A

SUMMER TRAINING PROJECT REPORT

ON
“TRAINING AND DEVELOPMENT”
AT ‘‘UPPER DOAB SUGAR MILL’’ SHAMLI

SUBMITTED IN PARTIAL FULFILLMENT FOR THE

REQUIRMENT FOR
AWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
Session: 2016-2017

UNDER GUIDANCE OF: SUBMITTED BY

Mr. Mohit Singhal Naincy Malik
(Faculty in MBA dept.) Roll no.-1633670016
 ACKNOLEDGEMENT

In writing this report entitled ‘‘UPPER DOAB SUGAR MILL’’, I have greatly benefited by

my visits to the company where I got the opportunity of studying the practical working of the

Human Resource department.

I would like to thanks our Director sir Dr. GAURAV SINHA & members of Roorkee

Engineering and Management Technology Institute for giving me chance to work on this

project. I am also thankful to our Head of Department, Mr. ABHISHEK BAGLA, internal

guide Mr. Mohit Singhal for their effective guidance regarding the project and support.

My sincere and deepest thanks to MR. ANSHUL GARG (Human Resource Manager,

UPPER DOAB SUGAR MILL)

Last but not least, I express my gratitude to my family and friends for prov iding me with all

the support during the study.

NAINCY MALIK

ROLL NO. 1633670016

 DECLARATION

I hereby declare that the project titled “Training and Development” is an original piece of

research work carried out by me under the guidance and supervision of Mr. Mohit Singhal

The information has been collected from genuine and authentic sources. The work has been

submitted in partial fulfillment of MASTER OF BUSINESS ADMINISTRATION of Uttar

Pradesh Technical University, LUCKNOW.

Place : Shamli Naincy Malik

Date Roll No. -1633670016

 PREFACE

In an institute, a student learns about theoretical concepts from the books. Nevertheless, in

the present day scenario, environment surrounding the business is complex & dynamic and

the industries are the so much diversified & specialized that it requires Manager wholesomely

nourished with knowledge and skills in their respective fields of specialization. Exposure is

the key in building good further managers.

For this reason, UTTAR PRADESH TECHNICAL UNIVERSITY designed a scheme

under which the students of MBA to do work on the related project. I have gained a lot of

practicable experience during the work on project. This report has been written in simple

language specifying on the subject “Training and Development” in an organization. Any

omission or errors are deeply regretted.

 EXECUTIVE SUMMARY

Theoretical knowledge is always incomplete without its practical implication like gun

without bullet. Seeing the necessity of the practical knowledge the MBA curriculum is

designed in such a manner so as to impart the opportunity to students for enough exposure to

the corporate world.

 Table of content

1. Introduction of company

2. Introduction of topic

3. Objective of the study

4. Scope of the study

5. Literature Review

6. Importance of the study

7. Research Methodology

8. Data Analysis

9. Limitations

10. Recommendations

11. Conclusion

12. Annexure

 Questionnaire

 Bibliography
COMPANY

PROFILE
 INTRODUCTION

Sir Shadi Lal Enterprises Limited was established as a Corporate

Body in the year 1933 under the name "The Upper Doab Sugar

Mills Limited" by the Rt. Hon'ble Sir Shadi Lal. Sir Shadi Lal

passed his M.A. from the Government College at Lahore in the

year 1894, where he stood first in the whole of Punjab. In the year

1898 he distinguished himself in Civil Law from the Balliol

College, Oxford University in England. In the year 1913, he was

appointed as a Judge in Punjab Chief Court. In the year 1920, he

took over as Chief Justice of Lahore High Court and became the

first Indian Chief Justice of any High Court in India and served in

this capacity till the year 1934. Thereafter, he was appointed as a

member of the Judicial Committee of the Privy Council in

London, then the highest Court of appeal for Indian High Courts

and worked for four years till ill health forced him back to India.

With a broad outlook and a fearless approach to work, Sir Shadi Lal at heart was a true Indian

respected for his high morals and principles. A chain of charitable institutions, schools and

hospitals continue to work in his eternal memory. Sir Shadi Lal's sons, Lala Rajendra

Lal and Lala Narendra Lal successfully carried the vision of their father. They were highly

qualified having studied in India and abroad. In 1982, the name of company was changed to

Sir Shadi Lal Enterprises Limited. In 1985, Lala Rajendra Lal passed away and the

responsibility came to the shoulders of Lala Narendra Lal of taking the Company forward.
During their tenure, the Company's business prospered and manufacturing capacities of all

the units were enhanced substantially. In 2001, Lala Narendra Lal passed away, and the

responsibility of taking the Company forward was handed over to Ms.RupaLal, and

Mr.RajatLal,asManagingDirectors.

In 2004, after the untimely death of Ms. Rupa Lal, her nephew, Mr. VivekViswanathan,

joined the Company as a Whole-time Director and became Joint Managing Director in 2010.

In the year 2006, Shri Onke Aggarwal was elected as the Chairman of the Company.

With the untiring efforts of all of them, the Company has become one of the efficient and

modern entities in Western Uttar Pradesh. All the working Directors of the Company are well

qualified and have an excellent understanding of the operation of the Company. At present

the Company has three manufacturing units comprising of two sugar units and one distillery

unit.
 VISION

To establish an integrated sugar complex that would include the manufacture of sugar,

industrial & potable alcohol, ethanol, co-generation facilities and other related products.

MISSION

To achieve sustainable growth through:

• By constant up-gradation and modernization of plant and machinery, and adapting

modern business tools and techniques to our business operations.

• By creating an environment that fosters and encourages professional management. By

traversing the path from selling sugar as a commodity, to that of a branded product.

• By increasing the capacity of our distillery.

• By maximizing shareholders wealth.

 BOARD OF DIRECTORS

"The present strength of the Board of Directors is eight. The Board is primarily responsible

for overall direction of the Company's activities. All the Directors have good understanding

of important business aspects, both generic and specific to the Company."

