Good learning principles

2 Its repeatedly available for reference

3 Cause effect relationship can be easily demonstrated

4 Takes less time to master operations

5 Powerful if planned from trainees point of view

Television:

1 No interaction between trainee and trainer

2 Most skillful instructor is needed

3 Experiments shown Class room interaction is better than television

Simulation:

1 Same as vestibule training

2 Real life organization

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TRAINING AND DEVELOPMENT IN CAPOL

On the Job Training

It is the method of training the employees or the workers to improve their

skills and competencies required for their job. It means that On the Job Training is

conducted to increase the employee input to achieve higher efficiency so that the

requisites of the jobs are fulfilled and the performance of the employees is

maximized. On the Job Training places the employees in a actual work situation

and makes them appear to be immediately productive. It is hence learning by

doing.

There are several methods used for training the employees under this

i.e. Apprenticeship Training, Simulation Technique, Demonstration, and as well

training on the equipment.

In the perspective of capol, On the Job Training is very significant

aspect to train the existing employees so that higher job performance is reached,

this leads to higher productivity and as well as higher job satisfaction. To conduct

this several steps are to be followed which begins right from the Job Description to

Assessment testing.

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The sequence of the On the Job Training at CAPOL is

in the following manner:-

a) Job Description:-

A Job is a collection of tasks and responsibilities that an employee is

responsible to conduct. Jobs have titles. A task is a typically defined as a unit of

work, that is, a set of activities needed to produce some result, e.g., sorting the

mail, etc. Job Descriptions are lists of the general tasks, or functions, and

responsibilities of a position. Typically, they also include to whom the position

reports, specifications such as the qualifications needed by the person in the job,

salary range for the position, etc. Job descriptions are usually developed by

conducting a Job analysis, which included examining the tasks and sequences tasks

necessary to perform the job. The analysis looks at the areas of knowledge and

skills needed by the job. Note that a role is the set of responsibilities or expected

results associated with a job. A job usually includes several roles.

Typically, job descriptions are used especially for advertising to fill an

open position, determining compensation and as a basis for performance reviews.

Some times job descriptions are not worded in a manner such that the employees

performance can be measured; they end up serving as the basis for evaluation

rather than performance. So it becomes very essential to have a complete

description of the job, which would help us

in knowing the specifications in the job.

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b) Identifying the Skills and Knowledge:-

Once the complete description of the job is known then it becomes essential

to identify the skills and knowledge required for the job to be successfully

terminated. Based on the findings at this stage it helps in knowing the basic

requirements to fill that job position. It may be qualification or any other technical

background or communication skill etc, based upon the type of job. Once the

skills and knowledge required for the job are identified then it becomes easy for

the person in charge to prepare the subject matter of the job.

c) Standard Operating Procedures:-

An SOP is a set of instructions or steps someone follows to complete a job

safely, with no adverse impact on the environment (and which meets compliance

standards), and in a way that maximizes operational and production requirements.

SOP are meant for the people who perform jobs by themselves, for people who

work together on a job, and for people who supervise other people doing a job.

Following factors should be considered like age, education, knowledge, skills,

experience and training of the person who will perform a job, and the social

culture or work history within which the individual works. SOP material is used

to write a description of how a job is done.

SOPs are very essential for all the jobs before a job is begun. SOPs firstmust be comprehensive. Often SOPs are written by one person, and are reviewed

by one or more others, one of whom may approve a final version. Most

importantly, SOPs should be reviewed by several people qualified to evaluate the

SOP in terms of its completeness and clarity of safety, environmental and

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operational components. In keeping with the intent of various International

Standards Organization (ISO) standards, these reviews should be based on the

maximum safety, health and environmental considerations, not merely what the

law requires.

SOPs should be written by teams that include some or all of the following:

1 People who will perform the job

2 People who will perform maintenance on equipment involved in a

SOP

3 Engineers or others who design equipment and processes

4 Technical writers

5 Safety personnel

6 Environmental personnel

7 Equipment manufactures

8 Vendors

9 Suppliers

10 Contractors

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Team writing accomplishes several goals besides just producing an SOP:

1 It ensures that comprehensive knowledge acquired from different

perspectives is applied to the SOP.

2 It creates but-in, which increases the likelihood that the SOPs will

be

implemented under the guidance of the writers.

3 It trains trainers the people who write the SOP. Having participated in

in-depth decision making about the SOP, the writers know it intimately and are

more likely so be effective trainers (coaches).

