CHAPTER 1 INTRODUCTION

CHAPTER 1 INTRODUCTION

Employee training is a specialized function and is one of the fundamental operative functions of Human Resource Management. Acc to FLIPPO, Training is the act of increasing the knowledge and skill of an employee for doing a particular job. It is a short-term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. Training refers to the organizations efforts to improve an individuals ability to perform a job or organizational role. It can be defined as a learning experience in which it seeks a relative permanent change in an individual that would improve his ability to perform the job. DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT Training and development go hand in hand and are often used synonymously but there is a difference between them. Training is the process of learning a sequence of

programmed behavior. It is an application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It intends to improve their performance on the current job and prepares them for an intended job. Development is a related process. It covers not only those activities, which improve job performance, but also those, which bring about growth of the personality. It helps 2

individual in the progress towards maturity and actualization of potential capabilities so that they can become not only good employees but better human beings.

PRINCIPLES OF TRAINING
MOTIVATION Learning is enhanced when the learner is motivated. Learning experience must be designed so learners can see how it will help in achieving the goals of the organization. Effectiveness of training depends on motivation. FEEDBACK Training requires feedback. It is required so the trainee can correct his mistakes. Only getting information about how he is doing to achieve goals, he can correct the deviations. REINFORCEMENT The principle of reinforcement tells the behaviors that are positively reinforced are encouraged and sustained. It increases the likelihood that a learned behavior well be repeated. PRACTICE Practice increases a trainees performance. When the trainees practice actually, they gain confidence and are less likely to make errors or to forget what they have learned. INDIVIDUAL DIFFERENCES Individual training is costly. Group training is advantageous to the organization. Individuals vary in intelligence and aptitude from person to person. Training must be geared to the intelligence and aptitude of individual trainee.

OBJECTIVES OF TRAINING
TO INCREASE PRODUCTIVITY

An instructor can help employees increase their level of performance on their assignment. Increase in human performance leads to increase in the operational productivity and also the increase in the profit of the company. TO IMPROVE QUALITY

Better-trained workers are less likely to make operational mistakes. It can be in relationship to the company or in reference to the intangible organizational employment atmosphere. TO HELP A COMPANY FULFILL ITS FUTURE PERSONNEL NEEDS

The organizations having good internal training and development programmes will have to make less changes and adjustments. When the need arises, vacancies can be easily staffed. TO IMPROVE ORGANIZATIONAL CLIMATE

An endless chain of positive reactions result from a well planned training programme. TO IMPROVE HEALTH AND SAFETY

Proper training can prevent industrial accidents. A safer atmosphere leads to more stable attitudes on part of the employees.

PERSONAL GROWTH

Employees on a personal basis gain individually from their exposure to educational expressions. Training programmes give them wider awareness and skills.

NEED FOR TRAINING

To impart to the new entrants the basic knowledge and skills they need for

definite tasks. To assist employees to function more effectively in their present positions by

exposing them to new concepts. To build a line of competent people and prepare them to occupy more

responsible positions. To reduce the supervision time, wastage and spoilage of new material. To reduce the defects and minimize the industrial accidents. To ensure the economical output of the required quality. To prevent obsolescence. To promote individual and collective morale, responsibility and cooperative

attitudes etc.

TYPES OF TRAINING
Training is required for several purposes. Accordingly training programmes may be of the following types:
Orientation training: Induction or orientation training seeks to adjust newly

appointed employees to the work environment. Every new employee needs to be made fully familiar with his job, his superiors and subordinates and with the rules and regulations of the organization. Induction training creates self-confidence in the employees. It is also knows as pre-job training. It is brief and informative.
Job training: It refers to the training provided with a view to increase the knowledge

and skills of an employee for performance on the job. Employees may be taught the correct methods of handling equipment and machines used in a job. Such training helps to reduce accidents, waste and inefficiency in the performance of the job.
Safety training: Training provided to minimize accidents and damage to machinery

is known as safety training. It involves instruction in the use of safety devices and in safety consciousness.
Promotional training: It involves training of existing employees to enable them to

perform higher-level jobs. Employees with potential are selected and they are given training before their promotion, so that they do not find it difficult to shoulder the higher responsibilities of the new positions to which they are promoted.
Refresher training: When existing techniques become obsolete due to the

development of better techniques, employees have to be trained in the use of new methods and techniques. With the passage of time employee may forget some of the methods of doing work. Refresher training is designed to revive and refresh the 6

knowledge and to update the skills of the existing employees. Short-term refresher courses have become popular on account of rapid changes in technology and work methods. Refresher or re-training programmes are conducted to avoid obsolescence of knowledge and skills.

METHODS OF TRAINING
METHODS OF TRAINING

ON- THE- JOB METHODS

OFF- THE- JOB METHODS

Fig - Methods of Training

ON-THE-JOB TECHNIQUES On the job techniques enables managers to practice management skills, make mistakes and learn from their mistakes under the guidance of an experienced, competent manager. Some of the methods are as:

Job Rotation: It is also referred to as cross straining. It involves placing an employee on different jobs for periods of time ranging from a few hours to several weeks. At lower job levels, it normally consumes a short period, such as few hours or one or two days. At higher job levels, it may consume much larger periods because staff trainees may be learning complex functions and responsibilities.

