T&D VKC Polymers

M/s. Veekesy Polymers pvt.
ltd
A STUDY ON EFFECTIVENESS OF TRAINING AND

DEVELOPMENT WITH SPECIAL REFERENCE TO
M/s. VEEKESY POLYMERS PVT.LTD
Prepared By
JASVIN K JAISON
Under the guidance of
Dr. Sam Thomas
Assistant Professor
SCHOOL OF MANAGEMENT STUDIES, CUSAT.
Submitted in partial fulfillment of the requirement for the award of the

Degree of
MASTER OF BUSINESS ADMINISTRATION
To the Cochin University of Science and Technology
SCHOOL OF MANAGEMENT STUDIES

COCHIN UNIVERSITY OF SCIENCE AND TECHNOLOGY
KOCHI-682022, KERALA
School of Management Studies, CUSAT.
M/s. Veekesy Polymers pvt.ltd
DECLARATION
I do hereby declare that this report is a bonafide record of the internship done
by Jasvin K Jaison under the supervision of Dr. Sam Thomas, Assistant Professor
School of Management Studies and Hari Krishnan J. (Human Resource
Department), VKC GROUP DIVISION-II during the academic year 2014-2015,
in partial fulfillment of the requirement for the award of Degree of Masters
Programme in Business Administration of School of Management Studies, Cochin
University of Science and Technology, Cochin.
Place:
Signature
Date:
ACKNOWLEDGEMENT
I wish to take this opportunity to express my sincere expression of gratitude to each

and every one who helped me in the completion of this work.
I am very glad to express my gratitude to Dr. Sam Thomas,
Assistant Professor, School of Management Studies, CUSAT for his valuable
suggestions, advice and encouragement during the course of my internship.
I would like to express my sincere gratitude and thanks to Mr. VKC Mammed Koya,
Chairman VKC Group and also to HR Department, VKC Group, Division II.
Jasvin K Jaison.
CHAPTERISATION
CHAPTER NO
CONTENT
Page No
Chapter I:
INTRODUCTION OF THE
STUDY
Chapter II:
CONCEPT
12
Chapter III:
INDUSTRY PROFILE
32
Chapter IV:
ORGANIZATION
PROFILE
38
Chapter V:
FUNCTIONAL ANALYSIS
OF DIFFERENT
DEPARTMENTS
47
Chapter VI
SWOT ANALYSIS
66
Chapter VII:
RESEARCH
69
METHODOLOGY
Chapter VIII:
DATA ANALYSIS AND
82
INTERPRETATION
Chapter IX:
SUMMARY AND
126
FINDINGS
Chapter X:
PERSONAL LEARNINGS
EXPERIENCES
131
Chapter XI:
CONCLUSION
133
Chapter XII:
BIBILOGRAPHY
135
CHAPTER -1
INTRODUCTION OF THE STUDY
INTRODUCTION OF THE STUDY
1.1 Introduction
William James of Harvard University estimated that employees could retain
their jobs by working at a mere 20-30 percent of their potential. His study led him
to believe that if these same employees were properly motivated, they could work at
80-90 percent of their capabilities. Behavioral science concepts like motivation and
enhanced productivity could well be used in such improvements in employee output.
Training could be one of the means used to achieve such improvements through the
effective and efficient use of learning resources.
1.1.1. Training and Development
Human resources, are the most valuable assets of any organization, with
the machines, materials and even the money, nothing gets done without man-power.
The effective functioning of any organization requires that employees learn to
perform their jobs at a satisfactory level of proficiency. Here is the role of training.
Employee training tries to improve skills or add to the existing level of the
knowledge so that the employee is better equipped to do his present job or to prepare
him for higher position with increased responsibilities. However individual growth
is not an end itself. Organization growth needs to be meshed with the individuals
growth. The concern is for the organization viability, that it should adapt itself to a
changing environment. Employee growth and development has to be seen in the
context of this change. So training can be defined as:
Training is a systematic development of the knowledge, skills and attitudes required

by employees to perform adequately on a given task or job
The need for improved productivity in organization has become universally
accepted and that it depends on efficient and effective training. However, the need
for organizations to embark on staff development programme for employees has
become obvious. Absence of these programme often manifest tripartite problems of
incompetence, inefficiency and ineffectiveness. So training and development aim at
developing competences such as technical, human, conceptual and managerial for
the furtherance of individual and organization growth which makes it a continuous
process.
1.2. Statement of Research Problem

Training and development play vital role in any given organizations in the
modern day. It is aimed at preparing employees for future or current jobs. The
efficiency and productivity of the firm can be increased considerably with right
training methods. This is the reason why HR department gives Training such a huge
importance. So it is essential that we conduct studies and experiment s to improvise
our training methods.
The motive behind this study is to understand the effectiveness of training and
development programs on the employees of M/s. Veekesy Polymers pvt.ltd, Calicut.
The training cannot be measured directly but the change in attitude and behavior that
occurs as a result of training. By studying and analyzing the response of employees
regarding training, we can make scientific conclusions, which is the core idea of this
study.
Problem Statement
The intention of this research is to analyze and evaluate the effectiveness of training
and development process in M/s. Veekesy Polymers pvt.ltd, Calicut.
1.3. Need for the study

Training is the act of increasing the knowledge and skills of an employee for
doing a particular job. It utilizes a systematic and organized procedure by which
employee learns technical knowledge and skills. Training refers to the teaching and
learning activities carried on for the primary purpose of helping members of an
organization.
Training is closely related with education and development but needs to be
differentiated from these terms. It is aimed at improving the behavior and
performance of a person.
Training is a continuous and life long process. Training provides an
atmosphere of sharing synthesizing with the help of the trainers, the information
already available on the subject.
1.4. Significance of the study

The development of any organization depends on its employees. For
organizational productivity training and development assumes great significance.
Training aims at increasing the knowledge and skills of the employee whereas
organizational development on the other hand refers to overall improvement of the
organization such as its structure, objectives, policies and procedures including
managers and employees. Organizational development can be achieved by hiring the
services of the professionals consultants. Training and development programs are
often viewed as part of organizational development.
A better knowledge about these things can facilitate the trainer as well as the
trainee in conducting and benefiting from the training. But training being a very
complex process makes it a bit difficult. So the best way to achieve it is by studying
and analyzing the feedback of employees as well as managers.
The project includes collecting information from staffs of M/s. VEEKESY
POLYMERS PVT.LTD, analyzing it, interpreting it, and concluding useful
suggestions from it.
Some of the benefits of project are listed below.

