INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

A Human Resource Management System (HRMS, EHRMS), Human Resource Information System (HRIS), HR Technology or also called HR modules, or simply "Payroll", refers to the systems and processes at the intersection between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning (ERP) software. On the whole, these ERP systems have their origin on software that integrates information from different applications into one universal database. The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors, which makes this software application both rigid and flexible. The function of Human Resources departments is generally administrative and not common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Efficient and effective management of "Human Capital" has progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before the clientserver architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the low capital investment necessary to buy or program proprietary software, these internally-developed HRMS were unlimited to organizations that possessed a large amount of capital. The advent of clientserver, Application Service Provider, and Software as a Service or SaaS Human Resource Management Systems

enabled increasingly higher administrative control of such systems. Currently Human Resource Management Systems encompass: 1. Payroll 2. Work Time 3. Benefits Administration 4. HR management Information system 5. Recruiting 6. Training/Learning Management System 7. Performance Record 8. Employee Self-Service The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities. This module can encompass all employee-related transactions as well as integrate with existing financial management systems. The work time gathers standardized time and work related efforts. The most advanced modules provide broad flexibility in data collection methods, labor distribution capabilities and data analysis features was outdated. Cost analysis and efficiency metrics are the primary functions. The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. These typically encompass insurance, compensation, profit sharing and retirement. The HR management module is a component covering many other HR aspects from application to retirement. The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. Leading edge systems provide the ability to "read" applications and enter relevant data to applicable database fields, notify employers and provide position management and position control not in use. Human resource management function involves the recruitment,

placement, evaluation, compensation and development of the employees of an organization. Initially, businesses used computer based information systems to: produce pay checks and payroll reports; maintain personnel records; Pursue Talent Management. Online recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization. Talent Management systems typically encompass: Analyzing personnel usage within an organization; Identifying potential applicants; Recruiting through company-facing listings; Recruiting through online recruiting sites or publications that market to both recruiters and applicants. The significant cost incurred in maintaining an organized recruitment effort, cross-posting within and across general or industry-specific job boards and maintaining a competitive exposure of availabilities has given rise to the development of a dedicated Applicant Tracking System, or 'ATS', module. The training module provides a system for organizations to administer and track employee training and development efforts. The system, normally called a Learning Management System if a stand alone product, allows HR to track education, qualifications and skills of the employees, as well as outlining what training courses, books, CDs, web based learning or materials are available to develop which skills. Courses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system. Sophisticated LMS allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics. The Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system. Employees may query their attendance record from the system without asking the information from HR personnel.

The module also lets supervisors approve O.T. requests from their subordinates through the system without overloading the task on HR department.

TRAINING AND DEVELOPMENT OVERVIEW

Training is a process of learning a sequence of programmed behavior. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job. Training is a short-term process utilizing systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose. The importance of human resource management to a large extent depends on human resource development and training is its most important technique. As stated earlier, no organization can get a candidate who exactly matches with the job and the organizational requirements. Hence, training is important to develop the employee and make him suitable to the job. Training works towards value addition to the company through HRD. Job and organizational requirements are not static, they are changed from time to time in view of technological advancement and change in the awareness of the Total Quality and Productivity Management (TQPM). The objective of the TQPM can be achieved only through training which develops human skills and efficiency. Trained employees would be a valuable asset to an organization. Organizational efficiency, productivity, progress and development to a greater extent depends on training. If the required training is not provided, it leads to performance failure of the employees. Organizational objectives like viability, stability and growth can also be achieved through training. Training is important as it constitutes a significant part of management control. Training enhances 4 Cs viz. competence, commitment,

creativity and contribution for the organization.

Some HR directors view the skill level of their work force as top priority for planning .The challenge is creating an environment in which people love to learn. Research concludes that companies have become slow to make a strong commitment to train the workers they hire. In recent past there has been a growing awareness

circles that training enables more efficient means of acquiring knowledge and skills to do once job. Taking into account the complex nature of modern business operations, need for streamlining of organization to meet the growing competition and increasing needs and demands of people, varying tasks and preferences of clientele, it becomes necessary for present day management to evolve training policies, programmes which are professionally managed training is one of the means of building up the competence by enabling administrators to acquire knew knowledge and develop appropriate skills. Training is a vital part of any enlightened personnel management. Today training has gained recognition because of growing acceptance of training as an investment in human capital productivity, profitability, expansion, growth and diversification of activities of employee morale, client satisfaction and image of organization all depends on personnel training. Organization and industry should develop and progress simultaneously for their survival and attainment mutual goals. So every modern management has to develop the organization through HRD . Employee training is the most important sub system of HRD. Training is specialized function and is one of the fundamental operative functions for HRM.

Meaning:
After an employee is selected, placed and introduced in an organization, he/she must be provided with training facilities in order to adjust him to the job. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short term educational process and utilizing a systematic and organization procedure by which employees learn technical knowledge and skills for a definite purpose. In other words, training improves changes and moulds employees knowledge, skill, behavior and attitude and aptitude towards requirements of the job and the Organization Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organization to acquire and apply the knowledge, skills, abilities and attitudes needed by an particular job and organization.

Thus training bridges the differences between job requirements and employees present specifications.

Training and development:

Employee training is distinct from management development or executive development. while the former refers to training given to employees in the areas of operations , technical and allied areas the later refers to developing and employee in the areas of principles and techniques of management, administration, organization and allied areas.

Differences between training and development :

AREA Content TRAINING Technical skills and knowledge Purpose Specific job related DEVELOPMENT Managerial and behavioral skills and knowledge Conceptual and general knowledge Duration For whom: Short term Mostly technical and nonmanagerial personnel. Long term Mostly for managerial personnel.

BENEFITS OF TRAINING:
Benefits to the organization: Leads to improved profitability and/or more positive attitudes towards profits orientation Improves the job knowledge and skills at all levels of the organization Improves the morale of the work force Helps people identify with organizational goals Helps create a better corporate image Fosters authenticity, openness and trust Improves the relationship between boss and subordinates Aids in organizational development Helps prepare guidelines for work Aids in understanding and carrying out organizational policies

 Provides information for future needs in all areas of the organization Organization gets more effective in decision making and problem solving Aids in development for promotion from within Aids in developing leadership skill, motivation, loyalty, better attitudes and other aspects that successful workers and managers usually display Aids in increasing productivity and / or quality of work Helps keep costs down in many areas e.g. Production, Personnel , Administration etc., Develops a sense responsibility to the Organization for being competent and knowledgeable. Improves labour management relations Creates an appropriate climate for growth and communication Aids in improving organizational communication Helps employees adjust to change Aids in handling conflicts, thereby helping to prevent stress and tension.

