1.1 INTRODUCTION

Training & Development is the field concerned with workplace

learning to improve performance. Such training can be generally categorized as

on-the-job or off-the-job. On-the-job describes training that is given in a normal

working situation, using the actual tools, equipment, documents or materials that

they will use when fully trained. On-the-job training is usually most effective for

vocational work. Off-the-job training takes place away from normal work situation

which means that the employee is not regarded as productive worker when

training is taking place. An advantage of off-the-job training is that it allows people

to get away from work and totally concentrate on the training being given. This

type of training is most effective for training concepts and ideas.

TRAINING

The term training refers to the acquisition of knowledge, skills,

and competencies as a result of the teaching of vocational or practical skills and

knowledge that relate to specific useful competencies. It forms the core of

apprenticeships and provides the backbone of content at technical colleges and

polytechnics. In addition to the basic training required for a trade, occupation or

profession, observers of the labor-market[attribution needed] recognise today the need to

continue training beyond initial qualifications: to maintain, upgrade and update

skills throughout working life. People within many professions and occupations

may refer to this sort of training as professional development.

Some commentators use a similar term for workplace learning to improve

performance: training and development. One can generally categorize such

training as on-the-job or off-the-job:

On-the-job training takes place in a normal working situation, using the

actual tools, equipment, documents or materials that trainees will use when

fully trained. On-the-job training has a general reputation as most effective

for vocational work.

Off-the-job training takes place away from normal work situations —

implying that the employee does not count as a directly productive worker

while such training takes place. Off-the-job training has the advantage that

it allows people to get away from work and concentrate more thoroughly on

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the training itself. This type of training has proven more effective[citation needed]

in inculcating concepts and ideas.

Training differs from exercise in that people may dabble in exercise as an

occasional activity for fun. Training has specific goals of improving one's capability,

capacity, and performance.

Education – formal and informal – is the part of learning which is concerned

with development general knowledge, understanding and background of our total

environment and may continue throughout human life. The manpower service

Commission’s Glossary of trading terms(1981) defines education as activities

which aim at developing the knowledge, skills, moral values and understanding

required in all aspects of life rather than a knowledge and skill relating to only a

limited field of activity. The purpose of education is to provide the conditions

essential to young people and adults to develop an understanding of the traditions

and ideas influencing the society in which they live and to enable them and make

a contribution to it. It involve to study to there own culture and of the laws of

nature. As well as aquatic and linguistic and other skills which are basic to

learning, personnel development, creativity and communication “Depending upon

the nature of knowledge contained in the education, it is classified into various

disciplines at different levels like arts science and commerce which are in turn

divided into social sciences, physical science engineering, medical and so on.

Further depending on the nature of skill, education is put into several categories

like technical, non-technical and management education.

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1.2 SCOPE OF THE STUDY

It helps to understand the training methods

It gives valuable suggestions to improve the training methods

It helps to find the need for change in training methods

It helps to find the whether the training program helps to increase

productivity

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1.3 NEED FOR THE STUDY

Management needs information on employee satisfaction in

performance appraisal; the benefit from the survey is that, they will give to

management an indication of general level of satisfaction regarding the

effectiveness of appraisal. Hence this study titled “A STUDY ON TRAINING AND

DEVELOPMENT AAVIN AMBATTUR, CHENNAI“

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1.4 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:-

To study the effectiveness of Training and Development Program

SECONDARY OBJECTIVE:-

To ascertain the need for training programme.

To create the awareness among the employees towards training

programme

To identify the effectiveness of training programme

To know the training methods adopted in the company.

To ascertain the relationship between working process and the training

programme.

To draw the opinion of employees towards training programme

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1.5 METHODOLOGY OF THE STUDY

The research instrument used in this study “structured questionnaire”.

Structured questionnaire are those questionnaire in which there are predetermined

question relating to the aspect for which the researcher collects data. The

questions are presented with exactly the same wording and in the same order to

all the respondents.

QUESTIONNAIRE DESIGN

The structured questionnaire for Appraisal System with the following types

of questionnaires open ended, closed ended, multiple choice, types of questions.

DATA COLLECTION

Data refers to information or facts. It includes numerical figures, non –

numerical figures, descriptive facts, and qualitative information. The task of data

collection begins after research problem has been defined and research plan has

been decided.

The nature of the data is both Primary and Secondary data.

PRIMARY DATA

The primary data are those that are collected through questionnaire and

direct personal interview. The questionnaire was framed in such a manner to

obtain correct information, graded suitably for the study.

SECONDARY DATA

The secondary data has been collected through oral communication.

Secondary data about the company profile and other details were collected from

the company website.

PERIOD OF STUDY

The study was under taken for a 3 months during January 08 to MARCH

08. During the period the following steps were taken:

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Objectives were set and questionnaire was finalized.

Data were collected and recorded

Data were analyzed and interpreted

Reports were generated

SAMPLING SIZE

Due to time and resource constraint the sample size has been taken as

100. In consultation with the company guide and the project guide.

SAMPLING PROCEDURE

Convenience sampling ha been used in this study. Convenience sampling is

used for selection of homogeneous sample for the study. It refers to selection a

sample of study. It is a non-probability sampling. Thus research study may

include study objects, which are conveniently located. Research findings based

on convenient sampling however, cannot be generalized.

PILOT SURVEY

A pilot survey with 20 samples from employees was conducted for testing

the validity of the questions. It was found that there was no need for changes in

the questionnaire and hence the same questionnaire was used for final survey

also.

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1.6 LIMITATION OF THE STUDY

Time was the main constraint. The project should be completed within

stipulated time limit.

Since the project is of qualitative nature there was the participant’s bias in

some cases.

Some information cannot be accessed due to its confidential nature.

Cost is also the main constrain as this research involves massive amount

for the purpose of meeting the employees in different branches.

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1.7 CHAPTERISATION

Chapterisation includes the following contents

Chapter one consist of introduction, scope of study, need for study,

objectives of study, methodology of study, limitations of study and

chapterisation.

Chapter two includes industry profile, company profile and product profile.

Chapter three includes review of literature.

Chapter four includes analysis and interpretation.

Chapter five includes findings, suggestions and conclusions.

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2.1INDUSTRY PROFILE

National Diary Development Board (NDDB)

Diary co-operative account for the major share of processed liquid milk

marketed in the country. Milk is processed and marketed by 170 milk producers’

co-operative unions, which federate into 15 state co-operative milk marketing

federations.

The diary development board’s programmes and activities seek to

strengthen the functioning of diary co-operatives, as producer-owned and

controlled organizations. NDDB supports the development of diary co-operatives

by providing them financial assistance and technical expertise, insuring a better

future for Indian farmers.

