training and development

A STUDY ON TRAINING AND DEVELOPMENT

CHAPTER I

INTRODUCTIONEmployee training tries to improve skills, or add to the existing level of

knowledge so that employee is better equipped to do his present job, or to prepare

him for a higher position with increased responsibilities. However individual

growth not ends in itself. Organizational growth need to be measured along with

individual growth.

Training refers to the teaching /learning activities done for the primary

purpose of helping members of an organization to acquire and apply the

knowledge skills, abilities, and attitude needed by that organization to acquire and

apply the same. Broadly speaking training is the act of increasing the knowledge

and skill of an employee for doing a particular job.

In today’s scenario change is the order of the day and the only way to deal

with it is to learn and grow. Employees have become central to success or failure

of an organization they are the cornucopia of ideas. So it high time the

organization realize that “train and retain is the mantra of new millennium.”

1.1 STATEMENT OF THE PROBLEM

In Eastern Condiments Pvt.Ltd, Training and Development is of

paramount importance. By pursuing the training and development systems in the

company, the aim is to gather the opinion of the employees about the training

programmes and how it influences them.

1.2 SCOPE OF THE STUDY

This research provides me with an opportunity to explore in the field of Human

Resources. This research also provides the feedback of people involved in the

Training and development process. Apart from that it would provide me a great

deal of exposure to interact with the high profile managers of the company.

Nirmala college, Muvattupuzha 1


1.3 SIGNIFICANCE OF TRAINING AND DEVELOPMENT

Every organization needs to have well trained and experienced people to

perform the activities that have to be done. If current or potential job occupants

can meet this requirement, training is not important. When this not the case, it is

necessary to raise the skill levels and increase the versatility and adaptability of

employees.

1.4 OBJECTIVES OF THE STUDY

1.4.1 Primary objective:

To study about the present Training and Development system in Eastern

Condiments Pvt. Ltd

1.4.2 Secondary objectives:

1) To study EMPLOYEES’ perception towards Training and Development

2) To examine the impact of training on the workers.

3) To examine the benefits of training to the employees

4) To identify the areas of training in the organization

1.5 DURATION OF THE STUDY

Duration of the study was for a period of one month.

1.6 LIMITATIONS OF THE STUDY

The following things may affect my research project:-

Availability of secondary data

Respondents may be hesitated

Limited time available for the study

The sample size might be too small to reflect the opinion of the whole

organization.

The answers given by the respondents have to be believed and have to

be taken for granted as truly reflecting their perception even if they are

not.



1.7 CHAPTER SCHEME

Training and Development study is divided into 9 chapters:

The first chapter deals with introduction, statement of the problem, scope of

the study, significance of the study, objectives of the study, duration of the

study, limitations of the study and chapter scheme.

The second chapter covers the industrial profile.

The third chapter covers the company profile.

The fourth chapter deals with literature review of training and development.

The fifth chapter includes the research methodology.

The sixth chapter measures the opinion of the employees about training

according to the various aspects and the interpretation and analysis.

The seventh chapter contains the findings from analysis.

The eighth chapter contains the suggestions of the study.

The ninth chapter includes the conclusion of the study.



CHAPTER II

INDUSTRY PROFILE

According to the American Spice Trade Association, a spice is “any dried

plant product used primarily for seasoning purposes.” Spices include “tropical

aromatics,” leafy herbs from the temperate zone, spice seeds, and dehydrated

vegetables that may be used to add flavor or aroma to foodstuffs, beverages,

pharmaceuticals, cosmetics, and household and personal care items. They are

occasionally used as the functional agent (e.g., air fresheners).

The name spice is derived from the word species, which was applied to

groups of exotic foodstuffs in the middle Ages. Spices term was formerly applied

also to pungent or aromatic foods, to ingredients of incense or perfume and to

embalming agents. Spice, aromatic vegetable product used as a flavorings or

condiment, normally refers to the derivatives from certain herbs like Seeds,

Leaves, Bark, and Roots etc.

Spices are defined as “a strongly flavored or aromatic substance of

vegetable origin, obtained from tropical plants, commonly used as a condiment”.

In ancient times, spices were as precious as gold; and as medicines, preservatives

and perfumes. India- the land of spices plays a significant role in the global spices

market. No country in the world produces as many kinds of spices as India comes

from Kerala, an Indian state.

Spices come in three forms:

• Whole,

• Ground (powdered or fragmented form of the whole spice), and

•Derivative, including essential oils, oleoresins, isolates, and nutraceuticals.

The essential oils and derived forms concentrate one element of the

original spice but, except for oleoresins, lose complexity. For tropical aromatics,

whole spices are normally the dried version of the fruit, flower, or bark of the tree.

Some cinnamon quills, cloves, cardamom may be used whole in the preparation of



foods or beverages. All are also ground into a powder and frequently mixed with

other spices before use in a recipe.

Essential oils and oleoresins are normally extracted from lower quality whole

spices or, in the case of cinnamon, from the leaves of the cinnamon tree, through

simple steam distillation or more sophisticated processes.

Spice and derivative market is booming because these product find

applications in a number of industries including pharmaceutical, medicine,

beverages, food processing, personal hygiene products to name or few developing

countries especially in the Asian continent are the major producers of variety of

spices. A large percentage of international and domestic trade takes place in the

dried form. India, Indonesia, China are few of the prime producers of a variety of

high quality spice and also significant contributors to the global spice.

The Asian condiments are famous for producing large amount of spices

especially in India. India has traditionally been known for its spice and culinary

herb production. The growth in the spice producing sector can be attributed to the

change in the life style patterns of the consumers all over the world.

Spice, aromatic, vegetable products were used as flavorings or the spices

dates back to 7000 years in the past. In the modern world, the major trust

traditionally a country of agriculture India needs the trade spices can improve the

condiments normally refers to the derivatives from certain herbs like seeds,

leaves, bark, roots etc. They are used mainly for enhancing taste of the food.

The word spice is derived from the word spices. This was applied for

group of exotic foodstuffs in the middle ages. Spice term was formally applied

also to pungent or aromatic food as ingredients of incense or perfume and to

embalming agent. Modern trend limit the term to flavorings used food or drink.

Although some spices have additional commercial usages.

The spice trade is commercial activity of ancient origin which involves the

merchandising of spices, incense, soaps, herbs, drugs and opium. Civilizations of

Asia were involved in spice trade from the ancient times. India has traditionally

been known for its spice and culinary herb production.



2.1 HISTORY OF SPICES

Humans were using spices in 50,000 BC. The spice trade developed

throughout the Middle East in around 2000BC with cinnamon and pepper, and in

East Asia (Korea, China) with herbs and pepper. The Egyptians used herbs for

embalming and their need for exotic herbs helped stimulate world made. The

word spices comes from the Old French word “espice” which became “spice” and

which came from the Latin root “spec” , the noun referring to appearance, sort,

kind (‘species’ has the same root.) By 1000BC, China, Korea and India had

medical systems based upon herbs. Early uses were connected with magic,

medicine, religion, tradition, and preservation.

Indonesian merchants went around China, India, the Middle East and the

East Coast of Africa. Arab merchants facilitated the routes through the Middle

East and China. This made the city of Alexandria in Egypt the main trading centre

for spices because of its port. The most important discovery prior to the European

spice trade was the monsoon winds (40 AD). Sailing from Eastern spice growers

to Western European consumers gradually replaced the land-locked spice routes

once facilitated by the Middle East Arab caravans.

The control of trade routes and the spice-producing regions were the main

reasons that Portuguese navigator Vasco da Gama sailed to India in 1499. Spain

and Portugal were not happy to pay high price that Venice demanded for spices.

At around the same time, Christopher Columbus returned from the new world, he

described to investors new spices available there.

The military prowess of Afonso de Albuquerque (1453-1515) allowed the

Portuguese to take control of the sea routes to India. In 1506, he took the island of

Socotra in the mouth of the Red Sea and, UN 1507, Ormuz in the Persian Gulf.