Benefits to the individuals: Helps the industry in making better decisions and effective problem solving Through training and development motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalized Aids in encouraging and achieving self development and self confidence Helps in person handle stress, tension, frustration and conflict Provides information for improving leadership knowledge, communication skills and attitudes Increases job satisfaction and recognition Moves a person towards personal goals while improving interactive skills Satisfies personal needs of the trainees Provides the trainee an avenue for growth Helps a person develop speaking and listening skills, also writing skills when exercises are required Helps eliminate fear in attempting new tasks

COMPONENTS OF A TRAINING SYSTEM:

Trainer Subject Techniques/aids Facilities

Trai
45.00% 40.00% Input trainee 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Very much
45.00% 40.00%

OBJECTIVES

ner
OBJECTIVES Process Operation

Out put-modified behavior

Conditions

35.00% Constraints 30.00% 25.00% 20.00% 15.00% Some what 10.00% 5.00%

Time

Budget

Feedback
Not

Not at all

Cant say

Input:

rTraine

0.00% Very much Some what Not Not at all Cant say

A person with actual or potential deficiency is the basic raw material who is treated under a training process to transform his behavior in line with the training objectives knowledge, skill and attitude requirements of jobs. Under the system concept, it is pertinent to analyze the trainee and define specifically and clearly the characteristics of the trainee in terms of age, knowledge, skill, attitude, level of education and experience, etc so that specific criteria may be established for the selection of right trainees for a right training programme. Trainee analysis is also useful for developing a suitable training programme benefiting his job requirements.

Process of operation:
Transformation of input into output takes place in a predetermined training operation system which is one of the component parts of the total training system. The training system has to determine and define its operation system for smooth treatment of input through various sequences of operations. The training operations design includes various actors such as trainer, subject matter, training techniques and aids, physical and other facilities, conditions and constraints, time and budget. However, the operation design may vary with the nature of training such as off-thejob training, on-the-job training, apprenticeship and correspondence training. The

training operation system designer has logical sequence of subject with in a training programme, instruction techniques, the format of training materials, training aids like audio-visual equipments and specification of trainers behavior in the system. Before operating the system, it must be tested to ensure its reliability.

Output:
The output of a training system is stated in terms of training objectives which consist of 3 characteristics: (1) observable behavior the trainee must be able to perform after training; (2) standard of performance or desired level of proficiency; and (3) conditions under which trained behavior must be shown. Theses

specifications are derived from the job requirements of a person concerned through task and industry analysis.

Feedback:
It is another component of a training system through which it receives information and responses from output the trained person in respect of a variety of issues such as reaction, learning, behavior change, and application of trained behavior in job situation, problems and limitations. Such information is useful for monitoring, control and evaluation of a training leading to further improvement in the training system.

NEED FOR TRAINING:

Specifically, the need for training arises due to the following reasons: 1) To match the employees specifications with the job requirements and organizational needs: Management individuals deviations between employees present specifications and the job requirements and organizational needs. Training is needed to fill these gaps by developing and molding the employees skill, knowledge, attitude, behavior, etc to the tune of the job requirements and organizational needs as felt in Glaxo India, ICICI, Colgate, Palmolive, etc.

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2) Organizational viability and the transformation process: The primary goal and most of the organizations is that their variability is continuously influenced by environmental pressure. If the organization does not adapt itself to the changing factors in the environment, it will lose its market share. If the organization desires to adapt these changes, first it has to train the employees to impart specific skills and knowledge in order to enable them to contribute to organizational efficiency and to cope with the changing environment E.g. Health care, Infotech Enterprises and Polaris Software Lab provided training in order to ensure a smooth transformation process. 3) Technological advances: Every organization in order to survive and to be effective should adopt the latest technology i.e mechanization, computerization and automation. Adoption of latest technological means and methods will not be complete until they are manned by employees possessing skills to operate them. So, the organization should train the employees to enrich them in the areas of changing technical skills and knowledge from time to time. 4) Organizational complexity: With the emergence of increased mechanization and automation,

manufacturing of multiple products and by-products or dealing in services of diversified line, extension of operations to various regions of the country or in overseas countries, organization of most of the companies has become complex. This creates the complex problems of coordination and integration of activities adaptable for and adaptable to the expanding and diversifying situations. This situation calls for training in the skills of coordination,

integration and adaptability to the requirements of growth, diversification and expansion. 5) Human relations: Every organization needs to maintain human relations to be effective. So, training in human relations is necessary to deal with human problems and to maintain human relations. 6) Change in job assignment: Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation

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due to transfer. Training is also necessary to equip old employees with the advanced disciples, techniques or technology. The need for training also arises to: Increase productivity Improve quality of the product / service Help a company to fulfill its future personnel needs Improve organizational climate Improve health and safety Prevent obsolescence Effect personal growth Minimize the resistance to change and To act as mentor

TRAINING OBJECTIVES:
Generally line managers ask the personnel manager to formulate the training policies. The personnel manager formulates the following training objectives in keeping with the companies goals and objectives: To prepare the employees, both new and old to meet the present as well as the changing requirements of the job and the organization To prevent obsolescence To impart the new entrants the basic knowledge and skills they need or an intelligent performance of a definite job To prepare employees for higher level tasks To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skill they will need in their particular fields. To build up a second line of competent officers and prepare them to occupy more responsible positions To broaden the individuals of senior managers by providing them with opportunities for an interchange of experiences within and outside with a view to correcting the narrowness of outlook that may arise from overspecialization

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 To develop the potentialities of people for the next level job To ensure smooth and efficient working of a department To ensure economical output of required quality To promote industry and collective morale, a sense of responsibility, cooperative attitudes and good relationship.

TRAINING METHODS:
As a result of research in the field of training, a no. of programmes is available. Some of these are new methods, while others are improvements over the traditional methods. The training programmes commonly used to train operative and supervisory personnel are given below. These programmes are classified into on-thejob and off-the-job training programmes as given below. Training Methods

On the job methods

off the job methods

Job Rotation Coaching Job Instruction Committee assignments Training through step by step

Vestriblue training Role Playing Lecturer method Conference of Discussion Programmed instruction

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On-the-job training methods:

This type of training, also known as job instruction training, is the most commonly used method. Under this method, the industry is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor. On-the-job training has the advantage of giving first hand knowledge and experience under the actual working conditions. While the trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid. The problem of transfer of trainee is also minimized as the person learns on-the-job. The emphasis is placed on rendering services in the most effective manner rather than learning how to perform the job. On-the-job training method includes: 1) Job rotations: This type of training involves the movement of the trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisory or trainer in each of the different job assignments. Though this method of training can also be rotated from job to job in workshop jobs, this method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them.

2) Coaching: The trainee is placed under a particular supervisor who functions as a coach in training the industry. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach and relieves him of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas.

3) Job instruction: This method is also known as training through step-by-step. Under this

method, the trainer explains to the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the

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performance of the trainee, provides feedback information and corrects the trainee.