Over the years, brands created by co-operatives have become synonymous

with quality and value. Brands like Amul (GCMMF), Vijaya (AP), Verka (Punjab),

Saras (Rajasthan), Nandini (Karnataka), Milma (Kerala), Gokul (Kolhapur),

Aavin(Tamilnadu), are those that have earned customers confidence.

Some of the major diary co-operatives federations include

a) Andra Pradesh Diary Development Co-operative Federation Ltd.,(APDDCF)

b) Bihar State Co-operative Milk Producers Federation Ltd.,(COMPFED)

c) Gujarat Co-operative Milk Marketing Federation Ltd.,(GCMMF)

d) Hariyana diary Development Co-operative Federation

e) Himachal Pradesh state Milk Producers Federation Ltd., (HPSCMPF)

f) Karnataka co-operative Milk Producers Federation Ltd., (KMF)

g) Kerala state co-operative Milk Producers Federation Ltd., (KCMMF)

h) Madhya Pradesh state co-operative Dairy Federation Ltd., (MPCDF)

i) Maharastra Rajya Shakari Maryadit Dugdh Mahasangh

j) Orissa State Co-operative Milk Producers Federation Ltd., (OMFED)

k) Prdeshik Co-operative Dairy Federation Ltd., (UP PCDF)

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l) Punjab State Co-operative Dairy Federation Ltd., (MILK FED)

m) Rajasthan co-operative Dairy Federation Ltd., (RCDF)

n) Tamilnadu co-operative Dairy Federation Ltd., (TCMPF)

o) West Bengal co-operative Milk Producers Federation Ltd., (WBCMPF)

ACHIEVMENT OF DIARY CO-OPERATIVES:

Commitments to help rural help themselves has guided the diary boards

work for more than 30 years this commitment has been rewarded with

achievements made by co-operative diaries in milk production, employment

generation, percapital availability of milk, foreign exchange Savings and increased

farmer incomes.

REACH:

The Diary Co-operative Network.

Include 170 milk unions.

Operates in over 285 districts.

Covers nearly 96,000 village level societies.

Is owned by nearly 10.7 million farmer members.

MILK PRODUCTION:

1. India’s milk production increased from 21.2 million MT in 1968-69 to 78.1

million MT in 1999-2000.Per capita availability of milk presently is 213 grams per

day, up from 107 grams per day in 1969-70

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2. India’s 4% annual growth of milk production surpasses the 2% growth in

population. The net increase in availability is around 2% per year.

MARKETING:

1. Diary Co-operatives now market milk in about 200 classes 1 town and

some 550.

2. During the last decade, the daily milk supply to each 1000 urban Indians

has increased from 17.5 to 43.5 liters.

INNOVATION:

1. Bulk − vending − saving money and environment.

2. Milk travels as far as 2200 Kms to deficit areas, carried by innovative and

road milk tanker.

3. 95% of diary equipment is produced in India, saving valuable foreign

exchange.

MACRO IMPACT:

1. The annual value of India’s milk production amounts to Rs.780 billion.

2. Diary co-operative generate employment opportunities for some 10.5 million

farm families.

PERSPECTIVE 2010:

The perspective 2010 plan of the Diary Board maps the future of dairying in

India, setting realistic goal for strengthen co-operative business, production

enhancement, assuring quality, and creating National Information Network. The

plan was realistic with the successful completion of the operation flood program

and has developed by the State milk Marketing Federation and the Milk Producer’s

Co-operative Unions in consultation with the diary Board. The perspective 2010

goals and strategies to meet them have been drawn by its actual implementers-

federation and unions and supported by NDDB. (National Diary Development

Board)12

PERSPECTIVE 2010 GOALS:

1. Increase liquid milk procurement by co-operatives to 33% (488 lakhs

kilograms per day) of the marketable surplus in operation Flood Areas constituting

80% of the National Milk Produced (i.e. quadruple liquid milk procurement by the

year 2010)

2. Increase liquid milk sales to 365 lakhs kilo grams per day, more than 60%

of the market shares in metros, and on average of close to 50%in class 1 cities

served by Co-operative (i.e. triple fluid milk marketing by the year 2010)

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2.2 COMPANY PROFILE

INTRODUCTION:

TCMPF ltd. Is an apex co-operative federation in Tamilnadu government of

India formulated milk supply scheme developed in 1963. This scheme was taken

over by the Dairy Development Department which was subsequently taken over by

the establishment, while Tamilnadu Dairy Development Corporation (TNDDC) the

government of Tamilnadu under taken in ANAND (place in Gujarat-AMUL) pattern.

And apex Federation was formed on 1-2-1981, with 3-tier system. Village level

milk producers, society district level unions and state level federation. The

federation has to arrange for marketing of surplus milk and milk products.

FEDERATION AND OVERVIEW:

Diary sector has assumed much significance by generating income not only

to rural but also to the urban population the state especially to the women folk by

providing self- employment opportunity. TCMPF was registered as a “co-operative

under Tamilnadu co-operative societies act 53 of 1961” on 15-12-1980 and the

federation took over the activities of the diary development department are

organizing registration supervision and control of milk co-operatives.

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OBJECTIVES:

The main objective of TCMPF is to make available quality milk and milk

products to urban consumers as reasonable products.

FEATURES OF FEDERATION:

To carry out act for promptly production, procurement, processing and

marketing of milk and milk products for the economic development of farmer’s

community.

Purchase diary products and commodities from the members or from other

source without affecting the interest of members.

Establish the quality control.

Provide vetnary aid and artificial insemination services.

To purchase or to erect building, plant, machinery and other ancillary

equipment to carry equipment to carry out the business of the federation.

Encourage folder production by members, union and societies.

The commissioner for milk production of any diary development is the head

of the diary development department in Tamilnadu.

He has been appointment as the registrar of milk co-operatives under the

Tamilnadu co-operatives societies act 53 of 1961.

DAIRY

The Tamilnadu Cooperative Milk Producers Federation Ltd. constituted on

the 1st February 1981 is handling the entire commercial activities of procurement,

processing and marketing of milk and milk products.

The Federation had implemented the Dairy Development activities with the

funds provided by the National Dairy Development Board under Operation Flood

Programmed in 24 Districts and in Non-operation Flood Districts Dairy

Development activities are implemented by the Dairy Development Department

through budgetary support both under State/Central Plans.

To facilitate, better administration and qualitative improvement of integrated

Dairy Development, there are 17 Districts Cooperative milk Producer’s Unions

covering all 28 Revenue Districts except Chennai. The normal activities of milk

procurement and distribution are being attended to by the District Unions.

However, for genetic improvement of milch animals, the Federation through the

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two bull mother farms owned and managed by TCMPF carries out the production

of frozen semen both for white cattle and black cattle.  