Since becoming the viceroy of the Indies, he took Goa in India in 1510, and

Malacca on the Malay Peninsula in 1511. The Portuguese could now trade directly

with Siam, China and brought the treasures of the Orient to Europe via Lisbon,

including many spices.

In the Caribbean, the island of Grenada is well known for growing and exporting a

number of spices, including the nutmeg, which was introduced to Grenada by the

settlers.



2.2 SPICE INDUSTRY OVERVIEW

Spice Industry has been witnessing phenomenal growth rates both in the

international and domestic sector. The growth in this sector can be attributed to

the change in the lifestyle pattern of the consumers all over the world. The shift in

the consumption trend towards natural product has also contributed to the

increased global demand of spice and culinary herbs. Spice and derivatives market

is booming because these products find applications in a number of industries

including pharmaceutical, medicine, beverages, food processing, personal hygiene

product to name a few.

Developing countries especially in the Asian continent are the major producers of

variety spices. A large percentage of international and domestic trade takes place

in the dried form. India, Indonesia, China are few of the prime producers of a

variety of high quality spices and also significant contributors to the global spice

trade. The culinary herb market is also expanding though the production areas are

widely distributed. India is one of the prime producers and suppliers of raw herbs

to USA. This is a labour intensive industry; therefore producers must have a sound

knowledge of the methods and processes involved in the production of herbs and

spices.

2.2.1 INDIA AND SPICES

India is considered to be the land of spices. Indian Spices paid an

important role in the history of various lands, discovered or destroyed, kingdoms

built or brought down, wars won or lost, treaties signed or flouted, flavors sought

or offered. Spices have also played political role in the history. The use of spices

from the East became a status symbol by the year 1200 and the European

preoccupation with the world of spice was born. The use of spice in food meant

money and power, and the desire to acquire the precious status symbols led to

world exploration pan-global communication, trade, alliances and wars. Indian

Spices also fitted into philosophic concepts of improving health, since it was

understood that they could affect the four humors (blood, phlegm, yellow bile and

black bile) and influence the corresponding moods (sanguine, phlegmatic, choleric

and melancholic). Thus, ginger would be used to heat the stomach and improve

digestion.



Spices are typically heated in a pan with ghee or cooking oil before being

added to a dish. Lighter spices are added last, and spices with strong flavor should

be added first. Curry is not a spice, but a term which refers to any side dish in

Indian Cuisine. It could be with a gravy base or a dry item. A curry typically

contains several spices blend together. India had a great value in spice producing

and using. India has traditionally been known for its spice and culinary herb

production. It is one of the largest spice producing and consuming country. Its

strategic location, climatic condition, advanced production process and

availability of cheap labor makes it advantageous for the producers to ensure large

scale production of quality spices and herbs.

2.2.2 GROWTH IN SPICE MARKET

The Indian spice market has shown remarkable growth in spice and

culinary herbs exports. Indian spice manufactures are making substantial effort to

improve the quality of spices backed up by technological advancement in order to

tap the international market. Advanced technologies such as carbon dioxide

extraction, cry grinding, encapsulation of spice oil is being undertaken to ensure

high quality of spices and their derivatives.

2.2.3 INDIA’S SHARE IN THE GLOBAL SPICE MARKET

The Indian Spice industry is booming with a substantial increase in exports

over the past few years. India accounts for nearly 45% and 30% in terms of

volume and value in the world spice trade.

The booming global spice market also poses good opportunities for the Indian

spice industry to provide quality spices at competitive prices. India faces stiff

competition from China, Malaysia and Pakistan in terms of pricing of the

products. Manufactures should therefore ensure consistency in supply, product

quality, pricing and marketing strategy to increase the share in exports.

Producers are incorporating latest methods and technologies to ensure

higher quality of spices and herbs. India is one of the prime exporters of pepper,

chilies, turmeric, seed spices and spice derivatives to the rest of the world. USA,

UAE, Japan and Srilanka import these Indian spices in large volumes.



2.2.4 GOVERNMENT INITIATIVES

Indian government is providing financial assistance to farmers, growers

and spice producers and has also taken certain step to ensure the availability of

better quality spices, more hygienically processed spices in order to boost exports.

Indian spice board also provides financial and technical assistance to farmers.

2.3 A VISION OF SPICE BOARD

The Spices Board India is the apex body for the export promotion of

Indian Spices. The Board has been with the Indian Spice industry every step of the

way. The Board plays a far reaching and influential role as a developmental,

regulatory and promotional agency for Indian Spice.

As the national organization of the government of India for the development,

regulation and promotion of spices, spices board India shares a vision with

industry. To make India the premier supplier of value added spices and herbs in

the industrial, retail, and food service segments of the global food ingredients

market. The board has been setting up its development agenda by gaining new

insights, setting new directions, adding new perspectives to ensure long term

growth of the industry on a sustained basis.

2.3.1 NEW DEVELOPMENT INITIATIVES OF SPICES BOARD

Spices board India has been adding new insights, new directions, and new

perspectives to its development agenda to ensure long growth of the Industry on a

sustained basis. The board’s new development initiatives include:

Export oriented production and value addition.

Replantation selected species of spices.

Export development and promotion of Indian spices brands boards.

Quality improvement through new labs, up gradation of existing in house

labs and accreditation of quality certification systems.

Greater emphasis on export promotion through participation in

international trade fairs and exhibitions.

Organic cultivation of spices and Human resource development and

infrastructure development.



2.4 SPICE BUSINESS IN KERALA

Kerala is a land of spices considering the large variety of spices grown in

the state. The most popular among the spices are pepper, cardamom, turmeric,

chilies and ginger. pepper known as the ‘king of spices’ is perhaps to world’s

oldest known spice and is cultivated in over 15800 hectares in Kerala, which

account for 96%of the total production in the country.

Kerala cuisine is a blend of indigenous dishes and foreign dishes adapted

to Kerala tastes. Coconuts grow in abundance in Kerala, and consequently, grated

coconut and coconut milk are widely used in dishes and curries as a thickener and

flavoring ingredient. Kerala’s long coastline, numerous rivers and backwater

networks, and strong fishing industry have contributed too many sea- and river-

food based dishes.



CHAPTER III

COMPANY PROFILE

Eastern Condiments Pvt Ltd is a flagship company of the Eastern Group.

The Eastern Group was founded by late Mr.M.E. Meeran. By starting a wholesale

provision goods store at a small town in Idukki district, named Adimaly, in 1969,

he paved the foundation for a business empire. It was named as “Eastern Trading

Company”. As being a milestone in the Eastern group’s progress, Eastern Coffee

and Curry Powder established in 1983 as a pioneer in the state to produce packed

curry powders, coffee powder and food products. Eastern Condiments was

established in 1991, as an expanded form of Eastern Coffee and Curry Powder.

Today the company has grown to one among the favourites in India.

Eastern Condiments Pvt. LTD. is a well established name as Kerala’s largest

manufacturer of condiments and one of the leading brands among South India.

The company exports its products to Saudi Arabia and the United Arab Emirates

for the past few years and now the company exports its products to various parts

of the world like Middle East, the U.K, the U.S.A, Australia, Germany etc.

The production at the initial period was only 100kg per day. In those days,

the process of production was enhanced from grinding to pulverizing and so the

production could also help to preserve the natural taste of the powder. As Eastern

curry powder unit could not meet the increased demand, establishment of Eastern

Condiments with a production capacity of 20 tons a day was absolutely necessary.

From the initial production capacity of 100kg per day, now it can produce around

78 tons per day.

The purity and freshness of Eastern Curry Powders made “Eastern” a

house hold name in India and abroad. Bringing high quality products every day at

affordable prices to the common man for his daily use is the ultimate goal of

Eastern group of companies. Treating the customers with commitment for quality

at the right price in all products is their formula for success. The company’s vision

is “to be the preferred supplier catering to the basic needs of the mass market by

providing products and services of outstanding value through the adoption of



global standards and innovative practices.” As a turning point in their history,

Eastern Condiments Pvt. Ltd. is now tied up with an American Company named

as MECORMIC. They hold 26% of Eastern’s share.

