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1 INTRODUCTION
The main strength of any organization is its human capital. It is highly necessary that the employees of an organization feel good about their work. Hence the study would focus on determining the identification of training needs for employees of GUJRAT AMBUJA EXPORTS LTD. and providing the company the suitable suggestion to improve the performance of employees. Training and development is a very crucial topic in todays competitive environment. It is very wide in its scope. I have chosen this topic to know if training and development activities are efficiently being provided to employees, are the employees satisfied with the content of training being provided. It was to be seen that are the employees of Ambuja were satisfied with the Training Procedures and are there suggestions and opinions are being asked about the trainings they attended. It is to be seen that is training programmes has any impact on there work, nature or not. Along with these many other aspects were analysed of the impact of training on the employees. Improving business performance is journey, not a destination. Business performance rises and falls with the ebb and flow of human performances. HR professionals lead the search for ways to enhance the effectiveness of the employees in their jobs today and prepare them for tomorrow. Over the years training programmes have grown into corporate with these goals into mind. Training programmes should enhance the performance and enrich the contributions of the workforce. The ultimate goal of the training is to develop appropriate talent in the workforce internally.
The benefits of this research to the organization will be that it will come to know the expectations of its employees, their satisfaction level with the training programmes and what improvements are to be necessitated in the training procedure. As it is said that, staying competitive is the key to sustainability. Training the staff, keeping them motivated and up-to-date with industry trends and new technologies is essential to achieving the goal. Staff benefit too, learning new skills and becoming a valued asset in any organization. Training brings direct benefits to business and can be calculated as a return on investment. Hence awareness of relevancy of these programmes to the organization is very crucial aspect. Training is neither a panacea for all ills nor its a waste of time. What is required is an inside vision into what training can or cant do and skills in designing and carrying out training effectively and economically. Search light of enquire may make the task and challenges stand out too starkly and too simply. Using experience with training in India and other developing countries has this advantage at the similar risk. The contribution, that training can make development, is needed accurately and obviously. At the same time limit resources available in these countries make this contribution hard to come by. These lines are sharply drawn on the one hand, no promise can be ignored, and on the other hand no waste is permissible.
Chapter-2
This part of project report states the industry profile and profile of the company.
Chapter-3
This part of project report contains data analysis and interpretation on the basis of questionnaire and Findings.
Chapter 4
In this part of the project report I finally conclude the project with some findings, suggestions and recommendation.
Primary data The primary data will be collected through a Questionnaire and personal interaction. The data will be collected through questionnaire method because exact and first-hand information can be gained. This is more helpful rather than adopting any other method. Primary data is collected from the following sources:1) 2) 3) Personal interaction Discussion with personnel concerned with HR department Questionnaire
1.5.3 SAMPLING DESIGN Sampling design is a procedure or plan drawn up before any data are collected to obtain a sample from a given population. Also known as sampling plan survey design. Population unit- The individuals/employees that were coming to the the shift from 3 p.m to 6:30 p.m. Population Size The population size was 450 employees that were coming in that shift in the particular department (Production Department). Sampling size- I took the population size of 100 employees because large the population size probability of more representative respondents of being selected increases. Sampling method- I used non-probability sampling technique i.e., convenience sampling. Probability sampling was not used due to the unavailability of sampling frame.
For the analysis the pie-charts and different types of graphs have been used.
characteristics? 4) 5) Identification of the training system in Gujrat Ambuja. Move to manage resource like man, material, money& machinery is gathering
Training is neither a panacea for all ills nor its a waste of time. What is required is an inside vision into what training can or cant do and skills in designing and carrying out training effectively and economically. Search light of enquire may make the task and challenges stand out too starkly and too simply. Using experience with training in India and other developing countries has this advantage at the similar risk. The contribution, that training can make development, is needed accurately and obviously. At the same time limit resources available in these countries make this contribution hard to come by. These lines are sharply drawn on the one hand, no promise can be ignored, and on the other hand no waste is permissible.
job training is usually most effective for vocational work. Off-the-job training takes place away from normal work situation, which means that the employee is not regarded as productive worker when training is taking place. An advantage of off-the-job training is that it allows people to get away from work and totally concentrate on the training being given. This is most effective for training attitudes, concepts, and ideas. Once the desired abilities have been learned, on-going training means to drill and keep in shape in case of deployment orders.
