Understanding Training and Development Programs

CHAPTER-I
• INTRODUCTION ABOUT THE STUDY
• NEED FOR THE STUDY
• OBJECTIVES OF THE STUDY
• SIGNIFICANCE OF THE STUDY
• SCOPE OF THE STUDY
• METHODOLOGY OF THE STUDY
• LIMITATIONS
1
Introduction:
Training makes a very important contribution to the
development of the organization’s human resources and hence to the
achievement of its aims and objectives. To achieve its purpose,
training needs to be effectively managed so that the right training is
given to the right people, in the right form, at right time and at the
right costs.
Training is different form college education.

Training is purely vocational, in contrast to education, the main
purpose of which is the development of general culture. Education is
person-oriented while training is job-oriented.
The term ‘training’ indicates the process involved in

improving the aptitudes, skills, and abilities of the employees to
perform specific jobs. Training helps in updating old talents and
developing new ones.
2
Definitions of Training:
Training is an organized activity for increasing the

knowledge and skills of people for a definite purpose.
“Training is the act of increasing the knowledge and skills

of an employee for doing a particular job”. ---------Edwin B. Flippo.
Training involves the development of skills that are

usually necessary to perform a specific job. Its purpose is to achieve a
change in the behavior of those trained and to enable them to do their
jobs better. Training makes newly appointed workers fully productive
in the minimum of time. Training is equally necessary for the old
employees equipment is introduced and there is a change in the
techniques of doing the things.
In fact, training is a continuous process. It does not stop

any where. The managers are continuously engaged in training their
subordinates. They should ensure that any training program should
attempt to bring about positive changes in the knowledge, skills and
attitudes of the workers. The purpose of training is to bring about
improvement in the performance of work. It in learning of such
techniques as required for the better performance of definite tasks.
3
NEED FOR THE STUDY:
In fact need for studying the various dimensions of training

and development and dynamics of training and development arises in
terms of research studies in social research because of the fact human
capital is regarded as most valuable assets for corporate enterprises in
every country. In the face of cut throat competition intensified by
liberalization and globalization of Indian economy need for upgrading
the and escalating efficiency of human resources to enable them to
keep pace with emerging challenges is felt by today’s organization.
It is high time that companies in India to make themselves

more competitive and more dynamic so that they which kind
competitive forces in a concerned industry in order to avoid the
problem of redundancy of human resources which is caused by
frequent developments in technology CAPOL division is poised to
adopt up gradation of technology as a part of modernalization
program.
The importance of training and development and its role in the

development of said company was properly realized by the company
so the present study which focused on the methods of training and
development in the company had brought out many interesting
aspects relating to training and development.
4
The major philosophy underlying study of this aspect is
to elicited the opinion of employees about effectiveness of training
and development programs more comprehensive in future. From this
study innumerable advantages can be derived which may be useful to
the company in rectifying its short comings
Objectives of the study

In order to realize my vision I have set the following objectives.
PRIMARY OBJECTIVE:
To know the extent of satisfaction of the employees in training

and development programmers provided at CAPOL
SECONDARY OBJECTIVE:
1. To know the type of training and development programs

conducted to the employees
2 .To know the impact of training program Behavioral aspects like

inter-personal relationship, communication etc., of the employees.
3. To know how far the training programs are helpful to the

employees in performing their job
4. To suggest appropriate techniques and modifications in training

programs to achieve organizational goals.
5. To know that if the training improves the relationship between

workers and management.
5
6. To examine the feasibility of the introduction of state of the art
training methods in the fast changing world.
7. To carefully examine the type of responsiveness of the

employees to the change in the training methods.
8. To examine the possibility to seek the behavioral norms

suggested by the trainees this may be acceptable to them.
9. To observe the correlation between training requirements and

importance attached to the training by the company.
10. To thoroughly ascertain whether training planning has

reflected internal realities and external realities.
6
SIGNIFICANCE OF THE STUDY
The researcher is of opinion that present study on Training and
development in CAPOL Division vital importance as training and
development is one of the critical success factor around which
corporate enterprise gain core competence as well as competitive
advantage. The contribution made by training and development to the
organization efficiency and effectiveness and its importance in
management in management of human resources had aroused a keen
urge and inclination in me to select the present topic for project
training.
Like in other fields, drastic changes have taken

place in the way of human capital in recent times. In the other words,
it is necessary that the researchers should attach utmost importance to
the dramatic changes in the area of training and development. It is
worth while to admit the fact that the concept of training and
development has assumed new dimensions.
It is gratifying to note that the study on

training and development in any reputed company in India deserves
attention and priority when compared with other research problems.
Since CAPOL division deserves appreciation and attention in the
view of its commendable contribution to the industrial development
of India study in the above said company assumes much importance.
7
I have taken special interest in carrying out my
study in CAPOL Division. It is earnestly hoped that CAPOL is bound
to the benefited through the suggestions which I offered and take
effective measure for correcting deficiencies and inadequacies
wherever their existed.
8
Methodology
Methodology deals with different methods and tools by which the data
are collected.
RESEARCH DESIGN:
Research design is defined as the specification of methods and
procedures for acquiring the information need. It is plans of organization frame
for do in the collection of data.
In general the research designs are of these types via exploratory,

descriptive and casual.
Descriptive:
Descriptive designs have that name because they described
phenomena with out establishment associations between factors the data may
be.
1. The behavioral variables of people (or forth subjects) that are
Under study.
2. The situational variable that existed is forth coming.
Sources of Data :
Since the study is explorative and investigative there is a requirement of

data from different sources. Enough data is more relevant for the research in
order to have a clear idea about the research. The data were collected through
primary and secondary source.
9
DATA
COLLECTION
PRIMARY DATA SECONDARY DATA
1) Personal interview with

Various officials and 1) Information from
Employees of the Various publication and
Organisation. Journals.
2) About 100 employees

Will be interviewed 2) NEWS magazines
Through a questionnaire
a) Primary data:
The primary data are those, which are collected freshly and for the first
time, from the employees directly. It is collected through the following
methods.
1. Questionnaire: A structure of questionnaire was prepared and
distributed among the employees.
2. Interview: Personal interviews and interaction with the employees
and labour.
3. Observation: By observing the working environment.
10
b) Secondary data:
The secondary data are those which have already been collected by
someone or else which have been passed through statistical process. Sources
of secondary data can be categorized into 2 broad categories named published
and unpublished statistics. Leaflets, brochures, annual reports of CAPOL,
Training and development reports, other textual information available in the
library.
Research Approach:
In this researcher goes to the respondents with questionnaire
clarifies any doubts raised by the respondents and notes the responses.
Sampling Method:
Simple random sampling method
Sample units:
Workers of Capol
Sample size: 100
Data Analysis:
The data collected were analyzed using statistical measures like chi-
square test, percentages and averages, wherever necessary and according to the
demand of the study, descriptive analysis is also made.
11
Limitations
1. This scope of the project is focused only on the workers of
the Capol (Chirala).
2. This study is restricted up to training and development
programs only.
3. Some of the respondents hesitated to answer some questions.
4. Because of their busy work the data is collect in hurry. This
is analyzed based on available information
12
CHAPTER-II
INDUSTRY
&
COMPANY PROFILE
13
INTRODUCTION TO CAPOL
The full form of CAPOL IS “Coromandal Agro Products

and Oils Limited”. It is seasonal industry. CAPOL established in 1975. The
manpower of CAPOL is 500. It is located in Jandrapet near Chirala. The area
measurement of CAPOL is 23.68 acres. Acquirement of Andhra Pradesh
Government.
The causes for the location of CAPOL at Jandrapet.
 Available of raw materials.
 Power, water, transport and infrastructure facilities.
 Construction Materials.
 Labour facilities.
 Skilled persons.
14
HISTORY OF COTTON SEED
In our country India more than 70% of the total

population were depend on agriculture. So, there is a much demand for an
Agro products Most of the people were depend on cotton also.
For this interest the Indian industrial development of

cotton seed processing was first at Navasri, Surat (DT), Rajastan, second at
Punjab and third at Hyderabad (A.P) in 1937 by Sri. Govindram Sakseria
(125 tones/day)
After this heavy production India now occupies the