4 It involves people from diverse parts of the operations as a whole,

which helps ensure that when new and modified processes are implements,

someone goes back and updates the SOP.

5 It encourages employees to follow the SOP and listen to the trainers

because the employees know that the writers invested time and effort on behalf of

the employees.

6 Writing teams do not have to sit together to write. They can write or

edit parts of the SOP independently and then one person can combine the

individual contributions. Once combined, circulate the draft SOP for review

among the writers before editing a final draft for review by supervisors and

subsequent supervised testing by employees. Ideally a writing team should meet at

least once in the beginning of project to establish writing objectives, targets and

responsibilities, but then can work semi-independently with one person serving as

coordinator. In this way standards are set which make the task much easier, such

that the employees are trained as per the required standards

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1. Identifying the Employee Skills and Competencies:-

After the Standard Operating Procedures are set then the next

stage is to identify the skills and competencies possessed by the employees who

are assigned that particular job. By this it becomes easy to know about the

knowledge of the employee and the short comes so that the employee is trained

where they require additional skill. These skills can be identified by conducting

the performance analysis of the employee or by checking the result or the

contribution level. This would make the training task much easier since only the

requisite training is given instead of training the employee in all aspects and this

saves time and as well the results can be seen very soon.

2 Compare the former with the identified skills and

knowledge of the Job:-

This stage becomes very crucial because the skills and knowledge of the job

are compared with the skills and knowledge possessed by the employee and the

deficiencies are found in the employees. The found deficiency is then fulfilled by

training the employees. This would make the task of the training much easier

because only specific training is given. This reduces the training cost and as well

as training duration.

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3. Know the strengths and weakness of the People:-

Once the skills and competencies of the employees are identified, it becomes

necessary to sort the list by means of strengths and weaknesses. It means a kind of

SWOT analysis is done to identify them. By identifying these we can neglect to

know his strengths and weaknesses and as well help the organization to provide

training to employee.

4. Identify the Trainer:-

After the weaknesses are found now it becomes necessary to find the right

trainer who could train the identified employees with the best input so that the

results are maximized. A trainer is the most important part of the training program

and hence the results are based on the inputs fed by the trainer and hence very

carefully the right person should be chosen the train the employees.

5. Training Conduct

Once the trainer is identified then the dates should be fixed for the training

program and it should be conducted. The trainer may use various techniques to

train the employees i.e. either by classroom method or demonstration method or

slide showing method or training the employees on the equipment and many more

techniques can be used by the trainer. In this way by following either all the above

said methods or by following any one the trainer can train the trainees.

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6. Implementing of the Learned Skills:-

Once the training is completed then comes the stage of implementation

where the employees implement their newly learnt skills at their respective jobs.

What ever the employees learnt in the training may be difficult to implement but

by following the techniques taught to them at the training they can easily

implement their skills.

7. Assessment Test:-

An Assessment test is conducted at the end to know the knowledge gained

by the employees and how far they are able to recollect the learned material. This

test would give the result of how much knowledge employee gained by the training

and what score he gained in the test and as well it helps in knowing the

performance level of the employee.

8. If not Assessed then Retrain:-

If at last the employee has not qualified the test then it means that the

employee has to be retrained so that he gains the required skill. In this way

assessment test helps in knowing the knowledge gained by the employee.

In this way On the Job Training carries all the above steps, which should be

conducted sequentially so that the training is given successfully.

Training Management Information System

Training Information System (TRAINS) is envisaged to computerize most of

the training and development activities of T & DC department.

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After receiving the Annual training calendar along with course objectives,

respective departments have to nominate the employees for various programs as

per the seat allotment on monthly basis.

T&DC will check the level of the participants to find out his suitability for a

particular program.

All the programs are conducted every month and attendance particulars are

fed in the computer. Every HOD has the access to Training Information System

where in they can nominate, view and modify the proposed nominators of his

employees. HOD can also view the attendance details of his employees as well as

attendance status of his department as a whole against nominations.

Benefits of TRAINEES are:-

1 Easy tracking of training attendance

2 Provision for accommodating last minute substitution

3 Correspondence is reduced

4 Time for nomination finalization is reduced.

5 Duplication of nomination is eliminated for the same program.

6 Availability of employee training history.

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Facts of T & D:

1) Knowledge dissemination: It comprises of library and information

service, books, periodicals, articles, abstracts, and codes.