3.1 MANAGEMENT

The Eastern group is managed by a team of professional and family

members. Late Mr. M.E. MEERAN was the founder of the company. Mr. Navas

Meeran is the present chairman and Mr.Firoz Meeran is the Managing Director of

the company. In addition to that Mr. S.M. Muhammad and Mr. M.E. Muhammad

hold the board of directors. Mrs. Nabeesa Meeran, wife of late Mr.M.E.Meeran

plays a key role behind the continuing success of the Eastern Group.

3.2 EASTERN GROUP OF COMPANIES

Eastern curry powders come from the Eastern group of companies, a group

with diverse interests, and a world leader in Indian spices. Eastern has ventured

into various areas like tyre retreads, mattresses, garments, packaged foods,

mineral water, public school and has many more projects in its dream. The

detailed description of each company is given below;

3.2.1 Eastern curry powder

The company has provided their consumers with consistently high quality

powders and blends. Eastern Condiments operates from two modern factories

situated in the Western Ghats of South India.

Products;

Direct powder

Turmeric powder

Chilli powder

Coriander powder

Black pepper powder

Direct seeds

Mustard



Cumin

Big Jeera

Meethi

Blended curry powder

Rasam powder

Sambar powder

Pickle powder

Fish masala

Chicken masala

Meat masala

Biriyani masala

Gharam masala

Kabab masala

Pickles

Mango

Tender mango pickle

Ginger

Garlic

Lemon

Dates

Prawn

Mixed vegetable

Outsourced products

Company outsource the manufacturing\procurement of the following

products.

Tamarind

Rice palada

Coconut oil

Gingelly oil

3.2.2 Eastern Mattresses



Eastern Mattresses Pvt. Ltd. was set up in 1999 to manufacture rubberized

coir mattresses with state of art factory in Thodupuzha. The company is an ISO

9001-2000 certified company and produces world class mattresses. Sunidra, the

popular brand of rubberized coir mattress manufactured by Eastern Mattress Pvt.

Ltd, is slowly growing to be a market leader in the country. Sunidra mattress is

made of rubberized coir sheets that are produced from 100% natural latex without

any added waste. These rubberized coir sheets are air permeable and have natural

breathing qualities, it doesn’t cause any allergies and also recyclable.

3.2.3 Eastern Aqua Minerals

Eastern Aqua Minerals was set up in the year 2000, entered the area of

packaged drinking water with state of art plant located in Kalady, Ernakulam dist,

Kerala. Eastern packaged drinking water is all set to quench the thirst of millions

of the people with mineral water of highest purity standards, high quality with

Control 12 8B testing facilities and export supervision. Water drawn from

protected underground source is purified, made bacteria free through multiple

filtrations; UVS packed using advanced technology to meet international

standards so as to maintain its natural properties. The company also produces club

soda from packaged drinking water. Eastern packaged drinking water is also

priced attractively in keeping with Eastern vision of bringing high quality

products to the common man at the right price.

3.2.4 Eastern Treads LTD

Eastern Treads Ltd. is a public company engaged in the manufacturing of

quality procured tread, cushion, bonding gum and black vulcanizing cement. It has

branches all over India and has been showing consistent high performance and

growth. The factory has an annual turnover of 12 crores and it is located in

Onnukal which is about 60 km from Kochi and has a state of the art infrastructural

transport and communication facilities. The company is headed by Mr. Navas M.

Meeran. The company has a processing capacity of 12 tons of cold rubber per day

with nationwide market network. This company is in the service industry for

rethreading tyres and the service plant is located at Vazhakulam. The company

services by rethreading of used tyres on an average basis of 1500 tyres per month.

3.2.5 Eastern Clothing Company



King Richard, a brand of men’s wear from the Eastern clothing company

was setup in 1999. It includes all the new trends of colour combinations, designs,

fashions of shirts and trousers with a view to meet the aspiration of the working

class with a quality ready wear at responsible price in international styles.

Excellent quality and right pricing has become the winning formula of the Eastern

Group. Today Eastern is poised to take on new markets, the world over with

products that meet the highest quality standards. The factory has a production

capacity of more than 15,000 shirts per month. Top quality fabrics are used in the

manufacture of shirts. The brand usually comes out with mostly formals and

casual styles but also makes small numbers of semi casual styles. For the

distribution of King Richard, the company have exclusive outlets all over Kerala

and the company is planning to appoint franchisees as distributors where there are

exclusive showrooms to supply in textiles and multi brand stores in their area of

operations.

3.2.6 Eastern Newton Public School

The Eastern group entered the area of education with the setting up of the

Eastern Newton Public School at Adimaly. Eastern Public School ensures high

quality education from kinder garden to higher secondary with C.B.S.E syllabus

providing all the residential facilities and highly trained faculties. Mrs. Nabeesa

Meeran is the principal of Eastern Newton Public School.

3.2.7 Eastea Chai Pvt.Ltd

Eastea Chai Private Limited is a Private Company incorporated on 24 March

2010. It is classified as Indian Non-Government Company and is registered at

Registrar of Companies, ROC-Ernakulam. Its authorized share capital is Rs.

500,000 and its paid up capital is Rs. 100,000.

3.3 COMPANY VISION

To be the preferred supplier of products and services of outstanding value,

satisfying the basic needs of the mass market through the adoption of

globally acceptable standards and continuous innovation.



To be the preferred employer in the industry, by providing a challenging

work environment and adding value to the people through exposure and

shared learning.

To be the preferred business partner of all the stake holders, by providing

them with exemplary benefits and shared growth.

3.4 COMPANY MISSION

To provide good quality goods to the present and prospective customer so

that company can prosper more.

To have continuous availability of product of Eastern so that there shall

not be any shortage of goods in the market.

To give the customers delight that is giving more than what is expected by

the customer.

3.5 COMPETITORS

The company has many competitors in the market since the condiments

industry is a small scale industry. The company faces competition mainly from

three different states like

Kerala - Melam, Nirapara, Priyam, Saras, Brahmins, Double Horse,

Ruchi etc.

Karnataka -M T R

Tamilnadu – Shakthi

3.6 FOOD SAFETY MANAGEMENT SYSTEM

Eastern company has established, documented, implemented and

maintained an effective food safety management system and update it when

necessary in accordance with the requirements of the international standard ISO

22000:2005 and HACCP

The company has

Ensured that the food safety hazards that may be reasonable expected to

occur in relation to products within the scope of the system are identified,

evaluated and controlled in such a manner that the product of the

organization do not directly or indirectly, harm the consumer



Communicated appropriate information throughout the food chain

regarding safety issues related to its products

Communicated information concerning development, implementation and

updation of the food safety management system throughout the

organization to the extent necessary to ensure the food safety required by

this international standard, and

Evaluated periodically and updated whenever necessary the food safety

management system to ensure that the system reflects the organizations

activities and incorporates the most recent information on the food safety

hazards subject to control.

3.7 FOOD SAFETY POLICY

Eastern Condiments Pvt. Ltd is committed to supply safe and hygienic

spice powder, pickles, rice and coffee powder to their customers through control

of food safety hazards in the raw materials using greatest process technology

maintaining hygiene and sanitation conditions, practicing personal hygiene

system to the expectations of their customers by complying with statutory and

regulatory requirement.

3.7.1 Testing facility

Eastern has installed a fully-automated Microbiology-testing lab to ensure

stringent quality in spices and ready-to-eat food products.

ECPL is the first company in India to have such a system.

Tempo Reader detects yeasts and moulds within 48hrs. Eastern is the first

company in India in the spice sector to have this fully-automated in system.

Vitec 2 Compact is used to detect bacteria.

Mini Vidas is an automatic instrument which enables Pathogen –screening.

Tecra Unique Plus- The Tecra Unique Plus Salmonella test takes less than 22

hours as compared to traditional methods of Salmonella-screening which takes 5-

6 days.

HPLC is used for Toxin detection, pungency of chilies and Sudan Dye detection.

