PART-I

CHAPTER 1

INTRODUCTION

1.1 General introduction about the sector

In this modern competitive world, managers are required to improve the

efficiency and effectiveness of their business operations. As there are several factors

that affect efficiency and effectiveness of operations, the improvement is required to

be carried out in every factor. They are required to bring every factor in

synchronization with other factors. TQM, TPM, BPR and other similar initiatives

provide direction to improvement in business operations.

Good managers are generally aware about different qualities a person must

possess to do a job effectively, and they make use of their knowledge to select and

train their subordinates. Competency mapping helps to develop objective system for

recruitments, Promotions, training & development, and performance diagnostics.

HR professionals are entrusted with the responsibility for selection, training

and development, administration, deployments support, performance appraisal and

performance diagnostics of the employees. The most important part of these

responsibilities is assessment of the individuals for their suitability for different

functional tasks, and development of their potential to be effective and excel in

assigned tasks.

HR functions entrusted with the responsibility to find right person for every

job and development of the employed person to do the assigned job effectively, have

found competency mapping and assessment as a very effective tool.

1
 1.2 INDUSTRY PROFILE

In today`s world FMCG companies are growing at a great pace and has established a

remarkable position in this competitive market. Fast Moving Consumer Goods

(FMCG) are popularly named as Consumer Packaged Goods (CPG). Items in this

category include all consumables (other than groceries/pulses) that people buy at

regular intervals. The most common in the list are toilet soaps, detergents, shampoos,

toothpaste, shaving products, shoe polish, packaged foodstuff, and household

accessories and extends to certain electronic goods. These items are meant for daily or

frequent consumption and have a high return. A major portion of the monthly budget

of each household is reserved for FMCG products. The volume of money circulated in

the economy against FMCG products is very high, as the number of products the

consumer use is very high. Competition in the FMCG sector is very high as well

resulting in high pressure on margins. FMCG companies maintain intense distribution

network. Companies spend a large portion of their budget on maintaining distribution

networks. New entrants who wish to bring their products in the national level need to

invest huge sums of money on promoting brands. Manufacturing can be outsourced.

A recent phenomenon in the sector was entry of multinationals and cheaper imports.

Also the market is more pressurized with presence of local players in rural areas and

state brands.

The middle class and the rural segments of the Indian population are the most

promising market for FMCG, and give brand makers the opportunity to convert them

to branded products. Most of the product categories like jams, toothpaste, skin care,

shampoos, etc, in India, have low per capital consumption as well as low penetration

level, but the potential for growth is huge. The Indian economy is surging ahead by

leaps and bounds, keeping pace with rapid urbanization, increased literacy levels, and

2
rising per capita income. The Indian FMCG sector with a market size of US$13.1

billion is the fourth largest sector in the economy. A well-established distribution

network, intense competition between the organized and unorganized segments

characterizes the Indian FMCG sector. FMCG is expected to grow by over 60% by

2010. That will translate into an annual growth of 10% over a 5-year period. It has

been estimated that the FMCG sector will rise to Rs.92, 100 crores in 2020. Though

the sector witnessed a slower growth in 2002-2004, it has been able to make a fine

recovery since then.

According to CRISIL anticipation, FMCG sector could touch around INR 140,000

Crores by 2015.

3
Characteristics of FMCG Sector:

This industry is characterized by a strong focus on the four Ps – price points,

promotions to push the otherwise undifferentiated products, places to sell them, and

the product, which has to be sold. This industry is high volume, low value driven in

most categories. It is also brand driven, rather than product driven. The capital

investment required in plant and machinery is not high and any reasonably sized

industrial house can enter the industry in manufacturing.

It has been one of the first to use the concept of outsourcing‘ since the core

competency of a true blue FMCG company lies not in the manufacture of its

products(which in most cases is simple and known), but in its ability to brand,

differentiate and distribute widely for sale in

the country. Manufacturing is not expensive, but marketing of FMCG products is. In a

vast and complex country like India, plagued by poor infrastructure and a mass of

laws, distribution networks of dealers, wholesalers and agents are often the key source

of success.

4
Indian Competitiveness & Comparison with the world markets

The following factors make India a competitive player in FMCG sector:

Availability of raw materials - Because of the diverse agro-climatic conditions

in India, there is a large raw material base suitable for food processing industries.

India is the largest producer of livestock, milk, sugarcane, coconut, spices and cashew

and is the second largest

producer of rice, wheat and fruits &vegetables. India also produces caustic soda and

soda ash, which are required for the production of soaps and detergents. The

availability of these raw materials gives India the location advantage.

Labor cost comparison - Low cost labor gives India a competitive advantage.

India's labor cost is amongst the lowest in the world, after China & Indonesia. Low

labor costs give the advantage of low cost of production. Many MNC's have

established their plants in India to outsource for domestic and export markets.

Presence across value chain - Indian companies have their presence across the

value chain of FMCG sector, right from the supply of raw materials to packaged

goods in the food-processing sector. This brings India a more cost competitive

advantage. For example, Amul

supplies milk as well as dairy products like cheese, butter, etc. Likewise RSPL

provides Namaste India milk & milk products.

5
REASONS TO BUY

To understand the impact of key government policies on the overall industry and key

playersFast Moving Consumers Goods (FMCG) companies are often considered as a

defensive bet because of India’s consumption-driven growth story. This helps the

companies to grow at a decent pace, despite the business cycle they are in. However,

these companies have recently faced some issues in terms of volume growth as a

result of lower disposable income from the consumers’ end. According to media

reports, even the rural sales are declining, hurting the companies’ topline.

With the forthcoming Budget, FMCG companies have some expectations from the

Finance Minister (FM), which could revive the consumer sentiments helping the

sector to perform well going ahead. However, before going through this year’s wish

list, let’s take look at the FMCG-specific announcements made in last year‘s budget.

Following are some of the key Budget announcements made for FY13 with respect to

the FMCG sector:

I The excise duty was increased to 12 per cent (FY13) from the earlier 10 per

cent (FY12). The industry players had not expected this hike as it created

inflationary pressures.

II A clear guidance was not provided about the Goods and Services tax (GST)

implementations.

III Excise duties were also increased in case of tobacco products against the

expectations.

IV The target for agriculture credit limit was raised by Rs 1,00,000crore to Rs

5,75,000 crore in 2013-14 on a YoY basis.

6
 V Further, the FM retained the interest subvention scheme for providing short-

term crop loan to farmers at a 7 per cent interest rate. An additional subvention

of 3 per cent was available to prompt paying farmers.

VI The exemption limit for general tax payers was enhanced from Rs 1.8 lakh to

Rs 2 lakh, giving a tax relief of Rs 2,000. Further, the upper limit of 20 per

cent tax slab was raised from Rs 8 lakh to Rs 10 lakh. The additional income

generated from this helped the individuals to spend more, thus benefiting the

sector

Following are the key Budget expectations from the FMCG space for this year's

Budget (2014-15):

I A clear roadmap for Goods and Services Tax (GST) from the FM. various

media reports suggest that GST would be implemented from the next year

(April 2014), but the industry expects a positive development in the area. This

is because the GST will bring down the distribution costs of the FMCG

companies, which are currently in the range of 2 to 7 per cent of their

turnover.

II No hike in excise duty. If hiked, it would certainly be passed on to the

consumers, which will further fuel inflation. Also, hike in prices may reduce

consumer spending, hammering the overall growth of the companies.

7
 III An increased allocation of funds to rural infrastructure development and

various rural employment related schemes like MGNREGA which will

increase the rural spend.

IV Higher exemption limit for tax payers, which would leave consumers with

more cash and thus be a positive sign for the consumer space.

V The Indian tea industry should be given an interest subsidy at 5% on the

applicable rate of interest on the funds specifically borrowed for the activities

of replanting.

VI The existing ban of FDI in manufacturing of cigars, cigarettes and other

tobacco related products should be further strengthened in order to protect the

domestic manufacturers, employment and revenue interests.

Overall, we believe that the Budget 2013 would be a positive one for the FMCG

space. However, the risk of excise duty hike is hovering over the sector. Such a hike

would improve the financials of the central government which is more focused on

curbing its twin deficit. On the other hand, a hike would fuel inflation which is still

way above the comfort level of thecommon man.

8
 CHAPTER 2

COMPANY PROFILE

2.1 ORIGIN OF THE ORGANIZATION

Founded in 1987 119-121 ,block P&T

Fazalgunj ,kalpi road,

A family business which started Kanpur uttar pradesh

Around 1970 for manufacturing 208012

And marketing of Nirma poweder

9
RSPL Limited

manufactures and markets detergents, washing powder, and toilet soaps. In addition,

the company manufactures and markets leather footwear. The company also engages

in leather tanning and finishing.

All the Companies are under the supervision and control of the single management

thereby making its recognition as the “RSPL GROUP”.

In the ever changing world where changes are made at fast pace. It is important to

understand how these changes affect our lives and lifestyles.

The driving force at Rohit surfactants private Limited is to understand profound

changes in product technology and consumer needs to make our brands the way

consumer desires them to be. We believe that the only constant in history of mankind

is evolution and so should it is our endeavor to give superior brand experience and

most superior value for consumer’s money. Our undeterred pursuit for evolution has

led the company to progress on the path of value during our growth.

Keeping in line with its expansion programme, The company has been established

detergentmanufacturing units in various locations across the India to enable the

company to fulfill the demand of its products across the country more effectively.

The company is going to set up a new unit in Raipur, Chhattisgarh for the

manufacturing of detergent cake, powder and acid slurry. The company has applied

for necessary approvals to set up the unit. Within next couple of years the group’s

installed capacity of detergents would cross 800000 MT PA.