fourth place among the cotton seed production countries in the world.
Many of the people depend on this cotton seed

agriculture. It is a seasonal crop. The rate of these cotton/cotton seeds was
depending up on the various factors relating to the farmer. That is price of
seed, rate of fertilizers and rain etc. This is history of the cottonseed. Now
there is a heavy demand for this cottonseed because lot of products were
made with cotton or cottonseed.
15
INTRODUCTION
The word “Agro Industries” broadly means industries

manufacturing inputs for agriculture or the industries processing
agricultural outputs. Agencies supporting agriculture by designing and
manufacturing inputs are termed as “Agro Industries” and those supporting
by agricultural products are termed as “Agro based industries”. Modern
Agro industries manufacture chemicals and supply agricultural input either
on each basis or realize the value in installments.
According to planning commission “Any enterprise

producing and supplying chemicals inputs to agriculture is an Agro based
industry”. Due to rapid changes in technology. The out put of agriculture.
Agro industries and Agro based industries has increased in the same
manner. We found the improvement not only in output of cotton and titles,
but also in the whole range of plantations like tea, coffee, groundnuts, cash
nut and course juts.
Generally most of the industries use agriculture output as

basic raw materials. But this concept defers in case of Agro industries. It
is conformed to those industries that are engaged in processing the
agriculture product.
Since Agro industries directly influence the cost

structure of forming Agro based industries. They have their impact on the
receipts of the farmer Agro industries also serve as a mean for providing
better employment opportunities to the labour during off-season. The
purpose of establishing Agro industries co-operation is not only to equip
16
former with modern implements, but also to train them in the operation of
machines, which in the early state of mechanization and nationalization of
agriculture.
17
INDUSTRY PROFILE
BACKGROUND
• India – one of world’s leading producers of oil seeds

(9.3%) and oil
• Technology Mission on oilseeds set up in 1996
• Oilseeds have support price mechanisms
• India – second largest importer of edible oils (2

million MT)
• Vanaspathi – a substitute for ghee, formed by

hydrogenation of crude vegetable oil.
• Free pricing in vanaspathi since 1989; delicensed in

1992
• Oil season – November to October
MAJOR PLAYERS
Edible Oils Vanaspathi
National Dairy Development Board Hindustan Lever

(Anand) (Mumbai)
ITC Agro-Tech (Secunderabad) Wipro (Bangaloe)
Marico Industries (Mumbai) Rasoi (Calcutta)
Ah,ed Mills (Mumbai) Avi Industries

(Mumbai)
MARKET
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Industry Structure
• Highly fragmented industry
• Over 600 oil extraction units, 166 vanaspathi

manufacturing units
- only 10 edible oil units and 8 vanaspathi units have

national reach
• Over 50% of the units – sick or under utilized due to

surplus capacity
• Idle capacities among these units due to shortage in

feedstock supply
• Major oil brands – Sundrop, Dhara, Saffola, Sweekar,

Postman
• Vanaspathi brands – Dalda Rath
TRENDS IN OUTPUT
Market Size:
• Edible oils and vanaspathi markets – 9.6 million MT
• Oils market growing at 8.7% CAGR
• Vanaspathi market stagnating at around 1 million MT
CAPACITIES
19
Installed Capacity and Production
Vanaspathi Edible Oils
Capacity 2,720,000 30,368,000
Productions 990,534 6,250,000
Utilization 36% 21%
Installed capacities and Production – in MT per year
Key Inputs, Technology
Inputs
Vanaspathi – Minor (solvent extracted) edible oils –

Sunflower oil, Soybean oil, Ricebran oil.
Edible Oils – Oilseeds such as Groundnut, Sesame, Mustard,

Sunflower and oil cakes and bran
Raw materials comprises 70% of the production cost

Oilseeds – the largest cash crop Poor productivity – 873 Kg/
hectare (global average of 2000 kg/ hectare). Though oilseeds
have 14.5% share in gross cropped area, only 25% of it is under
assured irrigation.
Technology: Refining technology freely available

indigenously
FEATURES
Characteristics
• Oils : primarily a commodity market – price sensitive
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• Effective distribution chain – through a complex
network of C & F agents, wholesalers / stockists & retailers (kirana
shops, supermarkets).
• Oil sold in bulk (tin, HDPE containers) to institutions;

In retails packs (PET bottles, cans, jars, pouches) to small
customers
• Seasonal demand for oils & vanaspathi – September to

November (peak season)
• Regulation : Under the Edible Oils Packaging

(Regulation) Order, 1998, edible oils cannot be sold loose’ but can
be sold only in ‘packed’ form
• Oil consumption – North is largest market, followed

by South, West & East Zones
Imports and Prices
• Oils and vanaspathi substitutes can be freely imported

under OGL
• Import duties : 15% basic + 10% surcharge (Oil); 40%

basic (Oilseeds)
• Large scale imports of oils and vanaspathi substitutes

– primarily to check price rise and meet supply shortages.
• Imports during 1998-1999 – 2.38 million MT
• Estimated imports for 1999-2000 : 3 million MT
21
• Prices of edible oils : RBD Palmolein Rs.23,500/MT
(Wholesale, ex-Mumbai) World market : $420/MT (Rs.
18,060/MT) c.i.f. – July’99
• Prices of vanaspathi : Rs. 647/15 kg (wholesale, ex-

Calcutta) 0 May’99
Usage
• Oil and vanaspathi used as cooking media (in

households, hotels, restaurants, canteens, institutions)
• Vanaspathi used as an industrial input – for making

bakery products & confectionery
FUTURE
• Macroeconomic factors : Population growth,

per capita income, purchasing power, oilseeds crop
• Influence of branded products – ‘health’

message
• Growing preference for convenience foods
• Raw material sourcing : focus on improving

yields, getting better quality oilseeds, ensuring regular supplies –
through symbiotic relationship with farmer
Key success factors:
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• Branding essential for success (Vanaspathi –
Dalda, Oils – Sundrop)
• Better distribution network to improve reach
• Efficiency in operation – to become price

competent and withstand overseas competition
• Proposed Future trading in edible oils will help

curtail price volatility and lend knowledge – based assistance to
farmers of eliminate unofficial markets
• In the next five years, the market for
Future - edible oils will grow by 8% to 12.65

million MT
- vanaspathi will grow to 1.5 million MT
• Free imports, low import duties and slump in

global prices – lead to ‘dumping’
• Domestic industries of edible oils and

vanaspathi affected – low realization and idle capacities in oil and
vanaspathi industries
Business- Production slippages have also forced imports
Concerns Excessive (cheap) imports of oilseeds – led
to un remunerative prices, locally
• Hence, farmers have shifted to other cash crops
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• Increasing health awareness – impact of oils and
vanaspathi usage in individual’s cholesterol levels
This industry is a high volume, medium growth sector

characterized by excess / idle capacities owing to in efficient
operations. Imports have been influencing prospects, leading to
domestic industry crisis.
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HISTORY OF THE COMPANY
CAPOL is an oil producing industry at Jandrapet
near Chirala. It has acquired much importance at Prakasam District
in A.P. This is because of extensive cultivation of cotton by the
farmers. Cottonseed is remove from the cotton and it would be
sold to the company for manufacturing of various by products like
cottonseed hulls, soap stock, animal feed, lint etc. Further, the
products of CAPOL like de-oiled cake are also exported to Japan,
Thailand, Malaysia, west Germany, Switzerland etc., Therefore the
study on marketing mix of the CAPOL has assumed a greater
significance in recent times.
The success of any organization depends

mainly of three functions of the management namely production,
finance and marketing. Selling has predominant importance in
marketing procedure.
Cottonseed crushing industry is one of the Agro based

industries. Cottonseed is used in the manufacturing of edible oils,
cakes, liner, hulls and oil. India is the third largest edible oil based
economy in the world after UNITED States and China. India
accounts 9.7% to the global oil seed production. The main
production of this industry is edible oil.
Most of the people habitat to use groundnut oil for cooking

purpose. To meet the competition CAPOL is manufacturing
cottonseed oil at a lower price than groundnut oil. This itself
underlines the importance of marketing activities of CAPOL,
Chirala.
25
CAPOL has been located in Jandrapet village at Chirala and
are measuring across 23.68 acres. The plot has acquired from the
Government of A.P on the basis of 9 years lease. The sight is
favorably located in respect of all facilities.
This is registered in 12th Dec, 1975 and Commencement of

business was started from 5th Jan, 1976. This CAPOL has made a
joint venture with APIDC and signed on 1st Feb, 1976 CAPOL got
the license in 13th Aug, 1975 and it is transferred to 13th Feb, 1976.
26
ORGANIZATIONAL STRUCTURE
The CAPOL is organized by a board of Directors.