4) Committee assignments: Under the committee assignments, a group of trainees are given and asked to solve an actual organizational problem. jointly. It develops team work. The trainees solve the problem

Off-the-job training methods:

Under this method of training, the trainee is separated from the job situation and his attention is focused up on learning the material related to his future job performance. Since the trainee is not distracted by job requirements, he can place his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees. Companies have started using multimedia technology and information technology in training. Off-thejob training methods are as follows:

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1) vestibule training: In this method, actual work conditions are simulated in a classroom. Material, files and equipment, which are used in actual job performance, are also used in training. This type of training is commonly used for training personnel for clerical and semi-skilled jobs. The duration of this training ranges from days to a few weeks. Theory can be related to practice in this method.

2) Role playing: It is defined as a method of human interaction that involves realistic behavior in imaginary situations. This method of training involves action, doing and practice. The participants play the role of certain characters such as the production manager, mechanical engineer, superintendents, maintenance engineers, quality control inspectors, foremen, workers and the like. This method is mostly used for developing interpersonal interactions and relations.

3) Lecture method: The lecture is a traditional and direct method of instruction. The instructor organizations the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees. An advantage of the lecture method is that it is direct and can be used for a large group of trainees. Thus, costs and time involved are reduced. The major limitation of the lecture method is that is does not provide for transfer of training effectively.

4) Conference or discussion: It is a method in training the clerical, professional and supervisory personnel. This method involves a group of people who pose ideas, examine and share facts, ideas and data, test assumptions and draw conclusions, all of which contribute to the improvement of job performance. Discussion has the distinct advantage over the lecture method, in that the discussion involve twoway communication and hence feedback is provided. The participants feel free to speak in small groups. The success of this method depends on the leadership qualities of the person who leads the group.

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5) Programmed instruction: In recent years, this method has become popular. The subject matter to be learned is presented in the series of carefully planned sequential units. These units are arranged from simple to more complex levels of instruction. The trainees go through these units by answering questions or filling the blanks. This method is expensive and time consuming.

THE TRAINING PROCEDURE:

The important steps in the training procedure are as follows: 1) Preparing the instructor: The instructor must know both the job to be taught and how to teach it. The job must be divided into logical parts so that each part is better explained to the trainee. A serious and committed instructor must: Know the job or subject he is attempting to teach Have the aptitude and ability to teach Have willingness towards the profession Have a pleasing personality and capacity for leadership Have the knowledge of teaching principles and methods Be a permanent student in the sense that he should equip himself to the latest concepts and knowledge

2) Preparing the trainee: The first step in training is to attempt to place the trainer at ease. Most people are somewhat nervous when approaching an unfamiliar task. So, it is the duty of the instructor to prepare the trainee in advance.

3) Getting ready to teach: This stage of the programme consists of the following activities: Planning the programme Preparing the instructors outline Do not try to cover too much material

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 Keep the session moving along logically Discuss each item in depth Repeat, but in different words Take the material from standardized texts when it is available When the standardized text is not available, develop the programme and course content based on group approach. Group consists of

employer, skilled employees, supervisors, trade union leaders and others. Group prepares teaching material. Teach the trainee about the quality, quantity, waste or scrap, ability to work without supervision, knowledge or procedure, safety rules, human relations, etc.

4) Presenting the operation: There are various alternative ways of presenting the operation, viz. explanation, demonstration, etc. an instructor mostly uses these methods of explanation. In addition, one may illustrate various points through the use of pictures, charts, diagrams and other training aids. 5) Try out the trainees performance: As a continuation of the presentation sequence, the trainee should be asked to start the job or operative procedure. Some instructors prefer that the trainee explains each step before doing it, particularly if the operation involves any danger. The trainee through repetitive practice will acquire more skill.

6) Follow-up: The final step in the training procedure is that of follow-up. Every training programme should have a follow-up; otherwise the training programmes in future cannot be improved.

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EVALUATION OF TRAINING PROGRAMMES:

Evaluation is the most important and necessary system that which requires a concrete basis of mode of collection of information, which is determined at a planning stage. Any attempt to obtain information on effects of training performance and to asses the value of training in light of information is the process that the training evaluation involves.

Controlling and correction of the training programmes are lead by the evaluation process.

There are about five levels where the evaluation of training can take place: Reactions: training programme is evaluated on the basis of trainees reactions to the usefulness of coverage of the matter, depth of course content, method of presentation, teaching methods, etc. Learning: Trainers ability, trainees ability, training programme is evaluated on the basis of the time in which the quantity of the content learned and the quality of content in itself and the learners ability to use or apply the content he learned. Job behavior: The manner and the extent to which the trainee has applied his learning in his job is what is evaluated in this. Organization: This evaluation measures the use of training, learning and change in the job behavior of the department or the organization in the form of increased productivity, quality, morale, sales turnover and the like. The ultimate value: It is the measurement of the final and ultimate result of the contribution of training programme to company or organizational goals like survival, profitability, growth, etc., and to the industrys goals like personality development, and also the social goals like maximizing the social benefit, etc.

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Steps in evaluation process: Immediate assessment of trainees reaction to programme Measurement of trainees attitudes after training programme Measurement of levels in absenteeism, turnover, wastage, accidents, breakage of machinery during pre and post period of training programme Seeking opinion of trainees superior regarding his or her job performance and behavior before and after training Knowing trainees expectations before the training programme, and collecting their views regarding the attainment of their expectations after training Trainers observation during the training programme Evaluation of trainees skill levels both before and after training programme

Bases for evaluation:

General observation: General observation should not be overlooked as a means of training evaluation. Usually, the immediate supervisor is considered a god judge of skill level of his subordinates. For on-the-job training programmes, the supervisor is, in effect, is the judge of this or her own efforts. If the supervisor is treated as part of professional management of the organization, and is properly selected and trained, his self analysis and appraisal can be quite accurate and objective. The efficient supervisor observes accurately the skill and knowledge acquired by trainee during the training programmes. He also observes how effectively the trainees apply the acquired skill and knowledge to the present job and also the future job.

Human resource factors: Training programme can be evaluated on the basis of employee satisfaction also, which in turn, can be viewed on the basis of Betterment of employee morale Decrease in grievance and disciplinary cases Decrease in no. of discharges and dismissals

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 Decrease in no. of severity of accidents Decrease in employee turnover Decrease in absenteeism

Production factors: Productivity rates covering both quantity and quality are good indicators of value training. In most business situations these rates will have to be obtained before and after training. In an experimental situation, a control group that does not receive training could be compared with the one that underwent training in order to ascertain the effect of training. Management will first look at the production and wastage rates to determine the worth of operative training. The production factors are decreased in unit time and also unit cost of production and reduction in space or machine requirements.