Gas Chromatograph – This equipment analyses pesticide residue count.



UV Spectrophotometer – This determines color value of chilies, cur cumin in

turmeric, and piper in pepper.

NIR Spectrophotometer – For Nutrition factor analysis.

ELISA Plate Reader is used for aflatoxin, ochratoxin analysis.

Luminar Pocket Swab Plus – Based on the presence of cell component ATO,

Luminator Pocket Swab can estimate microbial count within minutes.

Air Ideal – Is used for Environmental Monitoring.

3.8 WAREHOUSE / PRODUCTION CAPACITY

The manufacturing processes are designed to provide consistent quality

and flavor-locked products to retain their flavor and aroma.

Some of the important manufacturing machinery used at ECPL:

Chilly Grinding Mill from Germany (1.5 tons per hour)

Compared with conventional grinders, these machines powder raw materials at

low temperature that keeps the original flavor of chilli intact. This ensures that

consistency and natural colour and product fineness is maintained.

Coriander Grinding Mill from Germany (1 ton per hour)

This machine ensures trouble-free, ultra-fine grinding at low temperatures which

help to keep the original flavor of coriander intact.

Additionally, modern high-quality Impex / BR Pulverizers with a capacity of 2.5

tons per hour are also used for powdering.

For Cleaning

The first-quality raw materials sourced are cleaned, using the latest machinery.

Buhler and Forsberg machine:

This includes de-stoners, aspirators, picking belt and magnetic separators that

ensure raw material free from insect contamination or any other foreign matter.



3.8.1 Warehousing

In addition to the godown for raw material in Theni near Madurai (Tamil

Nadu), Eastern has its own warehouse of 40,000 Sq.ft. for raw materials. A

refrigerated storage facility of 90,000 Sq.ft. to store 3000 MT for chilli from

Voltas Refrigerated Systems is fully functional at Theni.

Apart from this, storage of approx. 10,000 Sq.ft. is available at Adimaly

(Kerala) for raw materials and 10,000 Sq.ft. for finished goods. Additional storage

facility of 13,000 Sq. ft. is available at Kalady (Kerala). All warehouses are

equipped with insect and rodent control devices including pheromone traps.

3.9 AWARDS

The Eastern group has won many prestigious awards for its outstanding

performance by Spices Board India for 8 consecutive years from 1998 to 2005.

Late Mr. M.E Meeran, chairman of Eastern group was awarded as the “Best

Business Man of The Year” by Business Deepika (leading business journal in

Kerala) in 2007 -2008. He was also the award winner of “Best Entrepreneur of

The Year” by Mangalam Publications. The company has also won the Fact M K K

Nair Memorial Productivity award for the year 1995-96.

The company has got ISO 22000 and the HACCP certification. Eastern was the

first company in India to get ISO 22000 certificate. Every award has been a

stepping stone for achieving greater heights and look forward for higher goals.

3.9.1 Role of ISO 22000 in Eastern Condiments Pvt.Ltd

Eastern is the first company in India and second in Asia to get the ISO 22000

certification issued by Food Cert Netherland and accredited by RvA, the first body

in the world for food safety accreditation. Eastern got ISO 22000 for food safety

in September 2005.

The organization shall ensure the following basic requirements for the

implementation of ISO 22000.

The food safety hazards that may be reasonable expected to occur in

relation to product within the scope of the system are identified evaluated



and controlled in such a manner that the organization do not directly or

indirectly harm the consumers.

Communicate appropriate information through the food chain regarding

the safety issues related to its products.

Communicate information concerning development, implementation and

updating of food safety.

Evaluate periodically and update.

The ISO gave only the basic documents of the pre-requisite programs and

the company has to work out in its own way for implementing ISO.

The Certification upholds the steps taken by the company to install the

latest infrastructure in every stage of manufacturing as well as logistics.



3.10 ORGANIZATION CHART

3.11 DEPARTMENTS IN EASTERN


Senior officer H R & Administration

Asst. Manager

H R Officers

General workers


Human Resource Department

Finance and Accounting department

Production Department

Maintenance

Quality control

Production Planning and control

Marketing Department

Export

IT Department

3.11.1 Human Resource Department

Department Chart


Vice President Operations

Senior manager H R


The Human Resource Department in Eastern Condiments Pvt.Ltd

performs the following activities

Recruitment

Selection

Training and development

Induction and Orientation

Performance appraisal

Salary administration

Grievance redressal

3.11.2 Finance Department

Department Chart


COMPANY SECRETARY

ASSISTANT MANAGER

SENIIOR OFFICERS

FINANCIAL CONTROLLER

DEPUTY MANAGER

ASST.GENERAL MANAGER DEPUTY MANAGER

TAXATION

SENIOR OFFICERS

BOARD OF DIRECTORS

OFFICERS

OFFICERS


The total number of workers working under finance department is 22.

The software used in accounting system is Orion system developed by ICICI

INFOTECH. The company is planning to implement INITIAL PUBLIC

OFFERINGS (IPO). The prominent bank of the company is Federal bank,

Adimaly. The department makes monthly ledgers checking for expenses control.

3.11.3 Production Department

Department Chart


Head of production

Senior manager, Production

Asst. manager M P D

Senior supervisor

Supervisor

Worker


3.11.4 Marketing Department

Department Chart


SALES EXECUTIVE

DRIVER SALES ASSISTANTS

CHAIRMAN

DEPUTY GENERAL MANAGER, MARKETING

MANAGER

ASSISTANT MANAGER

SALES ADMINISTRATION STAFF

SALES OFFICER


Marketing Department’s Functions

Developing marketing strategies

Capturing marketing insights

Connecting with dealers & consumers

Building strong brand image

Delivering value to customers

3.11.5 IT Department

Department Chart

CHAPTER IV


IT MANAGER

SENIOR OFFICER

OFFICERS

BOARD OFDIRECTORS


REVIEW OF LITERATURE

4.1 TRAINING AND DEVELOPMENT

Employee training tries to improve skills, or add to the existing level of

knowledge so that employee is better equipped to do his present job, or to prepare

him for a higher position with increased responsibilities. However individual

growth not ends in itself. Organizational growth need to be measured along with

individual growth.

Training refers to the teaching /learning activities done for the primary

purpose of helping members of an organization to acquire and apply the

knowledge skills, abilities, and attitude needed by that organization to acquire and

apply the same. Broadly speaking training is the act of increasing the knowledge

and skill of an employee for doing a particular job.

In today’s scenario change is the order of the day and the only way to deal

with it is to learn and grow. Employees have become central to success or failure

of an organization they are the cornucopia of ideas. So it high time the

organization realize that “train and retain is the mantra of new millennium.”

4.2 TRAINING

For any organization to perpetuate itself and achieve growth, there is a

basic need for developing its manpower resources. It is one thing to possess

knowledge but yet another thing to put it to effective use. It is essential to help

develop skills and also update the knowledge. Especially, in a rapidly changing

society, employee training and development is not only an activity that is

desirable but also an activity than an organization must commit resources to if it is

to maintain a viable and knowledgeable workforce. (AQUINAS P.G, 67)

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 is

learning. 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 a higher level job.

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



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

and social behaviour of employees.

Basically, it is a learning experience that is planned and carried out by the

organization to enable more skilled task behaviour by the trainee. Training imparts

the ability to detect and correct error. Furthermore it provides skills and abilities

that may be called on in the future to satisfy the organization’s human resource

needs. Training may be carried out on the job or in the classroom and in the latter

case, it may be on site or off site; perhaps in a hotel or a training centre or it may

be in a simulated environment that is thought to be similar to the work

environment. In any case, trainees are expected to acquire abilities and knowledge

that will enable them to perform their jobs more effectively. (RAO V.S.P, 194)

4.3 NEED FOR TRAINING

Training is required of account of the following reasons:

1. Job Requirements. Employees selected for a job might lack the

qualifications required to perform the job effectively. New and

inexperienced employees require detailed instruction for effective

performance on-the-job. Remedial training should be given to such people

to match the needs of the organization. New employees need to be

provided orientation training to make them familiar with the job and the

organization.