Under the board of directors there is a chairman. The chairman
controls the Managing Directors. There is a General Manager
under the control of the Managing directors.
The General Manager organizes the overall activities

of the company. He has under his direct control of finance
manager and the company secretary. Besides he has also under
him a commercial officer. Under maintenance engineer material,
procurement officer, packing section in charge and personnel
officer and security officer. Under the finance Manager there are
three officers. They are Junior Account officer, Internal audit In-
charge and administrative officer.
The plant engineers are in-charge of the C.S.P Plant

in-charge oil mill, solvent extraction plant in-charge, refinery in-
charge and lab in-charge. Plant engineers functions are to rectify
mechanical defects to make machinery run smoothly and maintain
co-operation of the production activities.
The personnel officers are responsible of organization

recruitment of personnel functions and ensure the disciplined
working of the employees. The security officers are in-charge of
watch and time keeping departments.
27
Board of directors
Managing directer
General Manager
Plant Engeneer personnel Financial Manager Company Commercial

Manager Account Officer Secretary Manager
Purchases Sales Cashier Expenditur Internal Stores Accounts

Audit Accounts General
Personnel Officer Horticultural Officer Security Officer
Senior Clerks Clerks Head Guards
Junior Clerks Security Guards
Purchasing Commercial Commercial

Officer Guntur Officer Chirala Officer Kakinada
Assistants Clerks Clerks
Clerks
C.S.P.Plant Oil Mill Solvent Extraction Refinery Laboratory Packing

Incharge Incharge Plant Incharge Incharge Incharge Section
Supervisor Supervisor Supervisor Supervisor Workers Workers
Workers Workers Workers Workers
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COMPANY PROFILE
NAME : Coramandal Agro Products and Oils Ltd
Address : Jandrapet (post)
Chirala (M.D.),
Prakasam (DT), PIN-523 165.
Chairman : V. Venkata Rao
Directors : M. Lakshmaiah
M. Ramesh
V. V. S. Ravi
M.D : M. Venkateswara Rao
General Manager : Sri K. Satyanarayana
Finance Manager : Sri A.V. Krishna
Commercial Officer : V.H. Gupta
Personnel Officer : Suresh Babu
Finance Institutions : ICICI, IDBI, IFCI
Auditors : M/s A. Ramachandra Rao & Co.,
Registered Office : 12-B
Sky land apartments,
Basheer Bagh,
Hyderabad.
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Established : 1975
Manpower : 500
Area : 23-65 acres
Product : Cotton Seed Oil
30
MARKETING – ORGANISATIONAL CHART OF CAPOL
GENERAL MANAGER
COMMERCIAL MANAGER
MATERIAL MATERIAL MATERIAL

OFFICER OFFICER OFFICER
(GUNTUR) (GUNTUR) (GUNTUR)
ASSISTANTS CLERKS CLERKS
31
OBJECTIVES OF THE CAPOL
Following are the objectives of the company:
 To acquire, promote establish and carry on business of

manufacture oils from cottonseed. Castor linseed, sunflower, Rice
bran and other type of edible and non crushing solvent extraction,
chemical or any other process and to utilize, sell the oils and cakes
to be produced or acquired for edible purpose of in any type or
processing i.e., ordinary crushing solvent extraction, chemical or
any other and to utilize sell the oils cakes to be produced or
acquired for edible purpose or in any industry in the manufactured
of nutrition tools, soaps, cattle fed, manure, fatty acids, perfumes,
chemical or any other and to utilize sell the oils cakes to be
produced or acquired for edible purpose or in any industry in the
manufactured of nutrition tools, soaps, cattle fed, manure, fatty
acids, perfumes, chemical and other products in which such oils,
cakes are utilized.
 To erect, take on lease or otherwise acquire establish

plantation and other lands, or free hold, leasehold, or the other
tenure and in particular lands producing or likely to produce, cotton
seeds and other seeds and also grants concession claims, licenses
and authorities of any description over any such lands.
32
 To carry on in India or every where in any part of the
world the business of spinning weaving of manufacturing or
dealing in cotton or other fibrous substances, the preparations,
dyeing or coloring of any of substances, the preparations, the
pressing of sand otherwise dealing with cotton seed and extraction
of oil and other such products. There fourth refining and treating
of such products and subjects them to further processor of
manufacture.
 To act as stockiest, a commission agent,

representatives or agents, selling and purchasing agents, distracters,
brokers of edible oils.
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ANCILLARY OBJECTS OF THE COMPANY
 To manufacture and deal in all kinds of plant

machinery apparatus tools utensils, materials and things necessary
or convenient for carrying on any of the main objects of the
company.
 To buy, sell, manufacture, plant, prepare, treat, alter,

exchange, hire, let on hire, import, export dispose and or deal in all
kinds of articles and things which may be required for the purpose
of any of the business which the company is expressly or by
implication authorized by this memorandum at carry on.
 To establish, appoint, regulate and discontinue offices,

agents, representatives, distributors or retailers in all such places as
the company may from time to time determine for carrying out all
or any of the company’s objects and to acts agents for the other.
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AWARDS FOR CAPOL
The following awards are given to the CAPOL company for best
performance in various circles
1. In 1981-82 award was given for largest exports to de oiled cake in India
from all India cotton seed crushers Association .
.2. In 1983-84 the company was awarded a certificate of merit as higher
exports of de oiled cake in India .
3. In1979 the company was given best safety award by “Prakasam
District Mills Association”.
4. Export award of AICOSCA for second largest exporter of cotton
seed expeller extraction from south zone .
5. The CAPOL company got best production award in the year .
1984-85 from A.P. Government.
6. The CAPOL company was awarded best management commendation
certificate from the C.M. Dr. Marri Channa Reddy on First May 1990
7. “Karimika Ratna” award was given by A.P Government for achieving
higher production with low temperature in 1995 .
35
CHAPTER-III
TRAINING
&
DEVELOPMENT
IN
CAPOL
36
Defining Training and Development:
According to Flippo, training is the act of increasing the knowledge and
skills of an employee for doing a particular job. The major outcome of training is
learning. A trainee learns new habits, refined skills and useful knowledge during
the training that helps him improve performance. Training enables an employee to
do his present job more efficiently and prepare himself for higher level job.
Training, thus, may be defined as a planned program designed to improve
performance and bring about measurable changes in knowledge, skills, attitude and
social behaviour of employees.
37
Training Vs Development
Training and Development Distinctions
Learning Training Development

dimension
Who Non-managers Managers
What Technical Theoretical

mechanical operations conceptual ideas
Why Specific job General knowledge

related information
Short term Long run

When
Thus, training is meant for operatives and development is meant for

managers. Training tries to improve a specific skill relating to a job whereas
development aims at improving the total personality of an individual. Training is a
one-shot deal; whereas development is an ongoing, continuous process. Training
is mostly the result of initiatives taken by management. It is the result of some
outside motivation. Development is mostly the result of internal motivation.
Training seeks to meet the current requirements of the job and the individual. In
other words, training is a reaction process whereas development is a proactive
38
process. Development is future oriented training, focusing on the personal growth
of the employee.
Benefits of the training:

The benefits of training to a company should be readily apparent. The major
values are:
1. Increased productivity:
An increase in skills usually results in an increment in both quality and

quantity of output. However, the increasingly technical nature of modern job
demands systematic training to make possible even minimum levels of
accomplishment.
2. Improved morale:
Training helps employees to improve their job knowledge. It enables them to

remain up-to-date. They can handle job operations with relative ease and comfort.
They can work more competently. They can now meet the deadlines, achieve the
targets and show performance. In short, their morale would be high. In the
absence of training, they have to depend on others and wait for painfully long
hours seeking an appointment with supervisors.
3. Reduced Supervision:
39
The trained employee is one who can perform with limited supervision.
Both employee and supervisor want less supervision but greater independence
which is not possible unless the employee is adequately trained.
4. Reduced accidents:
More accidents are caused by deficiencies in people than by deficiencies in
equipment and working conditions. Proper training in both job skills and safety
attitudes should contribute towards a reduction in the accident rate.
5. Increased organizational stability:

The ability of an organization to sustain its effectiveness despite the loss of
key personnel can be developed only through creation of a reservoir of employees.
Flexibility, the ability to adjust to short-run variations in the volume of work
requires personnel with multiple skills to permit their transfer to jobs where the
demand highest.
CURRENT TRAINING & DEVELOPMENT PRACTICES:
40
National Perspective:
The industrial organizations have realized the importance of
training their employees for better performance and for improved productivity. In
such cases, the stress is more on management development and less on worker
development.
The main difference between training in public and private

sectors is, in the former the training programs are focused on employee
development, approach while in the private sector it is mainly for the development
of the organization.
Most of the Public Enterprises have taken up HRD in big way.

However, in private sector it is less continuous but more enterprise focused and
need based. It is also a fact that in private sector formal assessment of training
needs and strategies of fulfilling them are absent. It is often viewed as a retreat for
reflection and recoupment. But things are changing under the new economic
policy and globalization of operations. Increasingly private sector industrial
houses are setting up training centers and planning to establish even private
universities. Although training helps employees to do their present job, the benefits
of training may extend throughout a person’s career, whether management or non-
management.
Development on the other hand, helps the individual to handle

future responsibilities than the concerns of the present job. Simply stated, the
essence of training is to meet the future requirement of the organization. Thus,
training and development is essential both for the workers as well as the top
managers.
41
Functions such as HR planning, recruitment and selection,
training and development, personnel and administrative policy, planning and
implementation, career counseling, industrial relations etc., are well integrated in
successful corporations.
Organizations are made up of a vast majority or workers and

a smaller complement of first line supervisors, middle level managers and top
executives. Essentially it is the workers, who produce the desired results in
industry.
One of the greatest challenges to a supervisor/manager

today is how to get work done, from their subordinates. Training is, therefore,
essential both to workers as well as supervisors, to improve their skills and to
change their attitudes. The same is true for the managers, whether at the middle or
the senior level that need training in the art or man-management.
With the introduction of computers there is greater need for

training, retraining and redeploying employees in industrial establishments. With
the New Industrial Policy announced by the Government in July 1991, many
structural changes have taken place. The Indian economy has switched over from
domestic market to global market. In order to compete in the world market Indian
industries have to endeavor to improve quality and ensure competitive edge.
42
HRD in Public Sectors
Public Sector is a prominent organization in India which contribute most

towards National Economy. Most of these organizations use costly Technology
and equipments. Therefore, HRD in these organizations assume greater importance
to improve their efficiency.
HRD is a process by which an individual learns and uses creativity

development or himself and of the organization. It also includes mechanism like
performance appraisal feedback and counseling assessment of Training and
Development needs designing suitable programs evaluation of program and
feedback. The mechanisms are slow and complex in many a public sector
organization.
The regard and promotional system based on a time bound scale rather than
merit basis in these sectors defeats the basic concept of HRD process.
HRD can be a hall mark of public sector which will automatically improve
the quality of work and productivity if the objectives improve the quality of work
and productivity if the objectives are clearly defined and the goals are achieved.
43
PROCESS OF TRAINING:
The process of training broadly encompasses the following steps:
1. Define training objectives
2. Identify the “fert training needs” of the staff.
3. Formulate various training schedules and ensure their systematic

implementation by time bound programs.
4 Assessment / evaluation of its effectiveness viewed from “short” as

well as “long term” pay off to the organization and the staff.
NEED IDENTIFICATION:
The effectiveness of training function is heavily dependent upon
effectiveness of processes used to identify training needs. This is the first critical
step on the road to competence development and performance enhancement. An
inadequacy at this stage cascades to all the subsequent training processes.
Traditionally, training need analysis got integrated into the annual appraisal
form.
Logically, this seems to be the correct way of doing things. First we assess
the performance of the person, their based on the performance gaps we identify the
training needs. But after reality testing, it proves absolutely wrong.
44
The correlation between attribute assessment and actual performance of the
person is a question mark. Attribute assessment puts upon the wrong track from
the word go is 99% of cases, the employee is nominated by a higher authority
rather than being given a change to volunteer for a program, in some organizations,
there are employees who are earmarked and regularly nominated to attend training
programs. (Narang 2002) The subsequent training does not be fulfilling any
significant purpose. Faculty training needs identification is at the core of this
problem. The answer lies in studying the entire gamut of organization needs
.Empowering employees .So that they can take care of their own training needs in
a powerful technique that can fetch the dividends for the organization. In this
approach, emphasis is given to self development of employees, who then can learn
at his own pace.
The onus is on the emphasis, volunteering for training is encouraged and the
practice of nominating is phased out.
So, training need identification is based on training need analysis. As the

name suggests the TNA is an attempt to understand the training needs on the
organization. The analysis presents an approach to identify the gap between the
existing performance level in the employees and the desired level of performance
to achieve the organizational goals. In other words it identifies the gaps in the
skills, knowledge and attitudes of the workforce and indicates the training inputs
required to improve employee performance. It is essentially a diagnostic tool for
the trainers.
A structured TNA is balanced in an understanding of the organizations need

on one hand and the employees need on the other. It is very interesting to note that
Toyota company carried out a research that is a business process 65% of the
45
activity is wasted, 30% of the activity though useful, add no value and the balance
5% only add value.
Training Methods
Once the trainer has decided up to the training method that he wants to use
for transferring the knowledge and skills to his trainees, he can draw from various
training methods, one that will be most suitable for the particular topic, approach
and the group of trainees. Even though there are a number of methods, only a few
are used normally. In a corporates, even fewer number of methods are in
operation. In this chapter an attempt is made to discuss about the training methods
usually adopted by various Training Institutes / departments.
Training Methods:
Training methods are grouped into:
1. On-the-job training
2.Of-the-job training
On-the-job training:
Advantages:
1 Requires no extra space and attention
2 Its very practical
46
3 Most common way that employees receive instruction in industry
4 Allows to practice what he is expected to do after training
Disadvantages:
1 Expensive equipment and work space is tied up
2 High wastage
3 Trainee will be under pressure
Types of on-the-job training:

1. Orientation Training
2. . Job-instruction Training
3. Job Rotation
4. Coaching
Orientation Training:
For new employees or transferred or promoted
1 Introduce to specific job environment
2 Introduce to Company policies and objectives
3 Supervise during early introduction period
4 Introduce to the people with whom he works
47
Job-instruction training:
For white and blue colour employees
1 Specialized training
2 Supervised practice
3 Step by step Demonstration of Job operation
4 Trained until satisfied level
Job rotation:
1 Successive change of jobs for advanced learning
2 Immediate supervisor supervises the employee
3 Valuable knowledge of interrelationship
4 No socio-emotional relationship with any employees
Coaching:
1 A coach is assigned to every trainee
2 Coach takes the risk of training the employee
Off-the-job training:
Advantages
1 Organized training
2 Executives get away from pressure of the job
48
3 Provides resource such as faculty, executives, books etc.
4 Motivates to develop himself
5 Courses course’s and programs that company cant
Disadvantages
1 Fail to incorporate material that facilitate transfer of training
2 Organizational climate is lost
3 Trainees may experience frustration
4 Unless Organizational climate Training are not likely to be realized
Types of off-the-job Training:

1 Vestibule training
2 Lecture
3 Films
4 Television
5 Simulation
6 Organization development
Vestibule training:
1 Equipment and materials similar in production are used
2 Increases learners active participation
3 Ideal learning conditions
49
Lecture:
1 Economic means of training
2 One way communication
3 Listeners are passive
4 Attitude and interest among the trainees varies
5 Skillful lecturer is needed
Films:
1 Skillful editing leads to Good learning principles
2 Its repeatedly available for reference
3 Cause effect relationship can be easily demonstrated
4 Takes less time to master operations
5 Powerful if planned from trainees point of view
Television:
1 No interaction between trainee and trainer
2 Most skillful instructor is needed
3 Experiments shown Class room interaction is better than television
Simulation:
1 Same as vestibule training
2 Real life organization
50
TRAINING AND DEVELOPMENT IN CAPOL
On the Job Training
It is the method of training the employees or the workers to improve their

skills and competencies required for their job. It means that On the Job Training is
conducted to increase the employee input to achieve higher efficiency so that the
requisites of the jobs are fulfilled and the performance of the employees is
maximized. On the Job Training places the employees in a actual work situation
and makes them appear to be immediately productive. It is hence learning by
doing.
There are several methods used for training the employees under this
i.e. Apprenticeship Training, Simulation Technique, Demonstration, and as well
training on the equipment.
In the perspective of capol, On the Job Training is very significant

aspect to train the existing employees so that higher job performance is reached,
this leads to higher productivity and as well as higher job satisfaction. To conduct
this several steps are to be followed which begins right from the Job Description to
Assessment testing.
51
The sequence of the On the Job Training at CAPOL is
in the following manner:-
a) Job Description:-
A Job is a collection of tasks and responsibilities that an employee is
responsible to conduct. Jobs have titles. A task is a typically defined as a unit of
work, that is, a set of activities needed to produce some result, e.g., sorting the
mail, etc. Job Descriptions are lists of the general tasks, or functions, and
responsibilities of a position. Typically, they also include to whom the position
reports, specifications such as the qualifications needed by the person in the job,
salary range for the position, etc. Job descriptions are usually developed by
conducting a Job analysis, which included examining the tasks and sequences tasks
necessary to perform the job. The analysis looks at the areas of knowledge and
skills needed by the job. Note that a role is the set of responsibilities or expected
results associated with a job. A job usually includes several roles.
Typically, job descriptions are used especially for advertising to fill an

open position, determining compensation and as a basis for performance reviews.
Some times job descriptions are not worded in a manner such that the employee’s
performance can be measured; they end up serving as the basis for evaluation
rather than performance. So it becomes very essential to have a complete
description of the job, which would help us
in knowing the specifications in the job.
52
b) Identifying the Skills and Knowledge:-
Once the complete description of the job is known then it becomes essential
to identify the skills and knowledge required for the job to be successfully
terminated. Based on the findings at this stage it helps in knowing the basic
requirements to fill that job position. It may be qualification or any other technical
background or communication skill etc, based upon the type of job. Once the
skills and knowledge required for the job are identified then it becomes easy for
the person in charge to prepare the subject matter of the job.
c) Standard Operating Procedures:-

An SOP is a set of instructions or steps someone follows to complete a job
safely, with no adverse impact on the environment (and which meets compliance
standards), and in a way that maximizes operational and production requirements.
SOP are meant for the people who perform jobs by themselves, for people who
work together on a job, and for people who supervise other people doing a job.
Following factors should be considered like age, education, knowledge, skills,
experience and training of the person who will perform a job, and the “social
culture” or work history within which the individual works. SOP material is used
to write a description of how a job is done.
SOP’s are very essential for all the jobs before a job is begun. SOPs first
must be comprehensive. Often SOPs are written by one person, and are reviewed
by one or more others, one of whom may approve a final version. Most
importantly, SOPs should be reviewed by several people qualified to evaluate the
SOP in terms of its completeness and clarity of safety, environmental and
53
operational components. In keeping with the intent of various International
Standards Organization (ISO) standards, these reviews should be based on the
maximum safety, health and environmental considerations, not merely “what the
law requires.
SOP’s should be written by teams that include some or all of the following:
1 People who will perform the job
2 People who will perform maintenance on equipment involved in a

SOP
3 Engineers or others who design equipment and processes
4 Technical writers
5 Safety personnel
6 Environmental personnel
7 Equipment manufactures
8 Vendors
9 Suppliers
10 Contractors
54
Team writing accomplishes several goals besides just producing an SOP:
1 It ensures that comprehensive knowledge acquired from different

perspectives is applied to the SOP.
2 It creates “but-in,” which increases the likelihood that the SOPs will
be
implemented under the guidance of the writers.
3 It trains trainers the people who write the SOP. Having participated in
in-depth decision making about the SOP, the writers know it intimately and are
more likely so be effective trainers (coaches).
4 It involves people from diverse parts of the operations as a whole,

which helps ensure that when new and modified processes are implements,
someone goes back and updates the SOP.
5 It encourages employees to follow the SOP and listen to the trainers

because the employees know that the writers invested time and effort on behalf of
the employees.
6 Writing teams do not have to sit together to write. They can write or
edit parts of the SOP independently and then one person can combine the
individual contributions. Once combined, circulate the draft SOP for review
among the writers before editing a final draft for review by supervisors and
subsequent supervised testing by employees. Ideally a writing team should meet at
least once in the beginning of project to establish writing objectives, targets and
responsibilities, but then can work semi-independently with one person serving as
coordinator. In this way standards are set which make the task much easier, such
that the employees are trained as per the required standards
55
1. Identifying the Employee Skills and Competencies:-
After the Standard Operating Procedures are set then the next
stage is to identify the skills and competencies possessed by the employees who
are assigned that particular job. By this it becomes easy to know about the
knowledge of the employee and the short comes so that the employee is trained
where they require additional skill. These skills can be identified by conducting
the performance analysis of the employee or by checking the result or the
contribution level. This would make the training task much easier since only the
requisite training is given instead of training the employee in all aspects and this
saves time and as well the results can be seen very soon.
2 Compare the former with the identified skills and

knowledge of the Job:-
This stage becomes very crucial because the skills and knowledge of the job
are compared with the skills and knowledge possessed by the employee and the
deficiencies are found in the employees. The found deficiency is then fulfilled by
training the employees. This would make the task of the training much easier
because only specific training is given. This reduces the training cost and as well
as training duration.
56
3. Know the strengths and weakness of the People:-
Once the skills and competencies of the employees are identified, it becomes
necessary to sort the list by means of strengths and weaknesses. It means a kind of
SWOT analysis is done to identify them. By identifying these we can neglect to
know his strengths and weaknesses and as well help the organization to provide
training to employee.
4. Identify the Trainer:-

After the weaknesses are found now it becomes necessary to find the right
trainer who could train the identified employees with the best input so that the
results are maximized. A trainer is the most important part of the training program
and hence the results are based on the inputs fed by the trainer and hence very
carefully the right person should be chosen the train the employees.
5. Training Conduct
Once the trainer is identified then the dates should be fixed for the training
program and it should be conducted. The trainer may use various techniques to
train the employees i.e. either by classroom method or demonstration method or
slide showing method or training the employees on the equipment and many more
techniques can be used by the trainer. In this way by following either all the above
said methods or by following any one the trainer can train the trainees.
57
6. Implementing of the Learned Skills:-
Once the training is completed then comes the stage of implementation
where the employees implement their newly learnt skills at their respective jobs.
What ever the employees learnt in the training may be difficult to implement but
by following the techniques taught to them at the training they can easily
implement their skills.
7. Assessment Test:-
An Assessment test is conducted at the end to know the knowledge gained
by the employees and how far they are able to recollect the learned material. This
test would give the result of how much knowledge employee gained by the training
and what score he gained in the test and as well it helps in knowing the
performance level of the employee.
8. If not Assessed then Retrain:-

If at last the employee has not qualified the test then it means that the
employee has to be retrained so that he gains the required skill. In this way
assessment test helps in knowing the knowledge gained by the employee.
In this way On the Job Training carries all the above steps, which should be
conducted sequentially so that the training is given successfully.
Training – Management Information System
Training Information System (TRAINS) is envisaged to computerize most of

the training and development activities of T & DC department.
58
After receiving the Annual training calendar along with course objectives,
respective departments have to nominate the employees for various programs as
per the seat allotment on monthly basis.
T&DC will check the level of the participants to find out his suitability for a
particular program.
All the programs are conducted every month and attendance particulars are
fed in the computer. Every HOD has the access to Training Information System
where in they can nominate, view and modify the proposed nominators of his
employees. HOD can also view the attendance details of his employees as well as
attendance status of his department as a whole against nominations.
Benefits of TRAINEES are:-