10
RSPL Limited(RSPL)

is 2000 crores diversified conglomerate, which is committed for value for money

propositions & credited with several innovations over last 3 decades. The sagacity to

weave its business around consumer needs has conferred RSPL with a distinct value

and identity. Efficient capital structure, cutting edge technology, operational

discipline and a widespread distribution network, have together attributed to enhance

RSPL and enabled the organization to deliver value to consumers. Keeping in line

with its expansion programme, The Company has been established detergent

manufacturing units in various

Locations across the India to enable the company to fulfil the demand of its products

across the country more effectively.

Keeping in view the expanding market of personal & home care products in

India, the company has set up a unit in Hardwar for the manufacturing of personal and

home care products like Shampoo, Hair oil, Toothpaste, Moisturiser, Shaving Cream,

Liquid Hand Wash, Floor Cleaner, Liquid Detergent and Toilet Cleaner..

LOCATIONS ACCROSS INDIA -

11
RSPL follows the policy of penetrating its markets deep and then focusing on

geographical expansion. Having achieved strong distribution reach in its core markets,

it has now embarked on strengthening its geographical presence by establishing and

expanding distribution in other states (most notably in South India .We are

successfully running more than one manufacturing

FIGURE-1

units at Alwar, Aurangabad, Chitradurg, Dhar, Ghaziabad, Greater Noida, Haridwar,

Jamnagar,Jamshedpur, Jhansi, Kanpur, New Delhi, Roorkee, Sagar and adding more

12
 2.2 VISION, MISSION& QUALITY POLICY

OUR MISSION-

To be a part of consumer’s daily life by giving them best value for money through

well researched and ever evolving excellent products.

OUR CORE VALUES-

 Consumer Centricity

 Continuous improvement

 Integrity

 Planning and execution

13
2.3 GROWTH AND DEVELOPMENT OF THE ORGANIZATION

History

In 1987, a year before Wheel was launched by HUL, without much attention of media

or public, Muralidhar and Bimal Kumar Gyanchandani launched Ghari

detergentin Kanpur, Uttar Pradesh. In 1988, Muralidhar and Bimal Kumar

incorporated ShriMahadeo Soap Industries Pvt. Ltd. under which they started

manufacturing Ghari detergent. Eventually, ShriMahadeo Soap Industries Pvt.

changed its name to Rohit Surfactants Private Limited (RSPL) in June 2005.

Ghari detergent is a mediocore brand. It is said that Ghari was inspired by Nirma,

which was launched in 1969 and evicted HUL's Surf within four years of its launch to

become the market leader in 1987 having a market share of around 30%. Nirma was

at its peak when Ghari was launched in 1987. In 1988, HUL launched Wheel to take

on Nirma which snatctced top spot from Nirma in 2000. Ghari had to compete against

to big players Wheel and Nirma since its launch. At last Ghari had its day. After 25

years of its inception, it took the top spot in detergent market.

Evolution of detergent industry in India

Detergent industry had its beginning in 1957. Swastik Oil Mills in Wadala, Mumbai,

was the first Indian factory to manufacture synthetic detergents. The evolution of

detergent powder industry is summarised in the table below keeping focus on Indian

subcontinent.

14
Year What happened

The first Indian factory to manufacture synthetic detergents set up by Swastik

1957 Oil Mills in Wadala, Mumbai. Even though key ingredients are imported, they

still cost far less than importing finished detergents.

HUL (then HLL) enters India accelerating the shift to detergents is persisting

shortages of vegetable oils, a key ingredient in soap. By the mid-60s large

1960s
corporates like Tata Oil Mills and Hindustan Lever establish themselves in the

business. The latter even begins exporting to Russia.

Since 1950, another key ingredient in detergents was phosphate chemicals,

which is effective in washing clothes in 'hard' water. But they also caused

'eutrophication', a dramatic and excessive growth of plants in lakes and other

1965-
water bodies that uses up most of the oxygen, leading to the death of marine
70
life like fish. Detergent makers in the US started using non-phosphate

chemicals in response to the criticism, though they fight against an outright

ban.

1969 Nirma, HUL's future nemesis, is born.

Shortages in vegetable oils accelerate and so does the use of synthetic

1970s detergents. To promote their use among wary soap-using consumers in rural

India, companies like HUL perform plays and puppet shows at mandis. HUL

15
 also introduces Rin Bar at about this time. Mindful of the need to conserve the

use of vegetable oil, government classifies synthetic detergents as a 'core'

industry.

Despite the expansion in synthetic detergents, the capacity of the Indian

industry is still only 84,000 tonnes, far less than the government-sanctioned
1974
capacity of 3.5 lakh tonnes. Queering the pitch, the government begins

pondering the liberalisation of licences, but only to the small-scale sector.

Due to the West Asia oil crisis, prices of key petrochemicals skyrocket, by as

much as 100%, forcing manufacturers to raise prices of detergents. The price

1975
of Surf doubles in one year, causing outrage in Parliament against companies

like HUL. Such high raw material prices will persist through the 70s.

Point, a detergent brand, achieves history by being the first product in this

category launched by a sarkari factory, the public-sector Government Soap

1975 Factory of Bangalore (which also makes Mysore Sandal soap). Soap Opera,

Mid- to Late-70s High detergent prices make soap manufacturers competitive,

causing consumers to switch.

25 years after the first domestic factory was established, synthetic detergents

only manage a 25% market share of the total fabric washing market. By
1983
comparison, the market shares in Thailand that time is 99% and in Kenya,

60%.

16
 History is made as lower-priced Nirma evicts HUL's Surf from the pole
1985
position in the detergents market.

Unnoticed by the biggies, brothers Muralidhar and Bimal Kumar

1987 Gyanchandani launch Ghari, which will eventually come to rival the two

giants in market share.

HUL introduces Wheel to take on Nirma. In its battle with Nirma, HUL will
1988
bring its massive marketing and distribution muscle to bear.

2000s HUL wins the battle. Nirma falls to second place.

Early
Ghari overtakes HUL.
2012

17
 2.4 PRESENT STATUS OF THE ORGANIZATION

Financial Reports

HOW COMPANY PERFORMED

Ghari Detergents brand is one of the fastest growing in the FMCG market. The RSPL

Limited Group, inspite of competition, is making great strides in the Indian Detergent

Industry and is currently ranked as largest brand in its category with more than 16%

market share and is striving to better its position by constant endeavor. A family

business which started around 1970 for manufacturing and marketing of oil soap with

a turnover of a couple of Lac turned into a corporate in the year 1988 by entering in

manufacture of Detergents.

With the passage of time, by adopting latest technology and using premium quality

raw material, it developed a product under the brand name ‘GHARI’ to the liking of

the masses. The Company then diversified into the dish wash bar segment and

launched “XPERT”. Further to the success, the company entered into toilet soap

segment and launched toilet soap under the brand name “VENUS”, which is available

in various variants.

RSPL Limited has achieved a turnover of more than Rupees 1940 Crores during

2014-15 from a mere turnover of Rupees 1.39 Crores in the year 2013-14 with an

average growth rateof 15 to 20%.

18
 2.5 functional department of the orgnization

Sl. No. Name Designation

1. Shri Murli Dhar Chairman & Managing Director

2. Shri Bimal Kumar Managing Director

3. Shri Manoj Gyanchandani Director

4. Shri Rahul Gyanchandani Director

5. Shri Rohit Gyanchandani Director

6. Shri Bansi Lal Director

7. Shri Tara Chand Director

8. Dr. R.P. Singh Director

19
2.6 ORGANIZATION STRUCTURE AND ORGANIZATION

CHART

ORGANIZATIONAL CHART

Chairman

Sales Director

U.P. Unit Head

Territory
Development
Manager
Accounts
Development
Customer Executive

Staff
0

20
 BOARD OF DIRECTORS

Murli dhar Executive chairmen

Bimal kumar Managing director

Manoj kumar Director

Rahul gyanchandani Joint managing dierctor

Rohit gyanchandani Director

21
 MANAGEMENT

DIRECTORS ON BOARD

RSPL Group is promoted by Gyanchandani family. The promoter directors are

combination of experienced and young persons.

Murli Dhar

Chairman & Managing Director

Joined the family business of his father Late Dayal Das.

His vision and strong dedication laid the foundation of the ‘RSPL Limited’ group. He

has the responsibilities of finalizing Corporate Strategy & Planning for the growth of

the business of the group. Under his leadership the group has established itself

amongst the top manufacturers of detergent products in a short period of nearly 3

decades. He is guiding the younger generation to venture into new categories.

Bimal Kumar

Managing Director

Joined the family business of his father with his elder brother Shri Murli Dhar.

His responsibilities are to supervise and control management of the entire group. His

contribution to the Human Resource Development in the group has been enormous

and his media and advertisement strategy has proved to be superb efficient in terms of

sales response. His ability to spot trends early has helped to identify new segments the

company should foray.

Manoj Kumar

Director

Joined the business in 1996 at a very young age.

His contribution to the group was the first business diversification in the leather

industry. After establishing Leather and Footwear venture and turning the business

into Rs. 100 crores, he is on his way to create new land marks in Dairy business.

Rahul Gyanchandani

22
Joint Managing Director

He was appointed Director of the company in the year 2004.

His present responsibilities are operations of Soap & Detergent division of the

Company. He is also actively involved in the planning of new projects. All the

expansion plans of soap & detergent division are going under in his able direction. He

has a vision for backward integration. Under his able guidance, the company has

successfully entered into toilet soap segment by launching toilet soap under the brand

name “VENUS” and foraying into homecare segment.

Rohit Gyanchandani

Director

He was inducted to the Board of the Company in the year 2005.