2)Continuous improvement: It comprises of feedbacks, audits,

corrective actions, proactive actions, surveys, suggestions, and

quality circles.

3)Training need identification: It comprises of competence

assessment, identification of programs, matching individual needs

and organizations initiative.

4)Design of Program: It comprises of title, objectives, course

contents, eligibility and methodology.

5) Provision of Training: It comprises of venue, faculty, catering,

audio/video aids and other such hands on utilities

6) Fresher Training: It comprises of induction, orientation, plant,

general training departmental training, on-the job training and tests.

7) On-the-Job Training: It comprises of SOP, SMP, unit training

competency checklist and follow up.

8) Foreign training: It comprises of supplier training, bench

marketing, post training presentation and training reports.

9) Refresh training: It comprises of critical equipment training,

departmental refresher, and technical refresher.

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10) Awareness training: It comprises of ISO 9001, ISO 14001,

OHSAS 18001, computer, waste management, TQM and cost.

11) Faculty Training: It comprises of learning principles, session

planning, presentation techniques and self assessment through

videos.

12) Evaluation of Training: It comprises of reaction level, learning

level, post training, and results.

1) Monitoring and Review of training: It comprises of weekly

review, quarterly review, monthly review and management

review.

14) Records of Training: It comprises of employees Training records,

Training calendar and Training evaluation.

On-the job training:

The On-the job training is also called as Unit Training. Special

emphasis has been given to systematic on-the-job training for speeding up learning

process and also for meeting the job rotation needs. This was evolved based on a

series of workshops conducted for line managers.

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On-the-Job training/ Unit training model:

Step-1 Define Correct Practice

Step-2 Establish Current Performance

Step-3 Set Target for Improvement

Step-4 prepare the unit manual

Step-7 Asses for competence

Step-8 followup by shift manager

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Step-5 Establish what need to be assed

and prepare the tests

Step-6 Implement training

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On-the-job training modules have been developed by developing Standard

Operating Practices (SOP), Standard Maintenance Practices (smp), Quality

Management System (QMS), Environment Management System and Occupational

Health and Safety Management System Procedures (OHSMS) in the various areas

of the departments.

Every department is assigned a code. The departments are divided into

different work areas and are codified. Each work area is further divided into units,

which comprise of mechanical, electrical, operation and other maintenance areas,

which are also codified for each units of job. Thus, on-the-job training modules are

developed, codified and computerized.

Every on-the-job training module comprises of job related knowledge, job

related skills to display and a checklist, which enables the controlling officers to

assess the jobholders present competence and knowledge level. Competence of

individuals is assessed once in the three years or whenever the job is changed and

if required, a well planned training is imparted by the on-the-job trainers.

On-the-job training is provided to all the skilled and highly skilled

employees, persons to be trained against each module are identified by the

controlling officer. Individual on-the-job training plans are made in accordance

with the identified needs and training is organized in the departments with the help

of on-the-job trainers. 728 on-the-job training modules have been developed

covering 31 departments. For better understanding of modules, several SOP / SMP

have been translated in Telugu The whole on-the-job training is owned by the linemanagement and conducted with commitment and zeal and the responsibility of

maintaining the records of on-the-job training also rests with the line managers.

OFF-THE-JOB Training:

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The off-the-job training program are those programs that are scheduled in

the Training Calendar. These programs are conducted at T & D. These programs

can be categorized into as follows:

1. Technological and Refresher courses

2. Safety and health related Training

3. Skills development programs

4. Computer based Training

The Refresher Courses help in renewing the knowledge, awareness and

understanding while the Technological courses keep the employees abreast with

development in the respective fields.

The safety and health related training courses bring in continuous awareness

and commitment of employees to the OH&S policy of the organization.

The Skills development programs aim at improving the competence in basic

skills with a multi skill approach.

The Computer based Training familiarizes the employees with newly

developed software and from time to time.

Besides this, the courses are also held sometimes within the departments

(plant) that are specific to the requirement of the needs and importance.

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In Reaction level, feedback from the participants is taken at the end of each

training program and suggestions given by them are considered for improving the

methodology and course contents of the training programs.

In learning level, selected courses pre-tests and post-tests are carried out in

order to measure the learning index.

