Professional Documents
Culture Documents
Training & Development in Aavin
Training & Development in Aavin
1 INTRODUCTION
1
the training itself. This type of training has proven more effective[citation needed]
in inculcating concepts and ideas.
2
1.2 SCOPE OF THE STUDY
3
1.3 NEED FOR THE STUDY
4
1.4 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:-
SECONDARY OBJECTIVE:-
5
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
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
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:
6
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
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.
7
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.
Cost is also the main constrain as this research involves massive amount
for the purpose of meeting the employees in different branches.
8
1.7 CHAPTERISATION
9
2.1INDUSTRY PROFILE
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
11
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:
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-
12
federation and unions and supported by NDDB. (National Diary Development
Board)
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)
13
2.2 COMPANY PROFILE
INTRODUCTION:
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.
14
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.
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.
16
FUNCTIONS OF THE DAIRY
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.
17
The dairy was designed, erected, and commissioned by National dairy
development Board Under Operation Flood I on turkey basis Ambattur dairy is an
ISO 9001:2000 and HACCP certified dairy is an and comes under NDDB’s
pneumonic symbol. In addition for getting ISO14001.
(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.
18
(2) Distribution of quality milk and milk products to the consumers at reasonable
price.
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
19
Deputy Registrars (Dairying) at the District level by way of conferring the powers of
the functional Registrar.
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.
20
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
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.
(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.
21
(6) Increase of liquid milk sales by introducing innovative sales promotional
activities.
(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.
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-
22
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
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:
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
23
Objective of the scheme is to train farmers on clean milk production
activities, to provide chemicals and utensils to pouring members, to strengthen
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.
CO-OPERATIVE DISTRICTS:
1. Kancheepuram
2. Villupuram
3. vellore
4. Dharmapuri
5. Salem
6. Erode
24
7. Coimbatore
8. Madurai
9. Dindugal
10. nilgiris
11. Trichy
12. Tanjavur
13. Pudukottai
1. Sivagangai
2. Virudunagar
3. Thirunelveli
4. Kanyakumari
The district Unions attend to the normal activities of milk procurement and
distribution.
QUALITY POLICY:
QUALITY OBJECTIVES:
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:
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
28
3.1 REVIEW OF LITRATURE
29
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.
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.
30
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
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.
31
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.
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.
32
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.
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.
33
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
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.
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
34
10. Management Games
11. Simulation
12. Syndicate
13. Sensitivity, Laboratory of T. Group Training.
TABLE NO 4.1
NO OF
SL NO AGE RESPONDENTS PERCENTAGE
1 20-30 0 0
2 31-40 1 1
3 41-50 53 53
4 ABOVE 50 46 46
TOTAL 100 100%
Inference:
35
CHART NO 4.1
60 53
50 46
40
no of
30
r e sp o n d e n ts
20
10
0 1
0
2 0 -3 0 3 1 -4 0 4 1 -5 0 A B O V E 50
age
36
TABLE NO 4.2
Sl particulars no of respondents %
1 Male 98 98
2 female 2 2
Total 100 100
INFERENCE:
37
CHART NO 4.2
98
100
90
80
70
60
no of
50
re sp o n d e n ts
40
30
20 2
10
0
m a le fe m a le
se x
38
TABLE NO 4.3
monthly
Sl 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%
Inference:
39
CHART NO 4.3
a b o ve 1 5 0 0 0
1 0 0 0 0 -1 5 0 0 0
monthly income
5 0 0 0 -1 0 0 0 0
b e lo w 5 0 0 0
0 10 20 30 40 50 60
n o o f r e s p o n d e n ts
40
TABLE NO 4.4
experience