He has the responsibility of planning and monitoring advertising and evolving new

strategies for marketing. He is also looking after real estate business of the group. One

of the group company, Nimmi Build Tech Pvt. Ltd. is developing resident.

23
OUR MANAGEMENT-

DIRECTORS ON BOARD

RSPL Limited group is promoted by Gyanchandani family. The promoter directors

are combination of experienced and young persons.

MurliDhar

Chairman & Managing Director since 35 yrs

Joined the family business of his father Late Dayal Das.

His vision and strong dedication laid the foundation of the ‘RSPL Limited’ group. He

has the responsibilities of finalizing Corporate Strategy & Planning for the growth of

the business of the group. Under his leadership the group has established itself

amongst the top manufacturers of detergent products in a short period of nearly 3

decades. He is guiding the younger generation to venture into new categories.

24
Bimal Kumar

Managing Director since 30 yrs

Joined the family business of his father with his elder brother ShriMurliDhar.

His responsibilities are to supervise and control management of the entire group. His

contribution to the Human Resource Development in the group has been enormous

and his media and advertisement strategy has proved to be superb efficient in terms of

sales response. His ability to spot trends early has helped to identify new segments the

company should foray.

Manoj Kumar

Director since 17yrs

Joined the business in 1996 at a very young age.

His contribution to the group was the first business diversification in the leather

industry. After establishing Leather and Footwear venture and turning the business

intoRs. 100 crores, he is on his way to create new land marks in Dairy business.

Rahul Gyanchandani

Director since 10yrs

He was appointed Director of the company in the year 2004.

His present responsibilities are operations of Soap & Detergent division of the

Company. He is also actively involved in the planning of new projects. All the

expansion plans of soap & detergent division are going under in his able direction. He

has a vision for backward integration. Under his able guidance, the company has

25
successfully entered into toilet soap segment by launching toilet soap under the brand

name “VENUS” and foraying into homecare segment.

RohitGyanchandani

Director since 8yrs

He was inducted to the Board of the Company in the year 2005.

He has the responsibility of planning and monitoring advertising and evolving new

strategies for marketing. He is also looking after real estate business of the group. One

of the group company. Nimmi Build Tech Pvt. Ltd. is developing residential projects

in Kanpur and Lucknow through SPV.

Tara Chand

Director

He takes care of manpower arrangements, day to day affairs & represents company in

legal matters.

VarunSoin

COOLGPL, Banthar

He looks after footwear export business for LGPL.

V.N.Desai

President

He heads the Soda Ash plant at Ahmedabad.

Sushil Kumar Bajpai

President- Corporate

He takes care of the legal & corporate affairs of RSPL Group.

H.P.Saxena

26
Sr. Vice President (Operation & Tech.)

He looks after Fatty Acid &Toilet Soap Division, Home & Personal Care Division.

Dr. Inish Roy

Vice President- Finance

He takes care of Finance of RSPL Group.

RavinderVashishth

Vice President- HR &Admin (Group)

He looks after overall HR & IR of RSPL Group.

AmitKapoor

Vice President- Operations

He takes care of operations of RSPL Ltd. (Ghari, Venus & X-pert).

Y.N.S. Gaur

Vice President

He looks after Maintenance, Electrical &Instrumentation.

C.L.Subedar

Vice President (Technical)

He looks after Sulphonation Plant at Jhansi.

ParwezAbedin

Associate Vice President

He looks after production & overall mgmt. of Aurangabad, Alwar, Indore&Sahibabad

Plants.

Anil Kumar Upadhyay

Associate VicePresidentHR& Admin

27
He looks after HR & Admin functions of LGPL & NIFPL.

Raman Kumar Gangaramani

Sr. General Manager LGPL Retail

He looks after Retail division of LGPL.

Narendra Mishra

General Manager Excise

He looks after Excise function at RSPL.

Akhilesh Singh

General Manager

He looks after Red Chief Operations, Sales &Marketing.

Samdar Singh Shekhawat

Assistant General Manager-HR

He takes care of Strategic HR and compliance.

Rajiv Kumar Malhotra

Chief Information Officer

He manages the entire IT infrastructure, ERP & other business applications.

28
Managerial level

Figure -2

29
 CHAIRMAN

Managing director

Director Director Director

General
Manager GENERAL MANAGER

MANAGER(Sales) MANAGER(Finan MANAGER(HR)

ce)

Assistant Manager Assistant Manager Assistant Manager

Sales Officer Finance Officer HR Officer

Counter Sales Assistant Officer Assistant Officer

30
 2.7 PRODUCT AND SERVICE PROFILE OF THE

ORGANIZATION

Division Products
Sr.
no
FMCG Ghari detergent and cake , Expert Dish
1
wash Bar, Venus soap, Uni Wash
detergent.
Footwear Industry Red Chief (LGPL)
2
Dairy Products Namaste India Milk, Ghee,
3
Wind Energy Presently the company has installed
4
capacity of producing 26.1 MW wind
energy. The Wind Energy Project is
enjoying 100% exemption from the
Income tax for 10 years.
Real Estate
5 Nimmi Build Tech-the business of construction
Project and real estate.
The Company has set up an IT Software
chnology Park in Noida. The company is developing
residential projects in Kanpur and one residential
project in Lucknow

31
FOOTWEAR PRODUCTS

Red Chief is one of the leading footwear brand in India since 1997, manufacturing

high quality genuine leather footwear at unbeatable price. The company has recorded

an impressive growth through its enthusiastic and highly motivated marketing team;

Company has estimated sales figures of Rs. 900 million in benchmarking standards.

In the domestic market it is one of the most admired footwear brands and holds the

valued market share for leather footwear.

Red chief as a brand is constantly evolving to keep pace with the changing trends,

styles, beliefs, and aspirations of people while maintaining the sanctity of certain

traditions like workmanship and good value.

Perfection is a never ending pursuit for us. With quality as the hallmark, it is our

sincere endeavor that each product that comes through our state-of-art production line

should truly act as the ambassador of goodwill, with the consumers-reinforcing their

conviction in Red Chief. Steeped in a philosophy that has at its core innovation,

technology and advancement

DAIRY PRODUCTS

32
Namaste India

RSPL Limited is all set to further consolidate its position in the dairy business with

the name of “Namaste India Foods Private ltd.” Along with the taste the milk is full of

calcium, protein, carbohydrates, vitamins, etc. for healthy growth of a human body.

The company aims to provide remunerative returns to the farmers and also serve the

interest of consumers by providing quality product which are good value for money.

“ NAMASTE INDIA FOODS PVT. LTD. ” is an Indian Dairy Company that is

commited to supply pure milk & milk products. It is situated at Shivrajpur,31km far

away from Kanpur Nagar, company has established a developed Agriculture & Cattle

farm where Agriculture & cattle farming is done by the scientific method. The unit is

fully automated with international standards. And is planning to collect, process, and

pasteurize 4 lakh litre milk per day. It has collection centres in hundred villages and

will be extending to 1000 villages by upcoming three years. Company is establishing

milk chilling centres at the distance of

every 50 km from its Dairy Plant (around Kanpur). It strictly follow the rules of

cleanliness while processing/pasteurizing its products. The product portfolio includes

I Product Portfolio

II Pasteurized Milk

III Pure Ghee

IV SMP & Dairy Whitener

33
 V Cheese

VI Curd

VII Flavored Milk

In a way, Namaste India Milk & Milk Products embody the essence of the company’s

motto,“DoodhGaadha, TaaqatZyaada”.Milk is collected from various villages

through world-classAMCU(Automatic Ultra-modern Milk Processing)& brought to

the company’s chilling centers after ensuring that the milk is not tampered with &

what you get is pure & fresh milk. Before the milk is delivered to the consumers, it is

kept in hygienic cold chains from where you get fresh & nutritious milk. The milk is

purified in the company’s dairy by experts who use the latest technology in the

Automatic Plant. That’s why Namaste India Milk meets the highest grades of purity.

REAL ESTATE PROJECTS

34
NimmiBuildtech-

The group has interest in Real Estate Industry. One of the group company,

NimmiBuildtech Pvt. Ltd. (formerly known as Poonam Developers & Infrastructure

India Pvt. Ltd.), is engaged in the business of construction and real estate.

The company has setup an IT Software Technology Park in Noida. The company is

developing residential projects in Kanpur and one residential project in Lucknow

through SPV.

35
WIND ENERGY-

WIND ENERGY GENERATION PROJECT-

In the year 2008, with a view to expand the Wind Power Project, the group has

established wind power generation project at Gujrat. The capacity of the project is

9.60 MW with 12WEC’s of 800 Kw each.

During the financial year 2010-11, the company has set up another wind power farm,

having a capacity of 10.5 MW in Tamil Nadu.It has been set up in technical

collaboration with Suzlon Energy Limited.

Presently the company has installed capacity of producing 26.1 MW wind energy.

The wind energy project is enjoying 100% exemption from the Income Tax since last

10 years.

36
 FMCG PRODUCTS-

Household & Personal Care Products

Household Products-

 Ghari Detergent Cake

 Ghari Detergent Powder

 XpertDishwash Bar

 Uniwash Detergent Powder

Personal Care Products-

Venus Bathing Soap

37
GHARI DETERGENT CAKE & POWDER-

Price List

Ghari Detergent Cake

Size Retail Price

(INR)

340 Gms 15.00

215 Gms 10.00

105 Gms 5.00

60 Gms 3.00

Ghari Detergent Powder

Size Retail Price

(INR)

3 KG 130.00

1 KG 44.00

500 Gms 22.00

220 Gms 10.00

95 Gms 5.00

15 Gms 1.00

38
Venus soap-

Sizes MRP

100g : Rs. 10.00

45g : Rs. 05.00

MUMBAI: Bollywood actress VidyaBalan has been appointed as the brand

ambassador for Venus Beauty soap.This is the first time that a Bollywood celebrity

will be endorsing the product. Venus Beauty soap is a product of Kanpur based firm,

Rohit Surfactants, the company that also manufactures the Ghari detergent soap and

washing powder.