2. Technological Changes. Technology is changing very fast. Now

automation and mechanization are being increasingly applied in office and

service sector increasing use of fast changing techniques requires into new

technology.

3. Organisational Viability. In order to survive and grow. An organization

must continually adapt itself to the changing environment. With increasing

economic liberalization and globalization in India, business firms are

experiencing expansion, growth and diversification. In order to face

international competition, the forms must upgrade their capabilities.

Existing employees need refresher training to keep them abreast of new



knowledge. Training programmers foster the initiative and creativity of

employees and help to prevent obsolescence of skills.

4. Internal Mobility. Training becomes necessary when an employee moves

from one job to another due to promotion and transfer. Employees chosen

for higher level jobs need to be trained before they are asked to perform

the higher responsibilities. Training is widely used to prepare employees

for higher level jobs. ( GUPTA C.B, 3.5-3.6)

4.4 IMPORTANCE OF TRAINING

The importance of training as a means of improving productivity is

increasingly recognised. Changing technology and patterns of work mean that

training must be a continuous process throughout a working life. Employee

training has become necessary and increasingly important as jobs have become

more sophisticated and influenced by technological changes. Every organisation

needs to have well-trained and experienced workforces to perform the activities.

(GHANEKAR ANJALI, 161)

The reasons why training is important are:

1. Training enables the management to face the pressure of changing environment.

2. Training usually results in an increase of quantity and quality of output.

3. Training leads to job satisfaction and higher morale of the employees.

4. Trained workers need lesser supervision.

5. Trained workers enable the enterprise to face competition from rival

organizations.

6. Training enables employees to develop and rise within the organization and

increase their earning capacity.

7. It moulds the employees‟ attitude and helps them to achieve better co-operation

within the organization.

8. Training instructs the workers towards the better job adjustment and reduces the

rate of labor turnover and absenteeism. (AQUINAS P.G, 68)

Imparting of training to the workers and employees has become the

number one requirement of the organisation in modern times for better



performance of the job. Here it can be said that the question of training is always

an accepted principle while the choice of method of training may vary. The

importance of training cannot be underestimated.

(a) Better Performance: Training leads to increase the skill of an employee and in

turn he/she performs the job better than before. It improves quantity of work.

(b) Less Supervision: The trained worker usually does not commit mistakes; he

knows his job well. Therefore, his works require less supervision. A trained

worker is self-reliant.

(c) Increased Morale: The objective of the training is to change the attitude and

outlook of the workers besides increasing their knowledge and skills. A trained

worker’s morale is increased because of the support and encouragement he gets

from his superiors at the work place.

(d) Uniformity and Standardisation: Training provided to workers enable

uniformity in works and standardisation of methods in performing works because

they work with great care and understanding.

(e) Less Learning Time: A well planned and systematically organised training

programme reduces the learning span. More time is consumed when workers learn

through unsystematic methods. (SHEIKH A.M, 58)

4.5 TYPES OF TRAINING AND DEVELOPMENT PROGRAMS

Different practices are followed in different industries and in different

organizations too. So, the need of training and development programs is

depending up on the requirements of the job profile. Therefore there are various

types of programs shared by different authors. The types of training and

development programs are as follows:

4.5.1 Types of Training



Job Instructions Programmed Instructions

Apprenticeship & Coaching Class Room Lectures

Job Rotation Simulation Exercises

Committee Assignment Business Games

Internship Training Case Study Method

Audio- visual Method

Experiential Exercises

Vestibule training

Computer Modelling

Behavioural Modelling

Role Playing

Conference Method

Workshop / Seminars

4.6 STAGES OF TRAINING AND DEVELOPMENT PROGRAMS

Training should be conducted in a systematic order so as to derive

expected benefits from it. The training system involves four stages, namely:

a. Assessment of training and development programs needs.

b. Designing the training and development programs.

c. Implementation of the training program

d. Evaluation of the training program

(Subba Rao P, 199-203)

4.6.1 Stages of Training and Development Programs


On-the-job training Off-the-job training


Author Opinions of different authors regarding Training & Development

Oatey (1970) Training improves a person’s skill at a task. Training helps in socially,


Stage 1

Assessment of Training NeedsOrganizational AnalysisDepartmental AnalysisJob AnalysisEmployee Analysis

Stage 2

Designing of Training ProgramsInstructional objectivesLearning PrinciplesTeaching PrinciplesTraining PrinciplesContent design

Stage 3

Implementation of TrainingProgramsOn-the-Job MethodsOff-the-Job MethodsCharacteristics of theInstructor Conducting theProgram

Stage 4

Evaluations of TrainingProgramsReactionsLearningJob BehaviourUltimate Value


intellectually and mentally developing an employee, which is very essential

in facilitating not only the level of productivity but also the development of

personnel in any organization.

Yoder (1970) Training and development in today’s employment setting is far more

appropriate than training alone since human resources can exert their full

potentials only when the learning process goes for beyond the simple routine.

Hesseling (1971) Training is a sequence of experiences or opportunities designed to modify

behavior in order to attain a stated objective.

Kane (1986) If the training and development function is to be effective in the future, it

will need to move beyond its concern with techniques and traditional roles.

He describes the strategic approaches that the organization can take to

training and development, and suggests that the choice of approach should be

based on an analysis of the organization’s needs, management and staff

attitudes and beliefs, and the level of resources that can be committed. This

more strategic view-point should be of use in assessing current efforts as well

as when planning for the future.

Raymond (1986) The influences of trainees’ characteristics on training effectiveness have

focused on the level of ability necessary to learn program content.

Motivational and environmental influences of training effectiveness have

received little attention. This analysis integrates important motivational and

situational factors from organizational behavior theory and research into a

model which describes how trainees' attributes and attitudes may influence

the effectiveness of training.

Adeniyi (1995) Staff training and development is a work activity that can make a very

significant contribution to the overall effectiveness and profitability of an

organization.

Chris (1996) Training and development aim at developing competences such as technical,

human, conceptual and managerial for the furtherance of individual and

organization growth.

Seyler,Holton

III,Bates, Burnett

and

Carvalho(1998)

The continuous changing scenario of business world, training is an effective

measure used by employers to supplement employees’ knowledge, skills and

behaviour.

Akinpeju (1999) The process of training and development is a continuous one. The need to



perform one’s job efficiently and the need to know how to lead others are

sufficient reasons for training and development and the desire to meet

organizations objectives of higher productivity, makes it absolutely

compulsory.

Oribabor (2000) Training and development aim at developing competencies such as technical,

human, conceptual and managerial for the furtherance of individual and

organization growth.

Tan, Hall and

Boyce (2003)

Companies are making huge investment on training programmes to prepare

them for future needs. The researchers and practitioners have constantly

emphasized on the importance of training due to its role and investment.

Stavrou et al.,

(2004)

The main goal of training is to provide, obtain and improve the necessary

skills in order to help organizations achieve their goals and create

competitive advantage by adding value to their key resources – i.e. managers.

Karthik R (2012) Training objectives tell the trainee that what is expected out of him at the end

of the training program. Training objectives are of great significance from a

number of stakeholder perspectives; Trainer, trainee, designer, evaluator.

4.7 DEVELOPMENT

Management development is all those activities and programme when

recognized and controlled have substantial influence in changing the capacity of

the individual to perform his assignment better and in going so all likely to

increase his potential for future assignments. Thus, management development is a

combination of various training programme, though some kind of training is

necessary, it is the overall development of the competency of managerial personal

in the light of the present requirement as well as the future requirement.

Development an activity designed to improve the performance of existing

managers and to provide for a planned growth of managers to meet future

organizational requirements is management development.

According to Harold Koontz and Cyril O’Donnell, “Developing a manager

is a progressive process in the same sense that educating a person is. Neither

development nor Education should be thought of as something that can ever be

completed, for there are no known limits to the degree to which one may be

developed or educated. Manager development concerns the means by which a



person cultivates those skills whose application will improve the efficiency and

effectiveness with which the anticipated results of a particular organizational

segment are achieved.”