Job rotation for managers usually involves temporary assignments that may range from several months to one or more years in various departments, plants and offices. Job rotation for trainees involves several short-term assignments, that touch a variety of skills and gives the trainees a greater understanding of how various work areas function. For middle and upper level management, it serves a slightly different function. At this stage, it involves lateral promotions, which last for one or more years. It involves a move to different work environment so that manager may develop competence in general management decision-making skills.

Enlarged and enriched job responsibilities: By giving an employee added job duties, and increasing the autonomy and responsibilities associated with the job, the firm allows an employee to learn a lot about the job, department and organization.

Job instruction training: It is also known as step-by-step training. Here, the trainer explains the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee. In simple words, it involves preparation, presentation, performance, and tryout and follow up.

Coaching: The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides the feedback to the trainee on his

performance and offers him some suggestions for improvement. Often the trainee shares some duties and responsibilities of the coach and relives him of his burden. A drawback is that the trainee may not have the freedom or opportunity to express his own ideas.

Committee assignments:

Here in, a group of trainees are given and asked to solve an actual organizational problem. The trainees solve the problem jointly. This develops team work and group cohesiveness feelings amongst the trainees. OFF-THE-JOB TRAINING It includes anything performed away from the employees job area or immediate work area. Two broad categories of it are: IN HOUSE PROGRAMMES These are conducted within the organizations own training facility; either by training specialists from HR department or by external consultant or a combination of both. OFF-SITE PROGRAMMES

It is held elsewhere and sponsored by an educational institution, a professional association, a government agency or an independent training and development firm.The various off- the- job-training programmes are as follows:

Vestibule

training:

Herein,

actual

work

conditions are simulated in a classroom. Material, files and equipment those are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semiskilled jobs. The duration of this training ranges from few days to a few weeks. Theory can be related to practice in this method.

Role-playing: It is defined as a method of human

interaction that involves realistic behaviour in imaginary situations. This method involves action doing and practice. The participants play the role of certain characters, such as production manager, HR manager, foreman, workers etc. This method is mostly used for developing interpersonal interactions and relations.

Lecture method: The lecture is a traditional

and direct method of instruction. The instruction organizes the material and gives it to the 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 this method is that it is direct and can be used for a large group of trainees.

Conference or discussion: It is a method in

training the clerical, professional and supervisory personnel. It involves a group of people who pose ideas, examine and share facts and data, test assumptions and draw conclusions, all of which contribute to the improvement of job performance. It has an advantage that it involves two-way communication and hence feedback is provided. The participants feel free to speak in small groups. Success depends upon the leadership qualities of the person who leads the group.

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Programmed instruction: This method has

become popular in recent years. The subject matter to be learned is presented in a series of carefully planned sequential units. These units are arranged from simple to mere complex levels of instructions. The trainee goes through these units by answering questions or filling the blanks. This method is expensive and time consuming.

EXECUTIVE DEVELOPMENT PROCESS

Executives are the people who shape the policies, make the decisions and see their implementation in any business organization. They are the president, the vice-president, the managing director, works manager, plant superintendent, controller, treasurer, office managers, engineers, directors of functions such as purchasing, research, personnel, legal, marketing etc. Executive development may be stated as the application of planned efforts for raising the performance standards of high level managers, and for improving the attitudes and activities that enter into or influence their work and their work relations. Following are the steps, which are involved in the development process of executives: development.

OBJECTIVES

The first and foremost step is to define the long- term objectives of training and development of executives.

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STRENGTH AND WEAKNESS

An inventory of managers is taken with special focus on their strength in terms of managerial skills and other attributes. Their unique capabilities, specialist knowledge and achievements are listed down against each. A comparison with the requirement of the organization will bring the gap in knowledge and skills of existing executive. This is the weakness. LONG- RANGE PLANS

Here the management prepares long-term training and development plans for their executives, which include the annual training targets, the annual budgets and the specific area of training. SHORT- TERM PROGRAMME

This programme specify the duration, starting time, ending time, number of executives being trained, identify the resources etc. IMPLEMENTATION

The training programme envisaged before is put into operation. The actual training is initiated by proper timetable and other arrangements. EVALUATION

In this step, the effectiveness of the executive training programme is evaluated by measuring the improved performance of executives who underwent the programme, on

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their job. There are various criteria of measuring effectiveness such as validity, reliability etc.