In Behavior level at the post-training stage, questionnaires are sent to the

controlling officers of the participants after one month of training completion to

obtain feedback about the on-the-job performance of the participants, in case the

feedback is not satisfied, i.e. less than 3 points over a 5 point scale, discussion are

held with respective controlling officers and also participants. Corrective actions

such as retraining of the employees, redesign of the course etc. are taken depending

on the feedback.

Training effectiveness is reviewed by Training Advisory Committees

(TAC) and the committee decisions for improvement are implemented. The result

of the measurement of training effectiveness is given in the diagram from which it

can be seen that improvements have occurred at the levels of evaluation.

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CHAPTER-IV

Data Analysis

And

Interpretation

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1) Have you been briefed by your superior about the training

program prior to your participation.

a) Yes b) No c) Some extent

The following table represents opinions of employees

Options No of

respondents

% of

respondents

Yes

No

Some extent

33

50

17

33%

50%

17%

0

10

20

30

40

50

A B C

Response of

employees in %

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Analysis & Interpretation :

From the above observations proved that around 50%of the

employees felt that they have not been brifed by their superior about

the training program prior to their participation .

There should be a system of pre talk on the subject matter of training

through the superior before the employees are sent to training

program.

Inference:

From the above analysis, it is quite evident that supervisors have not

discharged their responsibility of briefing about the training program as per

opinion of majority of the respondents.

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2) What motivated you to attend the training program?

a) To update Job knowledge. b) To enhance skills.

c) To contribute more on the Job. d) Because I was asked to attend.


Options No of

respondents

% of

respondents

To update

job

knowledge

To enhance

skills

To contributemore on the

job

Because I

was asked to

attend.

23

16

48

13

23%

16%

48%

13%

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0

10

20

30

40

50

A B C D

Response of employeesin %

Analysis & Interpretation:

The above observations proved that around 48% of the employees felt that theyare motivated to attend the training programs in order to contribute more on the

job.

Inference:

From the above graph, we observed that 48% of the people to update the job

knowledge and 23% of the people to enhance skills in the training program.

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3) To what extent your expectations on training programs are have

been met?

a)To some extent b)To the extent possible

c)To the full extent d)Not at all.


Options No of respondents

% ofrespondents

To some

extent

To the extent

possible

To the full

extent.

Not at all

.

10

45

25

20

10%

45%

25%

20%

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The above observations proved that 45% of the employees felt that their

expectation on the training program as been met to some possible extent & 41%felt that their expectation is reached only to some extent on the training program.

Importance must be given to notice the learning points of the employee like

Brainstorming, case study, skill games etc.

Inference:

From the above graph, we observed that 45% of employees expectations on

training program have been met and the minimum of 10% of employees are some

extent expectations on training program.

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4) What were the reasons for you to be nominated for the training course?

a) General Policy of the Company.

b) Set by the company for the preparation of higher responsibility.

c) By Virtue of Seniority you need to be trained before promotion.

d) Others (please specify).


Options No of

respondents

% of

respondent

s

General policy of the

company.

Set by the company for

the preparation of

higher responsibility.

By virtue of seniority

you need to be trained

before promotion.

Others (please specify)

53

41

5

1

53%

41%

5%

1%

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0

10

20

30

40

50

60

A B C D

Response ofemployees in %

Analysis &Interpretation:The above observations proved that 53% of the employees felt that they

have been nominated to the training programs by the general policy of the

company. 1% of the executives felt that they have been nominated to get

awareness of the training program.

Inference:

Here we observed the above graph, 53% of employees nominated for

the training course on general policy of the company, the minimum of 1% people

give a chance to others in the training course.

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5) Please indicate your level of satisfaction with the learning environment

in CAPOL DIVISON?

Class Room arrangement:

a) Low b) fair c) Good d) Excellent


Options No of

respondents

% of

respondents

Low

Fair

Good

Excellent

9

13

37

21

9%

13%

37%

21%

0

10

20

30

40

50

60

A B C D

Response of

employees in %

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Analysis &Interpretation:Form the above observation 9% of the employees felt that the level of

satisfaction with learning environment in CAPOL is low, 13% of them felt that it

is fair, 57% of them felt that it is good and 21% them felt that it is excellent.

Inference:

Here we observed the above graph, 57% of employees and their level of

satisfaction with the learning environment in capol division on class room

arrangement and the minimum of 9% people response is low.

.

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6) Please indicate your level of satisfaction with the learning?

Environment in CAPOL DIVISON?