39
XpertHygiene Dishwash Bar-

Sizes MRP

370g : Rs. 17.00

250g : Rs. 12.00

205g : Rs. 10.00

100g : Rs. 05.00

Uniwash detergent Powder-

New Uni Wash Detergent a product by Rohit Surfactants .Powerful detergent to give

your cloths milky whiteness and best cluf.

40
 2.8. MARKET PROFILE OF THE ORGANIZATION

Ghari Detergent powder is manufactured by Rohit Surfactants Private Limited

(RSPL), a Kanpur based 2000 crore diversified conglomerate in India.

The detergent brand was founded by Muralidhar and Bimal Kumar Gyanchandani in

1987. When Ghari was launched, market was already dominated by big brands

like Surf and Nirma. Over the years since the launch of Ghari detergent powder, till

date there have been introduction of plethora of brands from biggies

like HUL and P&G and many local players. It came to limelight in late 2012 when it

surpassed HUL's wheel detergent and grabbed top spot in terms of market share. It

took almost 25 years for Ghari to be the market leader in detergent market. In

November 2012, Ghari had a 17.4% share compared with Wheel's 16.9%.

41
 SWOT ANALYSIS

SWOT analysis is a basic, straightforward model that provides direction and serves as

a basis for the development of marketing plans. It accomplishes this by assessing an

organizations strengths (what an organization can do) and weaknesses (what an

organization cannot do) in addition to opportunities (potential favorable conditions for

an organization) and threats (potential unfavorable conditions for an organization).

The role of SWOT analysis is to take the information from the environmental analysis

and separate it into internal issues (strengths and weaknesses) and external issues

(opportunities and threats). Once this is completed, SWOT analysis determines if the

information indicates something that will assist the firm in accomplishing its

objectives (a strength or opportunity), or if it indicates an obstacle that must be

overcome or minimized to achieve desired results (weakness or threat) (Marketing

Strategy, 1998).

The SWOT analysis summarizes the external environmental factors as a list of

opportunities and threats.

42
 SWOT PROFILE OF VENUS

STRENGTHS

I 1.Strong Market Research (door to door sampling is done once a year in Urban

and Rural areas)

II 2.Many variants (Almond Oil, Orchid Extracts, Milk Cream, Fruit Extracts,

Saffron, Sandalwood Oil, and Honey to name a few)

III 3.Strong sales and distribution network backed by VENUS

IV 4.Strong brand image

V 5.Positioning focuses on the attractive beauty segment

VI 6.Dynamically continuous innovation of the product and brand rejuvenation –

new variants (Aromatic Glow and Chocolate Seduction and body wash) and

innovative promotions 7.Perceived to have high value for money (strong brand

promotion but relatively lower price which is a winning combination in the

popular segment)

VII 8.Though it is in popular segment, it is having mass appeal/market presence

across all segments (15% of the soap market captured by Lux (sales / volume)

VIII 9.Unique advantage of having access to resources and assets of VENUS

43
 WEAKNESSES

I 1.Venus is mainly positioned as beauty soap targeted towards women, hence

it lacks unisex appeal

II 2.Usage rate/ wear rate is high and is generally mushy and soggy

III 3.Some variants like the sunscreen, International variant did not do well in the

market

IV 5.Stock out problems - replenishment time is high in semi-urban/rural areas

OPPORTUNITIES

I Soap industry growing by 10% in India

II Beauty segment’s Compounded Annual Growth Rate (CAGR) is very high. An

indication of this is that Fair and Lovely’s segment is increasing at a fast rate -

Lux must reinforce its presence in the beauty segment

III More promotions like price-offs and samples

IV Retentive strategy required as the soap segment is in the mature stage of its

product life cycle

V Line extension – probably with more variants catering to the beauty segment like

natural, herbal soap etc

VI Liquid body wash is currently in the growth stage – Lux should come out with

more variants in this segment

VII Level of servicing is high during sales promotion schemes – this could be

brought down

VIII It has a large market share and hence has a strong hold over the market

44
 THREATS

I New entrants/local competitors/MNCs would increase the competition

(Camay, P&G)

II High internal competition – Pears also catering the beauty segment

(also from HLL stable)

III Excessive dependence on beauty segment makes Lux vulnerable to

changing customer tastes

IV Technological change makes the existing products obsolete – Venus

should focus on technological innovations like Body Wash

V Its in the maturity stage in the Product Life Cycle and has a threat of

slipping down to decline stage if constant reinvention of the brand is

not carried o

45
 PART-II

CHAPTER 3

STUDY OF THE SELECTED RESEARCH PROBLEM

3.1 Statement & Introduction of the research problem

This project is made on the project title

Effectiveness of training and development at rspl.

The purpose of this project is to know the details about the different techniques and

method adopted by rspl to train the employee very effectively.

The problem statement include various factors such as knowing the training and

development facilities to the employees and also to know what best effort has been

put by the firm to improve it so that it can be utilized effectively by the employee of

the organization.

Training is an act of increasing the knowledge and skill of an employee for doing a

particular job. It is concerned with imparting specific job related skill to the

employee.The aim of training is to develop some specific skill in an individual. It is

mostly apreparation to meet individuals’ present needs. It can thus be seen as a

reactive process.

Need for training:

I To train the employees in the company culture pattern.

II To train the employee to increase his quantity and quality of output. This may

involve improvement in work methods or skills.

III To train employee for promotion to higher jobs.

IV To train the bright but dronish employee in the formation of his goals. This

may involve instructions in initiative and drive.

46
 V To train employee towards better job adjustment and high morale.

VI To reduce supervision, wastage and accidents. Development of effective work

habits and methods of work should contribute towards a reduction in the

accident rate, less supervision and wastage of material.

Principles of training:

The most important objective is to create learning environment inorganization

so that the member of organization continuously learns and acquirescompetencies. In

order to make the learning environment effective certain principles needto be

followed.

Knowledge of results:

Every employee in a learning situation wants to know what is expected of him

andhow well he is doing. He seeks information, appraisal and guidance about his

progressand is made uneasy by the possibility that he may be making some serious

error in hisbehaviour and not knowing that he is doing so. Knowledge of results

affects learning in 2ways:

 It provides the trainees basis for correcting his error

 It produces motivational effect on the trainee

Motivation:

A motivated worker learns better than an unmotivated one. Until the worker

hasbecome convinced of the need of training and of the worthwhile ness of the returns

thelevel of motivation will be low and learning will be slow.

47
Reinforcement:

In order for behavior to be acquired, modified and sustained it must be

rewarded.But reward should be distributed cautiously or discretely. Praising an

inefficient and poorlearner may disappoint good trainees.

Principle of reinforcement also states that punishment is less effective than

reward.Punishment tends to fix the undesirable behavior rather than to eliminate it. It

may alsodevelop in the trainee a dislike for the punishment giver. However mild

punishment isquite effective if administered immediately following the incorrect

response. Similarlyfairy immediate reinforcement should be provided for desirable

behavior.

Supporting climate and practice:

Practice makes a man perfect. In order that the trainee may not revert back to

theold behavior, it is essential that he practice the new learning daily. The

internalenvironments of many organizations are hostile to this. Too often the trainee is

not able toimplement in his work place what he has learned during the training

session.

Part vs. Whole learning:

This controversial issue is concerned with whether it is more efficient to

practicea whole task all at once or whether sub tasks or component tasks should be

mastered firstbefore integrating them into the whole task performance. In a

comprehensive literaturereview Naylor found that the answer to this question seemed

to depend on thecharacteristics of the tasks which the trainees were attempting to

master. Tasks were seento differ in complexity (the difficulty of each of the separate

48
task component viewedindividually) and organization (the extent to which such tasks

are interrelated). Naylorthen suggested the following training principles:

Given a task of relatively high organization, as task complexity increases

wholelearning becomes more efficient than part learning.

Given a task if relatively low organization, as task complexity increases

partlearning becoming more efficient than whole.

Transfer of learning:

Transfer of learning from the training to the job would depend upon the extent

towhich there are identical elements in two. Thus if the devices used in training

weresimilar to those on the job and there would be positive transfer of learning. This

meansthat the trained employee would be superior in performance on the job to an

untrainedindividual. But if the physical and psychological fidelities are wanting there

would benegative transfer of learning. This means that the trained would display

inferiorperformance on the job. If incorrect work methods are learned once, there may

beconsiderable difficulty encountered in rejecting these methods.

Criteria for setting training objective

 Nature and size of the group to be trained

 Roles and tasks to be coined out by the target group

 Relevance, applicability and compatibility of training to the work situation

 Existing and desired behaviour defined in terms of ratio, frequency, quality of

interaction, repetitiveness, innovations, supervision etc.,

 Operational results to be achieved through training e.g., productivity cost,

down time, creativity, turnover etc.,

49
  Identification of the behavior where change is required

 Indicators to be used in determining changes from existing to the desired level

in terms of ratio and frequency.

Methods of training

On the job training:

In this method the trainee is placed on a regular job and taught the skills

necessaryto perform it. The trainee learns under the guidance and supervision the

superior or aninstructor. The trainee learns by observing and handling the job.

Therefore it is calledlearning by doing.

Several methods are used to provide on the job training e.g. Coaching,

jobrotation, commitment assignments etc., A popular form of the on the job training is

JobInstruction Training (JIT) or step by step learning. It is widely used in the US to

preparesupervisors. It appropriate for acquisition or improvement of motor skills and

routine andrepetitive operations

JIT method provides immediate feedback, permits quick correction of errors

andprovides extra practice when required. But it needs skilled trainers and preparation

inadvance.