Our project is conducted to know the level of knowledge and skills imparted
into employees.
This will help the management to know the efficiency of their training
programs as well as the satisfaction level of employees and thus take
necessary managerial decisions.
The inferences made out of the project can help the employer and employee
to contribute for the better training facilities.
Any training and development program should meet both primary and
secondary objectives of the organization. The study will give light in the
designing of better training programs aiming solely at the desired results.
1.5. Objectives of Study

Primary Objective
To study the effectiveness of training and development programs in M/s.
Veekesy Polymers pvt.ltd, Calicut.
Secondary Objectives
To study the methods used in training the employees
To analyze whether the quality of training and satisfaction of respondents
related.
To analyze whether the employees are satisfied with their current training
methods.
To collect and analyze the views of the participants and superior on the
training.
To study the training program on the basis of relevance, implementation and
outcomes.
1.6. Methodology
Research methodology is a way to systematically solve the research problem.
It may be understood as a science of studying how research is done scientifically. In
it we study the various steps that are generally adopted by a researcher in studying
his research problem along with the logic behind them.
Methodology gives us the blueprint of activities to be carried out
systematically in order to complete the study successfully. The methodology of our
study has several steps [listed below] each of them are explained in chapter IV.
Formulating the Research Problem
Extensive Literature Review
Developing the objectives
Preparing the Research Design including Sample Design
10
Collecting the Data

Analysis of Data
Generalization and Interpretation
Preparation of the Report or Presentation of Results-Formal write
ups of conclusions reached.
11
CHAPTER - 2
CONCEPT
12
CONCEPT
Introduction
Training is the process of assisting a person for enchanting his efficiency and
effectiveness at work by improving and updating his professional knowledge by
developing skills relevant to his work and cultivating appropriate behavior and
attitude towards work and people.
Training could be designed either for improving present at work or for
preparing a person for assuming higher responsibilities in further which would call
for additional knowledge and superior skills.
Training is different education particularly formal education. While education
is concerned mainly with enhancement of knowledge, training aims essentially at
increasing knowledge, stimulating attitude and imparting skills related to a specific
job.
It is a continuous and life long process. Training provides an atmosphere of
sharing and synthesizing, with the help of the trainers, the information already
available on the subject. Training is a time bound activity program. Thus there is a
separate specialized discipline of trainers socializing in the field of human activity.
2.1. Meaning
A business' most important asset is often its people. Training and developing
them can be one of the most important investments a business can make. The right
training can ensure that your business has the right skills to tackle the future. It can
also help attract and retain good quality staff, as well as increasing the job
satisfaction of those presently with you - increasing the chances that they will satisfy
your customers.
13
Thus Training is the act of increasing the knowledge and skills of employee.
It is a universal truth that the human resources available in an organization have to
be managed more efficiently than the material resources comprising of machines and
money.
Eloquently putting Training is a systematic development of the knowledge,
skills and attitudes required by employees to perform adequately on a given task or
job.
2.2. Definition
Training is the continuous, systematic development among all levels of employees
of that knowledge and those skills and attitudes which contribute to their welfare and
that of the company.
- M.C Lord and Efferson
Training may be defined as a process of developing an understanding of some
organized body of facts, rules and methods. This information concerns largely the
operative phases of an applied knowledge.
- R.C Davis
2.3. Theories of training and development

2.3.1. Kirkpatrick evaluation model
The Kirkpatrick evaluation model or theory was developed in 1959 by
University of Wisconsin professor emeritus Donald Kirkpatrick. It consists of four
levels of evaluation: reaction of participants; learning, or the knowledge and skills
gained; behavior, or the ability to apply the new skills; and results, or the
organizational impact. Each level of evaluation builds upon and adds precision to
the previous level.
14
The reaction:
The reaction level measures how training participants react, including their
level of participation; ease and comfort of experience; and the level of effort required
to make the most of the learning. A reaction evaluation is inexpensive and simple to
administer using interaction with the participants, post-training surveys and online
questionnaires. The evaluation can be done immediately after the training ends. It is
important that participants have a positive reaction to the training sessions because
a negative reaction leads to poor learning.
The learning:
Learning evaluations are usually conducted before and after a training
program to assess the impact the program has had on the learning process.
Evaluations assess whether participants have advanced in knowledge, skills and
intellectual capacity as a result of the training. Learning evaluation tools include selfassessment using online questionnaires and tests, and formal assessment through
interviews and observations. Learning evaluation is especially relevant for technical
training because technical skill level changes are usually more quantifiable.
Behavior:
Behavior evaluation assesses the extent to which training participants apply
the learning in their jobs. The evaluation is usually done over a period of time to
determine if the participants use the new skills and knowledge on the job, improve
their performance and transfer the knowledge to their peers. Tools include
observations, questionnaires, tests and interviews. Behavior evaluations take more
time and effort than reaction and learning evaluations. It is important to involve the
15
line managers and immediate supervisors in the process because they are in the best
position to observe and assess participant behavior changes.
Results:
Results evaluation determines the success of a training program in operational
and strategic terms, such as increased sales, reduced expenses, improved quality and
reduced cases of workplace injuries. However, it may not always be possible to
correlate improved operational performance with training. For example,
improvements in product quality may be due to better design tools and more
qualified staff, not just a new quality training program. External factors, such as
changes in the economy and the competitive environment, may also influence
operational results.
2.3.2. Theory X and Theory Y