1. ShriOnkeAggarwal, Chairman 2. ShriRajatLal, Managing Director

ShriVivekViswanathan, Joint Managing

3. 4. Shri Rahul Lal, Executive Director
Director

5. ShriHemantpatSinghania, Director 6. Shri R.L. Srivastava, Director

Smt. RadhikaViswanathanHoon,
7. Shri R.C. Sharma, Director 8.
Director
 MANAGERIAL STAFF

"Senior qualified and experienced professionals in their respective areas assist Board of

Directors." Details of Senior Management Personnel are as detailed below:

Sl No. Name Designation Age Qualifications Experience

1. ShriP.K.Goyal CFO cum 61 B.Sc., F.C.A., A.C.S. 36 Years

Company

Secretary

2. Shri S. Sen. Vice President 53 B.A. (Hons.) LLB, P.G. 30 Years

Sharma (Legal & Diploma in Personal &

Administration) Industrial Relations

3. ShriSushilGarg Vice President 60 B.Tech, B.O.E 27 Years

(Engineering)

UDSM

4. Dr. Vice President 56 M.Sc., Ph.D. 28 Years

PradeepSachdeva (Cane) (Unn

Sugar Complex)
5. ShriPankajAgarwal General Manager 46 B.Sc. ANSI 25 Years

(Production)

UDSM

6. ShriAtulGoel G.M.(Production) 53 B.Sc. ANSI 32 Years

Unn Sugar

Complex

7. Shri Anil Gupta General Manager 47 B.Sc. Dip. In Mech. 28 Years

(Engg.) Unn Engg.

Sugar Complex

8. ShriR.S.Sahrawat General Manager 41 M.Sc. (Agronomy) 19 Years

(Cane) UDSM

9. Shri S.P. Singh General Manager 61 M.Sc., DIFAT 38 Years

Shamli Distillery
 Procurement of Sugarcane

Sugarcane is broadly classified into three varieties - early,

general and unapproved. Cane is sowed during February

and October every year. The first seed growth is known as

the plant and subsequent growth after harvesting from the

stem is known as Ratoon. The early variety has more

sugar content than the general variety. Cane Yard

Every farmer within the command area of the Mill is

provided with a calendar, which tells him when he can

expect a Mill Supply Ticket (Purchy), against which he

will deliver the sugarcane.

Cart-Weightment Cabin

He then harvests the cane and transports it either in a

bullock cart or tractor trolley to the mill. Cane is also

bought at the mill's own centers within the command area.

This cane is then transported in trucks or through rail to

the mill.
Trolley Weightment Cabin
 MANUFACTURING PROCESS

The manufacturing of sugar begins when harvested cane is received at the mill gate, after

which cane is weighed on the platform type weighbridges. This has the weight recording

arrangement linked to a computer that records the gross and net weights as well as the price

payable to the farmers. Cart cane gets unloaded directly into the cane carrier and tractor

trolleys whereas truck cane is unloaded with the help of overhead traveling cranes. Cane is

weighed using an electronic weighbridge and unloaded into cane carriers. It is then prepared

for milling by knives and shredders. Sugarcane juice is then extracted by pressing the

prepared cane through mills.

Each mill consists of three rollers: 1. Extracted juice mixed with water is weighed and sent to

the boiling house for further processing. Residual bagasse is sent to boilers for use as fuel for

steam generation 2. This juice is heated and then treated with milk of lime and sulphur

dioxide. The treated juice is then further heated and sent to clarifiers for continuous settling.

The settled mud is filtered by vacuum filters and filtered juice is returned to be further

processed while the oliver cake is sent out 3. The clear juice is evaporated to a syrup stage,

bleached by sulphur dioxide and then sent to vacuum pans for further concentration and sugar

grain formation. Crystals are developed to a desired size and the crystallized mass is then

dropped in the crystallizers to exhaust the mother liquor of its sugar as much as possible. This
is then centrifuged for separating the crystals from molasses. The molasses is re-boiled for

further crystallization.

Thus, the original syrup is desugarised progressively (normally three times) till finally, a

viscous liquid is obtained from which sugar can no longer be recovered economically. This

liquid, which is called final molasses, is sent to the distillery for making alcohol. The sugar

thus is separated from molasses in the centrifuge is dried, bagged (50 Kg and 100 Kg),

weighed and sent to storage houses. Sugar is made in different sizes and accordingly

classified into various grades i.e. large, medium and small.

 BY - PRODUCTS OF THE SUGAR MAKING PROCESS

(i)Molasses

Molasses is the only by-product obtained in the

preparation of sugar through repeated crystallization. The

yield of molasses per ton of sugarcane varies in the range

of 4.5% to 5%. Molasses is mainly used for the

manufacture of alcohol, yeast and cattle feed.

Alcohol in turn is used to produce ethanol, rectified spirit,

potable liquor and downstream value added chemicals

such as acetone, acetic acid, butanol, acetic anhydride,

MEG etc.
Molasses Storage Tank

The state government controls the export of molasses

through export licenses issued every quarter. Molasses

and alcohol-based industries were decontrolled in 1993

and are now being controlled by respective state

government policies. Nearly the industrial alcohol

manufacturers consume 90% of molasses produced and

the remaining 10% is consumed by the potable alcohol

sector.
11111

(ii)Bagasse

Bagasse is a fibrous residue of cane stalk that is obtained

after crushing and extraction of juice. It consists of water,

fiber and relatively small quantities of soluble solids. The

composition of bagasse varies based on the variety of

sugarcane, maturity of cane, method of harvesting and the

efficiency of the sugar mill.

Bagasse is usually used as a combustible in furnaces to

produce steam, which in turn is used to generate power. It

Bagasse Yard
is also used as a raw material for production of paper and

as feedstock for cattle. By making use of bagasse sugar

mills have been successful in reducing their dependence

on the State Electricity Boards, for their power supply as

it can procure up to 90-95% of its total power requirement

through captive generation from steam turbines.

11111

(iii)Press-mud

Press mud, also known as oliver cake or press cake, is the

residual output after the filtration of the juice. It is mixed

with spent wash from the distillery and cultivated to

Bio-Composing Process
produce high quality bio-manure.

COMPANY ETHICS & SOCIAL RESPONSBILITIES

The Management of this Company believes in ethical management practices and implements

them in true spirits. They are extremely sensitive towards their social commitment

obligations from the very beginning. Few years back, Company established a full-fledged

Hospital with adequate indoor beds and other equipments, like X-Ray Machine etc., at

Shamli, known as Sir ShadiLal Memorial Hospital and the same was handed over to the State

Government. A big Community Hall costing more than Rs. 40 lakhs was built in the heart of

the city of Shamli and the Company contributed more than 50 per cent of the cost of

construction.

The repair work of the roads of the command area is taken on a regular basis. Regular

donations are given to the various Voluntary Organizations and other welfare organizations,

for organizing Eye Camps, Family Planning Camps and other activities at Shamli. The

Company also undertakes on a regular basis recreational programmes at Shamli and the

District Exhibition at Muzaffarnagar.