Vestibule training:

In this method a training centre called vestibule is set up and actual job conditionsare

duplicated or stimulated in it. Expert trainers are employed to provide training withthe

help of equipment and machines which are identical with those is used at the

workplace.

50
Apprenticeship training:

In this method, theoretical instruction and practical learning are provided totrainees in

training institutes. In India the Government has established Industrial

TrainingInstitute for this purpose. Under the apprenticeship act 1962 employers in

specifiedindustries are required to train the prescribed number of persons in

‘designated trades’.The aim is to develop all round craftsmen. Generally a stipend is

paid during the trainingperiod. Thus it is an “earn when you learn” scheme.

Class room training:

Under this method training is provided in company class rooms or in

educationalinstitutions. Lectures, case studies, group discussions and audio visual aids

are used toexplain knowledge and skills to the trainees. Classroom training is suitable

for teachingconcepts and problem solving.

Internship training:

It is a joint of training in which educational institutions and business firmscooperate.

Selected candidates carry on regular studies for the prescribed period. Theyalso work

in some factory or office to acquire practical knowledge and skills. Thismethod helps

to provide a good balance between theory and practice.

Orientation training:

Induction or orientation training seeks to adjust newly appointed employees to

thework environment. Every new employee needs to be made fully familiar with his

job, hissupervisors and sub ordinates and with the rules and regulations of the

organization.Induction training creates self confidence in the employees. It is also

known as pre jobtraining. It is brief and informative.

51
Job training:

It refers to the training provided with a view to increase the knowledge and skillsof an

employee for improving performance on the job. Employees may be taught thecorrect

methods of handling equipment and machines used in a job. Such training helpsto

reduce accidents, waste and inefficiency in the performance of the job.

Safety training:

Training provided to minimize accidents and damage to machinery is known assafety

training, it involves instruction in the use of safety devices and in

safetyconsciousness.

Promotional training:

It involves training of existing employees to enable them to perform higher leveljobs.

Employees with potential are selected and they are given training before

theirpromotion so that they do not find it difficult to shoulder the higher

responsibilities of thenew positions to which they are promoted.

Refresher training:

When existing techniques become obsolete due to the development of

bettertechniques, employees have to be trained in the use of new methods and

techniques. Withthe passage of time employees may forgot some of the methods of

doing work. Refreshertraining is designed to revive and refresh the knowledge and to

update the skills of theexisting employees. Short term refresher courses have become

52
popular on account ofrapid changes in technology and work methods. Refresher or re

training is conducted toavoid obsolescence of knowledge and skills.

Remedial training:

Such training is arranged to overcome the short comings in the behaviour

andperformance of old employees. Some of the experienced employees might have

pickedup appropriate methods and styles of working. Such employees are identified

and correctwork methods and procedures are taught to them. Remedial training should

be conductedby psychological experts.

Process measure:

Number of training conducted against the number of trainings targeted and alsothe

training effectiveness.

53
STEPS IN TRAINING PROGRAMME:

Identify the training needs

Preparing training programmers

Preparing the learners

Implementing training programed

Performances try out

Follow up actions

54
 3.2 Review of Literature

1. Muhammad Zahid Iqbal et. Al- in the year (2011) has done their research in

the topic “AN EMPIRICAL ANALYSIS OF THE RELATIONSHIP

BETWEEN CHARACTERISTICS AND FORMATIVE EVALUATION OF

TRAINING” Their analysis is about the relationship between characteristics

and formative evaluation of Training. This paper attempted to signify the use of

formative training evaluation. The authors have carried out a study at three

public-sector training institutions to empirically test the predicted relationship

between the training characteristics and formative training evaluation under the

Kirkpatrick model (reaction and learning) . This study explains the causal

linkage between components of formative training evaluation, the mediating

role of reaction in the relationships between training characteristics and

learning was also investigated. The principal finding revealed that a set of

seven training characteristics explained 59% and 61% variance in reaction and

learning respectively. All training characteristics were found to have a positive

impact on reaction and learning except training contents. The study concluded

with areas of future research emphasizing on linking formative evaluation with

summative one i.e. Behavior and results.

2. Eugen Rotarescu -in the year (2010) has reviewed on the topic

“ALTERNATIVE SELECTION UNDER RISKu in the year (2010) has

reviewed on the topic “ALTERNATIVE SELECTION UNDER RISK

CONDITIONS IN HUMAN RESOURCES TRAINING AND

DEVELOPMENT THROUGH THE APPLICATION OF THE ESTIMATED

MONETARY VALUE AND DECISION TREE ANALYSIS”. The topic in

this article is the presentation in a succinct and applicative manner of several

55
 decision making processes and the methods applied to human resources

training and development in environments with risk factors. The decisions have

been optimized by the human resources training and development, the decision

makers have readily available with two methods of analysis they are: (1) the

decision matrix and (2) the decision tree method. Both methods compute the

alternatives based on the estimated monetary value (EMV). Finally the decision

matrix and the decision tree analyses represent two viable, scalable and easily

applicable framework analyses for selecting the optimum course of action

regarding the training and development of human resources. Both analyses

generate the same solution and rely on the accuracy of the expected monetary

value (EMV) method calculated for each course alternative action. Of these

two methods, the selected decision method depends on the circumstances, the

complexity of the situation and preference of the decision makers.

3. Pilar Pineda- in the year (2010) has done his research in this topic

“EVALUATION OF TRAINING IN ORGANIZATIONS: A PROPOSAL

FOR AN INTEGRATED MODEL” and the author’s purpose of this paper is to

present an evaluation model that has been successfully applied in the Spanish

context that integrates all training dimensions and effects, to act as a global tool

for organizations. This model analyses satisfaction, learning, pedagogical

aspects, transfer, impact and profitability of training and is therefore a global

model. The author says that training is a key strategy for human resources

development and in achieving organizational objectives. Organizations and

public authorities invest large amounts of resources in training, but rarely have

the data to show the results of that investment. Only a few organizations

evaluate training in depth due to the difficulty involved and the lack of valid

56
 instruments and viable models. The paper’s approach is theoretical, and the

methodology used involves a review of previous evaluation models and their

improvement by comparing their application in practice. The author has also

applied the model successfully in several public and private organizations, in

industry and in the services sector, which demonstrates its usefulness and

viability in evaluating the results of training. Therefore, this evaluation model

has interesting and practical implications, as a useful tool for training managers

in evaluating training results, as well as providing a global simplified approach

to the complex evaluation function. The originality of this evaluation model

lies in its focus on a key and novel aspect – i.e. the pedagogical dimension,

providing an integrated tool that can be easily adapted to any organization.

4. Cary Cherniss et.al. In the year (2010) has done their research in the topic

“PROCESS–DESIGNED TRAINING: A NEW APPROACH FOR HELPING

LEADERS DEVELOP EMOTIONAL AND SOCIAL COMPETENCE” and

they have evaluated the effectiveness of a leadership development program

based on International Organization for Standardization (ISO) principles. The

program utilized process-designed training groups to help participants develop

emotional and social competence. The study involved 162 mangers from nine

different companies in a random assignment control group design. There were

nine different groups with nine managers in each group. Each group was

required to follow the identical process. His results indicated that after two

years the intervention group had improved more than the controls on all

Emotional Competence Inventory variables. The paper offers recommendations

for future research on the mechanisms underlying the process-designed group

strategy and contextual factors that optimize results. This paper describes a

57
 leadership development strategy that appears to be more economical and

consistent in its delivery than traditional approaches such as workshops or

executive coaching. Although ISO principles are utilized widely in the business

world, this is the first study that has used this approach in the design and

delivery of management development

5. Thomas Andersson in the year (2010) has done his research in the topic

“STRUGGLES OF MANAGERIAL BEING AND BECOMING (Experiences

from manager’s personal development training)” and has reviewed this paper to

investigate the struggles of managerial identity in relation to the process of

becoming/being a manager, and the personal conflicts involved within this

process. Management training tends to be based on the idea that management

concerns the acquisition of competencies, techniques and personal awareness,

while managerial practice is more fluid and contextually based. There is a

challenge for organizers of all types of management training to bridge gap

between a fixed idea of what is to be a manger and how management is actually

practiced. The methodology used in this paper is a qualitative longitudinal

project. The longitudinal and in-depth qualitative approach facilities an

important contribution to understanding issues in developing a managerial

ability. On the whole 62 interviews and eight half-day observations were

conducted. The study focuses on only five managers in two organizations. This

small sample limits the generalisability of the research. Finally the study puts

emphasis on the role of management training in providing templates for “how

to be a manger”, but it also illustrates the double-edged and complex role

played by context in managerial being and becoming

58
6. David Mc Guire and Mammed Bagher in the year (2010) has done their

research in the topic “DIVERSITY TRAINING IN ORGANIZATIONS: AN

INTRODUCTION” and has reviewed the literature on diversity training and

examine the effect of power, privilege and politics of diversity in organizations.