Cost value relationship: Cost factors in training should be taken into consideration in evaluating the effectiveness. Cost of various techniques of training and their values in the form of reduced learning time, improved learning and higher performance can be taken into account. Cost of training includes cost of employing trainers and trainees, providing the means to learn, maintenance and running of training centres, low level of production, opportunity costs of trainers and trainees, wastage, etc. the value of training includes the increased value of human resource of both the trainee and the trainer and their contribution to raise production, reduce wastage, minimization of time requirement, breakage, etc. It is helpful in: Choosing the right training method Determining the priorities of training Determining the work of management sacrifices

Performance tests: Training can be evaluated in terms of written and performance tests. The test is supported by a sample of what the trainee knows or can successfully accomplish would indicate a successful training. But the true test

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is whether or not whatever has been learned in training has been transferred successfully and applied to the job. It is dangerous to rely on the tests alone to demonstrate true value of training. Performance appraisal on the job, before and after training may be supplemented to the tests.

RECENT DEVELOPMENTS IN TRAINING: Employees self initiative: Employees have realized that change is the order of the day and they have started playing the role of a change agent. Consequently, employees identify their own training needs, select appropriate training programmes organized by various organizations and undergo the training programme. Thus, employees in recent time started taking proactive learning measures on their own.

On-line training: Companies started providing on-line training. Trainees can undergo training by staying at the place of their work. Participants complete course work from

wherever they have access to computer and internet. Different types of media are used for on-line training.

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SCOPE OF THE STUDY

Training enables the management to face the pressure of changing environment. It results in increase of quantity and quality of output.

The scope of the study confined to the specified training programmes, described in the organizational profile. Limited understanding of the various training programmes conducted in Sree Rayalaseema Sugar & Energy Pvt., Ltd., It covers the aspects related to conducting of the training programmes in the organization.

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NEED OF THE STUDY

Training is corner stone of sound management. For it maps employees more effective and productive. Training is actively and intimately connected will all the personnel or managerial activity.

It is an integral part of whole management programme, with all its many activities functionally inter-related. Training moreover, heightens the morale of the employees, for it helps in reducing dissatisfaction, complaints, grievances and absenteeism.

Every organization big or small productive or non productive or economic or social old or newly established should provide training to all employees irrespective of train qualification skill, suitability for the job etc.,

Thus is not something that is done once to new employee it is used continuously in every well run establishment. Further technological changes, automation, require up-dating the skills and knowledge. As such organization has to retain the old employees.

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OBJECTIVES OF THE STUDY

To understand the concept and policy of Sree Rayalaseema Sugar & Energy Pvt., Ltd., regarding training programme. To understand the methods and techniques of training followed by Sree Rayalaseema Sugar & Energy Pvt., Ltd., To identify and understand various aspects related to training and different programmes conducted at various levels of the corporation. To analyze the view point of the employees on training programmes. To ascertain the impact of the training programme on the job and on the personal developments of trainees. To assess the effectiveness of the training programmes carried out in the company. To understand the impact of mutual quarterly task setting in an accomplishing of organizational goals.

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METHODOLOGY OF THE STUDY

TITLE OF THE STUDY: DEVELOPMENT UNIT OF THE STUDY: SREE RAYALASEEMA SUGAR & ENERGY PVT., LTD.,. A study on EMPLOYEE TRAINING &

DATA COLLECTION:

Primary Data: Primary data was collected through scheduled questionnaire. It was prepared to collect the required information on different training activities. It was distributed among the respondents for their view and analysis.

Secondary Data : The secondary data was collected from various text books on Human Resources Management, Training and Development, Internet,

Rayalaseema Sugars, Manual etc.,

SAMPLING TECHNIQUE: Once the list of participants is obtained, respondents are selected on random basis. Sample size for the study is 50 and responses are obtained from those who underwent training.

ANALYSIS OF DATA: Data collected has been presented, tabulated and analyzed both quantitatively and qualitatively by using various percentages and Bar graphs.

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LIMITATIONS
Through adequate care has been taken while doing the project This project suffers certain limitations they are: This study covers only those employees who are working at Sree Rayalaseema Sugar & Energy Pvt., Ltd.,. The Interpretations is being based on the percentage method. Response errors could arise on the questionnaire was administrated. Responses by respondents might be biased The duration of the project was limited The sample size that was surveyed was 50.

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COMPANY PROFILE
HISTORY:
Nandyal cooperative sugars was established by the government during 1973 and the actual production started in the year 1981.This company was bought by K.MADHUSUDAN RAO who is the present leading MLA of GUNTAKAL. Later in the year 2001 the company was named as Sree Rayalaseema Sugar & Energy Ltd.

The company is located at a distance of 5km from nandyal taluk of Kurnool Dt. The company is spread over vast area of 125 acres.

GROWTH AND PERFORMANCE:

At present sugar factory is producing sugar ranging from 800-1200 tonnes .The annual capacity of the company is around 1 lakh tonnes a year.The factory works for only three months a year.Production starts during November ending and ends in febrauary. It utilizes 1250 tonnes of sugar cane everyday.In this span of time it utilizes around 112500 tonnes of sugar cane.

INDUSTRIAL RELATIONS:
Harmonious industrial relations are being maintained. No strikes and lockouts are reported. It has a union to discuss the problems and solve them.

PROFILE OF THE ENVIRONMENT:

Andhra Pradesh pollution control board gave permission to the factory to utilize the nearby water for its daily purpose.The factory is functioning under the guidelines prescribed by the board.The company is taking necessary measures to prevent sound pollution following the guidelines prescribed by the government of India.The factory did not pose any threat to surrounding environment.The company is also following the rules and regulations specified by central excise department and control.

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TAX POLICIES:
Central excise department gets 30% of sugar production as levy i.e. the rate specified by the government as it is an essential commodity.

CURRENT OPERATIONS:
At present the company is producing three grades of sugar.Three grades are differentiated on the basis of size of crystals .Each grade have the difference of Rs.200 to 300 per tonne.The company produces sugar bags with a capacity of 100kg.The rate of each bag of sugar is 2300 rupees. Byproducts obtained during the production of sugar are Molasses and Bagasse . Molasses rate varies from season to season .Its rate ranges varies from 2400 to 6000 per tonne. The other by product bagasse is sold to power plant at the rate of 900 per tonne. Factory purchases sugar cane from the farmers at the rate of 1400 per tonne. Inturn the management is providing chemicals and fertilizers on loan basis to these to farmers.They give ample information to the farmers to cultivate crops and give higher yield. 864 kg of sugar cane is extracted from 1000kg of sugar cane. 1.5 mega watt power is consumed during the production period of 3 months.Production begins in the month ending of November and ends in February. Daily intake of sugar cane by machine is about 1250 tonnes. Yearly intake of sugar cane during the period of 112500 tonnes approximately.