Skill training: The need for training in basic skills (such as reading, writing,
computing, speaking, listening, problem solving, managing oneself, knowing how to learn, working as part of a team, leading others)
Creativity training: Here we describe through flow chart how training make
more creative.
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The trainee receives an overview of the job, purpose and also clear focus on the relevance of training.
The trainer demonstrates the job to handle it properly. Employee does the job independently without supervision. Trainee learns fast through practice and observation. It is economical does not require any special setting It is most suitable for unskilled and semi-skilled jobs.
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An employee is a expressing low morale, violating company policies or practices or having performance problems.
Importance of mentoring:
There is an excellent opportunity to learn. Constant guidance helps the mentee to be on track, using facilities to good advantage. 4. Job Rotation: This kind of training involves the movement of trainee from one job to another. This helps to have a general understanding of how the organizational functions. The purpose of the job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as better sense of their own carrier objective and interest.
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5.
carpenters and trained through formal apprenticeship programmers. Apprentices are trainees who spend a prescribed amount of time working with an experienced guide, coach of trainee. 6.
marketplace makes it critical that employees understand and meet the needs of customers.
people have different perspectives and views, and includes techniques to value diversity
social responsibility. Also, today's diverse workforce brings a wide variety of values and morals to the workplace.
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include misunderstandings and conflict. Training can people to get along in the workplace.
Quality Circles, benchmarking, etc., require basic training about quality concepts, guidelines and standards for quality, etc.
hazardous chemicals, repetitive activities, etc., but can also be useful with practical advice for avoiding assaults, etc.
careful description of the organization's policies about sexual harassment, especially about what are inappropriate behaviors.
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Manufacturing has been steadily decreasing over the past three decades, which is likely to reflect a shift in consumer preferences across the developed world for services over goods. Growth in Manufacturing is relatively closely correlated with the economic cycle, as the industry produces a large proportion of intermediate goods. The current downturn in the economy suggests a pessimistic outlook for the industry in the near-term, a forecast that is supported by recent data and business surveys. Manufacturing is the use of machines, tools and labor to produce goods for use or sale. The term may refer to a range of human activity, from handicraft to high tech, but is most commonly applied to industrial production, in which raw materials are transformed into finished goods on a large scale. Such finished goods may be used for manufacturing other, more complex products, such as aircraft, household appliances or automobiles, or sold to wholesalers, who in turn sell them to retailers, who then sell them to end users the "consumers".
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Toll manufacturing is an arrangement whereby a first firm with specialized equipment processes raw materials or semi-finished goods for a second firm.
In addition to general overviews, researchers have examined the features and factors affecting particular key aspects of manufacturing development. They have compared production and investment in a range of Western and non-Western countries and presented case studies of growth and performance in important individual industries and market-economic sectors.
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Semiconductor Engineering Manufacturing engineering Production engineering Process Engineering Industrial Engineering Biotechnology Emerging technologies Nanotechnology Synthetic biology, Bioengineering Energy industry Food and Beverage Agribusiness Brewing industry Food processing Industrial design
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Interchangeable parts Metalworking Smith Machinist Machine tools Cutting tools (metalworking) Free machining Tool and die maker Global steel industry trends Steel production Metal casting Plastics Telecommunications Textile manufacturing Clothing industry Sail maker
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Pulp and paper industry Transportation Aerospace manufacturing Automotive industry Bus manufacturing Tire manufacturing Shipbuilding
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manufacturing. For other low-paid sectors in Manufacturing, employment has generally either been stagnant or declining in recent years. In July 2008, the Department of Education, Employment and Workplace Relations predicted that, in the five years to 201213, employment would decline in Manufacturing by an average of 0.5 per cent per annum. Given the downturn in the economy since these employment projections were released, it might now be expected that employment will fall in all subdivisions over the medium term.
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Of the low-paid sectors: Fabricated metal product manufacturing accounted for 9.2 per cent of the value added in the industry in 200607; Meat and meat product manufacturing, Fruit and vegetable processing, and Bakery product manufacturing collectively accounted for 7.5 per cent; Polymer and rubber product manufacturing accounted for 5.1 per cent; Wood product manufacturing accounted for 4.0 per cent; Printing accounted for 3.9 per cent;5 Textile, leather, clothing and footwear accounted for 2.8 per cent;
Furniture and other manufacturing accounted for 2.4 per cent; and Computer and electronic equipment manufacturing accounted for 1.8 per cent. Collectively, then, these sectors accounted for around 35 per cent of the value added in the Manufacturing industry.