This is a conceptual paper examining the arguments in favor and against

diversity training in organizations. It identifies the presence of dominant groups

in society leading to the marginalizationand oppression of minority diverse

groups. Diversity training has a significant role to play in fostering greater

equality, inclusion and fairness in the workplace. Critically, it can help diverse

individuals and communities recoup important aspects of their identity and

enjoy productive fulfilling careers in the workplace. Diversity fosters a new

outlook in organizations through capitalizing on the perspectives of all

employees and giving voice to silenced minorities. It promotes greater

understanding, communication and the integration of different worldviews in

decision making and problem solving. To embed diversity effectively in

organizations requires leadership by senior management and a realization that

diversity will improve performance metrics, rather than simply being a socially

desirable ideal. It involves recognizing that promoting diversity and an

inclusive culture is a shared responsibility and is not solely the preserve of

diversity advocates or HR departments. Finally the author says that as

globalization effects increase and the participation of diverse groups in the

workplace grows, there is a clear need in the field of Human Resource

Development (HRD) to commit to promoting the cause of diversity. Diversity

needs to become a priority item on the HRD agenda through embedding

diversity into the curricula of HRD programs

59
7. Cody Cox. B in the year (2009) has done his research in the topic “THE

MODERATING EFFECT OF INDIVIDUAL DIFFERENCES ON THE

RELATIONSHIP BETWEEN THE FRAMING OF TRAINING AND

INTEREST IN TRAINING” and has reviewed that the moderating effect of

individual differences in the relationship between framing training was

examined for technical and nontechnical content areas. Participants were 109

working age adults (Mean age 38.14 years, SD 12.20 years). Self-efficacy and

goal orientation were examined as moderators. Results showed a three-way

interaction between performance orientation (a dimension of goal orientation

reflecting the desire to demonstrate competence in an achievement setting),

age, and frame for technical training and a three-way interaction between

performance orientation, self-efficacy, and frame for nontechnical training.

Implications for future research as well as framing training to enhance interest

are discussed.

8. Franco Gandolfi in the year (2009) has done his research in the topic

“TRAINING AND DEVELOPMENT IN AN ERA OF DOWNSIZING” and

he has analyzed that downsizing as a restructuring strategy which has been

actively implemented for the last three decades. While employee reductions

were utilized mainly in response to crises prior to the mid 1980s, downsizing

developed into a fully-fledged managerial strategy for tens of thousands of

companies in the mid to late 1980s. Since then, downsizing has transformed the

international corporate landscape and affected the lives of hundreds of millions

of individuals around the world. While the overall effects of downsizing have

been widely reported, many misconceptions surrounding the concept of

downsizing have remained. This conceptual paper focuses on the role of

60
 training and development (T&D) during the downsizing process. In particular,

the research depicts the current body of literature associated with the function

of HR and its plans, programs, and policies that firms adopting downsizing

must provide to their surviving workforces. Finally, this paper offers

concluding comments regarding effective training and development downsizing

practices that have emerged in the literature.

9. David Pollitt in the year (2009) has done his research in the topic “TRAINING

TEAM SHINES AT AXA SUN LIFE (Staff development adapts to economic

downturn)” and he has reviewed that in the fiercely competitive, tightly

regulated financialservices sector, customer-facing staff must be trained to sell

the right product at the right time in a way that is fair to all. AXA sun life

provides pension and investment advice and products to millions of individuals

and businesses through two UK building societies – Britannia and Birmingham

Midshires. Ensuring that its 200 employees have up-to-date skills and

knowledge falls to regulated-sales training manager Paul Ingleby and his team

of four, who operate from AXA’s Coventry head office. We have robust testing

and assessment processes for every program and every delegate. This extends

to the trainers, who also go through an annual process to ensure that they have

the product knowledge themselves, as well as the skills to deliver it. A huge

amount of experience resides within the team, both as trainers and, formerly as

advisors. Feedback suggests that enhanced training proficiency is being

translated into improved skills within the business.

61
 10. David Pollitt in the year (2009) has done his research in the topic “THOMSON

REUTERS MAPS NEW RELATIONSHIPS IN LEARNING AND

COLLABORATION (Software helps companies to keep track of various

threads and aspects of training)” and says that information is the lifeblood of

business, the economy and most aspects of society, from health care to legal

affairs and scientific investigation to the chat by the coffee machine. Thomson

Reuters is an important source of information and news for businesses and

other organizations around the globe. Mind mapping is a graphical technique

for visualizing processes and projects using a structure that places an objective

as a central image. Mind mapping plays a central role in every aspect of our

learning and development work, from the needs analysis to brainstorming

around course development and delivery, through data capture and

performance charting. Hence with such heavy use of mind maps across the

organization, one of the training requirements that Charles Jennings has to meet

is the demand for training on the use of Mindjet products. This is largely met

by access to the company’s own web-based tutorials, training centers or

courses provided by authorized training partners, often specializing in

particular areas of application.

11 Anupama Narayan and Debra Steele-Johnson in the year (2007) has done a

review in this topic “RELATIONSHIPS BETWEEN PRIOR EXPERIENCE OF

TRAINING, GENDER, GOAL ORIENTATION AND TRAINING ATTITUDES”

and some of the authors have said that in today’s organizations, rapid changes, an

increasingly diverse workforce and competitive business environments characterize

62
 the work (Cascio, 1998; Goldstein, 2002; Smith et. al 1997). Employee’s

development, and more specifically training, can help individuals and organizations

work more effectively adapt to the changing environment and achieve individual and

organizational goals (kindsley, 1998). The participants were 174 undergraduate

students from a Midwestern university. Participation in the study was voluntary and

participants received extra credit points that could be applied to their course grade. So

total 165 participants were taken for the analysis (men, and = 71; women, and = 94)

with a mean age of 20.5 years (SD = 3.14). Hence, results from regression analysis

indicated that mastery-approach goal orientation had a beneficial effect on training

attitudes of men but not for women

63
 3.3 Statement of the research objective

I To identify various method of training used by the organization.

II To find out the level of satisfaction of employees from the training and

development activities in RSPL.

III To find out the expectations of employees from training and development

activities

IV To study the relationship between T&d and performance

64
3.4 Scope of Study

The study is conducted on the employees in RSPL Kanpur .

I The study will help the organization to know present condition of training and

development program and the employee’s willingness and expectation

regarding various training and development program.

II Training and development help the organization to improve the productivity of

employees, profitability, efficiency of the business.

III It develops better relationship among the employee and employer. It creates a

sense of responsibility to the organization for being competent and

knowledgeable that leads to the improvement of Employee management

relations.

IV It helps keep costs down in many functional areas such as production,

personnel, administration etc.,

V It helps employer to faster authenticity, openers and creates trust.

65
 3.5 Research design

Research methodology:

Research methodology is a purely and simply the framework or a plans for the study

that guides the collection and analysis of data. Research is the scientific way to solve

the problems and it’s increasingly used to improve market potential. This involves

exploring the possible methods, one by one, and arriving at the best solution,

considering the resources at the disposal of research.

Research design:

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

be understood as science of studying how research is done scientifically and

systematically.

The study is based on both ‘descriptive research’.

Descriptive research:

A study, which wants to portray the characteristic of a group of individual or

situation, is known as descriptive study. Descriptive research includes survey and

fact- finding enquiries of different kinds. The major purpose of descriptive research is

description of state of affairs, as it exists as present.

Methods of analysis-

Analysis based on the ms-excel.

Data analysis done through the pie graphs.

66
3.6 Sampling Techniques

Sampling technique:-

The method which is adopted to collect the sample obviously has large implications

on the conclusions drawn from that sample. Mentioned below are the techniques

which can be used for sampling populations as well as processes.

Sample size:

A sample size of 100 has been taken for the purpose of the project study.

Simple randam sampling-:

The most commanly used method of selecting a probibility sample.

Simple random sampling (also referred to as random sampling) is the purest and the

most straightforward probability sampling strategy.

In simple randam sampling every member of the population have equal chance of

selected. The logic behind simple randam sampling it removes bias from the selection

procedure and should result in representative sample

Convenience sampling-

Convenience sampling is also known as availability sampling is a specific type of non

probability sampling method that relies on data collection from population members

who is convenientaly available to participate in the study.

Accidental sampling is also based upon convenience in accessing the sampling

population.the sample selection is based on ease of accessibility. The selection of

sampling unit is left premarily to the interviewer.

67
SAMPLE AREA:

Sample areas is RSPL .

Statistical tools:

The collected data were classified and tabulated and analyzed with some of the

statistical tools listed.

 Percentage analysis

 Graphical analysis

68
 3.8 Data Collection (Primary & Secondary)

Data collection method:

The study is carried out with the help of the following methods of collection.

1. Primary data

2. Secondary data

Primary data

The primary data is collected through the structured questionnaire from the

employees.

Questionnaire

Questionnaire refers to a device for securing answer to a formally arranged list

of questions by using a term, which the respondents fill in him. Questionnaire design

used in study are Close-ended, Dichotomous questions, multiple choice questions,

Likert scale.

Secondary data

The secondary data are gathered from various sources such as website of event

companies, internet etc.

Sampling design:

This survey will be carried out through simple random sampling.

69
 CHAPTER-4

DATA ANALYSIS & INTERPRETATION

Method used for analysis – Responses from employees have been collected to

understand the effectiveness of training and development. Following parameters have

been set to evaluate their reponses.

1. Satisfaction from T&D

2. Expectation from T&D

3. Efficiency of T&D

ON THE PARAMETER OF EMPLOYEE SATISFACTION-

Q-1: Are you aware of the various training program provided by the company.

Table-1

Awareness of training No of respondents Percentage (%)

program

Strongly agree 48 48

Agree 35 35

Neutral 10 7

Disagree 5 5

Strongly disagree 2 2

Total 100 100

70
Figure-3 Awareness of training program

5% 2% STRONGLY
AGREE
10%
AGREE
48%
NEUTRAL
35%
DISAGREE

STRONGLY
DISAGREE

Interpretation-

From the above table it is inferred that 48% respondent strongly agree,35% agree 10%

neutral 5% disagree 2% strongly disagree are aware about training program.

Finding – It is visble from the pie chart that most of the employees are well aware of

the training and development programmes of the company.