FINANCIAL DEPARTMENT:
Initially the company approached external sources for finance . Syndicate bank of nandyal provides loan for the company.

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PRODUCTION PROCESS:
The sugar of our daily use is obtained from sugar cane.Sugar cane is member of grass family.It grows at a height of 3 to 5 meters and contains 11 to 15% of sucrose by weight. In india sugar is manufactured from sugar cane.

The following steps are involved in the production of sugar cane: a) Extraction of juice from sugar cane:
After harvesting the canes are sent to sugar factories within less than 24 hours for the extraction of juice.delay causes loss of sugar yield.in the factory the cane is washed to remove mud.It is chopped into pieces in cutting machines. These pieces are fed into role crushers where juice is extracted.In this stage water may be added to aid the extraction.About 93% of juice is extracted from the cane . The spent cane is called as bagasse. It is the byproduct in the sugar industry.It is used as fuel in the production of electricity.or in the manufacture of paper or hard boards.

b) Purification of sugar cane juice:

The juice obtained from above process is slightly acidic.it contains some imourities and suspended particles.Acidity causes loss of sugar due to hydrolysis.Lime and Ca(OH)2 is added to precipitate the impurities as well to neutralize the juice.The step is called the defecation. The juice is then heated in large tanks. Impurities floating on the surface are removed by pedal.excess lime is removed as carbonates sulphur di oxide solution is also produced int the last stage removes any traces of lime.This process is also known As sulphitation.The precipitates of defecation ,carbonation and sulphitation are called press mud and is useful as manure.

30

c) Concentration and Crystallization:

The purified juice called clarified juice.This contains 85% of water.It is evaporated to approximately 40% of water in evaporators.the juice is concentrated to low pressure in the beginning and in the vacuum in later stages.The resulting thick juice goes to vacuum pans and is concentrated to supersaturation.

d) Separation of crystals and drying:

The sugar crystals are formed in the pan above the thick juicecontaining 10% of water.The crystals are separated by centrifugation.In the centrifuge the crystal and liquid juice are separated.The sugar crystals obtained in the process are heated by dry hot air to remove traces of water.The thick black kiquid obtained after separation of crystals is called as molasses .Molasses contains 50% percent of sucrose together with some glucose and fructose and byproduct of sugar industry.molasses is used in the manufacture of alcohol by fermentation and as animal feed supplement.

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SUGAR CANE CANE YARD CANE CARRIER

MILLS

JUICE

BAGASSE

JUICE HEATER BOILER

LIME & SO2 JUICE HEATER

STEAM POWER

CLARIFI FILTER

EVAORATORS

SYRUP SULPHUR

PANS

MOLASSES SUGAR

32

THEORETICAL FRAMEWORK

If you don't know where you are going, any road will take you there.
- Lewis Carroll in Alice's Adventure in Wonderland (1865).

Give a man a fish, and you have given him meal. Teach man to catch fish, and you have given him a livelihood.

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This ancient Chinese proverb seems to describe the underlying rationale of all training and development programme. No industrial organization can long ignore the training and development needs of its employees without seriously inhibiting its performance. Even the most careful selection does not eliminate the need for training, since people are not moulded to specifications and rarely meet the demands of their jobs adequately. Poverty stricken India spends $45 billion on training each year. Expenditures of such magnitudes call for a periodic sharp look. Training in particular needs such scrutiny. TRAINING It refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills. It forms the core of apprenticeships and provides the backbone of content at technical colleges and polytechnics. Today it is often referred to as professional development. Training is primarily concerned with preparing people for certain activities delineated by technology and by the organization and settings in which they work. Education helps students to choose their activities. Training helps participants to improve their performance. Education deals mostly knowledge and understanding. Training deals mostly with understanding, skill and action. Training embraces an understanding of the complex processes by which various factors that make up a situation interact. Training is the most important activity or plays an important role in the development of human resources. To put the right man at the right place with the trained personnel has now become essential in todays globalize market. No organization has a choice on whether or not to develop employees. Therefore training has nowadays become an

34

important and required factor for maintaining and improving interpersonal and intergroup collaboration. Human resource is the life blood of any organization. Only through well-trained personnel, can an organization achieve its goals. Training is defined as learning that is provided in order to improve performance on the present job. A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service. Training is provided for the present job. This includes training new personnel to perform their job, introducing a new technology, or bringing an employee up to standards. Training is mainly concerned with the meeting of two of these inputs -- people and technology. That is, having people learn to master a given technology. DEVELOPMENT This term is often viewed as a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance. This development often includes a wide variety of methods, e.g., orienting about a role, training in a wide variety of areas, ongoing training on the job, coaching, mentoring and forms of self-development. Some view development as a life-long goal and experience. Training & Development is the field concerned with workplace learning to improve performance. Such training can be generally categorized as on-the-job or off-the-job. On-the-job describes training that is given in a normal working situation, using the

35

actual tools, equipment, documents or materials that they will use when fully trained. On-the-job training is usually most effective for vocational work. Off-the-job training takes place away from normal work situation which means that the employee is not regarded as productive worker when training is taking place. An advantage of off-the-job training is that it allows people to get away from work and totally concentrate on the training being given. This type of training is most effective for training concepts and ideas. At a glance, we find that training gives the following results: 1) Growth, expansion and modernization cannot take place without trained manpower. 2) It increases productivity and profitability, reduces cost and finally enhances skill and knowledge of the employee. 3) Prevents obsolescence. 4) Helps in developing a problem solving attitude. 5) Gives people awareness of rules and procedures. 6) Builds better communications skills. 7) Develops hidden talent. 8) Ensures consistent quality. 9) Provides greater focus. 10) Produces more effective/productive efforts. 11) Clarifies the concept of marketing as a business process. TYPICAL REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g.

36

When a performance appraisal indicates performance improvement is needed. To "benchmark" the status of improvement so far in a performance improvement effort.

As part of an overall professional development program. As part of succession planning to help an employee be eligible for a planned change in role in the organization.

To "pilot", or test, the operation of a new performance management system. To train about a specific topic.

GENERAL

BENEFITS

FROM

EMPLOYEE

TRAINING

AND

DEVELOPMENT There are numerous reasons for supervisors to conduct training among employees. These reasons include:

Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., conducting ethics training. Risk management, e.g., training about sexual harassment, diversity training

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DETERMINATION OF TRAINING NEEDS

In order to determine the training needs of an organization the HRD manager should seek information on the following points:

a) Whether training is needed? b) Where training is needed? c) Which training is needed?

Whether training is needed?

Training result from problems such as:

Standards of work performance not being met; Accidents; Excessive scrap; High rate of transfer and turnover; Too many low ratings on employee evaluation reports; Many people using different methods to do the same job; Excessive fatigue, fumbling, struggling with the job; Bottlenecks and deadlines not being met;

In many organizations the determination of training needs is predominantly done through observations. One common method for recording observations is the checklist of training needs. It provides for indicating by a Yes or No check.