1 Easy tracking of training attendance
2 Provision for accommodating last minute substitution
3 Correspondence is reduced
4 Time for nomination finalization is reduced.
5 Duplication of nomination is eliminated for the same program.
6 Availability of employee training history.
59
Facts of T & D:
1) Knowledge dissemination: It comprises of library and information
service, books, periodicals, articles, abstracts, and codes.
2) Continuous improvement: It comprises of feedbacks, audits,
corrective actions, proactive actions, surveys, suggestions, and
quality circles.
3) Training need identification: It comprises of competence
assessment, identification of programs, matching individual needs
and organization’s initiative.
4) Design of Program: It comprises of title, objectives, course
contents, eligibility and methodology.
5) Provision of Training: It comprises of venue, faculty, catering,
audio/video aids and other such hands on utilities
6) Fresher Training: It comprises of induction, orientation, plant,
general training departmental training, on-the job training and tests.
7) On-the-Job Training: It comprises of SOP, SMP, unit training
competency checklist and follow up.
8) Foreign training: It comprises of supplier training, bench
marketing, post training presentation and training reports.
9) Refresh training: It comprises of critical equipment training,
departmental refresher, and technical refresher.
60
10) Awareness training: It comprises of ISO 9001, ISO 14001,
OHSAS 18001, computer, waste management, TQM and cost.
11) Faculty Training: It comprises of learning principles, session
planning, presentation techniques and self assessment through
videos.
12) Evaluation of Training: It comprises of reaction level, learning
level, post training, and results.
1) Monitoring and Review of training: It comprises of weekly
review, quarterly review, monthly review and management
review.
14) Records of Training: It comprises of employees Training records,
Training calendar and Training evaluation.
On-the job training:

The On-the job training is also called as Unit Training. Special
emphasis has been given to systematic on-the-job training for speeding up learning
process and also for meeting the job rotation needs. This was evolved based on a
series of workshops conducted for line managers.
61
On-the-Job training/ Unit training model:
Step-1 Define Correct Practice
Step-2 Establish Current Performance
Step-3 Set Target for Improvement
Step-4 prepare the unit manual
Step-5 Establish what need to be assed

and prepare the tests
Step-6 Implement training
Step-7 Asses for competence
Step-8 followup by shift manager
62
On-the-job training modules have been developed by developing Standard
Operating Practices (SOP), Standard Maintenance Practices (smp), Quality
Management System (QMS), Environment Management System and Occupational
Health and Safety Management System Procedures (OHSMS) in the various areas
of the departments.
Every department is assigned a code. The departments are divided into

different work areas and are codified. Each work area is further divided into units,
which comprise of mechanical, electrical, operation and other maintenance areas,
which are also codified for each units of job. Thus, on-the-job training modules are
developed, codified and computerized.
Every on-the-job training module comprises of job related knowledge, job

related skills to display and a checklist, which enables the controlling officers to
assess the jobholder’s present competence and knowledge level. Competence of
individuals is assessed once in the three years or whenever the job is changed and
if required, a well planned training is imparted by the on-the-job trainers.
On-the-job training is provided to all the skilled and highly skilled

employees, persons to be trained against each module are identified by the
controlling officer. Individual on-the-job training plans are made in accordance
with the identified needs and training is organized in the departments with the help
of on-the-job trainers. 728 on-the-job training modules have been developed
covering 31 departments. For better understanding of modules, several SOP / SMP
have been translated in Telugu The whole on-the-job training is owned by the line
management and conducted with commitment and zeal and the responsibility of
maintaining the records of on-the-job training also rests with the line managers.
OFF-THE-JOB Training:
63
The off-the-job training program are those programs that are scheduled in
the Training Calendar. These programs are conducted at T & D. These programs
can be categorized into as follows:
1. Technological and Refresher courses
2. Safety and health related Training
3. Skills development programs
4. Computer based Training
The Refresher Courses help in renewing the knowledge, awareness and

understanding while the Technological courses keep the employees abreast with
development in the respective fields.
The safety and health related training courses bring in continuous awareness
and commitment of employees to the OH&S policy of the organization.
The Skills development programs aim at improving the competence in basic

skills with a multi skill approach.
The Computer based Training familiarizes the employees with newly

developed software and from time to time.
Besides this, the courses are also held sometimes within the departments
(plant) that are specific to the requirement of the needs and importance.
64
In Reaction level, feedback from the participants is taken at the end of each
training program and suggestions given by them are considered for improving the
methodology and course contents of the training programs.
In learning level, selected courses pre-tests and post-tests are carried out in
order to measure the learning index.
In Behavior level at the post-training stage, questionnaires are sent to the

controlling officers of the participants after one month of training completion to
obtain feedback about the on-the-job performance of the participants, in case the
feedback is not satisfied, i.e. less than 3 points over a 5 point scale, discussion are
held with respective controlling officers and also participants. Corrective actions
such as retraining of the employees, redesign of the course etc. are taken depending
on the feedback.
Training effectiveness is reviewed by Training Advisory Committees

(TAC) and the committee decisions for improvement are implemented. The result
of the measurement of training effectiveness is given in the diagram from which it
can be seen that improvements have occurred at the levels of evaluation.
65
CHAPTER-IV
Data Analysis
And
Interpretation
66
1) Have you been briefed by your superior about the training
program prior to your participation.
a) Yes b) No c) Some extent
The following table represents opinions of employees
Options No of % of
respondents respondents
Yes 33 33%
No 50 50%
Some extent 17 17%
50
40
30
Response of
20 employees in %
10
0
A B C
67
Analysis & Interpretation :
From the above observations proved that around 50%of the
employees felt that they have not been brifed by their superior about
the training program prior to their participation .
There should be a system of pre talk on the subject matter of training
through the superior before the employees are sent to training
program.
Inference:
From the above analysis, it is quite evident that supervisors have not
discharged their responsibility of briefing about the training program as per
opinion of majority of the respondents.
68
2) What motivated you to attend the training program?
a) To update Job knowledge. b) To enhance skills.
c) To contribute more on the Job. d) Because I was asked to attend.
Options No of % of
To update 23 23%
job
knowledge
To enhance
16 16%
skills
To contribute
more on the 48 48%
job
Because I 13 13%
was asked to
attend.
69
50
40
30
Response of employees
20 in %
10
0
A B C D
Analysis & Interpretation:

The above observations proved that around 48% of the employees felt that they
are motivated to attend the training programs in order to contribute more on the
job.
Inference:
From the above graph, we observed that 48% of the people to update the job
knowledge and 23% of the people to enhance skills in the training program.
70
3) To what extent your expectations on training programs are have
been met?
a)To some extent b)To the extent possible
c)To the full extent d)Not at all.
Options No of % of
To some 10 10%
extent
To the extent 45 45%

possible
To the full
25 25%
extent.
20 20%
Not at all
71
The above observations proved that 45% of the employees felt that their
expectation on the training program as been met to some possible extent & 41%
felt that their expectation is reached only to some extent on the training program.
Importance must be given to notice the learning points of the employee like
Brainstorming, case study, skill games etc.
Inference:
From the above graph, we observed that 45% of employees expectations on

training program have been met and the minimum of 10% of employees are some
extent expectations on training program.
72
4) What were the reasons for you to be nominated for the training course?
a) General Policy of the Company.
b) Set by the company for the preparation of higher responsibility.
c) By Virtue of Seniority you need to be trained before promotion.
d) Others (please specify).
Options No of % of
respondents respondent
s
General policy of the 53 53%

company.
Set by the company for 41 41%

the preparation of
higher responsibility.
By virtue of seniority
you need to be trained 5 5%
before promotion.
Others (please specify) 1 1%
73
60
50
40
30 Re sponse of
employe e s in %
20
10
0
A B C D
The above observations proved that 53% of the employees felt that they
have been nominated to the training programs by the general policy of the
company. 1% of the executives felt that they have been nominated to get
awareness of the training program.
Inference:
Here we observed the above graph, 53% of employees nominated for