According to G.R.Terry, “Management development should produce

change in behaviour which is more in keeping with the organization goals than the

previous behaviour. The change frequently consists of a number of small steps

resulting from training but the cumulative effect is considerable. It is also basic

that a terminal behaviour is identified before the development efforts start”

Thus, executive or management development implies that there will be a

change in knowledge and behaviour of the individuals undergoing development

programme. The individual will not only be able to perform his job better but also

increase his potential for future assignments through the acquisition,

understanding and use of new knowledge, insights and skills. Self-development is

an important concept in the whole programme of management development.

(AQUINAS P.G, 70)

4.8 NEED AND IMPORTANCE OF EXECUTIVE DEVELOPMENT

In this age of ‘professionalization of management’ the importance of

executive development cannot be minimized. Executive talent is the most

important asset of an organization. According to peter drucker, ‘an institution that

cannot produce its own managers will die. From an overall point of view, the

ability of an institution to produce managers is more important than its ability to

produce goods efficiently and cheaply.

The need for executive development is felt because:

•There is a shortage of trained managers. The organization has to develop the

talented employees and maintain an inventory of executive skills to meet the

future demands.

• The performance of a company depends upon the quality of its managers.

Executive development, therefore, is of paramount importance to have effective

and desired managerial talents to meet the organization’s demand.



• Obsolescence of managerial skills is another factor which calls for continuous

executive development. A manager must regularly update himself to successfully

meet new challenges. (AQUINAS P.G, 70)

CHAPTER V

RESEARCH METHODOLOGY

5.1 RESEARCH

“Research is a careful enquiry of examination in seeking facts or principles, a

diligent investigation to ascertain something.”

According to Mr. Williams, “Research means a search for facts or an organized

enquiry.”

According to Redman and Mory, Research is a systematized effort to gain new

knowledge.

5.2 RESEARCH METHODOLOGY

“Research methodology is a way to systematically solve the research problem. It

includes not only the research methods, but also the logic behind using the



methods. It shows the type of sample design used, its size and the procedure used

to draw the sample.”

5.3 RESEARCH DESIGN

The research design refers to the overall strategy that the researcher choose to

integrate the different components of the study in a coherent and logical way,

thereby, ensuring you will effectively address the research problem; it constitutes

the blueprint for the collection, measurement, and analysis of data.

The research design adapted to this study is Descriptive Research. Descriptive

Research studies are those studies which are concerned with describing the

characteristics of a particular individual or of a group. This study focus on the

method of putting the knowledge into practice in finding a solution to the

problem.

5.4 TITLE OF THE STUDY

“A study on training and development for the employees of Eastern Condiments

Pvt. Ltd”

5.5 SAMPLING DESIGN

Sampling is the process of selecting a number of units for a study in such a way

that the units represent the larger group from which they are selected. The

universe or population to be studied maybe too large or unlimited that it is almost

impossible to reach all of them. Sampling makes possible this kind of study

because in sampling only a small portion of the population maybe involved in the

study, enabling the researcher to reach all through this small portion of the

population.

There are 2 methods of sampling technique. They are probability sampling and

Non- probability sampling. For the study we have taken probability sampling.

Probability sampling methods include: simple random sampling and stratified

random sampling.

The sampling design adopted in this study is simple random sampling. In this type

of sampling, everyone in the population of the inquiry has an equal chance of

being selected to be included in the sample.



5.5.1 UNIVERSE

Universe is the total population of the study. Here the universe is the employees of

Eastern Condiments PVT LTD. In this study, the researcher use finite number of

items.

5.5.2 SAMPLE SIZE

Sample size taken for this study is 50 employees covering various departments of

the organization.

5.6 DATA COLLECTION

To produce a reliable questionnaire both primary and secondary information was

used.

Primary data is the first hand information; the questionnaire was prepared by me

under the supervision of the guide. Questionnaire comprised 20 questions which

covered all the aspects of measuring “the effectiveness of training and

development”.

The researcher used Primary and Secondary sources of data for this study.

PRIMARY DATA:

An instrument is used to collect the required information from the employees and

also to interact with the employees personally.

Primary data helps us in making observation of EMPLOYEES’ behaviors, talk,

and gestures which helped me in identifying the attitude of employees towards the

training program and the effectiveness of the training program in the organization.

SECONDARY DATA:

It was collected from the website of the company, and the company personnel,

certain reports from the HR department. The research also took the help of the

books and journal.

Both primary and secondary data served the purpose in measuring the

effectiveness of training and development at Eastern Condiments Pvt.Ltd.

5.7 RESEARCH TOOLS



The main tools used in the study are:

1. Questionnaire

Questionnaire is used to collect primary data from employees.

2. Statistical Tools

Different statistical tools were used to analyze and interpret the data. The main

tools used in the analysis are percentage, diagrams and charts.

5.8 ANALYSIS OF DATA

Analysis of data is the basic tool for data representation. After collecting data,

they must be properly evaluated. Here, the data analysis tools used are simple

percentage method, tables, pie charts and bar diagrams.

Calculation of simple percentage method:

No. of responses

Total no. of responses

CHAPTER VI

DATA ANALYSIS AND INTERPRETATION

The data collected in this study have been tabulated, analyzed, and interpreted

using tables, percentages, graphs and diagrams. Data analysis and interpretation

deals with the personal information of the respondent and the aspects related to

training and development programs in Eastern Condiments Pvt.Ltd

Formula:

Number of respondents

Total number of respondents

The above formula is used to find out the percentage analysis. Tables and

figures are used to interpret the data.


X 100

X 100Percentage=


1. SOCIO - DEMOGRAPHIC PROFILE

Table 1:

Category No. of

respondents

Percentage

Age 20-30 14 28

30-40 18 36

40-50 18 36

Sex Male 15 30

Female 35 70

Education Graduates 38 76

Post-graduates 12 24

Job Category Officer 28 56



Lab Technician 8 16

Sales executive 14 28

Interpretation

Most of the employees are working in the company between the ages of

30-50.

Majority of workers are female.

76% of workers are graduates and 24% of them are post graduates.

2. NUMBER OF YEARLY TRAINING PROGRAMMES ATTENDED BY

THE EMPLOYEES

Table 2:

Category No. of Respondents Percentage

Less than 10 27 54

10-20 15 30

20-30 6 12

More than 30 2 4

Total 50 100

Chart 1:



Less than 10 10 - 20 20-30 More than 300

10

20

30

40

50

60

Interpretation

The above diagram shows that 54% of the employees undergo less than 10

training programs an year, 30% of the respondents undergo 10-20 training

programs, 12% of the employees undergo 20-30 training programs and 4% of the

employees undergo more than 30 training programmes an year.

3. EMPLOYEES’ OPINION ABOUT WHETHER THEY ARE BEING

TRAINED BY INTERNAL OR EXTERNAL TRAINER

Table 3:

Category No.of Respondents Percentage

Internal trainer 13 26

External trainer 18 36

Both 19 38

Total 50 100

Chart 2:



26%

36%

38%

Internal trainerExternal trainerBoth

Interpretation

Out of 50 samples, 26% of the employees said that they are being trained

by internal trainer, 36% of them with external trainer, and 38% of the employees

are being trained by both internal and external trainers.

4. EMPLOYEES’ OPINION ABOUT THE LOCATION OF TRAINING

Table 4:


At the workplace itself 17 34

Within the organization 25 50

Outside the organization 8 16

Total 50 100

Chart 3:



34%

50%

16%

At the workplace itselfWithin the organizationOutside the organization

Interpretation

Out of 50 samples, 34% of the employees expressed that they are given

training at the workplace itself, 50% of them said that they are given training at

somewhere within the organization, and the remaining 16% of the employees said

that they have given training outside the organization.