CHAPTER 2 SCOPE AND IMPORTANCE

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CHAPTER 2 SCOPE AND IMPORTANCE

Future needs of employees will be met through training and development programmes. Organizations take fresh diploma holders or graduates as apprentices or management trainees. They are absorbed after course completion. In the present industrial era, it is necessary to raise the skill levels and increase the versatility and adoptability of employees. Inadequate job performance a decline in productivity or changes resulting out of job redesigning or a technological break -through require some type of training and development efforts. As the jobs become more complex, the importance of employee development also increases in a rapidly changing society. "Employee training and development is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force." IMPORTANCE The aims at this project report are to Identification Of Training Needs And Employee Awarness Training & Development In Wimco, Campher and gain the partial knowledge of training and development program conduct by the H.R. Department of the company. To identify the level of job satisfaction in the employees of various department and gain the partial knowledge of job satisfaction program conduct by the H.R. Department company.

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OBJECTIVES OF THE STUDY

To study the various objectives of training and development programmes of the organization. To analyze the importance of training and development programmes for the organization. To know why organization uses training and development programmes. To determine the relationship between performance of training and development in the organization. To know whether it is beneficial for the organization or not.

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CHAPTER-3 COMPANY PROFILE

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CHAPTER 3 WIMCO

WIMCO LIMITED

An Introduction Wimco Limited Is a reputed manufacturer and exporter of Cardboard matches, Veneer Matches, Safety Matches, Match Box, Wax Matches, Matchbox with Veneer Inners, Carryline, Packaging Machinery, Tube Filling Machines, Jar Filling Machines, Cartoning Machines and Powder Filling Machines, etc. WIMCO is an ITC Company, which was incorporated on 7th September 1923. The company began its operation at Ambernath in Maharashtra and expanded its production facilities to Chennai (Tamil Nadu), Bareilly (Uttar Pradesh) and Kolkata (West Bengal). In 1975, the company was rechristened Wimco Limited. Wimco is the single largest safety matches manufacturer in India and is widely present in the Indian market through various brands of matches like- Ship, Homelites, Tekka, Horsehead, Three Mangoes, Cheeta Fight, Kapas and Arrow, to name a few. It is the first company in India, to introduce 'Karborised' safety matches, which leave no 'after-glow'. We are synonymous with superior quality, safe and consumer friendly goods. Having a wide distribution network, Wimco Limited has in recent times undertaken distribution of products of other companies, which deal in Shampoos, Throat Drops and Chewing 17

Gumlets. We also export our safety matches to various countries around the world. The company's export markets include UK, Singapore, Malaysia, UAE, Tanzania, Myanmar, Syria, Jordan, Sri Lanka, Nepan and Iran. Wimco also has an Engineering Division and an Agro Forestry business - "Wimco Seedlings Ltd." Our Engineering Wimco Engineering manufactures Tube Filling Machines, Jar Filling Machines, Cartoning Machines and Powder Filling Machines. Product Range Wimco Limited Is a reputed manufacturer and exporter of the following products:

Cardboard matches
o o o o

40 matchsticks of 42mm/matchbox 50 matchsticks of 42mm/matchbox 50 matchsticks of 47mm/matchbox 240 matchsticks of 47mm/matchbox

Veneer matches
o

50 matchsticks of 42mm/matchbox

Matchbox with Veneer Inners Matchbox with Cardboard Inners

40 matchsticks of 38mm/matchbox

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Matchbox with Veneer Inners

Wax matches
o o o o

40 matchsticks of 29mm/matchbox. 40 matchsticks of 32mm/matchbox. 50 matchsticks of 32mm/matchbox. 35 matchsticks of 27mm/matchbox.

Other products we provide include Safety Matches, Match Box, Matchbox with Veneer Inners, Carryline, Packaging Machinery, etc.

Primary Strengths of Wimco Safety Matches

Machine Made - Offers consistent quality, lights easily, does not get damp even during rainy seasons

Carborised - gets extinguished with a single puff - no after glow, no fear of burning tips falling on clothes

Fully mechanized production in all our factories Backed by the expertise of Swedish Match Over 80 years of manufacturing experience in India.

Quality & Infrastructure Highest quality standards are followed in our various manufacturing processes. An inhouse quality checking mechanism serves to ensure product quality on par with international standards. Our mechanical set-up follows advanced automated technology to ensure that we bring the best quality products. Stringent safety regulations and other

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required norms are fully followed at our factory to ensure steady supply of high quality products to our esteemed customers. Our Clients Our clientele in India includes the following well known companies:

Hindustan Lever Dabur Balsara Glaxo Smithkline Johnson & Johnson Glenmark Pharmaceuticals Pidilite Emami Cavinkare J L Morrison.

Company Profile Business Type Year of Establishment Export Markets Production Type Monthly Capacity Product Range

Exporter , Manufacturer 1923 Worldwide Automatic

No of Production Lines 4 factories of Match & 1 Factory for Engineering products

Production 36 crore match boxes per month and 11 machines per month for engineering division. Cardboard matches

40 matchsticks of 42mm/matchbox

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50 matchsticks of 42mm/matchbox 50 matchsticks of 47mm/matchbox 240 matchsticks of 47mm/matchbox

Veneer matches

50 matchsticks of 42mm/matchbox
o o

Matchbox with Veneer Inners Matchbox with Cardboard Inners

40 matchsticks of 38mm/matchbox
o

Matchbox with Veneer Inners

Wax matches

40 matchsticks of 29mm/matchbox. 40 matchsticks of 32mm/matchbox. 50 matchsticks of 32mm/matchbox.