Q-.2 Employee have a clear understanding of what they are going to acquire

from training program.

Table-2

Understanding of training No of respondents Percentage (%)

program

Strongly agree 36 36

Agree 49 49

Neutral 12 12

Disagree 2 2

Strongly disagree 1 1

71
 Total 100 100

Figure-4 Understanding of training program

1%
2%

12%
36% Strongly agree
Agree
Neutral
49%
Disagree
Strongly disagree

Interpretation-

From the above table it is inferred that 49% of respondents agree and 36% strongly

agreeand 12% neutral 2% disagree and1% strongly disagree that they have clearly

understand what they are going to acquire from training program.

Finding- It is inferred that most of respondents agree that they have clearly

understand what they are going to acquire from training program

Q-3 : What do you think quality of training program about in your organization.

Table-3

quality of training No of respondents Percentage (%)

program

Excellent 31 31

Very good 57 57

Good 7 7

72
 Average 4 4

Poor 1 1

Total 100 100

Figure-5 quality of training program

4% 1%

7%
31%
Excellent
Very good
Good
57% Average
Poor

Interpretation-:

From the above table it is inferred that 57% of the respondents gives very

good 31% gives excellent7% gives good 4% gives averageand 1% gives poor the

quality of training program.

Finding- It is inferred that most of of the respondents gives that very good to the

quality of training program

73
Q-4: Does the company norms and value are clearly explained to the new

employees during induction.

Table-4

company norms and No of respondents Percentage (%)

value for new employee

Strongly agree 31 31

Agree 45 45

Neutral 21 21

Disagree 3 3

Strongly disagree 0 0

Total 100 100

Figure-6 company norms and value for new employee.

3% 0%

21% 31% Strongly agree

Agree
Neutral
45% Disagree
Strongly disagree

Interpretation-

From the table it is inferred that 45% of the respondents agree, 31% strongly agree,

21% neutral,3% disagree that they understand the induction training.

Finding- It is inferred that most of the respondents agree that they understand the

induction training.

74
Q-5: Does training program helps you to improve job satisfaction.

table-5

Trainig program help no of respondents percentage (%)

you to improve job

satisfaction

strongly agree 29 29

agree 46 46

neutral 21 21

disagree 3 3

strongly disagree 1 1

total 100 100

figure-7 Trainig program help you to improve job satisfaction

3% 1%

21% 29% Strongly agree

Agree
Neutral
46% Disagree
Strongly disagree

Interpretation-From above table it is evident that 46% of the respondents agree,29%

strongly agree 21% neutral,3% disagree 1% strongly disagree that training program

help them to improve their job satisfaction

Finding- It is evident that most of the respondents agree that training program help

them to improve their job satisfaction

75
Q-6: Does training program help you to improve organisation commitment.

Table-6

Training program help No of respondents Percentage (%)

you to improve

organization commitment

Strongly agree 35 35

Agree 39 39

Neutral 17 17

Disagree 7 7

Strongly disagree 2 2

Total 100 100

Figure- 8

2%
7%
17% 35% Strongly agree
Agree
Neutral
39% Disagree
Strongly disagree

Interpretation: From the above table it is inferred that 39% of respondents

agree,35% strongly agree 17% neutral 7% disagree 2% strongly disagree that training

program helps to improve their job involvement.

Finding- It is inferred that most of respondents agree that training program helps to

improve their job involvement

76
Q-7: Does training program helps you to improve awareness.

Table-7

Training program helps No of respondents Percentage (%)

you to improve awreness

Strongly agree 34 34

Agree 39 39

Neutral 19 19

Disagree 6 6

Strongly disagree 2 2

Total 100 100

Figure-9 Training program helps you to improve awreness.

6% 2%

19% 34% Strongly agree

Agree
Neutral
39% Disagree
Strongly disagree

Interpretation:

From the above table it is inferred that 39% of the respondents agree 34% strongly

agree 19% neutral 6% disagree 2% strongly disagree that training program help them

to improve the awareness.

Finding- It is inferred that most of respondant says that training program help them to

improve the awareness.

77
ON THE PARAMETER OF EXPECTATION-

Q-8: On what basis hr department conduct training sessions for employee.

Table-8

Hr department conduct NO OF RESPONDENTS PERCENTAGE (%)

training sessions for

employee.

Theoretical 33 33

Practical 63 63

Both 4 4

Total 100 100

Figure-10 Hr department conduct training sessions for employee.

4%

33%
Theoretical
Practical
63%
Both

Interpretation-

From the above table it is inferred that 63% of respondents expect that that training

session on practical basis, 33% of respondents expect that training session on

theoretical basis and 4% of expect that training session is on both bases.

Finding- It is inferred that most of respondents expect that that training session on

practical basis

78
Q-9: In which field do you need training programs.

Table-9

In which field do you need RESPONDENTS PERCENTAGE (%)

training program

Technology 27 27

Quality 60 60

Environmental 8 8

Health and safety 5 12

Total 100 100

Figure-11 In which field do you need training program

5%
8% 27%
Technology
Quality

60% Environmental
Health and safety

Interpretation-

From the above table it is inferred that 60% of respondent need training in quality,

27% respondent need training in technology, 8% of respondents need training in

environment and 5% of respondents need training in health and safety.

Finding- It is inferred that most of the respondent need training in quality

79
ON THE PRAMETER OF EFFICIENCY OF TRAINING &

DEVELOPMENT–

Q-.10: Have you attended any training program in rspl.

Table-10

Attendence of training No of respondents Percentage

program

Strongly agree 48 48

Agree 32 32

Neutral 15 15

Disagree 3 3

Strongly disagree 2 2

Total 100 100

Figure-12 Attendence of training program

3% 2%

15% Strongly agree

48%
Agree
Neutral
32%
Disagree
Strongly disagree

Interpretation- It is inferred that 48% respondent strongly agree 32% agree 15%

neutral 3% disagree 2% strongly disagree have attendant training program.

Finding- It is inferred that most of the respondent strongly agree that they have

attendant training program.

80
Q-11: The effectiveness of training program made positive difference between

the past and present performance.

Table-.

Past and present RESPONDENTS PERCENTAGE (%)

performance

Strongly agree 52 52

Agree 42 42

Neutral 5 5

Disagree 1 1

Strongly disagree 0 0

Total 100 100

Figure-13 Past and present performance

1%
5% 0%

Strongly agree

52% Agree
42%
Neutral
Disagree
Strongly disagree

Interpretation- From the table it is evident that the 52% of the respondents strongly

agree,42% agree 5% neutral 1% disagree that the training program made positive

difference between the past and present performance.

Finding- It is evident that the most of the respondents strongly agree that the training

program made positive difference between the past and present performance

81
Q-12: How importance do you think training and development helps to improve

your performance in your job.

Table-12

Training And NO OF RESPONDENTS PERCENTAGE (%)

development helps

performance of employee

Most important 25 25

Very important 61 61

Important 12 12

Less important 2 2

Not important 0 0

Total 100 100

Figure-14 Training and development helps performance of employee.

2%
0%
12% 25% Most important
Very important
Important
61% Less important
Not important

Interpretation- From the above table it is inferred that 61% of respondent saying

that training program is very important 25% says that most important 12% saying that

important 2% says that less important to improve their job performance.

82
Finding- It is inferred that most of respondent saying that training program is very

important to improve their job performance

Q-13:What is the periodical gap among training program.

Table-13

Periodical gap among NO OF RESPONDENTS PERCENTAGE (%)

training program

Hours 0 0

Days 10 10

Weekly 15 15

Monthly 35 35

Year 40 40

Total 100 100

Figure-15 Periodical gap among training program

0%
10%
40% 15% Hours
Days
Weekly
35% Monthly
Year

Interpretation- it is inferred that 40% says that training program is year 35%says that

monthly 15% says that weekly 10% says that days provided o the respondents.

Finding- It is inferred that most of respondant says that periodic gap of the training

program is in year.

83
Q-14: How much the innovative technique used in training program.

Table-14

Inovative technique used no of respondents percentage (%)

in training program

to a greater extend 45 45

to a some extend 52 52

not at all 3 3

Total 100 100

Figure-16 Inovative technique used in training program

3%

45%
To a greater extend
52% To a some extend
Not at all

Interpretation-

From the above table it is inferred that 52% of the respondents says that innovative

technique followed in the training program improved their performance to a some

extend. And 45% says that ta a greater extend and 3% nat at all.

Finding- It is inferred that most of the respondents says that innovative technique

followed in the training program improved their performance to a some extend.

84
Q-15: Rate your improvement after attending training and development

program.

Table-15

Improvement after no of respondent percentage (%)

attending training and

development program.

very high 42 42

High 45 45

Moderate 11 11

Low 2 2

Poor 0 0

Total 100 100

Figure-17 Improvement after attending training and development program

2%
0%
11%
42% Very high
High
Moderate
45%
Low
Poor

Interpretation-From the above table it is inferred that 45% of respondents says that

they have high improvemen 42% says that very high 11% says that moderate 2% says

that low after attending training and development program.

85
Finding- It is inferred that most of the respondents says that they have high

improvement after attending training and development program.

Q-16: Does training program helps in reducing absenteeism.

Table-16

Training program helps no of respondents percentage (%)

in reducing absenteeism

strongly agree 28 28

Agree 40 40

Neutral 26 26

Disagree 6 6

strongly disagree 0 0

Total 100 100

Figure-18 Training program helps in reducing absenteeism

0%

6%
28% Strongly agree
26%
Agree
Neutral
40% Disagree
Strongly disagree

Interpretation-From the table it is inferred that 40% respondents agree 28% strongly

agree 26% agree 6% disagree that training program helps to reduce absenteeism.