Theory X and Theory Y are theories of human motivation created and
developed by Douglas McGregor at the MIT Sloan School of Management in the
1960s that have been used in human resource management, organizational behavior,
organizational communication and organizational development. They describe two
contrasting models of workforce motivation.
16
Theory X
In this theory, which has been proven counter-effective in most modern
practice, management assumes employees are inherently lazy and will avoid work if
they can and that they inherently dislike work. As a result of this, management
believes that workers need to be closely supervised and comprehensive systems of
controls developed. A hierarchical structure is needed with narrow span of control
at each and every level. According to this theory, employees will show little ambition
without an enticing incentive program and will avoid responsibility whenever they
can. According to Michael J. Papa, if the organizational goals are to be met, theory
X managers rely heavily on threat and coercion to gain their employees' compliance.
Beliefs of this theory lead to mistrust, highly restrictive supervision, and a
punitive atmosphere. The Theory X manager tends to believe that everything must
end in blaming someone. He or she thinks all prospective employees are only out for
themselves. Usually these managers feel the sole purpose of the employee's interest
in the job is money. They will blame the person first in most situations, without
questioning whether it may be the system, policy, or lack of training that deserves
the blame. A Theory X manager believes that his or her employees do not really
want to work, that they would rather avoid responsibility and that it is the manager's
job to structure the work and energize the employee. One major flaw of this
management style is it is much more likely to cause diseconomies of scale in large
businesses.
Theory Y
In this theory, management assumes employees may be ambitious and selfmotivated and exercise self-control. It is believed that employees enjoy their mental
and physical work duties. According to Papa, to them work is as natural as play.
They possess the ability for creative problem solving, but their talents are underused
17
in most organizations. Given the proper conditions, theory Y managers believe that
employees will learn to seek out and accept responsibility and to exercise selfcontrol and self-direction in accomplishing objectives to which they are committed.
A Theory Y manager believes that, given the right conditions, most people
will want to do well at work. They believe that the satisfaction of doing a good job
is a strong motivation. Many people interpret Theory Y as a positive set of beliefs
about workers. A close reading of The Human Side of Enterprise reveals that
McGregor simply argues for managers to be open to a more positive view of workers
and the possibilities that this creates. He thinks that Theory Y managers are more
likely than Theory X managers to develop the climate of trust with employees that
is required for human resource development.
It's human resource development that is a crucial aspect of any organization.
This would include managers communicating openly with subordinates, minimizing
the difference between superior-subordinate relationships, creating a comfortable
environment in which subordinates can develop and use their abilities. This climate
would include the sharing of decision making so that subordinates have say in
decisions that influence them.
Theory X and Theory Y combined
For McGregor, Theory X and Y are not different ends of the same continuum.
Rather they are two different continua in themselves.
2.3.3. Abraham Maslow's Hierarchy of Needs motivational model

Abraham Maslow developed the Hierarchy of Needs model in 1940-50s USA,
and the Hierarchy of Needs theory remains valid today for understanding human
motivation, management training, and personal development
The Maslow's Hierarchy of Needs five-stage model below (structure and
terminology - not the precise pyramid diagram itself) is clearly and directly
18
attributable to Maslow; later versions of the theory with added motivational stages
are not so clearly attributable to Maslow.
These extended models have instead been inferred by others from Maslow's
work. Specifically Maslow refers to the needs Cognitive, Aesthetic and
Transcendence (subsequently shown as distinct needs levels in some interpretations
of his theory) as additional aspects of motivation, but not as distinct levels in the
Hierarchy of Needs.
Where Maslow's Hierarchy of Needs is shown with more than five levels these
models have been extended through interpretation of Maslow's work by other
people. These augmented models and diagrams are shown as the adapted seven and
eight-stage Hierarchy of Needs pyramid diagrams and models below.
There have been very many interpretations of Maslow's Hierarchy of Needs
in the form of pyramid diagrams. The diagrams on this page are my own
interpretations and are not offered as Maslow's original work. Interestingly in
Maslow's book Motivation and Personality, which first introduced the Hierarchy of
Needs, there is not a pyramid to be seen.
19
1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep,
etc.
2. Safety needs - protection from elements, security, order, law, limits, stability, etc.
3. Belongingness and Love needs - work group, family, affection, relationships, etc.
4. Esteem needs - self-esteem, achievement, mastery, independence, status,
dominance, prestige, managerial responsibility, etc.
5. Cognitive needs - knowledge, meaning, etc.
6. Aesthetic needs - appreciation and search for beauty, balance, form, etc.
7. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking
personal growth and peak experiences.
8. Transcendence needs - helping others to achieve self-actualization.
2.4. Institutional Training

Every organization needs the services of trained persons for performing the
activities in a systematic way. It is in this regard to some extent, training for the
students of business courses in various functional areas become mandatory before
entering in to the corporate Jobs.
No doubt, the employee training is required in every stage, very frequently.
Since, the fast changing technological development makes the knowledge of
employees obsolete. They require constant training to cope with the needs of
corporate sector. They require constant training to cope with the needs of jobs. After
selecting the employees the next task of management is to give them proper
training. Some employees may have some previous knowledge of jobs while others
may entirely be new. Both types of workers will need some kind of training to
acquaint themselves with the hobs though it is more necessary for the later category
of employees.
20
Large organizations may employ a large number of persons every year. It

may not be possible to recruit already trained persons. Such enterprises require
separate training departments to prepare training for preparing workers for jobs and
also keeping them acquainted with latest technological advancement.
Training of employees is essential because work force is an invaluable asset
to an organization. Training is necessary for the following reasons.
Increased Productivity
Training improves the performance of employees.
Increase skill and
efficiency results in better quantity and quality of production. A trained worker will
handle machines carefully and will use the materials in an economical way.
Higher Employee Morale

A trained worker derives happiness and job satisfaction from his work. He
feels happily when his performance is up to the mark. This also gives him job
security and ego satisfaction. The employees will properly look after a worker who
performs well. All these factors will improve employees morale.
Less Wastages
Untrained worker my waste more materials, damage machines and
equipments and may cause accidents. A trained worker will know the art of
operating the machine properly. He will also use the materials and other equipment
in a systematic way causing less wastage. The control of various wastes will
substantially reduce the manufacturing cost. The amount spend on training the
workers will prove an asset to the organizations.
21
Reduce Turnover and Absenteeism

Labor turnover and absenteeism are mainly due to job dissatisfaction. When
a worker is properly trained he will take keen interest in his job and can derive
satisfaction from it. A satisfied person may not like to leave his job and try at a new
place.
Employee Development
Training also helps in the development of employees. It first helps in locating
talent in them and then developing it to the maximum. The adaptability of a worker
will help him in working on new and improved jobs. If a worker learns fast then be
able to develop his talent and improve his performance.
2.5. Needs of Training