35 matchsticks of 27mm/matchbox.

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CHAPTER-4 PRODUCT PROFILE

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CHAPTER 4 PRODUCT PROFILE

Carborised Match Box

Next >>

Product Code : W-01

Brand Name :Wimco

Product Specification
Carborised Match Box We offer safety matches that gives consistent quality, lights easily and it does not get damp even during rainy seasons. These gets extinguished with a single puff.

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Homelite Matchbox
<< Previous

Next >>

Product Code : W-02

Brand Name :Wimco

Product Specification
Homelite Matchbox We are specialized in providing safety wax match box that are of superior quality. The sticks of this match box burns with one strike without any sparkle. These safety wax matches sticks are available in different sizes.

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Karborised Wax Matches

<< Previous

Next >>

Product Code : W-03

Brand Name :Wimco

Product Specification
Karborised Wax Matches We manufacture wax safety matches whose splints are made of quality duplex board which are perfectly chopped tissue paper and wax splints. The wax matches are available in different lengths and sizes based on customers specification. Range: 40 matchsticks of 29mm, matchbox. 40 matchsticks of 32mm, matchbox. 50 matchsticks of 32mm, matchbox. 35 matchsticks of 27mm, matchbox.

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Wax Matches
<< Previous

Next >>

Product Code : W-04

Brand Name :Wimco

Product Specification
Wax Matches We offer our customers best quality of wax matches that burns for a longer period of time. These matches are easy to light and safe to use. Made paraffin wax paper, these matches do not damp and are safe to use. These are offered as per client's specific requirements and is offered at fair market prices. Range: 40 matchsticks of 29mm, matchbox. 40 matchsticks of 32mm, matchbox. 50 matchsticks of 32mm, matchbox. 35 matchsticks of 27mm, matchbox.

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Venner Matches
<< Previous

Next >>

Product Code : W-05

Brand Name :Wimco

Product Specification
We manufacture and export high quality veneer matches that are sturdy and moisture proof and stays without collapsing. These are safety matches and are of premium quality. Range: 50 matchsticks of 42mm, matchbox o Matchbox with veneer Inners o Matchbox with cardboard Inners 40 matchsticks of 38mm, matchbox o Matchbox with veneer Inners

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Cardboard Matches
<< Previous

Next >>

Product Code : W-06

Brand Name :Wimco

Product Specification
Cardboard Matches Made from quality material, our cardboard matches are provides extra glow for longer period of time. These matches can be lighten easily and are safe to use. Range: 40 matchsticks of 42mm, matchbox 50 matchsticks of 42mm, matchbox 50 matchsticks of 47mm, matchbox 240 matchsticks of 47mm, matchbox

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Veneer Safety Matches

<< Previous

Product Code : W-07

Brand Name :Wimco

Product Specification
Veneer Safety Matches We manufacture veneer safety matches which have a perfect sparking fire. These are sturdy and moisture proof and stays without collapsing. These are safety matches and are of premium quality. Range: 50 matchsticks of 42mm, matchbox o Matchbox with veneer Inners o Matchbox with cardboard Inners 40 matchsticks of 38mm, matchbox o Matchbox with veneer Inners

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Since 1961, Camphor & Allied Products Ltd. ( CAPL) has been a pioneer in the field of Terpene Chemistry in India. It established the first Synthetic Camphor plant with technology from Dupont, USA. We are India's largest manufacturers of variety of terpene chemicals and other speciality aroma chemicals. Our vast product range includes Synthetic Camphor, Terpineols, Pine Oils, Resins, Astrolide, and several other chemicals finding applications in vast array of industries ranging from Flavours & Fragrances, Pharmaceuticals, Soaps & Cosmetics, Rubber & Tyre, Paints & Varnishes and many more. Facilities With a foresight and vision to constantly tap new opportunities, CAPL has established new plant facilities in Baroda . In this plant we produce high value and technologically superior fragrance chemicals and intermediates , catering to the discerning needs of the fragrance and flavor industry .

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CAPL is conscious of protecting the environment, and has taken adequate measures to control effluent and air pollution. Plants Manufacturing Plant - Bareilly, U.P. We are pioneers in the field of Terpene chemistry in India, having established the first Synthetic Camphor plant with technology from DuPont of USA in 1964. The plant is located at Bareilly in West Uttar Pradesh, 250 km from New Delhi. It handles a volume of 20,000 tons of raw materials and finished products annually and incorporates the latest technology and equipment. We carry out all conceivable chemical operations such as fractionation, esterification, saponification, hydrogenation, dehydrogenation, oxidation, peroxidation, pyrolysis, etc. in the plant using equipment and technology that is constantly updated with time to keep pace with the latest advancements in chemistry and chemical engineering practices. Our vast product range includes Synthetic Camphor (all grades), Terpineols, Pine Oils, Isobornyl Acetate, Terpene Resins and many more. All processes are monitored by well-trained technical personnel with the help of latest instrumentation and quality control. The plant is totally free of air and liquid pollution and maintains strict vigil all the time to protect environment and people.