 INDUSTRIAL RELATIONS

The Industrial Relations in all the units of the Company are extremely harmonious due to

utmost sense & fair policies on the part of the Management creating a lasting peace with

mutual trust and confidence. The Company is paying all the statutory dues well in time and

have number of schemes, like free education to the children of the workers up to VIIIth class,

free medical checkup at a Hospital having qualified Doctors, Contribution to Schemes having

an object of Welfare of Employees, Canteen facilities, Sports facilities and recreational

events
SHARE HOLDERS

The management of the Company has rewarded its shareholders by way of bonus shares. Out

of the total issued, subscribed and paid-up capital of 35 Lakh equity shares of the Company,

bonus shares issued from time to time comprise of more than 90% of the share capital.

“Equity shares of the company have been listed for trading at Bombay Stock Exchange w.e.f.

August, 10, 2007 in B-I Group.”

Mr. P.K. Goyal

Company Secretary - pkgoel_udsm@yahoo.com
TRAINING AND

DEVELOPMENT
 TRAINING AND DEVELOPMENT

INTRODUCTION
Organization and individual should develop and progress simultaneously for their survival

and attainment of mutual goals. So, every modern management has to develop the

organization through human resource development. Employee training is the most important

sub system of human resource development. Training is a specialized function and is one of

the fundamental operative functions for human resource management. 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.

Organization provide managerial skills to employees at all levels, in addition to technical

skills Managerial skills are provided through management development programmeswhereas

technical skills are provided through training. Thus, while the former refers to training given

to employees in the areas of operations, technical and allied areas, the latter refers to

developing an employee in the areas of principles and techniques of management,

administration, organization and allied areas.

TRAINING

Training may be defined as systematized tailor made programme to suit needs of a particular

organization for developing certain attitudes, actions, skills and abilities and employees

irrespective of their functional levels. Training means learning the basic skills and knowledge

necessary for particular job or a group of jobs. In other words, training is the act of increasing

the knowledge for doing a particular job.

DEVELOPMENT
Development on the other hand means growth of the individuals in all respects. All

organization works for the development of its executive or potential executive in order to

enable them to be more effective in performing the various functions of management.

Management development is a systematic process of growth and development by which the

managers develop their abilities to manage. It is concerned with improving the performance

of the managers by giving them opportunities for growth and development, which in turn

depends on organization structure of the company

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT

TRAINING DEVELOPMENT

1. Training means learning skills and 1. Development means the growth of an

knowledge for doing a particular job. It employee in all respects. It shapes attitude.

increases job skills

2. The term training is generally used to

2. The term development is associated with
denote imparting specific skills among
the overall growth of executives.
operative workers and employees.

3. Training is a short term perspective as it is

3. Development seeks to develop competence
concerned with maintaining &improving
& skills for future performance so it is long
current job performance.
term.
4. Training is job centered in nature.
4. Development is career oriented.
5. Training is designed for non managers
5. Development involves managers.
6. The role of trainer is very important.
6. All development is self development.
 Thus executive has to be internally motivated

for self development.

TRAINING

Training improves changes and moulds the employee’s knowledge, skill, behavior, aptitude

and attitude towards the requirements of the job and the organization. It trains the employee

for the current as well as intended jobs.

According to STEINMEZ-“Training is a short term process utilizing a systematic and

organized procedure by which non managerial personnel learn technical knowledge and

skills.”

OBJECTIVES OF TRAINING

1. Change in technology:-

Technology is changing at a fast pace. The workers must learn new technique to make

use of advanced technology.

2. To increase productivity :-

Increased human performance often directly leads to increased operational

productivity and increased company profits.

3. To improve quality:-

Better trained workers are less likely to make operational mistakes. Hence the better

quality of products or services is produced.

4. Effective utilization:-

Material and equipment and costs can be often cut by the implementation of an

efficient training scheme. And there will be effective utilization of human as well as

other resources.
5. Reduced learning time:-When skills and knowledge are systematically taught the

trainees are brought to efficient performance more quickly than if they had to proceed

by trial and error method.

6. Manpower change and adjustments:-

Organizations that have a good internals education programme will have to make less

drastic manpower changes and adjustments in the event and sudden personal

alterations. When the need arises organization vacancies can more easily be staffed

from internal sources if a company initials and maintains adequate instructional

programmeforits employees.

7. Quick learning:-

Training helps to reduce the learning time to reach the acceptable level of

performance. The employees need not learn by observing others and waste time if the

formal programme exists in the organization.

8. Less supervision:-

If the employees are given adequate training, the need of supervision will be lessened.

Training does not eliminate the need for supervision, but it reduces the need for

detailed and constant supervision. A well trained employee is self reliant in his work

because he knows what to do and how to do. Under such situations close supervision

is accordingly not mandatory.

9. Increased safety:-Proper training helps prevent industrial accidents. Trained workers

handle the machines safely. They also know the use of various safety devices in the

factory. Thus, they are less prone to accidents.

 10. Higher morale:-

The morale of employees is increased if they are given proper training. A good

training programme will mould employee’s attitude towards organizational activities

and generate better cooperation and greater loyalty.

11. Training for promotion:-

The talented employees may be given adequate training to make them eligible for

promotion to higher jobs in the organization. Therefore, it is essential that he should

be given sufficient training to learn new skills, to perform his new duties efficiently.

The purpose of the training for promotion is to develop the existing employees to

make them fit for undertaking higher responsibilities. This serves as a motivating

force to the employees. The training provides opportunity for quick promotion and

self development.

12. Confidence:-

Training creates a feeling of confidence in the minds of workers. It gives a feeling of

safety and security to them at the work place.

13. Adaptability:

Training develops adaptability among workers. They need not worry when methods

are changed.

TYPES OF TRAINING

On the basis of purpose, several types of training programmes are offered to the employees.

The important types are as follows:

  Induction or orientation training

 Job training

 Apprenticeship training

 Internship training

TRAINING METHDOS

As a result of research in the field of training, a number of programmes are available. Some

of these are new methods, while others improvements over the traditional methods. The

training programmes commonly used to train operative and supervisory personnel are

explained below.

TRAINING METHODS

On-the-job Methods Off-the-job Methods

- Job Rotation - Vestibule Training

- Coaching - Role Playing
- Job Instruction - Lecture Methods
- Committee Assignment - Conferences/discussion
- Special Meetings - Programmed Instruction
- - T-Group Training
 ON THE JOB TRAINING METHODS

This type of training, also known as job instruction training, is the commonly used method.

Under this method, the individual is placed on a regular job and taught the skills necessary to

perform on 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. The emphasis is placed on rendering

services in the most effective manner rather than learning how to perform the job. It includes:

(i) JOB ROTATION:

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 superior or trainer in each of

the different job assignments. This method gives an opportunity to the trainee to understand

the problems of employees on other jobs and respect them.

ii) COACHING:
The trainee is placed under a particular supervisor who functions as a coach for training the

individual. 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 trainer may not have the freedom or opportunity to express his own ideas.