To enable the new recruits to understand work:
A person who is taking up his job for the first time must become familiar with
it. For example, if a fresh graduate is appointed as a clerk in a bank, he must
first of all gain knowledge of work assigned to him.
To enable existing employees to update skill and knowledge.
Training is not something needed for the newly recruited staff alone. Even the
existing employees of a concern may require training. Such training enables
them to update their skill and knowledge.
To enable an employee who has been promoted to understand his
responsibilities.
Training is essential for an employee who has just been promoted to a higher
level job. With an evaluation in his position in the organization, his
responsibilities are also going to multiply.
To enable an employee to become versatile.
Sometimes an employee may have to gain knowledge of several related jobs.
It will not be enough if he is only good in the work he does presently.
22
2.6. Purpose of training

One of the main purpose of training is to prevent industrial accidents. This is
done by creating safety consciousness among workers.
When the employees are trained it enables them to achieve the required level
of performance which in turns increases the productivity.
Training helps in increasing the knowledge and skills of employee
When the employees are trained it becomes easy for them to adapt themselves
according to the changes made in business.
Training reduces the cost of supervision. Trained employees needs less
guidance which in turns reduces the needs for supervision.
2.7. Importance of Training

Improvement in skill and knowledge:
Such training helps the employees to perform his job much better. This
benefits the enterprise as well.
Higher production and productivity:
If an enterprise has a team of well trained employees there will be rise in
production as well as increase in productivity. Productivity is the input- output
ratio
23
Job satisfaction:
Trained employees will be able to make better use of the making of their skill.
This increases their level of self-confidence and commitment to work. Such
employees are bound to have higher job satisfaction.
Better use of resources:
Employees will be able to make better use of materials and machines. This
reduces the rate of wastage and spoilage of materials and also breakage of
tools and machines
Reduction in accidents:
Trained employees are aware of safety precautions and so they are alert and
cautious. This is bound to bring down the number of accident in the works
place.
Reduced supervision:
Well trained employees do not need much supervision. They can do their work
without having to approach their superior often for guidance.
Reduction in complaints:
Only bad workers blame their tools. An employee who has acquired the
necessary skill and job knowledge would certainly love his job.
24
Adaptability:
Trained workers have the capacity to adapt themselves to any kind of
situation. They are odd in crisis management too. This indeed is beneficial for
the organization.
Scope for management by exception:

With trained workers working under them, it becomes easy for the managers
to get things done by delegating authority. This enables the managers to
concentrate more on important issues confronting the organization.
Stability:
The employees of today are going to be the managers of tomorrow. The
retirement of key managers may not affect the stability of an organization if it
has a team of trained, efficient and committed employees who are ever ready
to take over management.
2.8. Features of training

The features of good training programs are as follows:-
Clear purpose:
The objective of the programme should be clearly specified. The training
should be result oriented.
Training needs:
The training needs of employees should be clearly defined. The methods
selected for imparting training should be appropriate and effective.
25
Relevance:
The training programme and its contents must be relevant to the requirements
of the job for which it is intended.
Balance between theory and practice:

A good training programme should provide a balanced mix of theory and
practice the theoretical framework should be backed by practical application
to provide all round training.
Management support:
Top management must actively support the training programme so that the
training programme may help the employees to yield better results. Once the
employees get the support form management support the perform there job
more effectively.
2.9. Steps involved in training:

Step1:
Define the chart part of the organization in which the work has to be done. It
is to have a focused approach of the study. It could either be a particular
department, a section, a unit, a specific group or a staff category.
Step2:
Use various data collection measures to collect both qualitative as well as
quantitative data.
26
Step3:
Analyze the entire data collected in order to find out causes of problem areas
and priorities areas, which need immediate attention.
Step4:
Priorities the different training programmes according to the responses
collected.
Step5:
Record and file the entire data so that it can be used for future reference while
designing training programmes / training calendar.
2.10. Methods and Types of Training and their Advantages and Disadvantages.
Following chart illustrates advantages and disadvantages for the different training
methods.
Training Method
InstructorLed Training
Type of Training
Advantages
Disadvantages
Classroom
Revised easily
Scheduling is difficult
Developed quickly
Travel costs
Face-to-face contact
Differences from class

to class
27
On-line
Group Training
Requires
No travel costs
equipment
Developed quickly
Videoconferencing
and Video/On-line
Supports
No face-to-face contact
large
groups and multiple
High equipment costs
sites
Logistically
No travel costs
On-the Job Coaching
computer
challenging
Effective knowledge
transfer
Differences
from
instructor to instructor,
session to session.
Related to trainee's
job
Costly in terms of
instructor-to-trainee
ratio
Face-to-face contact
On-line
Self-Directed
Training
All On-line Training
Consistent
training
High
development
content
costs
Convenient access to
Lengthy development
training
time
Trainee
pace
sets
own
Requires
computer
equipment
28
Reuse
does
require
not
trainer
participation
Limited
Web-Based Training
Easy to modify
bandwidth
causes slow download