The Federation owns four dairies, one at Ambattur with a capacity of 4.00

lakh liters per day, one at Madhavaram with a capacity of 1.75 lakh liters per day,

a third dairy at Sholinganallur with a capacity of 4.00 lakh liters per day. These

dairies cater to the processing, packing and distribution of liquid milk in and around

Chennai City. The fourth dairy, a product dairy at Ayyanavaram with a capacity of

12000 liters per day, is engaged in the manufacture of milk by-products such as

yogurt, ice-cream and khova The Federation supervises and coordinates the

activities of the District Unions and provides technical expertise as and when

required and also undertakes planning and erection/expansion of Dairies and

Chilling Centers of the unions on turnkey basis. The Federation helps the Unions

in marketing their milk products like Skimmed milk powder, Ghee, Butter and

Cheese both within and outside the state.

OBJECTIVES OF THE DAIRY

Assure a remunerative price for the milk produced by the milk producers'

societies through a stable, steady and well organized market support.

Distribution of quality milk and milk products at reasonable prices to the

consumers.

Bearing the above two objectives in mind, the following major multifarious

activities are undertaken by the Dairy Development Department.

Provision of free veterinary health cover to all animals owned by the

members of milk cooperatives, implementation of Artificial Insemination

Programmed, supply of balanced cattle feed and inculcation of farmers with the

modern animal husbandry methods and practices.

All activities, which are essential for the up gradation of the milch animals

and improving their productivity in the long run, are also to be imparted on them.

Provision/creation of necessary infrastructure facilities for the enhancement of

processing and marketing has been made by way of establishing new chilling

centers, pasteurization plants and adoption of modern marketing system in order

to supply quality milk to the consumers.

FUNCTIONS OF THE DAIRY 

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The main functions of the Dairy Development Department are Organization

of societies, registration of societies, supervision and control of primary milk

cooperatives, District Cooperative Milk Producers Union and Tamilnadu

Cooperative Milk Producers Federation.

          

The Dairy Development Department exercises statutory function - like

Inquiry, Inspection, Surcharge and Super session, appointment of special officer’s

liquidation and winding up of dormant Societies etc.

The Commissioner for Milk Production and Dairy Development, Deputy Milk

Commissioner (Co-operation), and Circle Deputy Registrars (Dairying) are vested

with quasi-Judicial powers in respect of settlement of disputes, appeal, revision

and review under various provisions of Tamilnadu Cooperative Societies Act 1983

& the rules made there under.

The Commissioner for Milk Production and Dairy Development has been

designated as the State Registering Authority for the state of Tamilnadu, under the

provisions of Milk and Milk Products Order'92. All the Dairy units including private

Dairies handling more than 10,000 lpd of milk or Milk Products containing milk

solids in excess of 500 Metric tones per annum has to obtain registration

certificate under the provision of Milk and Milk Products Order'92.

The Commissioner for Milk Production and Dairy Development / State

Registering Authority has been conferred with powers to register the dairy units

having handling capacity from 10,000 LPD to2 lakh LPD.

The Commissioner / State Registering Authority / Deputy Milk

Commissioner (Co-operation) / District collector and Deputy Registrars have

been authorized to carry out supervision and periodic inspection of the dairies

HISTORY OF AAVIN AMBATTUR DIARY:

The Aavin Ambattur dairy was established in Ambattur Industrial Estate at

an area covering 47.25 acres on 16.04.1946 by his Excellency shri Fakruddin Ali

Ahmed, President of India.

The dairy was designed, erected, and commissioned by National dairy

development Board Under Operation Flood I on turkey basis Ambattur dairy is an

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ISO 9001:2000 and HACCP certified dairy is an and comes under NDDB’s

pneumonic symbol. In addition for getting ISO14001.

DAIRY DEVELOPMENT DEPARTMENT

The Dairy Development Department was established in 1958 in Tamilnadu.

The administrative and statutory controls over all the milk cooperatives in the State

were transferred to the Dairy Development Department on 1.8.1965. The

Commissioner for Milk Production and Dairy Development was made as the

functional Registrar under the Tamilnadu Cooperative Societies Act. With the

adoption of 'Anand pattern' in the State of Tamilnadu, Tamilnadu Co-operative Milk

Producers' Federation Limited was registered in the State on 1st February 1981.

The commercial activities of the Department such as Milk Procurement,

Processing, Chilling, packing and sale of milk to the consumers etc., hitherto dealt

with by the Tamilnadu Dairy Development Corporation Ltd., were transferred to the

newly registered Tamilnadu Co-operative Milk Producers' Federation Limited,

popularly in the wake of liberalization policy, private dairies have also entered into

the field of dairying. As per the directions of the Hon'ble Chief Minister of

Tamilnadu high priority has been given for improving the performance of milk Co-

operatives by adopting a systematic approach and proper strategy in Milk Co-

operatives. Significant achievement has been made by Milk Producers'

Cooperative Societies, Unions and Federation in the State of Tamilnadu.

The cattle population in India is approximately 15% of total cattle population

in the world. India stood no. 1 position in milk production. Tamilnadu is one of the

leading states in milk production. The milk production in Tamilnadu per day is

145.88 Lakh litres.

OBJECTIVES OF THE DAIRY DEVELOPMENT DEPARTMENT

(1) Assure a remunerative price for the milk produced by the member of the Milk

Producers' Co-operative Societies through a stable, steady and well organized

market support.

(2) Distribution of quality milk and milk products to the consumers at reasonable

price.

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Keeping these objectives in mind, a number of activities are undertaken by the

Dairy Development Department, viz., Provision of free veterinary health cover to

all animals owned by the members of milk cooperatives, implementation of

Artificial Insemination Programme, supply of balanced cattle feed and inculcation

of farmers with the modern animal husbandry methods and practices.

All activities, which are essential for the up gradation of the milch animals and

improving their productivity in the long run, have been undertaken.

Provision of necessary infrastructure facilities for marketing milk and milk products

and supply of quality milk to the consumer has been made by way of establishing

new chilling centres, pasteurization plants and adoption of modern processing

system.

DEPARTMENTAL SET UP

The Commissioner for Milk Production and Dairy Development is the Head

of the Dairy Development Department. He is the functional registrar in respect of

Dairy Co-operatives in the State. He is also the Ex-officio Managing Director of the

Tamilnadu Cooperative Milk Producers' Federation Limited. i.e. Aavin.

The Commissioner for Milk Production and Dairy Development exercises all

the statutory powers with regard to the registration of societies, supervision,

inspection, inquiry, disputes, liquidation of milk cooperatives including the District

Cooperative Milk Producers' Unions and Federation under the relevant provisions

of the Tamilnadu Cooperative Societies Act, 1983 and Tamilnadu Cooperative

Societies Rules, 1988. While discharging the statutory functions, the

Commissioner for Milk Production and Dairy Development is assisted by the

Deputy Milk Commissioner (Co-operation) in the rank of Joint Registrar of

Cooperative Societies and a Deputy Registrar at the Headquarters besides 23

Deputy Registrars (Dairying) at the District level by way of conferring the powers of

the functional Registrar.