(iii) 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 performance of the trainee, provides feedback

information and corrects the trainee.

(iv) SPECIAL MEETINGS OF THE DEPARTMENT:

Special meetings of staff of the department are held periodically to discuss the problems

faced by employees during the performance of jobs and suggestions are invited to improve

performance of the job. Taking a retreat from the work for a short while concludes these

meetings.

(v) COMMITTEE ASSIGNMENTS:

Under the committee assignment, a group of trainees are given and asked to solve an actual

organizational problem. The trainees solve the problem jointly. It develops team work.
 OFF THE JOB TRAINING METHODS

Under this method of training, the trainee is separated from the job situation and his attention

is focused upon 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. Some of its methods are as follows:

(i) VESTIBULE TRAINING:

In this method, actual work conditions are simulated in a class room. 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.
 (ii) 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 inter-personal interactions and relations.

(iii) LECTURE METHOD:

The lecture is a traditional and direct method of instruction. The instructor organizes the

material and gives it to a group or trainees in the form of a talk. To be effective, the lecture

must motivate and create interest among the trainee. 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 it does not provide for transfer

of training effectively.

(iv) CONFERENCE OR DISCUSSIONS:

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 involves two-way 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.

(v) PROGRAMMED INSTRUCTION:

It is a self teaching method particularly useful for transmitting information of skill that need

to be learnt and placed in logical order. An “Instruction Booklet” a “Teaching Machine” or

both replace the instructor. It is possible to present programmed instruction entirely in written

form. Programmed instruction presents what is to be learnt in a brief logical sequence, one

step at a time.

(vi) T-GROUP TRAINING:

According to “CHRIS ARGYIS”, Sensitivity Training is a group experience designed to

provide maximum possible opportunity for the individuals to expose their behavior and

developed awareness of self and of others. It is known by several names such as “Sensitivity

Training”, “Action Training”, “Group Dynamics”, “Confrontation Groups”, “Awareness

Expertise”, and “Laboratory Training” and so on.

According to Edwin Flippo – “The objective of this technique is the development of

awareness of sensitivity to behavior pattern of oneself and other”. The participants here
are provided open environment where they discuss freely among themselves. A professional

behavioralist creates the environment. They openly express their ideas, concepts, attitudes

and get opportunity to know about themselves and the impact of their behavior on their

fellow participants. This technique helps in creating mutual trust and respect. It thus develops

managerial sensitive team spirit.

EVALUATION OF TRAINING

The training evaluation programme helps to ascertain how far the training

is useful to improve career prospects of individual employees of the

organization.

The specification of values forms a basis for evaluation. The basis of evaluation and the mode

of collection of information necessary for evaluation should be determined at the planning

stage. The process of training evaluation has been defined by various authors, such as:

According to Prof. Warr – Training evaluation is nothing bur the systematic collection and

assessment of information on how best to utilize training resources in order to achieve

organizational goals.

OBJECTIVES OF TRAINING EVALUATION

The organization giving training to its employees can come to know what returns it is getting

for efforts and expenditure it had committed to training and it finds out from it whether the

training efforts are in correct direction decision or not.

The training evaluation can justify the expenditure incurred in giving training and help the

organization to determine to what extend objective have been achieved and the results are for

away from the target or nearby the targets.

Evaluation and training effectiveness does not only help to assess the quality of training

imparted but also suggests what changes should be incorporated to the training plan to make

it more effective.
OBJECTIVE OF

THE STUDY
 OBJECTIVE OF THESTUDY

The challenges of the new age pose compulsive demands upon organization to adopt

innovative approaches in handling the human dimensions. One of the most important

elements of success of an organization is the training and development of its employees at all

levels. Various areas in which this study can prove to be significant are:

 High performance level.

 Low employee turnover and absenteeism.

 Acceptance of organizational changes.

 Proper planning and co-ordination

 Morale and democratic management.

1. To identify the current Training and Development techniques, prevailing in UPPER

DOAB SUGAR MILL.

2. To determine their impact on the organization and the level of participation of employees

with these practices.

3 To ascertain new Training and Development practices this can be implemented at UPPER

DOAB SUGAR MILL

4 To study well define objective of traning policy.

5 To study the relation of trainer and trainee.

6 To know the effectiveness of traning.

SCOPE OF
THE
STUDY
 SCOPE OF THE STUDY

The scope of training and development can be explained with the help of

following points –

 Exact position of performance of employees through their feedback

 Development of the employees through various training and development programs.

 Developing altered of unbiased treatment to all employees.

LITERATURE
REVIEW
 LITERATURE REVIEW

Training can be introduced simply as a process of assisting a person for enhancing his

efficiency and effectiveness to a particular work area by getting more knowledge and

practices. Also training is important to establish specific skills, abilities and knowledge to

an employee. For an organization, training and development are important as well as

organizational growth, because the organizational growth and profit are also dependent on

the training. But the training is not a core of organizational development. It is a function of

the organizational development.

In the field of Human Resources Management, Training and Development is the field

concern with organizational activities which are aimed to bettering individual and group

performances in organizational settings. It has been known by many names in the field

HRM, such as employee development, human resources development, learning and

development etc. Training is really developing employees’ capacities through learning and

practicing.
Training and Development is the framework for helping employees to develop their

personal and organizational skills, knowledge, and abilities. The focus of all aspects of

Human Resource Development is on developing the most superior workforce so that the

organization and individual employees can accomplish their work goals in service to

customers.

MEANING

Training refers to improving competencies needed by professionals today or in the near

future.Training is a learning process that involves the acquisition of knowledge, sharpening

of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance

of employees. Training is activity leading to skilled behavior.

It is a subsystem of an organization. It ensures that randomness is reduced and learning or

behavioral change takes place in structured format.

Development, on the other hand is a more long-term perspective of bringing about a

permanent change in the skills and attitudes of the person and grooming the professional for

a larger role in the late future.

Approaches to Training and Development

Traditional approach:

Most of the organizations before never used to believe in training. They were holding the

traditional view that managers are born and not made. There were also some views that

training is a very costly affair and not worth. Organizations used to believe more in

executive pinching.

Modern approach:

It is that Indian Organizations have realized the importance of corporate training. Training

is now considered as more of retention tool than a cost. The training system in Indian

Industry has been changed to create a smarter workforce and yield the best results

DEFINITION

Training is defined by Wayne Cascio as “training consists of planed programs undertaken

to improve employee knowledge, skills, attitude, and social behavior so that the

performance of the organization improves considerably.”

Trainings in an organization can be mainly of two types; Internal and External training

sessions. Internal training involves when training is organized in-house by the human

resources department or training department using either a senior staff or any talented staff

in the particular department as a resource person.