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NavjivanAhmedabad-380014,
Gujarat
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Directors - Ashok C Gandhi, Chaitan M Maniar, Jagdish Sharan Varshneya, Jagdish Sharan Varsnneya, Manan C Bhavsar, Manan C Bhavsar, Manish V Gupta, Mohit V Gupta, N Giridhar, Prakash G Ramrakhiani, Rohil J Patel, Rohit J Patel, Sandeep N Agrawal, Sanjay S Maniar, Sulochana V Gupta, Vijay Kumar Gupta Business Operation Background Consumer Food Established in 1991, Gujarat Ambuja Exports is principally involved in agroprocessing and trading and has focused on exports, competing in the global market. The company has put in place a strong infrastructure that constitutes technologically advanced plants with captive power generation at each plant, most modern quality control, improvement setup and human resource. Financials Total Income - Rs. 19615.6 Million ( year ending Mar 2011) Net Profit Rs. 941 Million ( year ending Mar 2011) Company Secretary Bankers Auditors Kantilal Patel & Co Manan C Bhavsar
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The company has put in place a strong infrastructure that constitutes technologically advanced plants with captive power generation at each plant, most modern quality control, improvement setup and human resource. GAEL is poised to scale newer heights and is fully geared to achieve the magical Rs 1,200 crore operational turnover. Gujarat Ambuja Exports foresee itself as a leading Indian company providing good quality products and world class services at affordable prices. They therefore focus their efforts on offering customers the best value for their money. The companys soya processing plants at Kadi in Gujarat and Akola in Maharastra are ISO 9001:9002 and Non-GMO Standard certified. It came out with a public issue aggregating Rs 3.78 crore in April 1992 to meet the working capital requirements, part-finance a project for crushing castor seed and for setting up a refinery. The businesses of Gujarat Ambuja Proteins, Gujarat Ambuja Cots in and Jupiter Biotech were amalgamated with Gujarat Ambuja Exports in 1997 and 2003 respectively. The promoters of the company also have interests in Ambuja Agro, Gujarat Ambuja Soya Products and Ambuja Flour Mills. The shares of the company are listed on the Ahmedabad Stock Exchange, Bombay Stock Exchange and National Stock Exchange.
2.3.5 Products:
The company is one of the Indias major manufacturers and exporters of the below: Edible Oil Refined Soya Bean Oil, Refined Palm Oil, Refined RBD Palmoline and Refined Cotton Seed
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Starch and Derivatives - Malto Dextrin, Malto Dextrin, Dextrin, Dextrose Monohydrate, Sorbital, Maize Starch and Liquid Glucose
Defatted Soya Flour - Toasted and Un-Toasted Full Fat Soya Flour Active, Inactive and Feed Grade Soya Flakes - Toasted and Un-Toasted Cotton Yarn Deoiled Cakes Vanaspati Ghee Bakery Shortening Wheat Flour Cattle Feed Soya Lecithin Indian Soyabean Meal Indian Soyabean Hulls Rapeseed Meal Deoiled Extractions Rapeseed Lecithin
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Cotton Yarn Bio Chemical Cattle Feed Vanaspati Vegetable Oil Refinery Oil Mill
2.3.7 Subsidiary:
Gujarat Ambuja International The wholly owned subsidiary was set up in Singapore to focus on the international trade
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2002 - 2nd Highest Exporter of Rapeseed Extraction, 2nd Highest Exporter as Manufacturer Exporter of Soyabean Extraction.
2001 - 2nd Highest Exporter of Castor Seed Extraction 1997 - 2nd Highest Exporter of Seed Extraction 1997 - 2nd Highest Exporter of Rapeseed Extraction 1996 - 2nd Highest Exporter Soyabean Extraction and Sunflower Seed Extraction
From S.O.P.A 2004 - Highest Exporter as Manufacturer -Exporter of Soyabean Extraction and 2nd Highest processor of Soyabean extraction 2003 - 2nd Highest Exporter of Rapeseed Extraction, Manufacturer Exporter of Soyabean extraction and 3rd highest processor of Soyabean Extraction 2003 - Certificate recognizing the contribution to bringing prosperity to the India Soybean Seed Industry 2002 - 2nd Highest Exporter Award as Manufacturer Exporter of Soyabean Extraction 2000 - 2nd Highest Exporter Award as Manufacturer Exporter (private sector) of Soyabean Extraction 1999 - 3rd Highest Exporter of Soyabean Extraction
From Glob Oil India 2005 - Exporter of oil Meals ( GlobeOil Silver)
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2003 - GlobeOil Bronze -Highest Exporter of Oil Meals 2002 - GlobOil Silver-Outstanding Performance in the Category of Export of Oil Meal
2.4 Procedure of training and development in GUJRAT AMBUJA:In GUJRAT AMBUJA EXPORTS LTD training & development activities assumes a significant place. The management is deeply interested in developing their people through this tool in effective manner .All training & development activities are quit exhaustive in nature and are carefully woven exercises. Utmost care is taken to make this process effective. Following are the steps that are taken with respect to training & development in AMBUJA.