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Manufacturing Plant - Baroda, Gujarat. A stateofthe-art manufacturing facility was set up at Nandesari, Baroda (45 minutes by air from Mumbai) in 1999, to manufacture high value fragrance chemicals and fragrance chemical intermediates based on in-house technology. Products manufactured at this plant are of international standard and are well accepted in markets abroad and at home. Enthused by the results and future prospects, we undertook a substantial expansion of the plant for enhancing the capacity of existing products and adding more fragrance chemicals and intermediates to the product range. This expansion was completed in September 2004. The plant has a capacity to produce several hundred tons of Alpha Pinene Epoxide, Alpha Campholenic Aldehyde, Dihydromyrcenol, Astrolide and Sandalica. A majority of the production is exported to Europe, UK, USA, and the Far East. We are proficient at carrying out chemical processes such as hydrogenation, pyrolysis, epoxidation, alkylation, isomerization, oxidation, hydrolysis, hydration etc. These reactions are carried out under widely varying temperatures ranging from 40C to 600C, and pressures ranging from 1 mm Hg to 30 kg/cm2. It is possible to operate under such diversified conditions by using latest instrumentation, utilities and a well-trained technical staff. Our quality control laboratory is eminently capable of monitoring and controlling all processes and streams. An independently functioning quality assurance section ensures that products leaving the premises are always of specification quality.

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Handling extremely sensitive chemicals like peracetic acid and propylene oxide, and hazardous processes like hydrogenation, pyrolysis, epoxidation etc require a high degree of safety measures. We have provided the latest instrumentation to monitor and operate these reactions under safe conditions. We also have our own captive power plant to provide uninterrupted power for the safety of the plant. We pay utmost attention to packing our products and ensure they are handled safely, cleansed completely, and reach our customers without any damage or contamination. We have certified auto filling stations so that accurate amounts of our products can be filled into containers. Alternatives for packing are HMHDPE Drums,Epoxy Coated drums, IBCs and Isotanks for bulk shipments. We can also palletize the cargo upon specific requests from the customer. As a companys policy of working in harmony with nature, the verdant surroundings have been left untouched and the plant has been designed and built amidst trees. Great care is taken at all times to protect the environment. Efficient effluent treatment plant controls the plant effluent to pollution limits set by the authority. The plant is free of air and water pollution.

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PRODUCTS Fragrance Chemicals We have provided detailed information for each product in terms of Specifications. To request for additional information, samples and quotes, please check the box against the product and submit with/without comments Amberone Pale yellow viscous liquid. Labdannum, ciste, amber odour Astromeran Colourless to pale yellow , Musk,woody,spicy,floral odour Astrone Clear liquid colourless to pale yellow , woody,balsamic,floral,pine odour Astrolide Colourless liquid. Clean, powerful, long lasting musk odour (Galaxolide equivalent) Capinone Colourless to pale yellow liquid, rich, sweet and woody odour. Dihydroterpineol Piney, woody odour Dihydroterpinyl Acetate Citrus fresh, pine needle odour. Fenchone Pale yellow liquid. Strong camphoraceous odour. Isoborneol White crystalline powder. Piney camphoraceous odour.

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Isobornyl Acetate Colourless liquid. Pine needle camphoraceous odour. Ketone 101 Pale yellow liquid. Sweet, earthy, woody and slightly camphoraceous odour with tobacco suggestion, reminiscent of patchouli oil Terpineol Pale yellow to colourless liquid. Sweet, piney, pleasant, lilac character. Terpinyl Acetate Colourless liquid - fresh bergamot Lavender odour Citwanene Having pleasant citrus character with woody back note Isolongifolene Colourless to pale yellow liquid. Characteristic odour. Longifolene Colourless to pale yellow liquid. Characteristic terpenic odour.

Pharmaceutical Products Camphor EP/USP/BP/DAB/JP White granular powder. Topical anti-infective and antipruritic. Terpineol BP Colourless liquid. Sweet, pleasant, lilac odour. Anti-septic.

Industrial Chemicals Alpha Pinene Epoxide Clear colourless liquid

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Alpha Campholenic Aldehyde Light pale yellow clear liquid sweet, woody odour. Camphene Starting material for sandalwood type aroma chemicals Camphor White crystalline material. Characteristic penetrating odour Camphor oil Colourless to pale yellow. Camphoraceous odour Capolene Colourless to pale yellow liquid Capolyte CP Resin Tackifying agents. Distilled turpentine Pale yellow liquid. Solvent in paint and lacquer industry Dipentene Colourless to pale yellow liquid. Solvent Para Cymene Very light yellow clear liquid Para Menthane Hydroperoxide Polymerisation initiator for synthetic rubber Pinene Hydroperoxide Polymerisation initiator for synthetic rubber Pine Tars Dark brown viscous liquid.Tackifier. Pine Oils Colourless to pale yellow liquid. Sweet, pleasant, piney, floral odour.