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FUNCTIONS OF THE DAIRY DEVELOPMENT DEPARTMENT

The main functions of the Dairy Development Department include

Organization of societies, registration of societies, supervision and control of

primary milk cooperatives, District Cooperative Milk Producers Unions and

Tamilnadu Cooperative Milk Producers Federation.

The Dairy Development Department exercises statutory function - like

Inquiry, Inspection, Surcharge and Super session, appointment of special officers,

liquidation and winding up of dormant Societies etc. The Commissioner for Milk

Production and Dairy Development, Deputy Milk Commissioner (Co-operation),

and Circle Deputy Registrars (Dairying) are vested with quasi-Judicial powers in

respect of settlement of disputes, appeal, revision and review under various

provisions of Tamilnadu Cooperative Societies Act, 1983 & the Tamilnadu

Cooperative societies Rules, 1988 made there under.

The Commissioner for Milk Production and Dairy Development has been

designated as the State Registering Authority for the state of Tamilnadu, under the

provisions of Milk and Milk Products Order'92. All the Dairy units including private

Dairies handling more than 10,000 lpd of milk or Milk Products containing milk

solids in excess of 500 Metric tones per annum have to obtain registration

certificate under the provision of Milk and Milk Products Order'92. The

Commissioner for Milk Production and Dairy Development / State Registering

Authority has been conferred with powers to register the dairy units having

handling capacity from 10,000 lpd to 2,00,000 lpd. The Commissioner / State

Registering Authority, Deputy Milk Commissioner (Co-operation) / District

collectors and Deputy Registrars (Dairying) have been authorized to carry out

supervision and periodic inspection of the dairies.

PRIMARY DAIRY COOPERATIVES MILK SOCIETIES

A minimum of 25 or more individuals competent to contract under section

11 of the Indian Contract Act of 1872, owning milch animals, can form a Primary

Dairy Cooperative Society, with one or more villages as its area of operation. Such

persons have to approach the Circle Deputy Registrar's (Dairying) office

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functioning at the District for further guidance. The members of Primary

Cooperative milk society have to supply milk to the Society which will procure milk

on quality basis and they will receive milk cost once in 10 days / 15 days from the

Society. Milch animals are provided with free veterinary health cover, artificial

insemination and the supply of balanced cattle feed. Inductions of farmers on

modern animal husbandry practices are aimed at by upgrading the milch animals

and thereby improving their productivity in the long run for the benefit of the

members.

FUNCTIONS OF DISTRICT COOPERATIVE MILK PRODUCERS UNIONS

There are 17 District Cooperative Milk Producers' Unions functioning in the

State of Tamilnadu covering 30 Districts. There are 15 Dairies in District Co-

operative Milk Producers' Unions with an installed processing capacity of 19.42

llpd. There are 36 Chilling Centres (Functional) in District Co-operative Milk

Producers' Unions with installed chilling capacities of 13.55 llpd.

(1) Establishment of chilling centres

(2) Formation of new milk routes to collect milk produced by the members of the

societies.

(3) Collection of milk from societies, process and pack in modern dairy plants by

maintaining quality standards.

(4) Supply of quality milk to Chennai Metro under hygienic conditions.

(5) Fixation of procurement and selling price of Milk

(6) Increase of liquid milk sales by introducing innovative sales promotional

activities.

(7) Supply of inputs to the members of the societies.

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(8) Render Veterinary Health Service and emergency service to the cattle of

members of primaries, to impart training on First aid and on Artificial insemination

to the staff of member societies.

(9) Extending Artificial insemination services to the cattle owned by the members

of Milk Cooperative Societies.

(10) Providing milk cans, Milk 'O' testers and LN2 containers.

(11) Salem, Erode, Madurai and Dharmapuri Unions are the Feeder Balancing

Dairies. Surplus milk in the District Unions, after meeting their local sales is

diverted to the nearest Feeder Balancing Dairies for conversion into milk products,

such as Skim Milk Powder, Butter and Ghee.

(12) The three Cattle Feed Plants at Madhavaram, Erode and Kappalur are run by

the Kancheepuram - Tiruvallur Union, Erode Union, Madurai Union respectively.

The production capacity of these cattle feed plants is 100 MT per day each. The

balanced cattle feed produced in the form of pellets and mash are supplied to the

members of the Milk Co-operatives, livestock farms manned by the Animal

Husbandry Department and to various local bodies including the Corporation of

Chennai.

MILK PROCUREMENT BY DCMPUs:

Most of the rural people especially women make their livelihood by rearing

milch animals and by supplying milk to the Co-operatives. Keeping this in view and

to improve the rural economy and to enhance the personal income of the stake

holders in rural area, Government of Tamilnadu directed the Tamilnadu Co-

operative Milk Producers’ Federation and District Co-operative Milk Producers’

Union to raise the procurement price of the cow's milk from Rs.10.50 to Rs.12.00

per litre and that of the buffalo’s milk from Rs.12.50 to Rs.14.00 with effect from

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07.03.2007 and the milk cost as per the revised procurement price is being

disbursed to the Milk producers. 

MARKETING:

The three wings are carrying out the marketing of milk and milk products of the

Federation namely:

1. Metro Liquid milk marketing.

2. Metro Milk Product marketing.

3. Up country marketing.

The product wing of the Federation located at Nandanam directly carries of

marketing of the products in Chennai Metro and suburbs. The products are stored

at the Godown at Ambattur and distributed to the outlets

The sales of milk in sachets is being carried out through 24 zones, 516

Depots, 364 Distribution Points, 35 Whole Sale Milk Distributors, 89 Milk Retailers

and 48 Milk Consumers’ Co-operative Societies. The sale of milk product is being

carried out through 42 parlours, 185 Franchise Retail Outlets (FROs), 12

Wholesale dealers, and 4824 Retailers. The Federation also caters to the needs

for functions like marriages by booking Special orders standardized milk, Buffalo

milk and double tonned milk

are being sold through 218 Automatic Vending Machines and 185 FRPs to the

city consumers. Milk products are also sold in certain AVM Units. Sachet milk

sales are also carried out in AVM units

STRENGTHENING INFRASTRUCTURE FOR QUALITY AND CLEAN MILK

PRODUCTION

Government of India sponsored a scheme called ‘Strengthening

Infrastructure for Quality and Clean Milk Production’ to strengthen infrastructure

facilities and to ensure Clean milk production at village level. The period of the

scheme is two / three years.