Practical facilities/Hands on practice:

a)Low b)Fair c)Good d)Excellent



% ofrespondents

Low

Fair

Good

Excellent

12

31

35

22

12%

31%

35%

22%

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Analysis & Interpretation :

From above observation proved that 35% of the employees felt

that the level of satisfaction with learning in CAPOL is good&12% of

them felt that they are low .

Inference:

Here we observed the above graph 35% of employees and their

level of satisfaction with the learning environment in capol division onpractical facilities/hands on practice are good and 12% people response

is minimum.

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7) Please indicate the level of satisfaction with the learning

Environment in CAPOL DIVISON?

Performance of faculty



Options No of

respondents

% of

respondents

Low

Fair

Good

Excellent

9

30

43

18

9%

30%

43%

18%

:


79

0

5

10

1520

25

30

35

4045

RESPONSE OF EMPLOYEES IN

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From above observation proved that 43% of the employees felt that

the level of satisfaction with the learning in CAPOL is good &9% of

them they are low.

Inference:

Here we observed the above graph 43% people response is

maximum and their level of satisfaction with the learning environment

in capol division on the performance of faculty are good, and 9% people

response is minimum.


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Environment in CAPOL DIVISON ?

Effectiveness of Audio visuals:



Options No of

respondents

% of

respondents

Low

Fair

Good

Excellent

12

31

35

22

12%

31%

35%

22%


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From the above observation proved that 35% of the employees felt

that the level of satisfaction with the learning in CAPOL is good &12%

of them felt that it is low.

Inference:

Here we observed the above graph the 35% people response is

maximum and their level of satisfaction with the learning environment

in capol division on effectiveness of audiovisuals are good and the 12%

of employee response is minimum.


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environment in CAPOL DIVISON ?

Usefulness of course material:



Options No of

respondents

% of

respondents

Low

Fair

Good

Excellent

7

31

42

20

7%

31%

42%

20%


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From the above observation 42% of the employees felt that the

level of satisfaction with learning environment in CAPOL is good&7%

of them felt that it is low .

Inference:

Here we observed that the above graph, 42% people response

is maximum and their level of satisfaction with the learning environment

in capol division on the usefulness of course material are good and

remaining 7% people response is minimum.

10) Will the pre-training and post-training tests influence the learning?

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a) To some extent b)To the extent possible

c) To full extent d) Not at all.


Options No of

respondents

% of

respondents

To some

extent

To the extent

possible

To full extent

Not at all

48

27

20

5

48%

27%

20%

5%

0

10

20

30

40

50

A B C D

Response of employeesin %

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The above observation proved that 48% of theemployees felt that pre & post

tests influence their learning to some extent & 5% of the executives felt that there

test do not have any influence on their learning.

Management must notice the learning points of each & every employees before

and after the training programs.

Inference:

Here we observed the above graph 48% of employees are the pre-training

and post-training tests influences the learning is some extent . The minimum of 5%

people are do not influenced the learning.

11) What is your opinion on effectiveness of methodologies being

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Adopted in the training programs at CAPOL DIVISION?



Options No of

respondents

% of

respondents

Low

Fair

Good

Excellent

2

20

70

8

2%

20%

70%

8%

0

10

20

30

40

50

60

70

A B C D

Response of

employees in %


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The above observations proved that 70% of the employees felt that the

methodologies being adopted in the training program are good & only 2% felt that

they are low. The methods can be drawn out ascertain the training needs of

employees so as to plan for such training programs to the relevant employees for

their benefits.

Ex: On the job training, computer based training simulation etc.

Inference:

Here we observed the above graph 70% of employees are

effectiveness of methodologies being adopted in the training program is

good. The remaining 2% people response is minimum in the training

program.

12) Do you feel the training received by you in useful in present job?

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a) Yes b) No c) To some extent


Options No of

respondents

% of

respondents

Yes

No

To some

extent

75

0

25

75%

0%

25%

0

10

20

30

40

50

60

70

80

A B C



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training received by them is useful in their job & 25% felt that the training received

by them to useful to some extent.

Not even a single employee felt the training received by them is not useful in their

present job.

Inference:

Here we observed the above graph 75% of employees are agreed that the

training is the most important aspect in their present job.

.

13) Are you getting a chance to implement the training program on the job?