5. EMPLOYEES’ OPINION ABOUT THE PHYSICAL QUALITY OF

TRAINING PLACE

Table 5:


Excellent 17 34

Good 19 38

Average 10 20

Bad 4 8

Total 50 100

Chart 4:



Excellent Good Average Bad0

5

10

15

20

25

30

35

40

Interpretation

Out of 50 samples, 34% of the employees expressed very excellent opinion

towards the quality of the training place, 38% of them with good opinion, 20% of

the employees with average opinion and 8% with opinion of poor.



6. EMPLOYEES’ OPINION ABOUT THE TIME DURATION OF

TRAINING

Table 6:Category No.of Respondents Percentage

Sufficient 16 32

To be extended 12 24

To be shortened 8 16

Manageable 14 28

Total 50 100

Chart 5:

Sufficient To be extended To be shortened Manageable0

5

10

15

20

25

30

35

Interpretation

The above diagram shows that 32% of the employees are of the opinion

that the time given for training programmes is sufficient, 24% of the respondents

prefer if the time is extended, 16% of the respondents wants the time duration of

training programs to be shortened and 28% of the respondents believe that the

current time duration is manageable.

7. EMPLOYEES’ OPINION ABOUT THE RECIPIENTS OF TRAINING



Table 7:


Senior staff 8 16

Junior staff 17 34

New staff 12 24

Based on requirement 13 26

Total 50 100

Chart 6:

Senior staff Junior staff New staff Based on requirement0

5

10

15

20

25

30

35

40

Interpretation

The above diagram shows that 16% of the employees are of the opinion

that the training is given more to the senior staff, 34% of the respondents says

training is given more to the junior staff, 24% of the respondents says it is the new

staff and 26% of the respondents believe that recipients are selected based on

requirement.

8. EMPLOYEES’ OPINION ABOUT WHETHER THEY PREFER ON THE

JOB OR OFF THE JOB TRAINING



Table 8:


On the job training 12 24

Off the job training 17 34

Both 21 42

Total 50 100

Chart 7:

24%

34%

42%On the job trainingOff the job trainingBoth

Interpretation

The above diagram shows that 24% of the employees prefer on the job

training, 34% of the respondents prefer off the job training, and 42% of the

respondents prefer both on the job and off the job training methods.

9. EMPLOYEES’ OPINION ABOUT THE AWARENESS OF TRAINING

OBJECTIVES



Table 9:


Yes 42 84

No 8 16

Total 50 100

Chart 8:

Yes No0

10

20

30

40

50

60

70

80

90

Interpretation

Out of 50 samples, 84% of the employees mentioned that they are aware of

the objectives of training, and 16% mentioned that they are unaware of the

objectives of the training.

10. EMPLOYEES’ OPINION ABOUT THE ACCOMPLISHMENT OF

TRAINING OBJECTIVES



Table 10:


All objectives are met 22 44

Some objectives are met 11 22

Met according to the need 17 34

No objectives are met 0 0

Total 50 100

Chart 9:

All objectives are met

Some objectives are met

Met according to the need

No objectives are met

0

5

10

15

20

25

30

35

40

45

50

Interpretation

Out of 50 samples, 44% of the respondents indicated that all the objectives

of training are being met, 22% was of the opinion that some objectives are met,

34% said that the objectives are met according to the need.

11. EMPLOYEES’ OPINION ABOUT THE FOCUS OF TRAINING

Table 11:




Betterment of performance 21 42

Technological updation 12 24

Educational purposes 14 28

As part of a routine 3 6

Total 50 100

Chart 10:

Betterm

ent o

f perf

orman

ce

Techno

logica

l upd

ation

Educat

ional

purpo

ses

As part

of a r

outin

e05

1015202530354045

Interpretation

The above diagram shows that 42% of the employees believe that the

training objectives are focused on the betterment of performance, 24% of them

think that the focus is on technological updation, 28% believe that training is

focused on education, and 6% think that training is part of a routine.

12. EMPLOYEES’ OPINION ABOUT THE FEEDBACK OF TRAINING

Table 12:




Always 28 56

Sometimes 15 30

Rarely 6 12

Never 1 2

Total 50 100

Chart 11:

Always Sometimes Rarely Never0

10

20

30

40

50

60

Interpretation

The above diagram shows that 56% of the employees mentioned that the

feedback takes place every time after the training, 30% of them said that feedback

takes place sometimes after the training, 12% said that the follow-up rarely takes

place and 2% said that feedback never takes place.

13. EMPLOYEES’ OPINION ABOUT THE CAPABILITY OF THE

TRAINER

Table 13:



Category No. Of Respondents Percentage

Highly satisfied 29 58

Satisfied 16 32

Neither satisfied nor

dissatisfied5 10

Dissatisfied 0 0

Total 50 100

Chart 12:

Highly satisfied Satisfied Neither satisfied nor dissatisfied

Dissatisfied0

10

20

30

40

50

60

70

Interpretation

The above diagram shows that 58% of the employees are highly satisfied

with the capability of the trainer, 32% of the respondents are satisfied, 10% of the

respondents are neither satisfied nor dissatisfied and there are no respondents who

are dissatisfied.

14. EMPLOYEES’ OPINION ABOUT THE IMPACT OF TRAINING ON

PERFORMANCE AND PRODUCTIVITY

Table 14:




Yes 42 84

No 8 16

Total 50 100

Chart 13:

84%

16%

YesNo

Interpretation

The above diagram shows that 84% of the employees believe that training

can increase employee performance and organization’s productivity while the

remaining 16% doesn’t think so.

15. EMPLOYEES’ OPINION ABOUT THE MAJOR TRAINING AREAS

Table 15:




Performance 28 56

Skill 9 18

Knowledge 7 14

Attitude 6 12

Total 50 100

Chart 14:

Performance Skill Knowledge Attitude0

10

20

30

40

50

60

Interpretation

From the above chart, we can observe that 56% of the respondents

mentioned that, the area in which training affect most is performance, 18% said it

is skills, 14% were of the opinion that training affects knowledge the most, and

12% believe that training affects attitude, the most.

16. EMPLOYEES’ OPINION ABOUT WHETHER TRAINING

INCREASES MOTIVATION

Table 16:




Strongly agree 32 64

Agree 13 26

Neither agree nor disagree 4 8

Disagree 1 2

Total 50 100

Chart 15:

Strongly agree Agree Neither agree nor disagree

Disagree0

10

20

30

40

50

60

70

Interpretation

The analysis shows that 64% of the employees strongly agreed with the

fact that after each training session, they feel motivated to work better. While,

26% of the employees agreed with the statement and 2% disagreed. 8% of the

respondents neither agreed nor disagreed with the statement.

17. EMPLOYEES’ OPINION REGARDING THE FACT THAT THERE

ARE ENOUGH CAREER DEVELOPMENT OPPORTUNITIES IN THE

ORGANIZATION.

Table 17:





Agree 12 24


Disagree 2 4

Total 50 100

Chart 16:


Disagree0

10

20

30

40

50

60

70

Interpretation


statement that they have enough opportunities for career development. While,



18. EMPLOYEES’ OPINION ABOUT THE PRACTICE GIVEN DURING

THE TRAINING SESSION BEING SUFFICIENT

Table 18:





Agree 17 34


Disagree 1 2

Total 50 100

Chart 17:


Disagree0

10

20

30

40

50

60

70

Interpretation


statement that they are given enough practice during the training session. While,



19. EMPLOYEES’ OPINION ABOUT THE AREA, THE TRAINER

SHOULD FOCUS

Table 19:Category No. of Respondents Percentage

Interpersonal skills 10 20



Behaviour 6 12

Attitude 8 16

Performance 26 52

Total 50 100

Chart 18:

Interpersonal skills Behaviour Attitude Performance0

10

20

30

40

50

60

Interpretation

As the above chart reveals, 20% of the employees said that the trainer

should focus on the development of interpersonal skills, 12% were of the opinion

that the trainer should focus on behavioural development, 16% demanded for

attitudinal development and 52%, the majority of the respondents were of the

opinion that the trainer should focus on performance improvement.