Objective of the scheme is to train farmers on clean milk production

activities, to provide chemicals and utensils to pouring members, to strengthen

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district union dairies / chilling centres laboratory and to install bulk milk coolers at

societies to improve initial quality of milk.

Government of India will release the entire amount as full grant for training,

provision of antiseptic solutions, supply of stainless steel utensils and

modernization of Quality Control Labs at Dairies / Chilling Centres. Government of

India will release 75 percent as grant for installation of bulk milk coolers and the

remaining 25 percent will be met by the concerned beneficiary District Unions.

Government of India so far has sanctioned Rs.1224.21 lakhs to Vellore,

Villupuram, Trichy, Dharmapuri, Salem Kancheepuram-Tiruvallur, Erode, Nilgiris

and Madurai milk Unions for the implementation of the scheme.

Under these schemes, 48001 members will be benefited, 90 Bulk Milk

Coolers will be installed and the chilling capacity will be increased by another 3.71

lakhs LPD.

CO-OPERATIVE DISTRICTS:

To facilitate better administration and qualitative improvement of integrated

dairy development, there are 17 district co-operative milk producer’s unions

covering all 28 revenues districts except Chennai. The district covered under each

co-operative milk producer’s unions is furnished below:

OPERATION FLOOD DISTRICTS:

1. Kancheepuram

2. Villupuram

3. vellore

4. Dharmapuri

5. Salem

6. Erode

7. Coimbatore

8. Madurai

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9. Dindugal

10. nilgiris

11. Trichy

12. Tanjavur

13. Pudukottai

NON-OPERATION FLOOD DISTRICTS:

1. Sivagangai

2. Virudunagar

3. Thirunelveli

4. Kanyakumari

The district Unions attend to the normal activities of milk procurement and

distribution.

The Federation supervises and coordinate the activities of the district

unions and provides technical expertise as and when required and also

undertakes planning and erection/expansion of diaries and chilling centers of the

unions on turnkey basis. The federation also helps the unions in marketing their

milk products like skimmed milk powder, ghee, butter and cheese both within and

outside the state.

QUALITY POLICY:

TCMPF is committed to continually improve the process of meeting and

exceeding the customer expectations by providing hygiene, safe environment and

competent work force throughout the organization.

QUALITY OBJECTIVES:

1. Involve all the employees.

2. Improve the processes.

3. Meet and exceed the expectation of customers.

4. Achieve high standard in hygiene.

5. Achieve high stranded in food safety.

6. Continual Improvement.

25

2.3 PRODUCT PROFILE

PRODUCT RANGE

MILK:

The federation is engaged in production of both milk and milk products. The

federation sells the following type of milk to customers in Chennai metro:

Standardized Milk

Toned milk

Full cream milk

UTH milk

These products are marked under the brand name “AAVIN”

MILK PRODUCTS:

1. Yogurt

2. Ice creams

3. Butter Milk

4. Khova

5. Skimmed milk powder

6. Ghee

7. Butter

8. Cheese

9. Flavoured milk

10. Mavin mango drink

26

PRODUCT DETAILS:

Product diary is situated next to the Ambattur dairy. It is controlled by the

manager (production and maintenance). The milk which is received through load

tankers are pumped into raw milk storage tank, then taken for different product

processing. The various products produced here are as follows:

Ice Creams

Khalakhad

Yoghurt/ fermented milk

Curd

Buttermilk

Gulabjamun

Flavoured Milk

Khoa (sweetened)

Khoa (unsweetened)

Mysorepak.

MARKET COMPETITORS:

Aavin stands first in the production and distribution of milk in Tamilnadu. Its

competitors are:

Arokya

Heritage

Thirumala

27

MARKETING: MILK AND MILK PRODUCTS

The Chennai dairies have marketed an average of 7.19LLPD of milk

to customers up to march 2001.

Milk is sold in bulk to institutional consumers and to individual consumers

and to individual consumer through 196 automated vending units(AVM), 182 fiber

reinforcement plastic (FRP) tanks and in sachets through 512 boots and 34

parlours, 34 consumers cooperate societies are functioning in and around Chennai

supplying milk to consumers.

Aavin milk cards are available liberally to the consumers throughout the

month. Apart from the above, 5 liter milk cards are also being issued to tea shops,

canteens and retail outlets through the city’s zonal offices. Further, sale of milk has

been introduced through milk distributors in Chennai. At present 25 milk

distributors have been appointed and around 70,000 litres of milk are being sold

through to the milk distributors, everyday. TCMPF also caters to the needs of

consumers by booking special orders for the supply of milk in connection with

marriage functions and special requirement.

28

3.1 REVIEW OF LITRATURE

Training and Development- Distinctions.

Training is a part of learning which essentially improves job knowledge,

skills and attitudes in a person and is concerned with work life of human beings.

The manpower service Commission’s Glossary of training terms (1981) defines

training as a planned process to modify attitude, knowledge or skill through

learning experience to achieve effective performance in the activity or range of

activities. Its purpose, in the work situation, is to develop the ability of the

individual and to satisfy the current and future manpower needs of learning and its

directly related to organization. Thus performance improvement is basic to

training. Organization jobs are divided into technical and managerial jobs. This

division of jobs provides the concept of technical training and management

training.

Technical training is concerned with those jobs which are structed,

repetitive in nature and involve direct application of human energy like clerical

jobs, manufacturing and production jobs. Management training is associated with

those jobs which are semi-structured, unstructed and involves indirect application

of human energy in leadership position. It is concerned with the management of

total organization or a part of it in relation to its environment. Management training

also refers to improving managerial practices with that of modern management

practices in the organization.

Training specified the work behaviour of the trainee at the end of this

training. In other words, training objectives can be expressed in behavioral terms

while educational objectives are not amenable to definitions in behavioural terms

because they are very complex and in many cases they are unknown.

Training is concerned with performance, education is concerned with

personnel development and the learner is free to use his understanding in his own

way to specific situations. Hence, education is more oriented. Training is job

centered.

Training objectives can be achieved in short duration in his own way to specific

situations. Hence, education is more person oriented programme is of longer

period.

29

Training is mechanistic learning which is achieved as result of stimuli and

responses, reinforced by practices. Education is orient learning which involves

rather than what he can do. Thus, outcome of education is difficult to predict.

Basic principles of Training Programme

A training program in order to be effective should be based on the following

broad principles.

1. The training should be based in the field situation of trainers and should

be meaningful to them.

2. The training must start from the level at which the trainees are...

3. The training must give the opportunity for relevant experiences change, if

they are the ones who have to bring about changes in their field situation.

Prevailing concept

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

action.

2. The participant terms what the trainer teaches. Learning is a simple

function of the capacity of the participant to learn and the ability pf the

trainer to teach.