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Sodium Acetate Trihydrate Colourless or white crystalline powder.

R & D CENTER Malti-Chem Research Centre From the very beginning CAPL has been focused on in-house research and development. An R&D centre, Malti Chem research Centre, was established in 1974 to carry out extensive work on Terpene chemistry. Which is why, it has been successful in utilizing every constituent of turpentine and has developed several new products for the first time. Host of chemicals were added in production line based on in-house R&D. It has developed several specialty chemicals catering to diverse industries such as soaps and detergents, cosmetics, flavors and fragrances, paints and varnishes, rubber and tyre, pharmaceuticals and many more. Malti Chem research centre has well equipped bench scale laboratories to carry out various organic reactions. It has the facility to carry out high pressure reactions and has various lab scale fractionating columns for separation. It has adequate analytical facility to support the research work. It also has fully equipped pilot plant alongwith utilities to scale up the processes. Pilot plant is equipped with various types of glass as well as SS reactors of different capacities, autoclave, fractionating columns etc. R&D has the capability to carry out various organic reactions like Aldol condensation, Oxidation, Reduction, Hydrogenation, Hydration, Acetylation, Esterification, Isomerization, Epoxidation and many more in gm as well as in Kg scale.

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Having successfully developed our own expertise for in-house research, we are now exploring new frontiers and are currently updating our equipment and facilities to ensure we are globally competitive and in line with international standards.

CHAPTER-5 RESEARCH METHODOLOGY

38

CHAPTER 5 RESEARCH METHODOLOGY

Research Methods may be understood as all those methods /techniques that are used for conduction of research. Research methods or techniques refers to the methods the researchers use in performing research operations. Research Methodology is a way to systematically solve the research problem. Thus when we talk of research methodology we not only talk of the research methods but also consider the logic behind the methods we use in the context of in the context of our research study. There are many types of research methods as analysis of historical records, analysis of documents, personnel interview, focused interview, group interview, telephone survey etc. Research process consists of series of actions or steps necessary to effectively carry out research. The following diagram shows the research process

RESEARCH DESIGN It is plan, structured strategy of investigation, conceived so as to obtain answers to research questions and to control variance. A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The research design is the conceptual structure within which the research is conducted.

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There are various methods to conduct a research like, TYPES OF RESEARCH DESIGN In this project, I have used Exploratry research & sample survey where the universe is small one as only Executive members and Departmental Heads were survey to formulate a new system. Since the time period was limited and the company personnel were busy, the sample survey was limited to the Executive Staff Members and the Departmental Heads. The selected respondents are technically called sample. a) Population The first step in developing any sample design is to clearly define the set of objects, technically called the Universe. In this research, the population under observation is finite, consisting of staff members.. b) Sampling Unit Department- Sections-Managers Staff(employees) The list of Managerial and Non Managerial staff was provided by the HR Department of Wimco & Campher. c) Sampling Frame The elementary units or the group of such units may form the basis of sampling process in which case they are called as sampling units. A list containing all such sampling units is known as sampling frame. Thus sampling frame consists of a list of items from which the sample is to be drawn.

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d) Sample size: 50

4 Managers + 46 Employees Extent: WIMCO, CAMPHER

DATA COLLECTION PRIMARY DATA: This data can be collected either through experiment or through survey. If the experiment is conducted then there would be quantitative measurements, in the case of a survey, any one or more of the following can collect data; By observation Through personal interview Through telephone interview

SECONDARY DATA: This is the data collected through the literatures and the journals that are already available and easily available to the researcher in the library or on the websites these are the data, which has been used by other also for any kind of their use. Research problem is to find that whether there is a significant difference between the capability & Morale of the employee if it has been selected from either external or internal sources

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CHAPTER-6 FINDINGS AND ANALYSIS

42

CHAPTER 6 FINDINGS AND ANALYSIS

1. Is employee permitted time of from work to training? Table No. 1 S.No. 1. 2. 3. 4. Options With Pay Without Pay Only other workers Only in special cases Graph No. 1 Percentage 40% 40% 10% 10%

10% 10% 40% With Pay Without Pay 40% Only other workers Only in special cases

INTERPRETATION: 40% people said With pay, 40% people said Without Pay, 10% people said only other worders & only in special cases.

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2. Is in housing training provide to the employees?

Table No. 2 S.No. 1. 2. 3. 4. Options No Yes, With training Directors Yes, Conducted by Supertend, HRD Yes, Conducted by out sources Percentage 10% 10% 30% 30%

Graph No. 2

12% 38% 12%

No Yes, With training Directors

38%

Yes, Conducted by Supertend, HRD Yes, Conducted by out sources

INTERPRETATION: 10% people said No, 10% people said Yes with training directors, 10% people said Yes, conducted by supertend HRD, 30% people said Yes Conducted by out sources. .