Finding- It is inferred that most of the respondents agree that training program helps

to reduce absenteeism.

86
Q-17: Does training program helps in reducing employee turnover.

Table-17

Training program helps No of respondents Percentage (%)

in reducing employee

turnover

Strongly agree 42 42

Agree 35 35

Neutral 21 21

Disagree 2 2

Strongly disagree 0 0

Total 100 100

Figure-19 Training program helps in reducing employee turnover

2%
0%

21% Strongly agree

42%
Agree
Neutral
35% Disagree
Strongly disagree

Interpretation:From the above table it is inferred that 42% of the respondents

strongly agree,35% agree 21% neutral 2% disagree that training program helps to

reduce employee turnover.

Finding- It is inferred that most of the respondents strongly agree that training

program helps to reduce employee turnover

87
Q-18: Does training program helps in reducing accidents.

Table-18

Training program help in Respondents Percentage (%)

reducing accidents

Strongly agree 24 44

Agree 42 42

Neutral 32 32

Disagree 2 2

Strongly disagree 0 0

Total 100 100

Chart-20 Training program help in reducing accidents

2%
0%

24% Strongly agree

32%
Agree
Neutral
42% Disagree
Strongly disagree

Interpretation-

From the above table it is inferred that 42% of respondents agree 32% neutral 24%

strongly agree 2% disagree that training program help to reduce accidents.

Finding- It is inferred that 42% of respondents agree that training program help to

reduce accidents.

88
Q-19 Does training program help you to improve job involvment .

Table-19

Training program help No of respondents Percentage (%)

you to job involvement

Strongly agree 26 26

Agree 45 45

Neutral 23 23

Disagree 4 4

Strongly disagree 2 2

Total 100 100

Figure-19 Training program help you to job involvement

4% 2%

26% Strongly agree

23%
Agree
Neutral
45% Disagree
Strongly disagree

Interpretation-

From the above table it is inferred that 45% of respondents agree 26% strongly agree

23% neutral 4% disagree 2% strongly disagree that training program improve their

job involvement

Finding- It is inferred that 45% of respondents agree that training program improve

their job involvement

89
 CHAPTER -5

5.1 SUMMARY AND CONCLUSION

SUMMARY OF FINDINGS

ON THE PARAMETER OF EMPLOYEE SATISFACTION-

It is inferred that most of the respondent strongly agree that they are aware about

training program.and most of respondents agree that they have clearly understand

what they are going to acquire from training program.and most of of the

respondents gives that very good to the quality of training program.and most of

the respondents agree that they understand the induction training.and most of the

respondents agree that training program help them to improve their job

satisfaction.and most of respondents agree that training program helps to improve

their job involvement.and most of respondant that training program help them to

improve the awareness.

ON THE PARAMETER OF EMPLOYEE EXPECTATION-

It is inferred that most of respondents expect that that training session on practical

basis.and most of respondent need training in quality.

ON THE PRAMETER OF TRAINING & DEVELOPMENT &

PERFORMANCE-

It is inferred that most of the respondent strongly that they have attendant training

program. and most of the respondents strongly agree that the training program

made positive difference between the past and present performance.and most of

respondent saying that training program is very important to improve their job

performance.Most of respondant says that that training program done is in year.

and most of the respondents says that innovative technique followed in the

training program improved their performance to a some extend. and most of

90
 respondents says that they have high improvement after attending training and

development program. and most of respondents agree that training program helps

to reduce absenteeismost of the respondents strongly agree that training program

helps to reduce employee turnover.and most of respondents agree that training

program help to reduce accidents. and most of respondents agree that training

program improve their job involvement.

Final interpretation-

 It is inferred that most of the respondents satisfied that the quality of training

program is very good.

 It is inferred that most of respondents expect that that training session on

practical basis.

 It is inferred that most of respondent saying that training program is very

important to improve their job performance.

91
 5.2 CONCLUSION AND RECOMMENDATIONS

Analysis of all the facts and figures, the observations and the experience

during the training period gives a very positive conclusion regarding the training

imparted by the RSPL trainers. The RSPL is performing its role up to the mark and

the trainees enjoy the training imparted.

The training imparted meets the objectives like:

Effectiveness of the training program is show in the performance of employee, level

of satisfactin of employee expectations of employee and method of tainings. 57% of

the respondents gives that very good to the quality of training program 63% of

respondents expect that that training session on practical basis.61% of respondent

saying that training program is very important to improve their job

performance.training program help the employees to improve their skills and

performance. It Assists the employees to acquire skills, knowledge and attitude and

also enhance the same.helps to motivate employees and helps in avoiding mistakes.It

becomes quite clear that there is no other alternative or short cut to the development

of human resources. Training when used in a planned and purposeful manner can be

an extremely effective management tool as they increase the knowledge and skills of

employees and thereby increasing the productivity and wealth of the organization.

92
 RECOMMENDATION

I The management must commit itself to allocate major resources and adequate

time to training.

II Training should be conducted according to the employees needs.

III Trainer, training place, training method, trainee are the major things that

should be considered while conducting the training program.

IV More improvement in latest knowledge should be added in the training

program.

V According to employees perception innovative technique used in the training

program was for some extend, it should be changed to great extend.

VI The employee’s feedback must be getting in a proper way.

LIMITATIONS OF THE PROJECT

There is no activity without limitations so it had too. The main limitation has

been faced during project research are as follows

I The research was carried out by asking the respondents to fill the questionnaire.

There may be bias in their answer which may lead to inaccuracy of results.

II Few of the employees were not fully cooperative.

III Due to the hectic schedule of the employees, they were not able to spend adequate

time to fill the questionnaire.

IV Study being done in 45 days is also a major limitation

93
 BIBLIOGRAPHY
REFERENCE-

i. Muhammad Zahid Iqbal, et.al., (2011). An Empirical Analysis of the

Relationship between Characteristics and Formative Evaluation of Training.

The International Journal of Business Research 4 (1): 273-86.

ii. Eugen Rotarescu, (2010). Alternative selection under risk conditions in

Human Resource Training and Development through the application of the

estimated monetary value and decision tree analysis. Journal of Management

and Economics 4 (60): 468-75.

iii. Pilar Pineda, (2010). Evaluation of training in organizations: a proposal for an

integrated model. Journal of European Industrial Training 34(7): 673-93.

iv. Cary Cherniss, et.al., (2010). Process-designed training: A new approach for

helping leaders develop emotional and social competence. Journal of

Management development 29(5): 413-31.

v. Thomas Andersson, (2010). Struggles of managerial being and becoming:

Experiences from managers’ personal development training. Journal of

Management development 29(2): 167-76.

vi. David McGuire and Mammed Bagher, (2010). Diversity training in

organisations: an introduction. Journal of European Industrial Training 34 (6):

493-505.

vii. Cody B. Cox and Margaret E. Beier, (2009). The Moderating effect of

individual differences on the relationship between the framing of training and

interest in training. The International Journal Training and Development

13(4): 247-60.

94
viii. Franco Gandolfi, (2009). Training and Development in an Era of Downsizing.

Journal of management research 9(1): 3- 14.

ix. David pollitt, (2009). Training team shines at AXA sun life. Journal of human

resource management international digest 17(5): 23-24.

x. David pollitt, (2009). Thomson reuters maps new relationships in learning and

collaboration. Journal of human resource management international digest

17(4): 24-6. The International Journal Of Management 30 Vol 3 Issue 1 (

January, 2014)

xi. Anupama Narayanan and Debra Steele-Johnson, (2007). Relationships

between prior experience of training, gender, goal orientation and training

attitudes. The International Journal Training and Development 11(3): 167-80

WEBSITES

 www.citehr.com/research/ study

 www.google.com/

 www.gharidetergent.com/

95
 APPENDICES

QUESTIONAIRE

ON THE PARAMETER OF EMPLOYEE SATISFACTION-

1) Are you aware of the various training programs provided by the company?

(a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

2) Employee’s have a clear understanding of what they are going to acquire from

training programme?

(a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

3). What do you think about quality of training program in your organization?

(a). Excellent

(b). Very Good

(c). Good

(d). Average

(e). Poor

96
4). Does the company’s norms & values are clearly explained to the new employees

during induction?

(a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

5) Does the training program help you to improve job satisfaction?

a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

6) Does the training program help you to improve Organization commitment?

a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

7) Does the training program help you to improve awareness?

a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

97
 ON THE PARAMETER OF EXPECTATION-

8). On what basis HR Department conducts training sessions for employees?

(a). Theoretical

(b). Practical

(c). Both

9). In which field do you need training programs?

(a). Technological

(b). Quality

(c). Environmental

(d). Health & safety

ON THE PRAMETER OF TRAINING & DEVELOPMENT &

PERFORMANCE-

10) Have you attended any training program in RSPL ?

(a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

98
 11) The effectiveness of the training program made positive difference between

the past & present performance?

(a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

12). How important do you think of training & development helps to improve your

performance in your job?

(a) Most Important

(b)Very Important

(c) Important

(d) less Important

(e) Not Important

13). What is the periodical gap among training program?

(a). Hours

(b).Days

(c). Weekly

(d).Monthly

(e). Year

99
14). How much the innovative techniques followed in the training programme

improve your performance?

(a). To a greater extend

(b). To some extend

(e). Not at all

15). Rate your improvement after attending the training & development program?

(a). Very high

(b). High

(c).Moderate

(d).Low

(e). Poor

16) Does training program helps in reducing absenteeism?

(a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

17) Does training program helps in reducing employee turnover?

a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

100
18) Does training program helps in reducing accident?

a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

19) Does the training program help you to improve job involvement?

a). Strongly agree

(b). Agree

(c). Neutral

(d). Disagree

(e). Strongly disagree

101