3. Individual action leads to improvement on the job.

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

ends with the course

New Concept

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

2. Learning is the complex function of the motivation and capacity of the

individual participant, the norms of the training groups the training

methods and the behavior of the trainer and the general climate of the

institution.

3. Improvement on the job is complex function of individual learning, the

norms of working group and the general climate of the organization.

Individual learning used, leads to frustration.

4. Training is the responsibility of three partners: The participant

organization, the participant and the training institution. It has a

30

preparatory pre-training and a subsequent, post training to the success

of training.

There are two approaches to identify training needs accurately for different

categories of personnel particularly managerial. They are role analysis and job

analysis. Role may be defined as set expected behavior of a person occupying a

leadership position in an organization. It is highly personnel and dynamic. The

important factors determining the role are personnel qualities like growth,

perceptions, values, ambitions, organizational internal and external integration and

environment sensitivity. This concept is more suitable for suitable for those in top

management positions whose jobs are generally

Unstructured job may be defined as a set of tasks assigned to a position.

Organization expects at least a fair behavior from the position holder in line with

the assigned job and tasks. Job, thus is static an impersonal. The factors

determining role also determine job but with some limitations. This concept is

suitable for middle, supervisory and technical level personnel descriptions are

prepared generally structured. In order to identify training needs role and job

individual capabilities and qualities occupying the position are analyzed in the light

of role and job are generally specifications to find out performance deficiencies.

Following organizational analysis individual capabilities and qualities occupying

the position are analyzed in the light of role and job specifications to find out

performance deficiencies constituting training needs.

The process of job oriented training analysis

Organization analysis reveals various job positions requiring training

interview. These jobs are selected for job-oriented training analysis. All Such jobs-

managerial of non-managerial are analyzed in stages as given below.

Job and task description

Job description is a statement of duties and responsibilities assigned to a

position. Hence, all the jobs of a position are described and further each job is

broken down into independent responsibilities, duties or tasks. This may be

recorded from the duty chart of a position or through discussion with the position

holder his superior and subordinate. While writing job and task description care is

taken that no job is left out.

31

There are three alternatives to this exercise viz., comprehensive job analysis,

critical job analysis and problematic job analysis. In comprehensive jobs analysis,

all the jobs of a position are taken and detailed inventory of tasks involved in each

job is prepared. The critical job analysis concentrates on major of a position

having critical importance keeping minor jobs. This stage is a combination of job

description of job description and task analysis

Job Specification

It is an organized statement of human qualities required to perform a job

effectively, Therefore, each task of a job is examined to visulise requirements of

human qualities for its effective performance. Form the task narration, an attempt

is made to derive desired level of knowledge, skill and attitude categorically

required to perform each task.

Training Specification

This stage will give three types of statements – list of tasks, standard level of

competence to the corresponding task and existing level of competence. First the

standard gaps causing usually expressed in negative terms and are further

expressed in passive statements in terms of knowledge, skill and attitudes which

denote training needs are specifications on which a training programme is

developed.

Identifying training needs involves five steps.

1. List the duties and responsibilities or tasks under considerations, using job

description as a guide.

2. List the standards of work performance in the job.

3. Compare actual performance against the standards.

4. Determine what parts of the job are giving the employees trouble. Where is

he falling down in his performance?

5. Determine what kind of training is needed to overcome the specific

diffuculity or difficulties.

32

Essentials of Training

Some special equipments, and aids are important prerequists of a training

program. They facilate in imparting the training contents and make the training

progress more lively and effective. The following are some of the points which may

be kept in mind while planning a training program.

1. The planning should take into consideriation the needs of training in the

areas which should be assessed through field visit, survey reading of

material/ scanning of literature, discussion with field officers, etc..

2. The subject and scope of the training should be very clear to the training

instution trainers and trainers and the agencies who are to utilize training of

their functionaries.

3. Different methods that are likely to be used in the training program should

identify and clearly lay down against each topic/ session lesson.

4. Nature and type of audio-visual aids of the traditional teaching aids to be

used should be planned well in advance.

5. Library facilities including books, newspapers, magazine, newspaper

clipping should be provided.

On the Job Training

A large number of management development methods and techniques are

used in training and development. These include lectures, conferences, seminars

or groups discussions, case studies, film and slides, outside reading, private study

panels, forums, role playing and workshop.

The other techniques used are: understudy, job – rotation, coaching and

counseling, position rotation, professional classes, membership, professional and

technical associations, committee assignments, management courses in colleges,

and professional institutes and universities, multiple management syndicates

project management, or in basket, business game and sensitivity training.

Merits of On- The – job Training

1. The main advantage of the on the job training is that the trainee learns on

the actual equipment in use and in the true environment of his job

2. It is highly economical since no additional personnel or facilities are

required for training

33

3. The trainee learns the rules, regulations and procedures by observing their

day to day applications. He can therefore, be easily sized up by the

management.

4. This type of training is a suitable alternative for a company in which there

are almost as many jobs as there are employees.

5. It is most appropiacte for teaching the knowledge and skills which can be

acquired in relatively short period, say, a few days of weeks.

Off The Job Training

“Off the job training” means that training is not a part of every day job

activity. The actual location may be in the company calss rooms of in places which

are owned by the company, or in universities or association which hae no

connection with the company.

A number of on the job management development programme are in vogue. Yet

they are considered inadequate for a number of reasons. And , hence, the need

for off-the-job techniques. The limitations of on-the-job techniques are already

stated in the precious lesson.

There are a wealth of executive development techniques that managers partake

in off-the-job. Of, these, the more popular ones are:

1. Conferences

2. Lectures

3. Role Playing

4. Case Study

5. Panel Discussion

6. Seminars

7. Participating Method

8. Exercise-Programme instruction

9. In basket method

10.Management Games

11.Simulation

12.Syndicate

13.Sensitivity, Laboratory of T. Group Training.

34

4.1 DATA ANALYSIS AND INTER PRETATION

TABLE NO 4.1

TABLE SHOWING THE INFORMATION REGARDING THE AGE OF LABOURS

SL NO AGENO OF RESPONDENTS PERCENTAGE

1 20-30 0 02 31-40 1 13 41-50 53 534 ABOVE 50 46 46

  TOTAL 100 100%

Source: Primary data

Inference:

From the above table it is inferred that

0% of the labours are aged betwen20-30

1% of the labours are aged between31-40

53% of the labours are aged between41-50

46%of the labours are aged above 50

35

CHART NO 4.1

CHART SHOWING THE INFORMATION REGARDING THE AGE OF THE LABOURS

0 1

53

46

0

10

20

30

40

50

60

no of respondents

20-30 31-40 41-50 ABOVE 50

age

36

TABLE NO 4.2

TABLE SHOWING THE INFORMATION REGARDING THE SEX OF THE LABOURS.