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Acti Responsible
Record
means
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or her profile requirement. Gap Analysis of competence matrix. Reviewing and analyzing appraisal form which includes recommendati on from HOD, self-
1.2
assessment. Skills necessary for performing function assessed by -SOPs shall each, be HR Application employment for
1.3
-SSOPs. Induction training(including company practices,5Ss,FSMS and quality system) shall be provided for each new employee. HR Induction form
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1.4
The HOD / supervisor shall assess whether additional training is required before tasks are assigned with the HR Suggested training form need
1.5
help of PA form/KRA. The HOD/supervisor shall asses the need for immediate training of personnel already HR Suggested training form need
1.6
form/KRA. Training requirements for each position are detailed in the training
1.7
HR
1.8
HR
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1.9
file. The HOD/ supervisor shall verify if training is effective and notify the operations accordingly. The manager-
FSTL
1.10
training FSTL
effectiveness is also judged feedback attendees training form. by of in taking the the
attendance
1) Identification of training needs:At the beginning of calendar year (April to March), the HRD department sends a format having the list of employees and the list of topics/ subjects to all the HODs for identification of training needs of each & every employee of their department/section. The topics/ subjects include technical, behavioral, fire & safety and some other general topics etc.
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The HODs in consultation with shop floor in charge and supervisors identify the actual training needs of their department employees for next year. After mentioning the training needs in front of the employee, the department sends back it to HRD department, who prepare final identification list. These final identification list is signed by respective department heads and sectional head. One copy of the list remains with the concern department and one is recorded at the HRD department.
2) Analysis of training needs:After receiving the training need identification list from different departments, HRD department analyses the training needs and find out how many employees needs training on a particular subject/topic. Thus for each & every topic number of identified employees are known, so it becomes easier to prepare training programmes for coming year/month. Sample of analyses of training need is shown as under. In this way the HRD department analyzes all training needs and prepares yearly plan or schedule to cover all the topics and identified employees in coming year training programme.
3) Preparation of Annual Calendar:After analyzing the training needs identified by different departments, It becomes clear that how many participants are identified for each subject. On the basis of this analysis HRD department makes a planned schedule to conduct the training program in next coming year. This schedule is called annual training calendar. The calendar depicts the
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topic duration of the training, participants (staff, worker), trainer and the month. The annual calendar is circulated to all the concerned HODs.
4) Monthly Calendar:Once the annual calendar is prepared it is further broken into monthly training calendar. This monthly calendar depicts the day and date of the training program, name of the trainer, topic, time and category of the participants. This monthly calendar also circulated to HODs on1st & 2nd day of the month, the objective is to aware the department and the trainer about the time, day of the program.
5) Interoffice memo/circular:Though the intimation of scheduled training program has been send to all departments on 1st day of the month but confirmation of organizing schedule program on the fixed day, time and place is also intimated to all the department/section through a circular/inter office memo 24 hrs before the start of training program. Confirmation of organizing training program is the final verdict to conduct the program, otherwise it is understood that no program will be held on the scheduled day & time.
6) Actual Training:In the organisation HRD department maintain a well-equipped big training hall where all internal as well as external training programs/seminar takes place.
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All required facilities like mike, electronic media, OHP, LCD, TV, laptop are available in Ac HRD hall. Comfortable sitting arrangement of more than 100 participants is also available there. Participants from all concerned department are informed well in time to present in HRD hall for attending different training programs scheduled as per monthly training calendar. Before startup of training program following activities takes place.
a) Attendance:The participants mark their attendance on attendance sheet provided by HRD department. The sample of attendance sheet is as shown below: Si.No Token no. Name Designation Department Signature
b) Trainer conducts the program with introduction of the subject & provides required training on the topic, sharing the knowledge. Normally the training programme remains interactive all the time & at last there is a question answer session.