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a)Yes b)No


Options No of

respondents

% of

respondents

Yes

No

90

10

90%

10%

0

20

40

60

80

100

A B

Response of employees in

%


The above observation proved that 90% of the employees felt that they are

getting a chance to implement the training received by them on the jobs & only

10% felt that they are not getting a chance to implement the training on the job.

Inference:

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Here we observed the above graph, maximum of 90% employees are agreed

to implement the training program on the job. And the minimum of 10% people are

not getting a chance to implement the training on the job.

14) Are you satisfied with the duration of the program?

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a) Yes b) No c) To some extent


Options No of

respondents

% of

respondents

Yes

No

To some

extent

71

9

20

71%

9%

20%

0

10

20

30

40

50

60

70

80

A B C

Response of

employees in %


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duration of training program is sufficient & only 9% felt that the duration of

training program is not sufficient.

Inference:

Here we observed the above graph, the maximum of 71% employees are

fully satisfied with the duration of the program. And the minimum of 9% people

are not satisfied the training program.

15) Do you believe that the attitude of the employees towards work will

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Change after the training programs?

a) To some extent b) To the extent possible

c) To full extent d) Not at all


Options No of

respondents

% of

respondents

To some

extent

To the extent

possible

To full extent

Not at all

52

39

9

0

52%

39%

9%

0%

0

10

20

30

40

50

60

A B C D

Response of

employees in %

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training programs bring about a attitudinal change is the employees towards their

job only to some extent a not even a single employee felt that the training

programs will not bring any change.

Inference:

Here the above analysis the maximum of 52% employees are believed the

attitude towards their job only to some extent, and a single employee felt that theyare not believed the attitude towards their job.

16) Will the training programs contribute towards safe work environment?

a)Yes b)No


96

Options No of

respondents

% of

respondents

Yes

No

95

5

95%

5%

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training programs contribute towards the safe works environment & 5% felt thatthey do not contribute towards safe work environment.

Safe work environment include the training programs and the methodologies used

which provide a safe & hazardless environment

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Inference:

Here we observed the above graph the maximum of 95% employees are

agreed towards the safe work environment. And the minimum of 5% people are

not agreed towards the safe work environment.

17) Do you feel that the training program contribute to better performance of the

equipment / plant by reducing maintenance costs and breakdowns?

a) To some extent b) To the extent possible

c )To full c extent d) not at all


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options No of

respondents

% of

respondents

To some

extent

To the extent

possible

To full extent

Not at all

52

36

12

0

52%

36%

12%

0%

0

10

20

30

40

50

60

A B C D

Response of employees

in %


The above observations proved that 52% of employees felt that training

program contribute to better performance of equipment by reducing maintenance

costs & breakdowns to some extent.

Inference:

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Here we observed the graph 52% of employees are agreed to better

performance of the equipment.

18) How do you feel after the training program?

a) Feeling high responsibility

b) Getting more recognition

c) Able to gain better performance

d) Others

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% ofrespondents

Feeling high

responsibity

Getting more

recognition

Able to gain

better

performance

Others

18

7

75

0

18%

7%

75%

0%

0

10

20

30

40

5060

70

80

A B C D



The above observations proved that 75% of employees felt that the

training will improve in better performance. No one agreed that the training may

give any recognition.

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Inference:

We observed the above analysis 75% people are able to gain better

performance after the training program.

CHAPTER-V

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FINDINGS

FINDINGS

Having made analysis and interpretation of the data both primary and secondary

data gathered by me, I have apparently decided to present the findings pertaining to

this study here under, which will form an integral part of this study.

From the sample the study reveals that training helps to improve the skills and

knowledge

1. Most of the respondents felt that they have not been briefed by their

superior about the training program prior to their participation

2. From the sample the study reveals that training helps to improve the

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skills and knowledge

3. It was observed that most of the employees felt that their expectation

on the training program has been met to some possible extent

4. Most of the employees felt that they have been nominated to the training

programs by the general policy of the company

5. 40% of respondents says that satisfaction on the behavioral training

program is excellent.

6. 48% of the employees felt that pre & post tests influence their

learning to some extent only

7. 40% of respondents felt that company has been providing the training

program at right time.

8. 50% of employees felt that their organization maintaining good

Employee Employer relationship.

9. 47% of respondents want more safety training program more from

the organization

10. It was found that relevant material was provided for them during

training program

11. 43% of respondents agreed that T&D Program improve the

performance on the job .Employee.

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capol t & d

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