On the other hand external training is normally arranged outside the firm and is mostly

organized by training institutes or consultants. Whichever training, it is very important for

all staff and helps in building career positioning and preparing staff for greater challenges

in developing world. However the training is costly. Because of that, people who work at

firms do not receive external trainings most of times. The cost is a major issue for the lack

of training programmes in Sri Lanka. But nowadays, a new concept has come with these
trainings which are “Trainers through trainees”. While training their employees in large

quantities, many countries use that method in present days to reduce their training costs.

The theory of this is, sending a little group or an individual for a training programme

under a bonding agreement or without a bond. When they come back to work, the

externally trained employees train the employees who have not participated for above

training programme by internal training programmes.

PURPOSE

Improving quality of work force:-

Training and development help companies to improve the quality of work done by their

employees. Training programs concentrate on specific areas. There by improving the

quality of work in that area.

Enhance employee growth:-

Every employee who takes development program becomes better at his job. Training

provides perfection and required practice, therefore employee’s area able to develop them

professionally.

Prevents obsolescence:-

Through training and development the employee is up to date with new technology and

the fear of being thrown out of the job is reduced.

 Assisting new comer:-

Training and development programs greatly help new employees to get accustomed to

new methods of working, new technology, the work culture of the company etc.

Bridging the gap between planning and implementation:Plans made by companies

expect people to achieve certain targets within certain time limit with certain quality for

this employee performance has to be accurate and perfect. Training helps in achieving

accuracy and perfection.

Health and safety measures:-

Training and development program clearly identifies and teaches employees about the

different risk involved in their job, the different problems that can arise and how to

prevent such problems. This helps to improve the health and safety measures in the

company.

Trainings in an organization can be mainly of two types; Internal and External training

sessions. Internal training involves when training is organized in-house by the human

resources department or training department using either a senior staff or any talented staff

in the particular department as a resource person.

On the other hand external training is normally arranged outside the firm and is mostly

organized by training institutes or consultants. Whichever training, it is very important for

all staff and helps in building career positioning and preparing staff for greater challenges

in developing world. However the training is costly. Because of that, people who work at

firms do not receive external trainings most of times. The cost is a major issue for the lack

of training programmes in Sri Lanka. But nowadays, a new concept has come with these

trainings which are “Trainers through trainees”. While training their employees in large
 quantities, many countries use that method in present days to reduce their training costs.

The theory of this is, sending a little group or an individual for a training programme

under a bonding agreement or without a bond. When they come back to work, the

externally trained employees train the employees who have not participated for above

training programme by internal training programmes.

PROCESS

An effective training program is built by following a systematic, step-by step process.

Training initiatives that stand alone (one-off events) often fail to meet organizational

objectives and participant expectations. In today’s post we outline the five necessary steps to

creating an effective program.

1) Assess Training Needs: The first step in developing a training program is to identify

and assess needs. Employee training needs may already be established in the

organization’s strategic, human resources or individual development plans. If you’re

building the training program from scratch (without predetermined objectives) you’ll

need to conduct training needs assessments

2) Set Organizational Training Objectives: The training needs assessments

(organizational, task & individual) will identify any gaps in your current training

initiatives and employee skill sets. These gaps should be analyzed and prioritized and

turned into the organization’s training objectives. The ultimate goal is to bridge the
 gap between current and desired performance through the development of a training

program. At the employee level, the training should match the areas of improvement

discovered through 360 degree evaluations.

Create Training Action Plan: The next step is to create a comprehensive action plan that

includes learning theories, instructional design, content, materials and any other training

elements. Resources and training delivery methods should also be detailed. While developing

the program, the level of training and participants’ learning styles need to also be considered.

Many companies pilot their initiatives and gather feedback to make adjustments before

launching the program company-wide.

3) Implement Training Initiatives: The implementation phase is where the training

program comes to life. Organizations need to decide whether training will be

delivered in-house or externally coordinated. Program implementation includes the

scheduling of training activities and organization of any related resources (facilities,

equipment, etc.). The training program is then officially launched, promoted and

conducted. During training, participant progress should be monitored to ensure that

the program is effective.

4) Evaluate & Revise Training: As mentioned in the last segment, the training

program should be continually monitored. At the end, the entire program should be

evaluated to determine if it was successful and met training objectives. Feedback

should be obtained from all stakeholders to determine program and instructor

effectiveness and also knowledge or skill acquisition. Analyzing this feedback will

allow the organization to identify any weaknesses in the program. At this point, the
 training program or action plan can be revised if objectives or expectations are not

being met.

METHODS OF TRAINING

ON THE JOB TRAINING:

The development of a manager’s abilities can take place on the job

COACHING

 Coaching is one of the training methods, which is considered as a corrective

method for inadequate performance.

 Coaching is the best training plan

 It is one-to-one interaction-It can be done on phone, meetings, through mails, chat

etc.

MENTORING

 Mentoring is an ongoing relationship that is developed between a senior and junior

employee.

 Mentoring provides guidance and clear understanding of how the organization

goes to achieve its vision and mission to the junior employee.

 JOB ROTATION

 This approach allows the manger to operate in diverse roles and understand the

different issues that crop up.

 It is the process of preparing employees at a lower level to replace someone at the

next higher level.

JOB INSTRUCTION TECHNIQUE (JIT)

 Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual

and procedural), skills and attitudes development.

OFF THE JOB TRAINING:

There are many management development techniques that an employee can take in off the

job

SENSITIVITY TRAINING

 Sensitivity training is about making people understand about themselves and

others reasonably, which is done by developing in them social sensitivity and

behavioral flexibility.

TRANSACTIONAL ANALYSIS

 Transactional Analysis provides trainees with a realistic and useful method for

analyzing and understanding the behavior of others.

  In every social interaction, there is a motivation provided by one person and a

reaction to that motivation given by another person. This motivation-reaction

relationship between two persons is a transaction.

LECTURES-

 Lecture is given to enhance the knowledge of listener or to give him the theoretical

aspect of a topic.

 Training is basically incomplete without lecture

ROLE PLAYS

 Role play is a simulation in which each participant is given a role to play

 Information is given to Trainees related to Description of the role, Concerns,

Objectives, Responsibilities, Emotions, etc. Then, a general description of the

situation, and the problem that each one of them faces, in given example, Situation

could be strike in factory, Managing conflict between two parties, Scheduling

vacation days, etc.

IN-BASKET TECHNIQUES

 In this technique, trainee is given some information about the role to be played such

as, description, responsibilities, general context about the role.

 The trainee is then given the log of materials that make up the in-basket and asked to

respond to materials within a particular time period.