times.
CD-ROM/DVD
Supports
complex
multimedia
Difficult to modify
Off-line
Self-Directed
Printed Material
Portable
Less Interesting
Training
Trainee
sets
own
pace
Difficult to modify
Developed quickly
Video DVD or
Consistent
Audio CD
content
training
Can
sets
Training
be
costly
to
develop
own
pace
Just-In-Time
playback
equipment
Can share copies
Trainee
Requires
Electronic
Available
Performance Support
needed at trainee's
System (EPSS)
convenience
Difficult to modify
when
Costly to develop
29
Related to trainee's
Requires
job
equipment
Requires
computer
training
Continuous
Promotes employee
resources
that
are
Improvement
involvement
readily available on a
continuous basis
Promotes
creative
solutions
Computer-Mediated
Asynchronous
Collaboration
Accessible
Differences
from
instructor to instructor
at
the
Requires
computer
trainee's convenience
equipment
Promotes
Can require computer
creative
solutions
software
Promotes employee
involvement
30
2.11. Training Design
31
CHAPTER -3
INDUSTRY PROFILE
32
INDUSTRY PROFILE
Footwear refers to garments worn on the feet, for fashion, protection against the
environment, and adornment. Some cultures chose not to wear footwear, at least in
some situations. The term footwear covers a vast range of products made from many
different materials. Boots, shoes, sandals, slippers, clogs and so forth are made
wholly or partly of leather, rubber, synthetic and plastics materials, canvas, rope and
wood. Economic, demographic and other factors have transformed the footwear
industry in recent years.
Durable shoes are a relatively recent invention, though many ancient civilizations
wore ornamental footwear. Many ancient civilizations saw no need for footwear.
The Romans saw clothing and footwear as signs of power and status in society, and
most Romans wore footwear, while slaves and peasants remained barefoot. The
Middle Ages saw the rise of high-heeled shoes, also associated with power, and the
desire to look larger than life, and artwork from that period often depicts bare feet
as a symbol of poverty. Bare feet are also seen as a sign of humility and respect, and
adherents of many religious worship or mourn while barefoot, or remove their shoes
as a sign of respect towards someone of higher standing.
In some cultures, people remove their shoes before entering a home. Some religious
communities require people to remove shoes before they enter holy buildings, such
as temples.
Spanish cave drawings from more than 15000 years ago show humans with animal
Skins or furs wrapped around their feet. The body of a well preserved ice man
nearly 5000 Years old wears leather foot stuffed with straw. Shoes, in some form or
another, have been around for a very long time. The evolution of foot coverings,
from the sandal to present-day athletic shoes that are marvels of engineering,
continues even today as we find new materials with which to cover our feet. We are,
in fact still wearing sandals- the oldest crafted foot covering known to us.
Moccasins are still readily available in the form of the loafer. In fact, many of the
shoes we wear today can be traced back to another era. The Cuban heel may have
been named for the dance craze of the 1920s, but the shape can be seen long before
33
that time. Soles, which are one of the most recognizable features of footwear in the
1970s and 1990s, were handed down to us from 16th century choppiness. Then, high
soles were a necessity to keep the feet off of the dirty streets. Today they are worn
strictly for fashions sake. If one can deduce the basic shoe shapes have evolved so
much, it is necessary to discover why this has happened. It is surely not due to a lack
of imagination- the colours and materials of shoes today demonstrate that. Looking
at shoes from different parts of the world, one can see undeniable similarities. While
the venetians were wearing the choppiness, the Japanese balanced on high-soled
wooden shoes called get. Though the shape is slightly different, the idea remains the
same. The venetians had no contacts with the Japanese, so it is not a case of imitation.
Even the mystical Chinese practice of foot binding has been copied in our culture.
Some European women and men of the past bound their feet with tape and squashed
them into too-tight shoes. In fact, a survey from the early 1990s reported that 88%of
American wears shoes that are too small! As one examines footwear history, both in
the west and in other parts of the world, the similarities are apparent. Though the
shoemakers of the past never would have thought to pair a sandal with a platform
sole, our shoe fashions of today are, for the most part, modernized adaptations of
past styles.
34
PERFORMANCE OF INDIAN FOOTWEAR INDUSTRY
Indian footwear Industry has grown tremendously in the past and today it is a very
significant segment of the leather industry in India. India is the second largest
producer of footwear after China, accounting for ~15% of worlds footwear
production.
Trends in the Industry:
Online Sales
Changing material preferences
Increasing Capacities
Rise of Premium & Luxury brands
India is standing on the threshold of a retail revolution and witnessing fast
changing retail landscape. With such transformation footwear market is set to
experience phenomenal growth in coming years. Footwear Industry in India has
been taking a smooth ride to growth. The industry is backed by burgeoning
domestic consumption of footwear. With growing fashion consciousness among
the Indian populace coupled with rising disposable incomes and support from
Indian government in the form of FDI has made many premium and
luxury shoe brands to turn to India for growth. India remains an attractive market
for both international and local footwear players with huge population base, rising
spending power of the growing middle class in the country and increased fashion
consciousness among young and women. India is the second largest global
producer of footwear after China. With changing lifestyles and increasing
affluence, domestic demand for footwear is projected to grow at a faster rate than
has been seen. There are already many new domestic brands of footwear and many
foreign brands such as Nike, Adidas, Puma, Reebok, Florsheim, Rockport, etc.
have also been able to enter the market. The footwear sector has matured from the
level of manual footwear manufacturing methods to automated footwear
manufacturing systems. Many units are equipped with In-house Design Studios
incorporating state-of-the-art CAD systems having 3D Shoe Design packages that
35
are intuitive and easy to use. The Indian Footwear Industry is gearing up to
leverage its strengths towards maximizing benefits.
Strength of India in the footwear sector originates from its command on reliable
supply of resources in the form of raw hides and skins, quality finished leather, large
installed capacities for production of finished leather & footwear, large human
capital with expertise and technology base, skilled manpower and relatively low cost
labor, proven strength to produce footwear for global brand leaders and acquired
technology competence, particularly for mid and high priced footwear segments.
Resource strength of India in the form of materials and skilled manpower is a
comparative advantage for the country.
There are nearly 4000 units engaged in manufacturing footwear in India. The
industry is dominated by small scale units with the total production of 55%. The total
turnover of the footwear industry including leather and non-leather footwear is
estimated at Rs.8500-9500 crore (Euro 551.3-1723.1 Million) including Rs.12001400 crore (Euro 217.6-253.9Million) in the household segment. Indias share in
global leather footwear imports is around 1.4% Major Competitors in the export
market for leather footwear are China (14%), Spain (6%) and Italy (21%).Indias
exports of leather footwear touched US$331 million in 1999-2000, recording an
increase of 3.29% over the preceding year.. The major markets were the UK, USA,
France, Italy, Russia, etc. In 1999-2000, export of leather footwear from India
contributes 21% share of its total export of leather and its products. The footwear
industry exist both in the traditional and modern sector. While the traditional sector
is spread throughout the country with pockets of concentration catering largely to
the domestic market, the modern sector is largely confined to select centres like
Chennai, Ambur, Ranipet, Agra, Kanpur and Delhi with most of their production for
export.
36
INDIAN FOOTWEAR COMPONENTS INDUSTRY