the training course on general policy of the company, the minimum of 1% people
give a chance to others in the training course.
74
5) Please indicate your level of satisfaction with the learning environment
in CAPOL DIVISON?
Class Room arrangement:
a) Low b) fair c) Good d) Excellent
Options No of % of
Low 9 9%
Fair 13 13%
Good 37 37%
Excellent 21 21%
60
50
40
30 Response of
employees in %
20
10
0
A B C D
75
Form the above observation 9% of the employees felt that the level of
satisfaction with learning environment in CAPOL is low, 13% of them felt that it
is fair, 57% of them felt that it is good and 21% them felt that it is excellent.
Inference:
Here we observed the above graph, 57% of employees and their level of
satisfaction with the learning environment in capol division on class room
arrangement and the minimum of 9% people response is low.
76
6) Please indicate your level of satisfaction with the learning?
Environment in CAPOL DIVISON?
Practical facilities/Hands on practice:
a)Low b)Fair c)Good d)Excellent
Options No of % of
Low 12 12%
Fair 31 31%
Good 35 35%
Excellent 22 22%
77
Analysis & Interpretation :
From above observation proved that 35% of the employees felt

that the level of satisfaction with learning in CAPOL is good&12% of
them felt that they are low .
Inference:
Here we observed the above graph 35% of employees and their

level of satisfaction with the learning environment in capol division on
practical facilities/hands on practice are good and 12% people response
is minimum.
78
7) Please indicate the level of satisfaction with the learning
Environment in CAPOL DIVISON?
Performance of faculty
Options No of % of
Low 9 9%
Fair 30 30%
Good 43 43%
Excellent 18 18%
45
40
35
30
25
20
15
:
10
5
0
RESPONSE OF EMPLOYEES IN %

79
From above observation proved that 43% of the employees felt that
the level of satisfaction with the learning in CAPOL is good &9% of
them they are low.
Inference:
Here we observed the above graph 43% people response is

maximum and their level of satisfaction with the learning environment
in capol division on the performance of faculty are good, and 9% people
response is minimum.
80
Environment in CAPOL DIVISON ?
Effectiveness of Audio visuals:
Options No of % of
Low 12 12%
Fair 31 31%
Good 35 35%
Excellent 22 22%
81
From the above observation proved that 35% of the employees felt
that the level of satisfaction with the learning in CAPOL is good &12%
of them felt that it is low.
Inference:
Here we observed the above graph the 35% people response is

maximum and their level of satisfaction with the learning environment
in capol division on effectiveness of audiovisuals are good and the 12%
of employee response is minimum.
82
environment in CAPOL DIVISON ?
Usefulness of course material:
Options No of % of
Low 7 7%
Fair 31 31%
Good 42 42%
Excellent 20 20%
83
From the above observation 42% of the employees felt that the
level of satisfaction with learning environment in CAPOL is good&7%
of them felt that it is low .
Inference:
Here we observed that the above graph, 42% people response

is maximum and their level of satisfaction with the learning environment
in capol division on the usefulness of course material are good and
remaining 7% people response is minimum.
10) Will the pre-training and post-training tests influence the learning?
84
a) To some extent b)To the extent possible
c) To full extent d) Not at all.
Options No of % of
To some 48 48%
extent

possible
20 20%
To full extent
Not at all
5 5%
50
40
30
Response of employees
20 in %
10
0
A B C D
85
The above observation proved that 48% of theemployees felt that pre & post
tests influence their learning to some extent & 5% of the executives felt that there
test do not have any influence on their learning.
Management must notice the learning points of each & every employees before
and after the training programs.
Inference:
Here we observed the above graph 48% of employees are the pre-training
and post-training tests influences the learning is some extent . The minimum of 5%
people are do not influenced the learning.
11) What is your opinion on effectiveness of methodologies being
86
Adopted in the training programs at CAPOL DIVISION?
Options No of % of
Low 2 2%
Fair 20 20%
Good 70 70%
Excellent 8 8%
70
60
50
40
Response of
30 employees in %
20
10
0
A B C D
87
The above observations proved that 70% of the employees felt that the
methodologies being adopted in the training program are good & only 2% felt that
they are low. The methods can be drawn out ascertain the training needs of
employee’s so as to plan for such training programs to the relevant employee’s for
their benefits.
Ex: On the job training, computer based training simulation etc.
Inference:
Here we observed the above graph 70% of employees are

effectiveness of methodologies being adopted in the training program is
good. The remaining 2% people response is minimum in the training
program.
12) Do you feel the training received by you in useful in present job?
88
a) Yes b) No c) To some extent
Options No of % of
Yes 75 75%
No 0 0%
To some 25 25%
extent
80
70
60
50
40 Response of
30 employees in %
20
10
0
A B C
89
training received by them is useful in their job & 25% felt that the training received
by them to useful to some extent.
Not even a single employee felt the training received by them is not useful in their
present job.
Inference:
Here we observed the above graph 75% of employees are agreed that the
training is the most important aspect in their present job.
13) Are you getting a chance to implement the training program on the job?
90
a)Yes b)No
Options No of % of
Yes 90 90%
No 10 10%
100
80
60
Response of e mployees in
40 %
20
0
A B

The above observation proved that 90% of the employees felt that they are
getting a chance to implement the training received by them on the jobs & only
10% felt that they are not getting a chance to implement the training on the job.
Inference:
91
Here we observed the above graph, maximum of 90% employees are agreed
to implement the training program on the job. And the minimum of 10% people are
not getting a chance to implement the training on the job.
14) Are you satisfied with the duration of the program?
92
a) Yes b) No c) To some extent
Options No of % of
Yes 71 71%
No 9 9%
To some 20 20%
extent
80
70
60
50
40 Response of
30 employees in %
20
10
0
A B C
93
duration of training program is sufficient & only 9% felt that the duration of
training program is not sufficient.
Inference:
Here we observed the above graph, the maximum of 71% employees are
fully satisfied with the duration of the program. And the minimum of 9% people
are not satisfied the training program.
15) Do you believe that the attitude of the employees towards work will
94
Change after the training programs?
a) To some extent b) To the extent possible
c) To full extent d) Not at all
Options No of % of
To some 52 52%
extent

possible
9 9%
To full extent
Not at all
0 0%
60
50
40
30 Response of
employees in %
20
10
0
A B C D
95
training programs bring about a attitudinal change is the employees towards their
job only to some extent a not even a single employee felt that the training
programs will not bring any change.
Inference:
Here the above analysis the maximum of 52% employees are believed the
attitude towards their job only to some extent, and a single employee felt that they
are not believed the attitude towards their job.
16) Will the training programs contribute towards safe work environment?
a)Yes b)No
Options No of % of
Yes 95 96 95%
No 5 5%
training programs contribute towards the safe works environment & 5% felt that
they do not contribute towards safe work environment.
Safe work environment include the training programs and the methodologies used
which provide a safe & hazardless environment
97
Inference:
Here we observed the above graph the maximum of 95% employees are
agreed towards the safe work environment. And the minimum of 5% people are
not agreed towards the safe work environment.
17) Do you feel that the training program contribute to better performance of the
equipment / plant by reducing maintenance costs and breakdowns?
c )To full c extent d) not at all
98
options No of % of
To some 52 52%
extent

possible
To full extent
12 12%
Not at all
0 0%
60
50
40
30 Response of employees
in %
20
10
0
A B C D
The above observations proved that 52% of employees felt that training
program contribute to better performance of equipment by reducing maintenance
costs & breakdowns to some extent.
Inference:
99
Here we observed the graph 52% of employees are agreed to better
performance of the equipment.
18) How do you feel after the training program?
a) Feeling high responsibility
b) Getting more recognition
c) Able to gain better performance
d) Others
100
Options No of % of
Feeling high 18 18%

responsibity
Getting more 7 7%
recognition
Able to gain
75 75%
better
performance
Others 0 0%
80
70
60
50
40 Response of
30 employees in %
20
10
0
A B C D