 After all the trainees complete in-basket, a discussion with the trainer takes place.

NEEDS OF TRAINING

 Help in addressing employee weaknesses:

Most workers have certain weaknesses in their workplace, which hinder them from

giving the best services. Training assists in eliminating these weaknesses, by

strengthening workers skills. A well organized development program helps employees

gain similar skills and knowledge, thus bringing them all to a higher uniform level.

This simply means that the whole workforce is reliable, so the company or

organization doesn’t have to rely only on specific employees.

 Improvement in workers performance

a properly trained employee becomes more informed about procedures for various

tasks. The worker confidence is also boosted by training and development. This

confidence comes from the fact that the employee is fully aware of his/her roles and
 responsibilities. It helps the worker carry out the duties in better way and even find

new ideas to incorporate in the daily execution of duty.

 Consistency in duty performance:

A well organized training and development program gives the workers constant

knowledge and experience. Consistency is very vital when it comes to organizations

or company’s procedures and policies. This mostly includes administrative procedures

and ethics during execution of duty.

 Ensuring worker satisfaction

Training and development makes the employee also feels satisfied with the role they

play in the company or organization. This is driven by the great ability they gain to

execute their duties. They feel they belong to the company or the organization that

they work for and the only way to reward it is giving the best services they can.

 Increased productivity

through training and development the employee acquires all the knowledge and skills

needed in their day to day tasks. Workers can perform at a faster rate and with

efficiency thus increasing overall productivity of the company. They also gain new

tactics of overcoming challenges when they face them.

 Improved quality of services and products

Employees gain standard methods to use in their tasks. They are also able to maintain

uniformity in the output they give. This results with a company that gives satisfying

services or goods.
  Reduced cost

Training and development results with optimal utilization of resources in a company

or organization. There is no wastage of resources, which may cause extra expenses.

Accidents are also reduced during working. All the machines and resources are used

economically, reducing expenditure.

 Reduction in supervision

the moment they gain the necessary skills and knowledge, employees will become

more confident. They will become self reliant and require only little guidance as they

perform their tasks. The supervisor can depend on the employee’s decision to give

quality output. This relieves supervisors the burden of constantly having to give

directives on what should be done.

CHALLENGES OF TRAINING AND DEVELOPMENT

There is no denying that a quality training program assures your employees have the tools

they need to succeed in the job they do for you. The thing is that every company has

processes and challenges unique to their organization. And that means that no matter

whether an employee is new or seasoned,quality, customized training can be elusive. Some

difficulties facing a training program include:

1. Time Constraints – Who has time to train? Assigning a mentor is a good idea, but

how can you be assured that that mentor is giving your other employees the proper

training?
 2. High Rate of Turnover – So, you give employee training to your new employees,

but how do you guarantee that they won’t take that training and move on? Then you

have to begin again with another new hire.

3. Overwhelming employees with too much information – You have safety training,

program training, procedure training…not only new employees, but seasoned

employees alike can be inundated with too much training. How do you prioritize and

manage a training program?

4. Inexperienced employees – You hired someone who you know is right for the job,

but they’re fresh out of college and while they may be somewhat knowledgeable,

they’re not necessarily trained for the actual job, or the work environment in

general.

5. The uniqueness of each employee – Each of your employees is different and the

way they learn is different, too. How can you be assured that each of your

employees is retaining the information that they’re being trained on?

TRAINING EVALUATION

Training evaluation is a continual and systematic process of assessing the value or potential

value of a training program, course, activity or event. Results of the evaluation are used to

guide decision-making around various components of the training (e.g. instructional design,

delivery, results) and its overall continuation, modification, or elimination.

The Training Evaluation Field Guide is designed to assist agency training representatives

(i.e., training managers and supervisors, training liaisons/coordinators, agency evaluators,

instructional designers, training facilitators and others who have a significant role in training

effectiveness) in evaluating training effectiveness and in demonstrating training value to

stakeholders and decision makers. Data and information were gathered from fifteen federal

agency representatives who volunteered their time to attend a one-day working meeting,

participate in individual interviews and submit samples of their tools and case studies. This

Field Guide reflects the input from the working group.

IMPORTANCE
 OF THE

STUDY

IMPORTANCE OF THE STUDY

 To know the effectiveness of the training programme conducted by the company.

 To know whether employees are aware about their responsibilities and authorities or

not.

 To improve Organizational Climate and increase the morale of employees.

 To know whether training programme is conducted successfully or not.

 To know about the work culture of the organization.

RESEARCH
 METHODOLOGY

RESEARCH METHODOLOGY

Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.

A research methodology is a sample framework or a plan for study that is used as a

guide for conducting research . It is a blueprint that is followed in processing

research work. Thus in good research methodology the line of action has to be chosen

carefully from various alternatives

According to Clifford woody, “research comprises of defining and redefining problem,

formulating hypothesis or suggested solutions, collecting, organizing and evaluating

data, reaching conclusions, testing conclusions to determine whether they fit the

formulated hypothesis”

Objectives

• To study the performance management system.

• To determine the effectiveness of performance management system adopted.

• To determine the satisfaction of employees towards the various criteria employed for

measuring and evaluating the employee’s performance by the organization.

Sampling Design

A sample design is a finite plan for obtaining a sample from a given population. Simple

random sampling is used for this study. Similarly, social research needs a design or a

structure before data collection or analysis can commence. A research design is not just a

work plan. A work plan details what has to be done to complete the project but the work plan

will from the project's research design. The function of a research design is to ensure that the

evidence obtained enables us to answer the initial question as unambiguously as possible.

Obtaining relevant evidence entails specifying the type of evidence needed to answer the

research question, to test a theory, to evaluate a programme or to accurately describe some

phenomenon. In other words, when designing research we need to ask: given this research

question (or theory), what type of evidence is needed to answer the question (or test the

theory) in a convincing way?

Research design deals with a logical problem and not a logistical problem (Yin, 1989: 29).

Before a builder or architect can develop a work plan or order materials they must establish

the type of building required, its uses and the needs of the occupants. The work plan from

this. Similarly, in social research the issues of sampling, method of data collection (e.g.

questionnaire, observation, document analysis), design of questions are all subsidiary to the

matter of `What evidence do I need to collect?'

Too often researchers design questionnaires or begin interviewing far too early ± before

thinking through what information they require to answer their research questions. Without

attending to these research design matters at the beginning, the conclusions drawn will

normally be weak and unconvincing and fail to answer the research question.

Design versus Method

Research design is different from the method by which data are collected. Many research

methods texts confuse research designs with methods. It is not uncommon to see research

design treated as a mode of data collection rather than as a logical structure of the inquiry.