The footwear components which are exported from India are leather shoe upper
and leather unit soles. The estimated annual production capacity of leather shoe
uppers is 112 million pairs. The major production centers are Chennai, Ranipet,
Agra, TamilNadu etc. The component industry has enormous opportunities for
growth to cater to increasing production of footwear of various types, both for
export and domestic market. Nearly 75% of total export of footwear component is
from the southern region followed by northern region with a share of 13%.Nearly
83% of the Indias export of footwear component is from the UK, Germany, Italy,
USA, France and Portugal.
To ensure high quality and safety of footwear, manufacturers have to make sure all
products comply with existing and relevant standards. By producing footwear in
accordance with national and international regulations, potential risks can be
minimized and the interest of both textile manufacturers and consumers can be
protected.
The following standards/regulations apply to footwear products:
CPSIA
GB Standards
EN Standards for footwear
ASTM Standards
ISO Standard
AAFA Restricted substance list.
37
CHAPTER - 4
ORGANIZATION PROFILE
38
ORGANIZATION PROFILE
VKC GROUP OF COMPANIES
VKC group of companies are the leading footwear manufacture especially in

southern region of India. The group established on (August17) 1984 with a nominal
capital and few employees. In 1984 the founder of the group Mr. V.K.C. Mammed
Koya started a Hawai Sheet manufacturing unit with his two brothers. Later on
Hawai straps were also inducted to the production line and in 1986 VKC group
launched the first product with its own brand name in the market viz. VKC Hawai
with an initial production of 600 pairs per day. By 1989 the production increased to
5000 pairs a day and by 1996 it jumped to 17000 pairs.
In between the founder initiated the floating of the first RPVC (Rigid Polyvinyl
Chloride) footwear manufacturing unit in the Malabar Area of Kerala state with few
of his friends. This product also got very good acceptance in the market. This
resulted in a rapid change in the footwear industry itself. Within a few years the
number of Rubber and RPVC unit grew to more than 80 in this area.
In 1994 the group ventured the first unit in Kerala to manufacture footwear from
virgin PVC. This resulted in a drastic change and the multinational brands
confronted competitions from the local brands. In 1998 the group started the first
Micro Cellular PVC footwear in Kerala with the help of imported plant and
machinery. Quality at low price made the VKC groups products popular in the
market day by day.
39
In 2001 the group started the first Air Injected PVC DIP footwear manufacturing
unit in the South India. In 2003 the group missioned the first Injected EVA
manufacturing unit in South Central India. In 2006 the group started backward
integration to produce EVA compound for Injection and started the first EVA
compounding plant in the South Central India. The unit went in 2007 the group
started manufacturing of PU DIP footwear.
During this period new bloods with technical, commercial and practical knowledge
were inducted and now the group consists of 25 working Directors and 100 share
holders spread over 16 various units. More than 4000 employees are working in
these units.
The company had achieved a prominent position in the footwear market of India.
The main markets, which have been focused by the company are Kerala, Tamilnadu
Karnataka, Madhya Pradesh, Gujarat, and Andhra Pradesh. It has now expanded its
market in countries such as Saudi Arabia, Dubai, Kuwait, Oman, Bahrain and Qatar.
The good quality and variety in models of VKC products help the companies to face
the market competition positively. The company has been able to maintain the
quality of the products by adopting foreign technologies. The group is now looking
for further avenues in the field of footwear to stretch their hands.
Vision
To provide quality products to the customer at an affordable price.
Mission
To meet the market demand and to achieve a prominent position in the Footwear
industry.
40
Motto
Quality products at Affordable Price
The Head Quarter of VKC group is in CALICUT and the main plants of VKC group
of companies are situated in Kerala and TamilNadu. The following are the associate
companies of VKC group.
1. M/s. VEEKESY RUBBER INDUSTRIES PVT.LTD.

2. M/s. VEEKESY ELASTOMERS PVT.LTD.
3. M/s. VEEKESY POLYMERS PVT.LTD.
4. M/s. SANDLON TECHNOLOGIES PVT.LTD.
5. M/s. FORTUNE ELASTOMERS PVT.LTD.
6. M/s. CALTECH POLYMERS PVT.LTD.
7. M/s. SLIPONS INDIA PVT.LTD
8. M/s. DIADORA SHOES PVTLTD.
9. M/s. DIMESCO FOOTCARE INDIA PVT LTD.
10.M/s. FERRARI SHOES (INDIA) PVT.LTD
11.M/s. VEEKESY FOOTCARE (INDIA) PVT. LTD
12.M/s. FERRERO VINYL TECHNOLOGIES PVT.LTD
13.M/s. MORBIDO VINYL PVT.LTD.
14.M/s. SMARTAK FOOTCARE PVT. LTD.
15.M/s. VKC FOOTSTEPS INDIA PVT.LTD
16.VKC FOOTPRINTS GLOBAL PVT LTD
17.VKC FOOTWEAR INTERNATIONAL PVT LTD
18.M/s VEEKESY SANDALS INDIA PVT LTD
41
COMPANY POLICY
Implement programmes of continuous education & specialized training in
footwear component technology and management issues.
Promote a healthy growth of the footwear component industry and its imports.
Organize technical and labour assistance for members to attain highest level
of quality.
Promote goodwill among component manufacturers.
Promote interaction among members of development of products of better
quality.
BRANDS PRODUCED BY VKC

VKC producing 8 different brands and providing it to market. The brands are:
VKC TRENDZ
VKC PRIDE
SLIPONS
VKC STILE
VKC JUNIOR
VKC WALKAROO
SMARTAK
VKC LITE
VKC LE-STYLE
42
COMPETITORS
PARAGON RUBBER INDUSTRIES