Sl particulars no of respondents %1 Male 98 982 female 2 2

  Total 100 100

Source: Primary data

INFERENCE:

From the above table it is inferred that

98% of the respondents are male

And 2% of the respondents are female

37

CHART NO 4.2

CHART SHOWING THE INFORMATION REGARDING THE SEX OF THE LABOURS.

98

2

0102030405060708090

100

no of respondents

male female

sex

38

TABLE NO 4.3

TABLE SHOWING THE INFORMATION REGARDING THE MONTHLY INCOME OF EMPLOYEES

Slmonthly income no. of respondents %

1 below 5000 1 1%2 5000-10000 58 58%3 10000-15000 33 33%4 above 15000 6 6%

  Total 100 100%

Source: Primary data

Inference:

From the above table it is inference that

1% of the respondents are earning income below 5000

58% of the respondents are earning income ranging from 5000-10000

33% of the respondents are earning income ranging from 10000-15000

6% of respondents are earning income above 15000

39

CHART NO 4.3

CHART SHOWING THE INFORMATION REGARDING THE MONTHLY INCOME OF EMPLOYEES

0 10 20 30 40 50 60

no of respondents

below 5000

5000-10000

10000-15000

above 15000

mon

thly

inco

me

40

TABLE NO 4.4

TABLE SHOWING THE INFORMATION REGARDING THE EXPERIENCE OF EMPLOYEES

sl noexperience level no of respondents %

1 Below 5 yrs 1 1%2 5-15 yrs 4 4%3 15-25 yrs 53 534 above 25 yrs 42 42%

  Total 100 100%

Source: Primary data

Inference;

From the above table it is inferred that

1%of the respondents are experienced below 5yrs

4%of the respondents are experienced between 5-15yrs

53%of the respondents are experienced between 15-25yrs

42%of the respondents are experienced above 25yrs

41

CHART NO 4.4

CHART SHOWING THE INFORMATION REGARDING THE EXPERIENCE OF EMPLOYEES

below 5 yrs5-15 yrs

15-25 yrsabove 25 yrs

1 4

53

42

0

10

20

30

40

50

60

no of respondents

experience level

42

TABLE NO 4.5

TABLE SHOWING INFORMATION REGARDING WHETHER TRAINING IS CONDUCTED IN THE COMPANY OR NOT.

Sl Particulars no of respondents %1 Yes 46 462 No 54 54

  Total 100 100

Source: Primary data

Inference:

46% of the respondents say that training is conducted whereas

54% of respondents say that training is not conducted.

43

CHART NO 4.5

CHART SHOWING INFORMATION REGARDING WHETHER TRAINING IS CONDUCTED IN THE COMPANY OR NOT.

46

54

42

44

46

48

50

52

54

56

yes no

particulars

no o

f res

pond

ents

44

TABLE NO 4.6

TABLE SHOWING WHETHER TR AINING HAS IMPROVED THE PERFORMANCE OF THE LABOURS.

Sl particulars no of respondents %1 Yes 46 462 No 54 54

  Total 100 100

Source: Primary data

Inference:

46% of people say that training has improved their performance whereas

54% people say that it has not improved.

45

CHART NO 4.6

CHART SHOWING WEATHER TRAINING HAS IMPROVED THE PERFORMANCE OF THE EMPLOYEES.

46

54

42

44

46

48

50

52

54

no of respondents

yes no

particulars

46

TABLE NO 4.7

TABLE SHOWING WHETHER TRAINING HELPS YOU IN MAINTAING GOOD RELATIONSHIP.

Sl Particulars no of respondents %1 Yes 46 462 No 54 54

  Total 100 100

Source: Primary data

Inference:

46% of people say that training helps in maintaining good relationship whereas

54% people say that it does not help.

47

CHART NO 4.7

CHART SHOWING WHETHER TRAINING HELPS YOU IN MAINTAING GOOD RELATIONSHIP.

46

54

42

44

46

48

50

52

54

no of respondents

yes no

particulars

48

TABLE NO 4.8

TABLE SHOWING WHETHER SUPERVISION IS REQUIRED FOR TRAINED EMPLOYEES OR NOT.

Sl Particulars no of respondents %1 Yes 45 452 No 55 55

  Total 100 100

Source: Primary data

Inference:

45% of people say that supervision is not required for trained employees whereas

55% people say that they require supervision.

49

CHART NO 4.8

CHART SHOWING WHETHER SUPERVISION IS REQUIRED FOR TRAINED EMPLOYEES OR NOT.

45

55

0 10 20 30 40 50 60

yes

no

parti

cula

rs

no of respondents

50

TABLE NO 4.9

TABLE SHOWING WHETHER TRAINING HELPED IN REDUCING WORK STRESS OR NOT.

Sl Particulars no of respondents %1 Yes 41 412 No 59 59

  Total 100 100

Source: Primary data

Inference:

41% of people say that training helps them in reducing stress whereas

59% of people say that it does not help in reducing stress.

51

CHART NO 4.9

CHART SHOWING WEATHER TRAINING HELPED IN REDUCING WORK STRESS OR NOT.

41

59

0

10

20

30

40

50

60

no of respondents

yes no

particulars

52

TABLE NO 4.10

TABLE SHOWING NUMBER OF TRAINING PROGRAMS EXPERIENCED IN A YEAR

Source: Primary data

Inference:

54% of people say that they have not experienced training program in a year

34%of people say that they have experienced training program once a year

10%of people say that they have experienced training program twice a year

2%0f people say that they have experienced training more than three times a year

Sl Particulars no of respondents %1 None 54 542 One 34 343 Two 10 104 Above3 2 2

  Total 100 100

53

CHART NO 4.10

CHART SHOWING NUMBER OF TRAINING PROGRAMS EXPERIENCED IN A YEAR

0

10

20

30

40

50

60

no of respondents

none one two above3

training experienced

54

TABLE NO 4.11

TABLE SHOWING WHETHER YOU ARE SATISFIED THE TRAINING PROGRAM GIVEN BY THE COMPANY

Sl Particulars no of respondents %1 Yes 84 842 No 16 16

  Total 100 100

Source: Primary data

Inference:

84%of the respondents are satisfied with training program

16%of the respondents are not satisfied with training program

CHART NO 4.11

55

CHART SHOWING WHETHER YOU ARE SATISFIED THE TRAINING PROGRAM GIVEN BY THE COMPANY

84

16

0102030405060708090

no of responents

yes no

particulars

56

TABLE NO 4.12

TABLE SHOWING WHETHER COMPANY IS PROVIDING FREQUENT TRAINING PROGRAM

Sl Particulars no of respondents %1 Yes 79 792 Always 9 93 not always 10 104 no 2 2

  Total 100 100

Source: Primary data

Inference;