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Where training is needed?

After determining the need for training the manager should determine where the organization training emphasis can and should be placed. This involves a detailed analysis of the following factors:

i. ii. iii. iv.

Structure of the organization, Objectives, Human resource and future plans, and Cultural milieu.

Which training is needed?

The last question to be answered by the personnel manager is about the type of training needed. This involves determining what knowledge, skills or attitudes each individual employee should develop to be able to perform his task in an effective way.

The three major skills which the employees of any organization need to successfully discharge their duties are: the conceptual skill, the human relations skill and the technical skill. Conceptual skill deals with ideas, technical skill with things and human skill with people.

WHAT IS GOOD TRAINING

The three typical beneficiaries of a training programme are the managers and supervisors of trainees, trainees themselves and external customers. Each beneficiary has his own requirements and perception of what is good training. Thus, the senior managers and supervisors want training to be low in cost, to increase employees job performance, to improve their attitudes and morale and to be minimally disruptive to

39

the work in terms of promotion or compensation. Trainees want the training to be of high quality which can be easily transferred to the job. They want the training venue to be more pleasant than the job venue and expect training work place to benefit them personally. Last, though not the least important are external beneficiaries who want the training to result into high quality products and services, but do not want training to interfere with the fulfillment of their needs for example, a bank customer wants high quality customer service from tellers but does not want a trainee teller to take a few moments longer than usual with a transaction. The HRD manager must address all the above needs of different beneficiaries throughout the training process.

METHODS OF TRAINING

No simple formula defines the form of training to be used for a given purpose. The skills needs of operatives, the size and traditions of the company, the abilities of trainers, the time and the money available for training and the experience of the company about the training activities that have been carried on in the past, will affect the type of training that will be most successful in a given situation. Nevertheless it will be helpful to indicate briefly the principal alternatives from which the manager may choose:1) On- the- job training The most important type of training is On- the job training. The experience of actually doing something makes a lasting impression and has a reality that other types of training cannot provide. The worker in this method learns to master the operations involved on the actual job situation under the supervision of his immediate boss. Some important advantages of this type of training are as follows :-

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a) It can be learned in a relatively short period of time, say, a week or two. b) It is highly economical. c) It is not located in an artificial situation, either physically or psychologically and, therefore, eliminates the possible problem of transfer of learning.

There are several types of training programmes which make use of on-the-job training concept. Some of them are described below:

Job rotation Internship training Apprenticeship

2) Vestibule Training: - This method attempts to duplicate on the job situation in a company classroom training, which is often imparted with the help of equipment and machines, which are identical with those in use in the place of work. It is very efficient method of training semiskilled personnel, particularly when many employees have to be training for the same kind of work. 3) Learning by seeing or demonstration method :- In this method , the trainer describes and display something ,as when he teaches an employee how to do something by actually performing the activity himself and by going through step by step explanation of why and how he is doing .

Demonstration are very effective in teaching because it is much easier to show a person how to do a job then ask him to gather instructions from the reading materials, discussion etc.

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4) Simulation: - Simulation is a technique, which duplicates, as nearly as possible, the actual conditions encountered on the job. The training is essential in cases which actual on the job practice might result in a serious injury, a costly error, or the destruction of valuable materials or resources. 5) Class-room or off-the-job training: - Off-the job training is not a part of everyday job activity. The actual location may be in the company classroom or in places which are owned by the company. These methods consists of :

Lectures Conferences Group discussions Case studies Role-playing Programmed instructions Laboratory trainings

TRAINING PLAYS THE FOLLOWING ROLES IN AN ORGANIZATION

1) Increase in efficiency: Training plays active role in increasing efficiency of employees in an organization. Training increases skills for doing a job in better way. Though an employee can learn many things while he is put on a job, but he can do much better if he learns how to do the job. This becomes

42

more important specially in the context of changing technology because the old method working may not be relevant. 2) Increase in morale of employees: - Morale is a mental condition of an individual or group, which determines the willingness to cooperate. High morale is evidenced by employee enthusiasm voluntary conformation with regulations and willingness to cooperate with others to achieve organizational objectives. Training increases employee morale by relating their skills with their job requirements. Trained employees can see job in more meaningful ways because they are able to relate their kills with job. 3) Reduced Supervision: Trained employees require less supervision. They require more autonomy and freedom. Such autonomy and freedom can be given if the employees are trained properly to handle their jobs without the help of supervision. 4) Increased organizational viability and flexibility: Trained people are necessary to maintain organizational viability and flexibility. Viability relates to survival of the organization during bad days, and flexibility relates to sustain its effectiveness despite the loss of its key personnel and making shortterm adjustment with the existing personnel. Such adjustment is possible if the organization has trained people who can occupy the positions vacated by key personnel.

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BENEFITS OF TRAINING

Training benefits the organization in manifold ways: -

1. Benefits to organization: Leads to improved profitability and more positive attitudes toward profit orientation. Improves the job knowledge and skills at all levels of the organization. Improves the morale of the workforce. Helps people identify with organizational goals. Helps create a better corporate image. Fosters authenticity, openness, and trust. Aids in organizational development. Learns from the training. Helps keep costs down in many areas, example production, personnel, administration etc. Develops a sense of responsibility to the organization for being competent and knowledgeable. Improves labour management relations. Helps employee adjust to change. Aids in handling conflict, thereby helping to prevent stress and tension.

2. Benefits to the individual which in turn ultimately benefit the organization:

Helps the individual in making better decisions an effective problem solving.

44

Through T&D, motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalized.

Aids in encouraging and achieving self development and self confidence.

Helps a person handle stress, tension, frustration and conflict. Provides information for improving leadership knowledge,

communication skills and attitudes. Increase job satisfaction and recognition. Satisfy personal needs of the trainer. Helps eliminate fear in attempting new task.

3. Benefits in personnel and human resources:

Improves communication between groups and individual. Aids in orientation for new employees and those taking new jobs through transfer and promotion.

Provides information on equal opportunity and affirmative action. Improves inter personal skills. Improves morale. Builds cohesiveness in groups. Provides a good climate for learning, growth and co ordination. Makes organization policies, rules and regulations viable. Makes the organization a better place to work and live.