The above observations proved that 75% of employees felt that the
training will improve in better performance. No one agreed that the training may
give any recognition.
101
Inference:
We observed the above analysis 75% people are able to gain better
performance after the training program.
CHAPTER-V
102
FINDINGS
FINDINGS
Having made analysis and interpretation of the data both primary and secondary
data gathered by me, I have apparently decided to present the findings pertaining to
this study here under, which will form an integral part of this study.
From the sample the study reveals that training helps to improve the skills and
knowledge
1. Most of the respondents felt that they have not been briefed by their
superior about the training program prior to their participation
2. From the sample the study reveals that training helps to improve the
103
skills and knowledge
3. It was observed that most of the employees felt that their expectation
on the training program has been met to some possible extent
4. Most of the employees felt that they have been nominated to the training
programs by the general policy of the company
5. 40% of respondents says that satisfaction on the behavioral training
program is excellent.
6. 48% of the employees felt that pre & post tests influence their
learning to some extent only
7. 40% of respondents felt that company has been providing the training
program at right time.
8. 50% of employees felt that their organization maintaining good
Employee – Employer relationship.
9. 47% of respondents want more safety –training program more from
the organization
10. It was found that relevant material was provided for them during
training program
11. 43% of respondents agreed that T&D Program improve the
performance on the job .Employee.
104
105
CHAPTER-VI
• SUMMARY AND SUGGESTIONS
• CONCLUSIONS
SUGGESTIONS
Consequent to the above observations and findings through the

responses of the employees, the following suggestions could be made;
1. They should be a system of pre discussion on the subject
matter on training by superior before the employees are sent
for training.
2. Support has to be given to notice the learning points before
and after the training.
3. A method can be drawn out to ascertain the training needs of
employees so as to plan for such training programs to the

106
relevant employees for their benefit.
4. Management must have a record on hand at any given point
of time about the training effectiveness so as to understand
the relation between the performance and the training of
employees.
5. The management should give effective training to maintain
healthy industrial relations.
6. Adequate training should be given to the employees.
7. As the trainee acquires new knowledge, skills and applies
them in job situations, he should significantly reward for
his efforts.
8. Safe work environment include the training programs and
methodologies used which provide a safe &hazardless
environment
9. Company should implement the feedback taken from the
trainee.
10. Every employee has to be trained in their respective fields
for the improvement in his/her on job performance .
107
CONCLUSION
To attain the above objectives, it is very much essential that, each and every employee of
the organization should be more committed to his work. And also its main activity is to
involve dealing with hazardous chemicals. Hence, greater care should be taken while on
work.
Hence, the management of gives a higher priority for developing its human resources in
different aspects because of which it designs and gives out different types of Training and
Development Programs in different aspects.
The Programs that are designed at the corporate level are implemented in each every unit
of the organization and is coordinated by the HR executives of the respective units.
108
Even though a maximum number of employees are benefited with this Training &
Development Program, it is clear from the Data analysis that a considerable percent of
employees have respondent neutrally to different aspects.
The neutrally responded employees indicate that, they satisfied with the T & D Programs
to some extent at the same time they are dissatisfied with these aspects to certain extent.
Thus, it can be understood that there are some underlying aspects that the employees are
facing while attending or undergoing these T & D Program which are required to be
rectified immediately, so as to make these T & D Programs more effective.
Thus, it can be concluded that the T & D Programs in Dr. Reddy’s Laboratories Limited
are very effective, which is evident in high morale and motivation of employees in a said
company.
APPENDIX
109
• SCHEDULE
• BIBILIOGRAPHY
SCHEDULE
1) Have you been briefed by your superior about the training
Program prior to your participation.
a) Yes b) No c) Some extent
2) What motivated you to attend the training program?
a) To update Job knowledge.

b) To enhance skills.
c) To contribute more on the Job.
d) Because I was asked to attend.
3) To what extent your expectations on training programs are

have been met?

c) To the full extent d) Not at all.
110
4) What were the reasons for you to be nominated for the training
course?
a) General Policy of the Company.
b) Set by the company for the preparation of higher
responsibility.
c) By Virtue of Seniority you need to be trained before
promotion.
d) Others (please specify)
5) Please indicate your level of satisfaction with the learning
environment in Capol
A) Class Room arrangement:
B) Practical facilities/Hands on practice:

C) Performance Faculty:
D) Effectiveness of Audio Visuals:

E) Usefulness of Course Material:

6) Will the pre-training and post-training tests influence the

learning?

c)To full extent d)Not at all.
7) What is your opinion on effectiveness of methodologies

being adopted in the training programs at CAPOL?
111
8) Do you feel the training received by you in useful in present

job?
a)Yes b)No c)To some extent
9) Are you getting a chance to implement the training program

on the job?
a)Yes b)No
10) Are you satisfied with the duration of the program?
a)Yes b)No c)To some extent
11) Do you believe that the attitude of the employees towards

work will change after the training programs?
c) To full extent d)Not at all
12) Will the training programs contribute towards safe work

environment?
a)Yes b)No
13) Do you feel that the training program contribute to better

performance of the equipment / plant by reducing maintenance
costs and breakdowns?

c)To full extent d)Not at all
112
14) How do you feel after the training program?
a) Feeling high responsibility

b) Getting more recognition
c) Able to gain better performance
d) Others
BIBILIOGRAPHY
TITLE AUTHOR
Personnel Management
&
Industrial Relations. R.S Davar.
Personnel and human resource DR . P.SUBBARAO
management
Effectiveness on training and RATAN REDDY
Development
Personnel management DR. C.B.MAMORIA
113
In house data :
1. Company in house journals
2. In house materials on Training &Development
3. Company records
114

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CHAPTER-I

• INTRODUCTION ABOUT THE STUDY

• NEED FOR THE STUDY

• OBJECTIVES OF THE STUDY

• SIGNIFICANCE OF THE STUDY

• SCOPE OF THE STUDY

• METHODOLOGY OF THE STUDY

Training is different form college education.

The term ‘training’ indicates the process involved in

Training is an organized activity for increasing the

“Training is the act of increasing the knowledge and skills

Training involves the development of skills that are

In fact, training is a continuous process. It does not stop

In fact need for studying the various dimensions of training

It is high time that companies in India to make themselves

The importance of training and development and its role in the

Objectives of the study

To know the extent of satisfaction of the employees in training

1. To know the type of training and development programs

2 .To know the impact of training program Behavioral aspects like

3. To know how far the training programs are helpful to the

4. To suggest appropriate techniques and modifications in training

5. To know that if the training improves the relationship between

7. To carefully examine the type of responsiveness of the

8. To examine the possibility to seek the behavioral norms

9. To observe the correlation between training requirements and

10. To thoroughly ascertain whether training planning has

Like in other fields, drastic changes have taken

It is gratifying to note that the study on

In general the research designs are of these types via exploratory,

1. The behavioral variables of people (or forth subjects) that are

2. The situational variable that existed is forth coming.

Since the study is explorative and investigative there is a requirement of

PRIMARY DATA SECONDARY DATA

1) Personal interview with

2) About 100 employees

1. Questionnaire: A structure of questionnaire was prepared and

distributed among the employees.

2. Interview: Personal interviews and interaction with the employees

3. Observation: By observing the working environment.

Sample size: 100

1. This scope of the project is focused only on the workers of

the Capol (Chirala).

2. This study is restricted up to training and development

3. Some of the respondents hesitated to answer some questions.

4. Because of their busy work the data is collect in hurry. This

is analyzed based on available information

The full form of CAPOL IS “Coromandal Agro Products

The causes for the location of CAPOL at Jandrapet.

 Available of raw materials.

 Power, water, transport and infrastructure facilities.

In our country India more than 70% of the total

For this interest the Indian industrial development of

After this heavy production India now occupies the

Many of the people depend on this cotton seed

The word “Agro Industries” broadly means industries

According to planning commission “Any enterprise

Generally most of the industries use agriculture output as

Since Agro industries directly influence the cost

• India – one of world’s leading producers of oil seeds

• Technology Mission on oilseeds set up in 1996

• Oilseeds have support price mechanisms