79%of the respondents say that company provides frequent training program

9%of the respondents say that company always frequent training program

10%of respondents say that company not providing training programs always

2%of respondents say that company is not providing training program

57

CHART NO 4.12

CHART SHOWING WHETHER COMPANY IS PROWIDING FREQUENT TRAINING PROGRAM

79

9

10

2

0 10 20 30 40 50 60 70 80

no of respondents

yes

always

not always

no

frequ

ency

of t

rain

ing

prov

ided

58

TABLE NO 4.13

TABLE SHOWING TRAINING UNDER GONE BY THE EMPLOYEE

Sl Particulars no of respondents %

1Internal training 78 78

2External training 15 15

3 study tour 7 7  Total 100 100

Source: Primary data

Inference:

78%of respondents say that they have undergone internal training

15%of respondents say that they have undergone external training

7% of respondents say that they have undergone study tour to other factories

59

CHART NO 4.13

CHART SHOWING TRAINING UNDERGONE BY THE EMPLOYEE

78

157

0

10

20

30

40

50

60

70

80

90

internal training external training study tour

training undergone

no o

f res

pond

ents

60

TABLE NO 4.14

TABLE SHOWING WHETHER TRAINING HELP IN COOPERATION BETWEEN THE WORKERS

Sl Particulars no of respondents %

1to a greater extent 78 78

2to some extent 20 20

3 not at all 2 2  Total 100 100

Source: Primary data

Inference:

78%of respondents say that training had help toa greater extent in the co operation between the workers

20%of respondents say that training had help to some extent in the co operation between the workers

2% of respondents say that training had not at all helped in the co operation between the workers

61

CHART NO 4.14

CHART SHOWING WHETHER TRAINING HELP IN COOPERATION BETWEEN THE WORKERS

78

20

2

0

10

20

30

40

50

60

70

80

no of respondents

to a greaterextent

to some extent not at all

co-operation of workers

62

TABLE NO 4.15

TABLE SHOWING WHETHER JOB ROTATION IS NECESSARY FOR EMPLOYEES

Sl Particulars no of respondents %1 Yes 74 742 Always 16 163 not always 5 54 no 5 5

  Total 100 100

Source: Primary data

Inference

74% 0f the respondents say that they need job rotation

16% of respondents say that they need job rotation always

5% of the respondents say that there is no need of job rotaction

63

CHART NO 4.15

CHART SHOWING WHETHER JOB ROTATION IS NECESSARY FOREMPLOYEES

74

16

5 5

0

10

20

30

40

50

60

70

80

no of respondents

yes always not always no

job rotation

64

TABLE NO 4.16

TABLE SHOWING WHETHER COMPANY CONDUCTS TRAINING SESSION BEFORE STARTING A NEW PROJECT

Sl particulars no of respondents %1 Yes 64 642 No 36 36

  Total 100 100

Source: Primary data

Inference

64% 0f the respondents say that there are training section conducted before starting a new project

34%of the respondents say that there is no training section conducted starting a new project

65

CHART NO 4.16

CHART SHOWING WHETHER COMPANY CONDUCTS TRAINING SESSION

BEFORE STARTING A NEW PROJECT

64

36

yes

no

66

TABLE NO 4.17

TABLE SHOWING WHETHER COMPANY HELPS YOU IN PURSUING HIGHER STUDIES

Sl particulars no of respondents %1 Yes 76 762 No 24 24

  Total 100 100

Source: Primary data

Inference;

76%of the responding say that company help them in pursuing their higher studies

24%of the responding say that company want help them in pursuing their higher studies

67

CHART NO 4.17

CHART SHOWING WHETHER COMPANY HELPS YOU IN PURSUING HIGHER STUDIES

76

24

0

10

20

30

40

50

60

70

80

no of respondents

yes no

particulars

68

TABLE NO 4.18

TABLE SHOWING WHETHER TRAINING SHOULD BE COMPULSORY OR NOT

Sl Particulars no of respondents %1 Yes 86 862 No 14 14

  Total 100 100

Source: Primary data

Inference;

86%of the respondents says that training should be made company for all

14%of the respondents says that training should not be made compulsory for all

69

CHART NO 4.18

CHART SHOWING WHETHER TRAINING SHOULD BE COMPULSORY OR NOT

86

14

0

10203040506070

8090

no of respondents

yes no

particulars

70

5.1 FINDINGS

53% of the employees are aged between 41-50, 46% of the employees are

aged above 50, whereas the remaining 1% of employees are below 40

years

98% of employees are male and remaining 2% are female.

1%percentage of the employees are having below 5 years experience, 4%

of the employees are 5 -15 years experienced, 53% of the employees are

15-25 years and remaining 42% of the employees are working for 25 years

and above.

It is seen that salary of most of the employees lie between Rs5000-

Rs10000 33% of employees salary lie betweenRs10000-Rs15000. An 6%

salary lie above Rs15000.

46% of employees say that the company has given them training program

whereas 54% say that the company has not given training programs.

46% of the employees says that training helps in increasing their

performance whereas 54% say that it does not.

46% of the employees says that training helps in maintaining good

relationship whereas 54% say it does not help them.

45% of employees say that there is need of supervision of trained

employees while 55% employees say that there is no need.

41% of the employees say that training helped in reducing stress while 59%

say it does not

71

Majority of the employees say that they have not experienced training

program in a year, 34% say that they have experienced once a year

whereas only 2% of employees have experienced more than 3 times a

year.

84 % of employees say that they are satisfied with the training program

company has given them.

Majority of the employees say that company is providing them frequent

training program.

78% of employees say that they have undergone internal training, 15% say

that they have undergone external training, whereas 7% say that they have

undergone study tours

Majority of the employees say that training has helped in cooperation

between the workers.

Majority of the employees say that job rotation is necessary for employees.

64% of employees say that there is training given before a new project

whereas 36% say that no training is given.

Majority of employees say that company helps them on pursuing higher

education.

Majority of employees say that training is compulsory for all.

72

5.2 SUGGESTIONS

Training should be conducted regularly

Training should be conducted department wise regularly

Training should be conducted regularly on the introduction of new process

There should be a proper schedule for training program

The trainers should make the employees to attend the program regularly

Training should be conducted more effectively.

73

5.3 CONCLUSION

The study has concentrated on the effectiveness of training and

development in AAVIN, The study has been conducted only for the employees

who have work experience above six months.

 Training is a part of learning which essentially improves job knowledge,

skills and attitudes in a person and is concerned with work life of human beings.

The manpower service Commission’s Glossary of training terms (1981)

defines training as a planned process to modify attitude, knowledge or skill through

learning experience to achieve effective performance in the activity or range of

activities.

Effective implementation of this suggestion of this study will enhance the

process of increases the productivity by adopting the following suggestions given

by the employees.

74