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3. Are training need regular assign your company? Table No. 3 S.No. 1. 2. 3. Options Human recourses Outside constraint Departmental head Percentage 40% 40% 20%

Graph No. 3

20% 40% Departm ental head

Outside constraint 40% Human recourses

INTERPRETATION: 40% people said Human recourses, 40% people said Outside constraint, 20% people said Departmental head.

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4. Company sponsored training & D. program include? Table No. 4 S.No. 1. 2. 3. 4. Options Leadership Development Course Communication Development Course Certification Program Seminar & Workshop Percentage 30% 30% 20% 20%

Graph No. 4

20%

30%

Leadership Developm Course ent Comm unication Developm Course ent Certification Program

20% 30%

Seminar & Workshop

INTERPRETATION: 30% people said leadership development course, 30% Communication Development Course, 20% Certification program, 20% seminar & workshop

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5. Which of the following training opportunities you get? Table No. 5 S.No. 1. 2. 3. 4. Options Leadership training Executive training Technical training Computer training Percentage 40% 30% 10% 20%

Graph No. 5

20% 40% 10% Leadership training Executive training Technical training 30% Com puter training

INTERPRETATION: 40% said Leadership training, 30% said Executive training, 10% said Technical training, 20% said Computer training

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6. Do you conduct or participate in any Govt. training program? Table No. 6 S.No. 1. 2. Options Yes No Percentage 60% 40%

Graph No. 6

40%

60%

Yes

No

INTERPRETATION: 60% people said Yes, 40% people said No

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Q.7. Are you getting training and development in your organization?

Table No. 7 S.No. 1. 2. 3. Options Individually In team Both Percentage 50% 40% 10%

Graph No. 7

10%

Individually 50% 40% In team Both

INTERPRETATION:50% of the employees of this organization are getting training individually, 40% of the respondents are getting training in team and rest 10 % of the employees are in favor of both type of training.

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Q.8. Do you know the basic objective of training and development?

Table No. 8 S.No. 1. 2. 3. Options Fully Partially No Percentage 30% 60% 10%

Graph No. 8

INTERPRETATION:30% of the employees know the basic objective of training and development fully, 60% of the respondents know the basic objective of training and development partially and remaining 10% of the employees do not know the basic objective of training and development at all.

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Q.9. Which training methods is adopted by your organization? Table No. 9

S.No. 1. 2.

Options On-the-job training Off the job training

Percentage 85% 15%

Graph No. 9

15%

On-the-job training Off the job training

85%

INTERPRETATION:85% of the employees feels that onthe job training method is adopted by the organization, while remaining 15% of the employees feels that off the job training method is adopted.

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Q.10. Which technique of On- the job training are used in the organization ? Table No. 10 S.No. 1. 2. 3. Options Job instruction training Coaching Mentoring Percentage 60% 25% 15%

Graph No. 10

15%

Job instruction training 25% 60% Coaching Mentoring

INTERPRETATION:-

52

60% of the employees said that job instruction training method is used , 25% of the employees said that coaching method is used while the remaining 15% of the employees said that mentoring is used.

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Q.11. Which technique of off the job training is used in the organization ? Table No. 11

S.No. 1. 2. 3. 4.

Options Equipment simulators In-basket exercises Case studies Role playing

Percentage 55 20 15 10

Graph No. 11

INTERPRETATION: 55 % of the employees said that equipment simulators were used, 20% of the employees said that in basket simulators method is used , 15% of the employees said that case studies while remaining 10% of the employees said that role plays method is used.

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Q.12. Who is providing the training to you? Table No. 12

S.No. 1. 2. 3. 4.

Options Members of the personnel staff Outsides consultants Yours supervisors Faculty members at universities

Percentage 20% 10% 50% 20%

Graph No. 12

INTERPRETATION:20% of the employees said that training is provided by members of the personnel staff, 10% of the employees said that training is provided by outside consultants, 50% of the employees said that training is provided by their supervisors and remaining 20% said that training is provided by faculty members at universities.

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Question .13. Which factor is more focused during your training program ?

Table No. 13 S.No. 1. 2. 3. Options Providing knowledge Increasing skills Changing attitudes Percentage 28 % 45 % 27 %

Graph No. 13

27%

28% Providingknowledge Increasingskills Changing attitudes

45%

INTERPRETATION:

56

28 % said that focus of training is more on knowledge ,45 % said that it is more on increasing skills while remaining 27 % said that there focus is on changing attitude.

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Q.14 Are you satisfied with organization?

the training and development provided by the

Table No. 14

S.No. 1. 2. 3.

Options Yes No Cant say

Percentage 60% 10% 30%

Graph No. 14

INTERPRETATION:60% of the employees were satisfied by the training and development provided by the organization, 10% of the respondents were not satisfied and remaining 30% of the employees cant say anything about it.

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Q.15. Due to what reason you are dissatisfied with the training and development provided by your organization?

Table No. 15

S.No. 1. 2. 3.