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TRAINING PROCEDURE

1) Identify training needs: - These are certain steps that are performed for training the employees. The first step is to identify T&D needs. In this step we arrange and obtain support for the contribution of T&D to organizational strategy. Then we identify organizational T&D needs. Thereafter we agree priorities for developing the T&D function. These sub steps are followed by identifying the current competence of individuals of individuals and agreeing individuals and group priorities or learning. 2) Design T&D strategies and plans: - The second step is to design T&D strategies and plans. In this step first we identify resources required to implement a strategic plans and specify an operational plan that meets organizational requirements and further designing learning programs that meet learning needs and test, adapt and agree learning program designs. 3) Provide learning opportunities resources and support: - The third step is to provide learning opportunities resources and support. In this we obtain and allocate resources to meet the requirement of Training and development plans. Then prepare and present demonstrations and information to co-ordinate and assist the preparation and delivery of learning opportunities. 4) Evaluate effectiveness of T&D:-Fourth step in training is to evaluate the effectiveness of T&D, which involves plan setup, evaluate, and modify the learning plans. Then assess, co-ordinate, verify and identify previously acquired competence.

46

5) Support T&D advances and practice: - And last step is to support T&D advances and practice. This includes evaluating and disseminating advances in T&D. Then we administer training facilities and after that establish and maintain information system.

BLOCK DIAGRAM OF TRAINING PROCEDURE Identify organizational requirements for T&D Identify Training and Development Needs Identify the learning needs of individuals and groups.

Design T& D strategies and plans.

Design organizational T&D strategies and plans Design strategies to assist individuals and groups to achieve their objectives.

Provide learning opportunities, resources and support

Obtain and allocate resources to deliver T&D plans Provide learning opportunities and support to enable individuals and groups to achieve their objectives

Evaluate the effectiveness of T& D

Evaluate the effectiveness of T&D Evaluate individual and group achievements against objectives. Assess achievements for public certification.

Support T &D advances and practice. 47

Contribute to advances in T&D

Provide services to support T&D practice.

DATA ANALYSIS & INTERPRETATION

1. A question was asked with respondents regarding the usefulness of training.

TABLE - 1

Options Very much Some what Not at all Cant say Total

Number of Respondents 30 20 50

Percentage 60 % 40 % 100%

Source: Field Survey

USEFUL NESS OF TRAINING

70% 60% 60% 50% 40% 40% 30% 20% 10% 0 0% Very much Some what Not at all Cant say 0

Interpretation:

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From the above table, it can be found that 60% of respondents feel that training was Very much useful while 40% said that training was somewhat useful.

2.

A question was posed with respondents regarding the awareness of the training objectives.

TABLE - 2 Options Very much Some what Not at all Cant say Total Source: Field Survey Number of Respondents 10 25 10 5 50 Percentage 20% 50% 20% 10% 100%

AWARENESS OF THE TRAINING

60% 50% 50% 40%

30%

20% 20% 10% 10% 0% Very much Some what Not at all Cant say 20%

Interpretation: From the above table it can be found that 20% of respondents fee that they are very much aware of training objectives before offering training program and 50% of respondents feel that they are somewhat and 20 % not at all they are aware of the

49

training and 10 % cant say that they are aware of the training objectives before offering training programs.

3.

Training objectives were realized after training programs TABLE - 3 Options Excellent Good Average Poor Total Number of Respondents 5 40 5 50 Percentage 10 % 80% 10% 100%

Source: Field Survey

TRAINING OBJECTIVES WERE REALIZED

90% 80% 80% 70% 60% 50% 40% 30% 20% 10% 10% 0% Excellent Good Average Poor 10% 0

Interpretation: From the above table, it can be found that 10% of respondents feel that, training facilities provided by the company are excellent, while 80% of respondents feel that training facilities provided by the company are good and another 10% of respondents feel that training facilities provided by the company are average.

50

51

4.

Performance of internal faculty.

TABLE - 4 Options Excellent Very good Good Average Poor Total Source: Field Survey Number of Respondents 15 25 10 50 Percentage 30 % 50 % 20 % 100%

INTERNAL FACULTY
60% 50% 50% 40% 30% 30% 20% 20% 10% 0% Excellent Very good Good Average Poor

Interpretation: From the above table, it can be found that 30% of respondents feel that performance of internal faculty was excellent, while 50% of respondents feel that performance of internal faculty was very good and 20% of respondents feel that performance of internal was good.

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5.

A question posed with respondents regarding the implementation of their skills acquired through training.

TABLE - 5 Options Excellent Very good Good Average Poor Total Source: Field Survey Number of Respondents 10 15 20 5 50 Percentage 20 % 30 % 40 % 10 % 100%

IMPLEMENTATION SKILLS
45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Excellent Very good Good Average Poor 10% 0 20% 30% 40%

Interpretation: From the above table, it can be found that 20% of respondents feel that implementation of their skills acquired through training are excellent, while 30% of respondents feel that are implementation of their skills acquired through training are very good, another 40% of respondents feel that implementation of their skills acquired through training are good and 10% of respondents feel that implementation of their skills acquired through training was average.

53

6.

Performance of External faculty. TABLE - 6

Options Excellent Very good Good Average Poor Total Source: Field Survey

Number of Respondents 15 25 10 50

Percentage 30 % 50 % 20% 100%

PERFORMANCE OF EXTERNAL FACULTY

60% 50% 50% 40% 30% 30% 20% 20% 10% 0% Excellent Very good Good Average Poor

Interpretation: From the above table, it can be found that 30% of respondents feel that performance of external faculty was excellent, while 50% of respondents feel that performance of external faculty was very good, and further 20% respondents feel that performance of external faculty was good.

54

7.

A question was posed with respondents regarding the providing the offthe-job training.

TABLE - 7 Options Yes No Total Source: Field Survey Number of Respondents 50 50 Percentage 100% 100%

PROVIDING THE OFF-THE- JOB TRAINING

1.2 1 100% 0.8 0.6 0.4 0.2 0 Yes No

Interpretation: From the above table, it can be found that 100% respondents feel that the company is not providing the off the job training.

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8.

A question was asked with respondents regarding the acquired of knowledge during the training period.

TABLE - 8 Options Very much Some what Not at all Cant say Total Source: Field Survey Number of Respondents 5 35 5 5 50 Percentage 10 % 70 % 10 % 10 % 100%

ACQUIRED KNOWLEDGE
80% 70% 60% 50% 40% 30% 20% 10% 0% Very much Some what Not at all Cant say 10% 10% 10% 70%

Interpretation: From the above table, it can be found that 10% of respondents feel that during training period they have acquired very much knowledge, while 70% of respondents feel that they have acquired somewhat knowledge during the training period. Another 10% they have not at all acquired knowledge, and 10% of respondents cant say.

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9.

A question was posed with respondents regarding whether training is essential to perform the duties effectively.

TABLE - 9

Options Very much Some what Not at all Cant say Total Source: Field Survey

Number of Respondents 40 10 50

Percentage 80 % 20 % 100%

PERFORMING THE DUTIES EFFECTIVELY

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Very much Some what Not at all Cant say 20% 0 0 80%

Interpretation: From the above table show it can be useful that 80% of respondents feel that very much training is essential to perform the duties effectively, while 20% of respondents feel that training is somewhat essential to perform the duties effectively.