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The trainer distributes the feedback form to participants which is designed by the HRD department. The participants fill it up and mark the points through which they express how they will utilize the knowledge gained from the training programme. Participants are also encouraged to give suggestions regarding the improvement of training programme, subject matter wise or method wise to provide better understanding.
d) Feedback from trainer:The HRD department gets feedback from trainer also on a prescribed format. The feedback regarding requirement of any infrastructure, other facilities, participant intellectual level & suggestion for making the programme more beneficial & effective.
7) Evaluation & Effectiveness of training:With the concept to develop every employee as a master in his job or subject the concern department identify the employees for training till they get the skill level 4. All the training procedures, the company has decided five level of skill. Every new entrant (fresh employee), mostly comes in 0 level. He learned practically about his job, systems, targets & act to achieve the targets then gradually his skill increased from 0 to 1,2,3,4. This skill level mention on feedback form is useful to judge or evaluate the participants present skill. HRD department send the feedback form to the concern department and collect them back. Thereafter the HRD department analyzes the data and keeps the records of effectiveness of training programme.
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Summer training-2011 Questionnaire on T&D (For academic purpose only) DATA ANALYSIS AND INTERPRETATION
Q.1 How many number of training you had attended from 1st April to 31st July? 1. 2. 3. 1-5 6-10 Above 10 35 15 50
Interpretation: According to the chart which is shown above 50% people are in the favor of HRD departments always provide training on all the topics identified by HOD in a year, 35% attended 1-5 trainings and 15% have attended 6-10 trainings. By analyzing it properly we find that HRD department can fulfill the training needs of the people effectively. Q.2 What type of training you are provided ? 38
1. 2. 3. 4. 5.
25 10 5 10 50
Interpretation-According to chart motivational training is given to 25% persons,10% are provided with personality training ,health related training is given to 5%,technical is given to 10% and 50% are provided all of these. Thus we can say that half of the employees are provided all training.
Q.3 The training which had been provided was beneficial for you or not?
1. 2.
Yes No
95 5
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Interpretation-According to the chart 95% of employees are benefitted by trainings being provided, remaining 5% says that they are not benefitted by training. Thus we can analysis that majority are in favor but the views of remaining must be taken and sort out so that it results in 100% beneficial.
Q.4 Was the trainer provided to you was external or internal ? `1. 2. 3. Internal External Both 15 10 75
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Interpretation-15% of employees are only given training by internal trainer whereas 10% are given training by external trainer. And remaining 75% are given both external and internal trainer.
1. 2. 3.
Yes No Often
85 5 10
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Interpretation-According to the chart 85% of employees are given training according to their need, 5% are not given training according to their needs whereas 10% are often given training according to their needs. Thus we can say that performance appraisal should be done in more detailed way.
1. 2.
Yes No
95 5
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Interpretation-95% are in the favor of that training was provided effectively and remaining 5% disagree with the way training is being provided. Thus, company need to be bit focused on the way of providing training.
Q.7 Do you feel that the contents of the training programmes are sufficient for the thorough understand of the topic?
1. 2. 3.
Yes No Often
80 5 15
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Interpretation-According to the chart 80% of the employees feel contents of the training are sufficient for thorough understanding of the topic , 5% do not feel so and remaining 15% often feel satisfied with the contents of the training
1. 2. 3.
50 40 10
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Interpretation-According to the chart 50% of employees says that they are always given refreshed training programme if required,40% say they often given refreshed training programmes when required and only 10% says never thus this 10% should be brought down to 0%.
1. 2.
Yes No
90 10
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Interpretation-According to the chart 90% of employees are satisfied with the duration of the training and remaining 10% are not satisfied with the duration of the training. Thus there should be little changes made in the duration of the training.
Q.10 How often do you give your opinions/suggestions about the training programmes you have attended?
1. 2. 3.
95 5 0
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Interpretation-According to the chart, 95% employees agree with that they have given opinion/suggestions about training programmes, and only 5% says often they have given suggestion and 0% says. Thus this represents employees generally given their suggestions.
Q.11 After getting training do you feel there is change in your work, nature or not?
1. 2. 3.
Yes No Often
80 5 15
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Interpretation-According to the chart 80% employees agree that there is change in their in their work, 5%saays that there is no change in their work or nature and 15% say often there is change in work or their nature.
Q.12 Are you provided training in company or outside the company also?