HARITHA HAWAI, KERALA, INDIA
HAWALKER RUBBER INDUSTRIES, KERALA
ODYSSIA RUBBER INDUSTRIES, KERALA
PREMIERE FOOTWEAR
NEXO FOOTWEAR
CUBIX FOOTWEAR
QUALITY POLICY
In order to satisfy the customer needs, first the company provides footwear which
offers better style, comfort, elegance, finish, colours and durability. Quality
performance demonstrated is the result of optimization of design, effective process
control in manufacturing together with testing and approval process in the
environment of Quality management system.
43
COMPANY PROFILE OF M/s. VEEKESY POLYMERS PVT.LTD
M/s. Veekesy Polymers Pvt. Ltd. is registered as a private limited company and is
first of its kind in South Central India for manufacturing of injected EVA footwears.
M/s. Veekesy Polymers Pvt. Ltd. is one of the associate concerns of renowned VKC
Group of Companies. The founder of M/s. Veekesy Polymers Pvt. Ltd. is Mr. V.K.C.
MAMMED KOYA. The company is situated at Ramanattukara, Kozhikode.
The Managing Director of the company is Mr. V. Rafeeque. He was awarded with
Best Entrepreneur of Kerala and Best Entrepreneur of Kozhikode district for the year
2003.
The Company has been able to achieve a landmark in the field of footwear through
the continuous researches in footwear industry. The company manufactures VKC
Lite brand footwear having EVA sole with PVC and synthetic leather upper. The
company was incorporated in 01.01.1996 under the Companies Act 1956 and
commenced its production on 13.04.1998. Now a days company produces EVA and
PU footwears.
All affairs and day-to-day business administration of the firm is vested in the hands
of Board of Directors. They are in charge of various functions pertaining to Finance,
Production, HR, Marketing, Administration and Materials departments. The board
is assisted by well qualified staff members. Each department has functional heads,
senior and junior executive in order to support and help functional heads.
M/s. Veekesy Polymers Pvt. Ltd has a good market for their product in Kerala,
Tamil Nadu, Andra Pradesh, Maharashtra, Chhattisgarh, Orissa, Gujarat because of
44
the quality and the affordable price of the product. The management gives high
priority to the quality of the product. The company assures the quality of the product
through the continuous quality checking in each and every stages of the production
process.
The quality of the VKC products is unrivalled in the market. The Footwears
introduced by the company has been growing and evolving with the changing trends
over the year. The company first manufactured Senor Cinderella brand footwear
having PVC sole with leather and synthetic leather upper. Now the company is
manufacturing VKC Pride and VKC Lite. VKC Pride is sold in Kerala, Tamil Nadu,
Andra Pradesh, Maharashtra, Chhattisgarh, Orissa, Gujarat and VKC Lite in Kerala
and Tamil Nadu alone. In the recent years the customers prefer the injected EVA
Footwears rather than any other Footwear. We also export our products to Kuwait,
Oman and Jiddah.
As we are manufacturers of footwear, we focus mainly on production process of the

organization. The function of the production department is to produce our products
on time, to the required quality levels, at the defined product cost. The advantage of
the company is the implementation of Italian technology used for the injection
moulding process. Moulding process is the main activity and the key process of
manufacturing of quality footwear. This will help the company to assure high quality
with accurate size and good finish to the product. Of major concern to the production
manager is monthly output. Production managers have monthly targets which they
are expected to strive to meet or exceed.
The production department of M/s. Veekesy Polymers Pvt. Ltd comprises of well
experienced staff members starting from functional head, department head,
45
coordinator, supervisors, shift engineers, machine operators, pouring men and

workers. Production department also aims at maintaining the quality of products
been produced. Every employee is expected to take responsibility for managing
quality issues in order to make sure that waste is minimized and quality maximized.
Quality checking and assurance is carried out every day on a number of occasions
to ensure that the production process is working efficiently and effectively.
We use different machines to produce footwears. The company purchases footwear
moulds from Taiwan, China, and Italy. This will help the company to assure high
quality finished product.
Most of our machines are imported from abroad. It includes high EVA Injection
Moulding Machine, Blender Machine, PVC Mixer, Cooling unit, Compressors, PVC
Injection Moulding Machine, Generator, Clicker and Stitching Machine
M/s. Veekesy Polymers Pvt. Ltd has succeeded in withstanding stiff competition
from the parallel manufactures because of the superior quality of their products at
reasonable price.
Other than production and quality checking, production department performs one
more function. That is packing of finished products into cartons. A set of workers
are assigned to pack finished products into specified cartons or boxes according to
their name and size. Before packing quality is again being checked by the workers.
After packing all these cartons are sent to stock room for storing so that it can be
sent to dealers directly according to the order placed.
46
CHAPTER - 5
FUNCTIONAL ANALYSIS OF DIFFERENT DEPARTMENTS
47
FUNCTIONAL ANALYSIS OF DIFFERENT DEPARTMENTS

VKC GROUP DIVISION-II
HUMAN RESOURCE DEPARTMENT
Human Resource Department of the organization caters to the need of both

employees and workers of the organization, resulting in a good relation between
employees and workers. The mission of the Department of Human Resources and
Management (DHRM) is to provide quality corporate governance and human
resource management systems; to perform with integrity, innovation, and
responsiveness, and deliver excellent customer service to the Commission, its
employees, elected and appointed officials and the communities served in the bicounty region. The Department provides executive and operational leadership
through a set of best management practices, recommends policy, and establishes
administrative procedures, including internal controls for efficient and effective
operations. The Executive Director provides executive functions for the Commission
and also oversees the work of DHRM.
STRUCTURE OF HR DEPARTMENT
MANAGER
ASSISTANT MANAGER
EXECUTIVE
48
FUNCTIONS OF HR DEPARTMENT
The human resource manager is vital to the successful operation of a business. The
manager performs such tasks as hiring, training and maintaining a healthy work
place environment.
HIRING: An HR Managers objective is to maintain adequate staffing levels
for a business and to fill each position with the applicant who is most qualified
to perform the job successfully .To do this an HR Manager may post job
opening, test applicants or schedule interviews and attend recruiting events.
ORIETATION/TRAINING: Orientation entails introducing a new hire to the

company and its goals, history, policies, workers, culture and any other
information essential to function within the company. According to bureau of
labour statistics, training may entail class room instruction, electronic
learning, videos and other tools
INTERACTIONS: HR Manager Take employee complaints, media