But there is nothing intrinsic about any research design that requires a particular method of

data collection. Although cross-sectional surveys are frequently equated with questionnaires

and case studies are often equated with participant observation (e.g. Whyte's Street Corner

Society, 1943), data for any design can be collected with any data collection method . How

the data are collected is irrelevant to the logic of the design.

Failing to distinguish between design and method leads to poor evaluation of designs.

Equating cross-sectional designs with questionnaires, or case studies with participant

observation, means that the designs are often evaluated against the strengths and weaknesses

of the method rather than their ability to draw relatively unambiguous conclusions or to select

between rival plausible hypotheses.

Universe

The universe chosen for the research study is the employees of Unn Sugar complex.

Sample Size

Number of the sampling units selected from the population is called the size of the sample.

Sample of 50 respondents were obtained from the population who are the employees working

in corporate office of Shamli Sugar complex.

DATA COLLECTION METHOD

According to the needed research for the project is both Primary and Secondary data

collection methods. We have used company website,some publications on the net and

information related to broacher for secondary data collection. To ensure the accuracy

of the primary data collection used is the structured interview method.

• Primary Sources:
Primary data are in the form of raw material to which statistical methods are applied for the

purpose of analysis and interpretations.

The primary sources are discussion with employees, data’s collected through questionnaire.

• Secondary Sources:

Secondary data’s are in the form of finished products as they have already been treated

statistically in some form or other.

The secondary data mainly consists of data and information collected from records, company

websites and also discussion with the management of the organization. Secondary data was

also collected from journals, magazines and books.

Nature of Research

Descriptive research, also known as statistical research, describes data and characteristics

about the population or phenomenon being studied. Descriptive research answers the

questions who, what, where, when and how.

Although the data description is factual, accurate and systematic, the research cannot describe

what caused a situation. Thus, descriptive research cannot be used to create a causal

relationship, where one variable affects another. In other words, descriptive research can be

said to have a low requirement for internal validity.

Questionnaire

A well defined questionnaire that is used effectively can gather information on both overall

performance of the test system as well as information on specific components of the system.

A defeated questionnaire was carefully prepared and specially numbered. The questions were

arranged in proper order, in accordance with the relevance.

Nature of Questions Asked

The questionnaire consists of close ended, open ended and 5 point rating scale question

Pre-testing

A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed

and all of them were collected back as completed questionnaire. On the basis of doubts raised

by the respondents the questionnaire was redialed to its present form.

Sample
A finite subset of population, selected from it with the objective of investigating its properties

called a sample. A sample is a representative part of the population. A sample of 40

respondents in total has been randomly selected. The response to various elements under each

questions were totaled for the purpose of various statistical testing.

Presentation of Data

The data are presented through charts and tables.

Tools and Techniques for Analysis

MS EXCEL is used to for analysis and interpretation of data.

RESEARCH DESIGN

A research design is the arrangement of conditions for the collection of data and

analysis of data. In fact research design is the conceptual structure within which

research is conducted.

Descriptive Research Design has been used by me to solve each and every factor of

given task. In the descriptive research study, the main purpose is that of formulating a

problem for more precise investigation or of developing the working hypothesis forms

an operational point of view. The major emphasis is on the discovery of ideas and in

sights.
 SAMPLING PLAN

Sample Size:-50 respondants

Method of sampling: -Simple random sampling

Method of data collection: -Primary & secondary

Research design: - Descriptive Research Design

Research Instrument: Questionnaire

Sample: Factory Campus

Sampling Method: Personal Survey method through preparation of questionnaire

 DATA

ANALYSIS

DATA ANALYSIS

1. UPPER DOAB SUGAR MILL has well defined training policy which

ultimately fulfils the goals and objectives of the organisation?

PARTICULAR PERCENTAGE
 On the job 44

Off the job 28

Can’t say 28

28%

44%
on the job
off the job
can't say

28%
Conclusion:

 44% on the job employees are able to achieve the organization goal and objective.

 28% off the job employees are able to achive the organization goal and objective.

 28% of employee has no given any suggestion related to their work result.

2. There is a positive correlation between trainer and trainee.

PARTICULAR PERCENTAGE

Positive Correlation 68

Non Correlation 32
 Relation
32% 68%

non correlation
32%

correlation
68%

Conclusion:

 68% of employees are satisfied and fully agree about the correlation between trainer

and trainee.

 32% of employees are disagreed about the correlation between trainer and trainee.
3. People’s learning style greatly affects what type of training they will

find easiest and most effective.

PARTICULAR PERCENTAGE

On the job 44

Off the job 28

 52% 48%

off the job

on the job
48%
52%
Conclusion:

 52% of employees are agreed and learned effectively in on the job traning method

48% of employees are agreed and learned effectively in off the job traning

method.

4. For an effective performance in upper doab sugar mill the training

should emphasis on practical rather than written aspects.

PARTICULAR PERCENTAGE

Written 16

Technical 84
 16% 84%

Written Aspect
16%

Technical Aspect
84%

Conclusion:

84% of employees are in the favour of technical aspect rather than written .

16% of employes are in the favour of written aspect rather than the technical.
5. Have you been in touch with your co-facilitator regarding training

content and learning objectives?

PARTICULAR PERCENTAGE

Touched 80

Not Touched 20
 20% 80%

No touched
20%

toched
80%

Conclusion:

80% of employee says that they have been in touch with their co-facilitator regarding training

content and learning objective

20% of employees say that no.

6. Learning principles include all but participation, repetition,

relevance, feedback.

PARTICULAR PERCENTAGE

On the job 21

Off the job 34

Can’t say 23

Training Objective 22
 23%
34%
on the job
off the job
can't say
training objectives
22%

21%

Conclusion:

21% of employees say that learning principles include as participation

34% as repetition

23% as relevance

22% as feedback.
7. Training evaluation criteria include in upper doab sugar mill.

PARTICULAR PERCENTAGE

On the job 34

Off the job 22

Can’t say 21

Training Objective 23
 23%
34%
on the job
off the job
can't say
training objectives
22%

21%

Conclusion:

34% of employees say that training evaluation criteria includes as reaction

22% as learning

21% as behavior

23% as result.
8. Training objectives should be expressed in upper doab sugar mill.

PARTICULAR PERCENTAGE

Training objective 25

Management desire 30

Need Assessment 35

Employee Reaction 10
 employee
reaction
10%

training objective
25%

need assessment
35% management
desire
30%

Conclusion:

25% of employees say that training objectives should be expressed in employee behavior,

30% in management desire,

35% in need assessment

10% in employee reaction.