1. 2. 3.
15 10 75
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Interpretation-According to the chart 15% employees says that they are given training in the company 10% says that they are given training outside the company and 75% are given training both in the company and outside the company.
Q.13Do you feel the training programmes help you to understand better your job?
1. 2. 3.
90 5 5
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Interpretation-According to the chart 90% employees says that the training programme helps them to understand their job ,5% says they do not understand their job better from the training programmes,5% says they are often able to understand their job better.
Q.14 Is there adequate emphasis on developing managerial capabilities of the managerial staff through training?
1. 2. 3.
10 25 65
50
developing
managerial capabilities of the managerial staff through training,25% moderatelz feels that adequate on developing managerial capabilities and 65% feels that training emphasis on developing managerial capabilities.
Q.15 Training helps employees to achieve a greater appreciation of how to become better organized and carry out work more effectively-
1. 2. 3.
5 15 80
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Interpretation-80% of employees feels that training helps them to achieve greater appreciation of how to become better organized and carry out work more effectively,15% feels they are moderately helped by training in better organizing and carrying out work and 5% says very little thus this should be looked upon.
1. 2. 3.
10 10 80
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Interpretation-According to the chart 10% employees says that the quality of the company programmes is very little.10% says that the quality is moderate and 80% persons says the quality of the company programme is a lot.
1. 2. 3.
10 10 80
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Interpretation-80% of the employees says that they are helped by management to develop through training,10% says they are moderately helped by management and 10% says that management is very little eager to help their employees to develop through training.
Q.18 How much satisfied you are with the training provided to you?
1. 2. 3.
5 25 70
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Interpretation-According to the chart, 5% of employees are very little satisfied with the training, 25% employees are moderately satisfied and 70% employees are satisfied a lot.thus there is requirement of more improvement to be made in the training programmes.
Q.19 The employees after training are given adequate free time to reflect and plan improvement on the job-
1. 2. 3.
10 25 65
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Interpretation-10% employees feel that they get very little to plan improvement,25% feel they get moderate time to plan improvement and65% employees feel they get adequate free time to reflect and plan improvement on the job.
Q.20 Are you able to implement the learning gained through training programmes in your professional and personal life?
1. 2. 3. 4.
65 25 5 5
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Interpretation-65% employees are always able to implement learning into their professional and personal life,25% often able to implement learning gained through training,5% are seldom able and 5% are never able to implement.
Q.21 Do you share your learning to your colleagues and people down the line?
1. 2. 3.
Yes No Often
85 5 10
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Interpretation-According to the chart,85% says that they share learning with their colleagues,5% says they are not satisfied and 10% says often they share learning with the colleagues.
Q.22 Do you feel comfortable with the way of training of the trainer?
1. 2. 3. 4.
50 40 5 5
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Interpretation-50% of the employees feel comfortable with the way of training of the trainer,40% are often comfortable, 5% are seldom comfortable, and 5% are never comfortable, thus this should be looked upon.
Q.23 Are you informed well in advance about the relevant details of training programmes by your senior?
1. 2. 3. 4.
75 15 5 5
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Interpretation-75% are always informed well in advance about the relevant details of the training programmes by the seniors,15% are often informed ,5% are seldom informed and 5% are never informed well in advance.
FINDINGS
I found that most of the employees were satisfied with the training programmes. Also most of the employees were satisfied with the training programmes contents and the durations. I also found that most of the employees were in favor of on the job training. I observed that training programmes are refreshed if it is required. And employees were well informed about the training programmes.
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Everyone must become familiar with new roles, revised processes, and new control mechanisms.
They should be familiar with the employees and they should not play hard to reach.
Feedback of the employees should be addressed properly. They should take customer feedback of the employees regularly and act upon their suggestions. And if there is any complain they should solve it very soon otherwise the dissatisfaction of the employees can increase.
Rather conducting these kinds of surveys on yearly basis it has to be conducted twice in a year for more accurate results and conclusions so that comparison can be easily done with the employees previous results.
CONCLUSION
A structured Training and development system should be introduced. Some suitable and reliable person should be given responsibilities for implementing the programs.
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Training and development programmes in Parle are relevant and effective in preparing the employees for the job they do as well as keeping them appraise with new technology in this competitive era. Training facilities were perceived by the respondents to be quite adequate. The training was relevant and effective in terms of the job performed by the managers. Training and development programmes undergone by the management staff improve performance and effectiveness of employees.
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