20. EMPLOYEES’ OPINION ABOUT THE BARRIERS TO TRAINING

Table 20:Category No. of Respondents Percentage

Time 23 46

Lack of interest by the staff 12 24

Money 6 12



Non availability of skilled trainer 9 18

Total 50 100

Chart 19:

Time Lack of interest by the staff

Money Non availability of skilled trainer

0

5

10

15

20

25

30

35

40

45

50

Interpretation

As the diagram shows, 46% of the employees said that time is the major

barrier to training in the organization, 24% were of the opinion that lack of

interest by the staff is the major problem, 12% believe that money is the major

barrier and 18% were of the opinion that the major barrier to training is the non

availability of skilled trainer.

CHAPTER VII

FINDINGSThe main findings of this study are based on the anaysis of data obtained

from the respndents with the help of questionnaire method.

7.1 GENERAL DETAILS

70% of the employees are females



72% of the employees are between the age group 30-50

7.2 MAJOR FINDINGS

Training helps to increase productivity and achieve the goals of the

organization

Training programs are well planned in the organization.

The training given in organization is of sufficient duration.

The training programs are evaluated periodically.

The training programs strongly focus on betterment of performance.

The quality of training programs in the organization is excellent.

Time is the major barrier to training.

7.3 OTHER FINDINGS

60% of the employees are satisfied with the present Training and

Development system in Eastern Condiments Pvt. Ltd

72% of the employees have very good opinion about the quality of the

training place

32% of the employees are satisfied with the time allotted for training

34% of the employees believe that training is given more to the junior staff

34% of the employees prefer off the job training

84% of the employees are aware of the objectives of training

54% of the employees said that they attend less than 10 training

programmes an year

38% of the employees said they are being trained by both internal and

external trainers.

50% of the employees said that they are given training at somewhere

within the organization

42% of the employees said that the training objectives are focused on

betterment of performance

58% of the employees are highly satisfied with the capability of the trainer

46% of the employees believe that time is the major barrier to training

56% of the employees mentioned that the feedback takes place every time

after the training



62% of the employees strongly agreed with the statement that they have

enough opportunities for career development

84% of the employees believe that training can increase employee

performance and organization’s productivity

64% of the employees strongly agreed with the fact that after each training

session, they feel motivated to work better

58% of the employees strongly agreed with the statement that they are

given enough practice during the training session

44% of the employees believe that all the training objectives are met

52% of the employees suggested that the training should focus on

performance

56% of the respondents mentioned that, the area in which training affect

most is performance

CHAPTER VIII

SUGGESTIONS

More training programmes should be arranged for middle & top level

employees as they indirectly train their subordinates at actual work.

Other type of training methods should also be adopted than lectures like

role playing, job rotation, conference, vestibule & so on.

Trainees should be mentally prepared to attain training programme.



Importance of the training should be conveyed to trainees.

Training programmes suggested by managers should be considered &

discussed with the subordinates before adding in final list of the

programme.

Employees should decide and determine the training programs that they

need so that they can work more effectively and efficiently, employees

should decide some of the training they would like to undergo.

Apart from on-job training programs the HR Department should conduct

constant value addition programs such as Time management, Stress

management trainings, group dynamics, etc, as these will help to add value

and is also essential in today’s business scenario.

Performance of every employee undergone training should be evaluated so

as to get Improved quality of training activities, Improve ability of the

trainers to relate inputs to output know their understanding about the

training programme conducted .

Training program should evaluate the abilities, competencies and

potentials of the trainees for a particular job or work skills.

CHAPTER IX

CONCLUSIONAccording to the study conducted we can conclude that the overall

satisfaction level of employees in relation to the training programs is very good.

The employees agree that the training programs help to increase productivity and

achieve the organizational goal.



The employees said that the training programs in the organization are well

planned and they are satisfied with the duration of the training programs and also

they are satisfied with the evaluation process of training programs, as they are

evaluated periodically.

The training programs in the organization strongly focus on the betterment

of performance but these programs are not given adequate importance sometimes

because of the work pressure.

The employees may not take the training programs seriously, as there are

no strict rules and regulations to attend the training programs.

The quality of the training programs is excellent but steps are to be taken

to make sure that the employees are making best use of it.

Therefore we can conclude that the training programs in the organization

are excellent and the trainees feel motivated to work better after each training

session. There is a broader scope to develop and improve its training programs in

future in order to meet the requirements of the global market.

QUESTIONNAIRE

Training and Development for the Employees of

EASTERN CONDIMENTS PVT.LTD, ADIMALY

I humbly request your participation in this survey. The information provided by you will be strictly used for academic purpose only.



PERSONAL DATA

Name :

Age :

Sex :

OPINIONS:

1. How long have you been working with the organization?

Below 1 year

1-5 Years

5-10 Years

More than 10 years

2. How many training programmes will you attend in a year?

Less than 10

10-20

20-30

More than 30

3.Whether the trainer is an existing staff or an external person?

Internal trainer

External

Both

4.Where does the training takes place usually?

At the workplace itself

Within the organization

Outside the organization

All of the above

5.How well the training place is physically organized?

Excellent



Good

Average

Bad

6. The time duration given for the training is?

Sufficient

To be extended

To be shortened

Manageable

7.To whom the training is given more in your organization?

Senior staff

Junior Staff

New staff

Based on requirement

8.Which do you prefer?

On the job training

Off the job training

Both

9. Whether the employees are aware of the objectives of training?

Yes

No

10. Whether the training objectives are being met?

All objectives are met

Some objectives are met

Met according to the need



No objectives are met

11.The training objectives are focused on?

Betterment of performance

Technological updation

Educational purposes

As part of a routine

12. Whether a follow-up (feedback) take place after the training programmes?

Always

Sometimes

Rarely

Never

13.Are you satisfied with the capability of the trainer?

Highly satisfied

Satisfied

Neither satisfied nor dissatisfied

Dissatisfied

14. Do you believe that the training can increase employee performance and organization’s productivity?

Yes

No

15. In which area does the change affect?

Performance

Skill

Knowledge



Attitude

16. After each training session, I feel motivated to work better. Do you agree?

Strongly agree

Agree

Neither agrees nor disagrees

Disagree

17. In my organization, I have enough opportunities for career development. Do you agree?

Strongly agree

Agree


Disagree

18. Enough practice is given during the training session. Do you agree?

Strongly agree

Agree


Disagree

19.In which area should the trainer focus?

Interpersonal skills

Behaviour

Attitude

Performance

20. What all are the major barriers to training & development in your organization?

Time



Lack of interest by the staff

Money

Non availability of skilled trainer

BIBLIOGRAPHY

1. Aquinas P.G, Human Resource Management: Principles and Practice, Vikas

Publishing House Pvt.Ltd, Noida, 2009.

2. Rao V S P, Human Resource Management: Text and Cases, Excel Books, New

Delhi, 2008.

3. Gupta C. B, Human Resource Management, Sultan Chand and Son’s, New

Delhi, 2009.



4. Ghanekar, Anjali, Organizational Behaviour: Concepts and Cases: Indian

Context, Everest Publishing House, Pune, 2011.

5. Sheikh A.M, Human Resource Developement and Management, S. Chand

Limited, New Delhi, 1999.

6. Subba Rao P, Essentials of Human Resource management and Industrial

Relations , Himalaya Publication House, 3rd Revised & Enlarged Edition,

Mumbai, 2009

7. Armstrong Michel , “A Handbook of Human Resource Management Practice”,

Kogan Page, 8th Editon, 2001.

8. Mamoria, C. B., “Personnel Management (Management of Human

resources)”, Himalaya Publishing House, Bombay, 1995.

9. Aswathappa, K., “Human resource and Personnel Management”, Tata

Mcgraw-Hill Publishing Company Limited, New Delhi, 2000.

10. Dwivedi, R. S,“Managing Human Resources-Personnel Management in

Indian Enterprises”, Galgotia Publishing Company, New Delhi, 2001

Website:

www.eastern.in

www.citehr.com

www.hrps.org


http://www.citehr.com/

http://www.eastern.in/

training and development

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