sl no level no of respondents %
1 Below 5 yrs 1 1%
2 5-15 yrs 4 4%
3 15-25 yrs 53 53
4 above 25 yrs 42 42%
Total 100 100%
Inference;
41
CHART NO 4.4
60
50 53
40
42
no of
30
re sp o n d e n ts
20
10
1 4
0
b e lo w 5 y rs
5 -1 5 y rs
1 5 -2 5 y rs
a bo ve 2 5 y rs
e x p e rie n c e le v e l
42
TABLE NO 4.5
Sl Particulars no of respondents %
1 Yes 46 46
2 No 54 54
Total 100 100
Inference:
43
CHART NO 4.5
56
54
54
52
no of respondents
50
48
46
46
44
42
y es no
p a rticu la rs
44
TABLE NO 4.6
Sl particulars no of respondents %
1 Yes 46 46
2 No 54 54
Total 100 100
Inference:
46% of people say that training has improved their performance whereas
45
CHART NO 4.6
54
54
52
50
no of
48 46
re sp o n d e n ts
46
44
42
y es no
p a rticu la rs
46
TABLE NO 4.7
Sl Particulars no of respondents %
1 Yes 46 46
2 No 54 54
Total 100 100
Inference:
46% of people say that training helps in maintaining good relationship whereas
47
CHART NO 4.7
54
54
52
50
no of 46
48
r e s p o n d e n ts
46
44
42
ye s no
p a r tic u la r s
48
TABLE NO 4.8
Sl Particulars no of respondents %
1 Yes 45 45
2 No 55 55
Total 100 100
Inference:
45% of people say that supervision is not required for trained employees whereas
49
CHART NO 4.8
no 55
particulars
yes 45
0 10 20 30 40 50 60
n o o f re sp o n d e n ts
50
TABLE NO 4.9
Sl Particulars no of respondents %
1 Yes 41 41
2 No 59 59
Total 100 100
Inference:
41% of people say that training helps them in reducing stress whereas
51
CHART NO 4.9
59
60
50 41
40
no of
30
re sponde nts
20
10
0
y es no
pa rticula rs
52
TABLE NO 4.10
Sl Particulars no of respondents %
1 None 54 54
2 One 34 34
3 Two 10 10
4 Above3 2 2
Total 100 100
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
53
CHART NO 4.10
60
50
40
no of
30
r e sp o n d e n ts
20
10
0
none one tw o a b o ve 3
tr a i n i n g e x p e r i e n c e d
54
TABLE NO 4.11
Sl Particulars no of respondents %
1 Yes 84 84
2 No 16 16
Total 100 100
Inference:
55
CHART NO 4.11
84
90
80
70
60
no of 50
r e sp o n e n4 0ts
30 16
20
10
0
y es no
p a r ti c u l a r s
56
TABLE NO 4.12
Sl Particulars no of respondents %
1 Yes 79 79
2 Always 9 9
3 not always 10 10
4 no 2 2
Total 100 100
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
57
CHART NO 4.12
2
no
10
frequency of training
n o t a lw a y s
provided
a lw a y s 9
79
yes
0 10 20 30 40 50 60 70 80
n o o f re sp o n d e n ts
58
TABLE NO 4.13
Sl Particulars no of respondents %
Internal
1 training 78 78
External
2 training 15 15
3 study tour 7 7
Total 100 100
Inference:
7% of respondents say that they have undergone study tour to other factories
59
CHART NO 4.13
90
78
80
70
60
no of respondents
50
40
30
20 15
7
10
0
internal training ex ternal training s tudy tour
tra in in g u n d e rg o n e
60
TABLE NO 4.14
Sl Particulars no of respondents %
to a greater
1 extent 78 78
to some
2 extent 20 20
3 not at all 2 2
Total 100 100
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
78
80
70
60
50
no of
40
r e sp o n d e n ts
30 20
20
10 2
0
t o a g re a te r to s o m e e x te n t n o t a t a ll
e x te n t
c o -o p e ra tio n o f w o rk e rs
62
TABLE NO 4.15
Sl Particulars no of respondents %
1 Yes 74 74
2 Always 16 16
3 not always 5 5
4 no 5 5
Total 100 100
Inference
63
CHART NO 4.15
80 74
70
60
50
no of
40
re sp o n d e n ts
30
20 16
10 5 5
0
y es alw ay s n o t a lw a y s no
jo b ro ta tio n
64
TABLE NO 4.16
Sl particulars no of respondents %
1 Yes 64 64
2 No 36 36
Total 100 100
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
36
y es
no
64
66
TABLE NO 4.17
Sl particulars no of respondents %
1 Yes 76 76
2 No 24 24
Total 100 100
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
76
80
70
60
50
no of
40 24
re sp o n d e n ts
30
20
10
0
y es no
p a rticu la rs
68
TABLE NO 4.18
Sl Particulars no of respondents %
1 Yes 86 86
2 No 14 14
Total 100 100
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
90
80
70
60
no of 50 86
re sp o n d e n4 ts
0
30
20
10 14
0
y es no
p a rti c u la rs
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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
46% of employees say that the company has given them training program
whereas 54% say that the company has not given training programs.
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46% of the employees says that training helps in maintaining good
relationship whereas 54% say it does not help them.
41% of the employees say that training helped in reducing stress while 59%
say it does not
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.
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 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.
5.2 SUGGESTIONS
The trainers should make the employees to attend the program regularly
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5.3 CONCLUSION
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