9. Need assessment should consider all but

PARTICULAR PERCENTAGE

Need Assessment 25%

Supervisor Input 30%

Changes in External 15%

environment

Training objective 30%

 Neede Assessment
Training objective
25%
30%

Changes in Supervisor Input

External 30%
evviornment
15%

Conclusion:

25% of employees say that need assessment should consider in the person,

30% in supervisor input,

15% in changes in the external environment

30% in training objectives.

10.Do you agree that training is wastage of money and time?

PARTICULAR PERCENTAGE

Not Wastage of Money 28%

Wastage of Money 44%

No Idea 28%
 no idea
28% not wastage
28%

wastage
44%

Conclusion:

28% of employees say that training is not the wastage of money and time

44% of employees say training as wastage of money

28% of employees have no idea about this.

11.Training of an employee should be done exclusively by on the job and

off the job training.

PARTICULAR PERCENTAGE

On the job 44

Off the job 28

Can’t say 28
 28%
44%
on the job
off the job

28% can't say

Conclusion:

44% of employees prefer on the job training.

28% of employees prefer off the job training

28% of employees have no idea about it.

LIMITATIONS
 LIMITATIONS OF THE STUDY

1. Every attempt will be taken to obtain the error free and meaningful result but as

nothing in this world is 100% perfect. I believe there will still the chance for error on the

account of following account.

2. There may be some biasness towards the corporate imagery of UPPER DOAB

SUGAR MILL.

3. The time period for research was just 8 weeks, though I have tried my best to complete

the research in specified time but there is still space for more work to be done.

4. There could be some errors; data collection, data interpretation, and even the

environment play an important role in the outcome of the results.

5. Many employees were hesitant in revealing the complete information in response of

the queries asked to them which was major drawback.

RECOMMENDATIONS
 RECOMMENDATIONS

In this age of cut throat competition obsolescence sets in very fasts as new technologies are

being invented and developed at a rapid pace. Therefore, in order to ensure that UPPER

DOAB SUGAR MILL employees are kept constantly technically updated with the latest in

the industry, the following suggestions are recommended for implementation:-

 Training policy should be made known to 100% of the employees through Policy

Manuals, notices and holding of seminars by departmental heads.

 Training need identification or assessment methods should be systematic and

transparent.

 Frequency of training courses for all employees should be increased to prevent

technical obsolescence.

 Classroom sessions should be followed by on-the-job training in every training

programme.

 Level of complexity of training programmes should be in keeping with the latest

requirements of the industry.

 Adequate updated reference material should be made available to the employees.

 The training programmes should regularly review to cater to latest developments in

technology, so as to increase the effectiveness of training.

 The evaluation of training should be carried out regularly by the training department

in liaison with concerned departments to assess the effectiveness of training being

imparted to employees and to make necessary improvements, if required.

 The developmental programmes conducted for employees should lay more emphasis

on building and developing managerial capabilities and qualities in them.

 Employees attending the training and development programmes should attend these

programmes with clear understanding of the skill and knowledge they are expected in

this regard.
CONCLUSION
 CONCLUSION

The purpose of this learning material is to explain to the reader issues and concepts that

should be understood in order to think constructively about the application of the psychology

of training to real work issues. It is not presented as a literature review you will need to read

further for that information². Instead, the material has been written in an informal way to

explain key principles and concepts and how they relate to each other in dealing with applied

training issues. It does not deal in detail with the research literature underpinning these ideas.

This is left for you to examine using the Readings provided as a starting point to exploring

wider literature. This learning material offers one perspective with a view to providing a

coordinated story, but there are other perspectives in occupational psychology that you will

encounter in a professional capacity and which you must try to accommodate.

Efficient and effective training and development of employees is an essential element for

Tesco's continuing growth in an increasingly commercial world. Tesco requires employees

who are committed and flexible in order to aid its expansion of the business.

The expansion of Tesco relies on retaining existing customers and acquiring new ones. All

customers need to be confident and happy in Tesco. This relies on committed and flexible

employees delivering the highest standards of service to meet Tesco's objectives.

Tesco's structured approach to training and developing its existing and new employees

provides a strong foundation for its continuing growth.

QUESTIONNAIRE
 QUESTIONNAIRE

Name -....................................

Phone -.......................................

Fax -...........................................

Email-........................................

Designation-................................

Age-...........................................

 Upper doab sugar mill has well defined training policy which ultimately fulfils the

goals and objectives of the organisation.

 Agree

 Disagree

 Can’t say

 There is positive correlation between trainer and trainee.

 Agree

 Disagree

 Can’t say
 People’s learning style greatly affects what type of training they will find easiest and

most effective.

 Agree

 Disagree

 Can’t say

 For an effective performance in upper doab sugar mill the training should emphasis

on practical rather than written aspects.

 Agree

 Disagree

 Can’t say

 Have you been in touch with your Co-facilitator regarding content and learning

objective.

 Employee say yes

 Employee say no
  Learning principle include all but

 Participation

 Repetition

 Relevance

 Feedback

 Training evaluation criteria include in upper doab sugar mill.

 Reaction

 Learning

 Behaviour

 Result

 Training objectives should be expressed in upper doab sugar mill.

 Employee behaviour

 Management desire

 Need assessment

 Employee reaction

Need assessment should consider all but.

 The person

 Supervisor input

 Changes in external environment

 Training objectives
 Do you agree that training is wastage of money and time?

 Agree

 Disagree

 Can’t say

 Training of an employee should be done exclusively by on the job and off the job

training.

 On the job

 Off the job

BIBLIOGRAPHY
 BIBLIOGRAPHY

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 BUSINESS INDIA, APRIL- MAY, 2014

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REFERENCES:

K Ashwathappa, (1997) Human Resource and Personnel Management,

Tata McGraw- Hill 131-176

Chris Dukes, (2001) Recruiting the Right Staff

John M. Ivancevich, Human Resource Management, Tata McGraw- Hill, 2004

Steve Kneeland, (1999) Hiring People, discovers an effective interviewing system; avoid

Hiring the wrong person, recruit outstanding performers

Stone, Harold C and Kendall, W.E Effective Personnel Selection Procedures, 1956
BOOKS:

C. B. Gupta: human resource management

P. S. RAO: human resource management

L.M. Prasad: Managing human resource

Gary Dessler: Human Resource Management

Human Resource Development: Learning & Training for Individuals & Organizations: edited

by John P. Wilson

Managing Performance through Training and Development: By Saks, Alan M. Saks, Robert

R. Haccoun and Monica Belcourt

Reinventing Training and Development: By Ronald R. Sims

Management of Manpower Training and Development: By J.M. Dewan

Learning, Training, and Development in Organizations: edited by Steve W.J. Kozlowski