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10.

Training programs bring the change in employees attitude.

TABLE - 10

Options Very much Some what Not at all Cant say Total Source: Field Survey

Number of Respondents 20 25 5 50

Percentage 40 % 50 % 10 % 100%

EMPLOYEE ATTITUDE
60% 50% 50% 40% 40% 30% 20% 10% 10% 0% Very much Some what Not at all Cant say

Interpretation: From the above table, 40% of the respondents the training programme an very much important to bring the change in employees attitude, 50 % of the respondents the training programme are somewhat important to bring the change in employees attitude, 10% of the respondents the training programme are cant say important to bring the change in employees attitude.

58

11.

A question was posed with respondents regarding that training should be a continuous process.

TABLE 11

Options Very much Some what Not at all Cant say Total Source: Field Survey

Number of Respondents 25 25 50

Percentage 50 % 50 % 100%

TRAINING A CONTINUOUS PROCESS

60% 50% 50% 40% 30% 20% 10% 0 0% Very much Some what Not at all Cant say 0 50%

Interpretation: From the above table, it can be found that 50% of respondents feel that they Very much of training should be a continuous process. And another 50% of

respondents feel that somewhat training should be a continuous process.

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12.

A question was asked with respondents regarding which training method usually in practice.

TABLE - 12 Options On-the-Job training Off-the-job training Others Total Source: Field Survey Number of Respondents 50 50 Percentage 100 % 100%

TRAINING METHODS
120% 100% 100% 80% 60% 40% 20% 0 0% On-the-Job training Off-the-job training Others 0

Percentage

Interpretation: All the respondents has been training through on the job methods in the organization.

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13.

A question was asked with respondents regarding, the effective feedback mechanism for the training programs.

TABLE 13 Options Definitely Probably Probably not TOTAL Source: Field Survey Number of Respondents 10 36 4 50 Percentage 20 % 72 % 8% 100%

EFFECTIVE FEED BACK

80% 70% 60% 50% 40% 30% 20% 10% 0% Definitely Probably Probably not 20% 8% 72%

Interpretation:

From the above table, it can be found that, 20% of the respondents feel that definitely training will be effective feedback mechanism while 72% of the respondents feel that probably training will be effectively feedback and 8% of the respondents fee that, its probably not effective feedback mechanism for the training programs.

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FINDINGS
60% of respondents rated that the training was very much useful to them. This is because of that the training was useful to a great success and beneficial to a great extent. 50% of respondents feel that the aware of training objectives before offering training programs. 80% of respondents are satisfied by the training facilities provided by the company. 50% of respondents rated that the performance of internally faculty are very good and 30% of respondents rated that the performance of internal faculty are excellent. Some of the employees feel that implementation of skills acquired through training are goods, by taking training in the organization the employees and establish knowledge, skills in their respective fields and establish good

relations with their co-workers as well as the management. Employees are satisfied by the performance of external faculty. 100% of the respondents feel that the company providing on the job training. Some what the employees feel that training is essential to perform the duties effectively. This is because while performing the duties effectively in the organization the company can reach the goal and by this employees can also be benefited by getting bonus etc., from the company. 50% of the employee rated that the training programmes bring the change in employees attitude. Its not compulsory that every employee have to change their attitude after taking the training programs. Most of employees feel that training should be a continuous process. The company is providing only on the job training. Some of the employees feel that the training should be an effective feedback mechanism for the training programs. This must be compulsory in the company to the employees that it should be given effective feedback after accomplishing the task of the training. This made the employees to work efficiently. This made the employees to work efficiently which lead to the growth of the organization.

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SUGGESTIONS
Training must be a continuous process for effective work. The organization should recognize the training needs of the employee and plan the training programmes accordingly. An awareness should be created among the employees about the importance and benefits of training. Depending upon the performance of employees training should be provided. Internal and external faculty should support the employees. Not only on-the- job training but also off-the-job training is to be provided for the employees. Motivation environment should be created to employees so that employees will improve their skills, knowledge and abilities. Feedback must be provided regarding employees performance in the organization. The training and development programs conducted by the organization should not only improve the job performance but also improve the personal life and career development of the employees.

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CONCLUSION
Training performs a vital role in the Organizational Performance and Development. The Training Programmes Conducted by the Sree Rayalaseema Sugar & Energy Pvt., Ltd., are Good and they should enhance the Man Power and Improve the Companys Productivity and should make all the employees indulged in the Training and Development Programmes and should get the best out of them.

If organization is continuous to Practice this kind of Concepts in its Organization it will definitely help the employees to develop their skills and motivates them to achieve higher goals. Besides that it helps the company to maintain a Consistent Quality in their product which will help the company to reach a Very good Position in no time with competitive Strength.

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QUESTIONNAIRE
EMPLOYEE TRAINING IN SREE RAYALASEEMA SUGARS & ENERGETIC PVT LIMITED, AYYALURIMETTA, NANDYAL

1)

Do you feel whether the training was useful to you? a. d. Very much Not at all b. e. Some what Cant say c. Not

2)

Do you aware of the training objectives before offering training programs? a. d. Very much Not at all b. e. Some what Cant say c. Not

3)

How are the training facilities provided by the company? a. d. Excellent Poor b. Good c. Average

4)

How is performance of internal faculty? a. d. Excellent Average b. e. Very good Poor c. Good

5)

How is the implementation of your skills acquired through training? a. d. Excellent Average b. e. Very good Poor c. Good

6)

How is the performance of External faculty? a. d. Excellent Average b. e. Very good Poor c. Good

7)

Is the company providing the Off-the-job training? a. Yes b. No

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8)

During training period do you feel that you have acquired knowledge? a. b. c. d. e. Very much Some what Not Not at all Cant say

9)

Training is useful to perform the duties effectively? a. b. c. d. e. Very much Some what Not Not at all Cant say

10)

Will the training programs bring the change in employees attitude? a. b. c. d. e. Very much Some what Not Not at all Cant say

11)

Training that is should be a continuous process? a. b. c. d. e. Very much Some what Not Not at all Cant say

12)

Among below mentioned training methods which method is usually in practice in your organization? a. b. c. On-the-job training Off-the-job training Others

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13)

Training should be an effective feedback mechanism for the training programs? a. b. c. d. Definitely Probably Probably not Definitely not

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BIBLIOGRAPHY
TEXT BOOKS:
INDUSTRIAL RELATIONS AND PERSONNEL MANAGEMENT P.SUBBA RAO

HUMAN RESOURCE MANAGEMENT

R.WAYNE MONDY ROBERT. NOE

ORGANIZATIONAL BEHAVIOUR

STEPHEN.P. ROBBINS

PERSONNEL MANAGEMENT

C.B MAMORIA

WEBSITES:

www.sugars.com www.google.com
www.tradeindia.com

www.ncclimited.com

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