Options Lack of proper arrangement Lack of interest of supervisors No feedback

Percentage 48 % 30 % 22 %

Graph No. 15

22%

Lack of proper arrangem ent 48% Lack of interest of supervisors No feedback

30%

59

INTERPRETATION : 48 % of the employees are dissatisfied due to lack of proper arrangement ,30 % are dissatisfied due to lack of interest of supervisors while remaining employees are dissatisfied as feedback was not focused there.

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Q.16. Does training is helpful as well as a necessary step in the organization? Table No. 16

S.No. 1. 2.

Options Yes No

Percentage 94 % 6%

Graph No. 16

6%

Yes No

94%

INTERPRETATAION: 94 % the employees feels that training is helpful as well as a necessary step in the organization while remaining 6 % of the employees does not feels so.

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CHAPTER-7 CONCLUSION

62

CHAPTER 7 CONCLUSION
Training is considered as a positive step towards augmentation of the knowledge base by the respondents. The objectives of the training programmes were broadly known to the respondents prior to attending them. The training programmes were adequately designed to cater to the developmental needs of the respondents. Some of the respondents suggested that the time period of the training programmes were less and thus need to be increased. Some of the respondents also suggested that use of latest training methods will enhance the effectiveness of the training programmes. Some respondents believe that the training sessions could be made more exciting if the sessions had been more interactive and in line with the current practices in the market. The training aids used were helpful in improving the overall effectiveness of the training programmes. The training programmes were able to improve on-the-job efficiency. Some respondents also recommended that the number of training programmes be increased.

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CHAPTER-8 SUGGESTIONS AND RECOMMENDATIONS

64

CHAPTER 8 SUGGESTIONS AND RECOMMENDATIONS

Learning should be made one of the fundamental values of the company. Company should ensure that training contributes to competitive strategies of the firm. Different strategies need different HR skills for implementation. Let training help employees at all level acquire the needed skills. The company should create a system to evaluate the effectiveness of training. There should be a comprehensive and systematic approach to training exists, and training and retraining are done at all levels on a continuous and ongoing basis. There should be a proper linkage among organizational, operational and individual training needs.

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CHAPTER-9 LIMITATIONS

66

CHAPTER 9 LIMITATIONS
Every study is bound by limitations and as such this is no exceptions.

The study was conducted under the assumption that the information given by the respondents is not authentic.

The analysis and suggestion are given only with respect to HR aspects as technical suggestion with respect to the product could not be given. Confidential matters were not disclosed by the company.

There were time constraints. There should biasness in the report.

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BIBLIOGRAPHY

68

BIBLIOGRAPHY
BOOKS:

Aswathappa, K, Human Resource and Personnel Management, Tata Hill Publication Pvt. Limited,3rd edition,2010.

McGraw-

Dessler, Human Resource Management, Prentice-Hall, 9th edition, Kothari C.R., Research Methodology- Methods and techniques, new age international publishers, 2007, 2nd edition,

Sahu R.K. Training for Development (Excel Books 1st Ed) Hall Calvin S.et al- Theories of Personality(Wiley-India Text Books, 4th Ed)

Websites http://traininganddevelopment.naukrihub.com/ http://en.wikipedia.org/wiki/Training_and_development http://www.businessballs.com/traindev.htm http://www.simbhaolisugars.com/

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ANNEXURE

70

QUESTIONNAIRE
1. Is employee permitted time of from work to training? a. With Pay b. Without Pay c. Only other workers d. Only in special cases

2. Is in housing training provide to the employees? a. No b. Yes, With training Directors c. Yes, Conducted by Supertend, HRD d. Yes, Conducted by out sources

3. Are training need regular assign your company? a. Human recourses b. Outside constraint c. Departmental head

4. Company sponsored training & D. program include? a. Leadership Development Course b. Communication Development Course c. Certification Program d. Seminar & Workshop 71

5. Which of the following training opportunities you get? a. Leadership training b. Executive training c. Technical training d. Computer training

6. Do you conduct or participate in any Govt. training program? a. Yes b. No

7. Are you getting training and development in your organization? a. Individually b. In team c. Both

8. Do you know the basic objective of training and development? a. Fully b. Partially c. No

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9. Which training methods is adopted by your organization? a. Off the job training b. On-the-job training

10. Which technique of On- the job training are used in the organization ? a. Job instruction training b. Coaching c. Mentoring

11. Which technique of off the job training is used in the organization ? a. Equipment simulators b. In-basket exercises c. Case studies d. Role playing

12. Who is providing the training to you? a. Members of the personnel staff b. Outsides consultants c. Yours supervisors d. Faculty members at universities

13. Which factor is more focused during your training program ? a. Providing knowledge b. Increasing skills c. Changing attitudes

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14 Are you satisfied with the training and development provided by the organization? a. Yes b. No c. Cant say

15. Due to what reason you are dissatisfied with the training and development provided by your organization? a. Lack of proper arrangement b. Lack of interest of supervisors c. No feedback

16. Does training is helpful as well as a necessary step in the organization? a. Yes b. No

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