conflicts, promote communication and in some cases, assist in negotiating
union contracts.
PERFORMANCE REVIEW/DISCIPLINE: Discussion with an employee
about how he/she is doing relative to the standards and expectation laid out
in the job description- according to the bureau of labour statistics.
49
PRODUCTION DEPARTMENT
The main role of production is to turn inputs (raw materials) into outputs (finished
goods). Outputs refer to a finished product or service and inputs are the materials
that are needed to manufacture certain goods. When a business completes this
process they are able to achieve customer satisfaction by producing products that are
ready to be used and fit for purpose. The Production Department is responsible for
ensuring quality is achieved in each item produced. They will need to carry out
inspections and implement suitable quality initiatives. This is one of the major duties
of this Department because if mistakes are made on products, customer satisfaction
will be decreased or if products are ruined during the production process it means
that the company will have to throw "bad" products away (creating waste). Both
aspects will lead the company to a loss of profit. Quality assurance will have to be
carried out every day on a number of occasions to ensure that the production process
is working efficiently and effectively.
The Production Department of VKC Group Division II
comprises of well
experienced staff members starting from functional head, Department head,
coordinator, supervisors, shift engineers, machine operators, pouring men and
workers. Production Department also aims at maintaining the quality of products
been produced. Every employee is expected to take responsibility for managing
quality issues in order to make sure that waste is minimized and quality maximized.
Quality checking and assurance is carried out every day on a number of occasions
to ensure that the production process is working efficiently and effectively.
The company uses different machines to produce footwears. The company
purchases footwear moulds from China, and Italy. This will help the company to
assure high quality finished product.
Most of the machines are imported from abroad. It includes high speed mixer
machine, fully automatic air injection moulding machine, air drier & chiller, cooling
tower, cementing machine, box strapping machine, clicker machine, generator
conveyor, stitching machine. It has succeeded in withstanding stiff competition from
the parallel manufactures because of the superior quality of the products at
reasonable price. Other than production and quality checking, Production
Department performs one more function that is packing of finished products into
cartons.
50
A set of workers are assigned to pack finished products into cartons or boxes
according to their name and size .Before packing quality is again checked by the
workers. After packing all these cartons are sent to stock room for storing so that it
can be sent to dealers directly according to the order placed. Materials Department
of the organization place order according to need of material thats used for
production. Supervisors and production in charge gives details of materials needed
for production and accordingly materials are purchased by placing order through email.
STRUCTURE OF PRODUCTION DEPARTMENT

Production Head
Product manager
mMMachinmOper
ators
ion Manager
Production
Executive
Keepers
Machine
Supervisor
Upper and
insole
Outsourcing
supervisor
Maintenance
Supervisor
Packaging
Supervisor
Assistant
Assistant
Executive
Machine
Operators
Store
Keepers
51
PRODUCTION TECHNOLOGY
VKC Group is producing high quality PU footwear from 100% virgin micro cellular
rubber. The companys manufacturing facilities includes modern equipment and
machineries imported from Italy.
PRODUCTION PROCESS
Production Process
Raw Material Mixing
Synthetic Rexene
Cutting
Semi-Finished
Upper Materials
SemiFinished
Insole
Materials
Stitching Process
Printing &
Embossing
Injection Moulding Process
Semi-Finished Footwear
Show Fitting, Riveting, Printing, Embossing
Quality Checking
Stitching Process
Pasting Process
Packing Process
Heating Process
Finished Footwear Upper
Finished Footwear
52
PACKING PROCESS
Trimming process
Conveyor system
Upper & Sole cleaning
Tag fitting
Packing in to small carton
Fixing Size & price sticker in small
carton
Packing in to master carton
Final check up in pairs, art no., price
& size
Box strapping
53
MARKETING & SALES DEPARTMENT
Marketing and Sales Department carry out two separate functions nevertheless, they
must interact closely with each other, as both are essential parts for the marketing
activities in each company. Each company has the goal to fulfill customer needs and
also to match the companys sales target followed by financial success.
After production process the products are being sold in the market according to the
orders taken by Marketing Department. The Marketing Department studies the
market and the target customers, decides the best way to reach these customers, and
works with the rest of the company to help determine the new product needs of the
market. The firm does continuous market research, which helps the firm in planning
and executing marketing strategies for the future course of action. It also helps in
analyzing the buyer habits, popularity of product, and effectiveness of advertising
media. It also helps to collect information about marketing problems and
opportunities.
The company executives are directly taking the orders from the wholesalers. The
company has very good system for the supply of the products to the wholesalers.
The firm sent our products through parcel service to various dealers based on their
orders to respective places and doesnt have connection with any retailers. The
product reaches the hand of customers through retailers, who gets it from
wholesalers.
The company manufactures products on the basis of demographic segmentation. As
a result, the firm produces products aiming youngsters, gents and ladies at affordable
price with high quality. The company produces footwear under the name VKC LeStyle, Smartak, VKC Lite, VKC Style, VKC Walkaroo, VKC Junior, VKC Trendz,
Slipons and VKC Pride. VKC Le-Style is used for exporting to foreign countries.
54
ADVERTISING METHODS
The Company treats the advertising as the main mode of marketing to improve the
sales of the products. Ambassador of these products is Cine Actress Kajal Agarwal.
VKC Footwears advertising covers all activities connected with giving publicity
regarding goods and services offered for sale. The main Medias for advertising are:
Indoor Media & Outdoor Media.
Indoor Media includes TV Channels, Newspapers, Magazines, Catalogues,
Danglers, Calendars, & Stickers. Advertisements of the products are given in all the
major TV channels in Malayalam. Outdoor Media includes Name boards &
Hoardings.
CHANNELS OF DISTRIBUTION
Manufactur
er
Wholesalers
Retailers
Consumers
55
SALES
Sale is the act of selling a product or service in return for money or other
compensation. Marketing and sales goes hand in hand. Sales promotion plays a
major role for the success of the VKC products. Sales promotion influences the
customers for buying the products and also helps to meet competition and helps in
stimulating demands.
SALES PROMOTION TOOLS
Sales Promotion is carried out in two ways. Consumers promotion and dealers
promotion. Consumers promotion consists of providing coupons, contest that the
firm conduct and price offer for various products. For dealers the firm conduct sales
contest, give gifts, and turnover allowance based on the amount products been
purchased from the firm. Company provides scheme called VKC Sammanotsavam
for dealers based on their purchase for that particular year.
The Company conducts the Wholesalers Meet at least once in a year. By this the
company provides an opportunity to the wholesalers to interact with the company
and between the dealers. This helps to find problems, sort out differences, and to
formulate plans for future improvement in the market.
The adequate production, supply, good quality, affordable price of the product, and
the various marketing techniques used by the company helps products to be a
superior one in the market that satisfies the customer.
56
STRUCTURE OF MARKETING DEPARTMENT
Marketing Manager
Channel Of
Distribution
Manager
Sales
Promotion
Manager
Advertising
Manager
Assistant
Manager
Assistant
Manager
Assistant
Manager
Market
Research
Manager
Assistant
Manager
Sales
Executive
57
FINANCE DEPARTMENT
Accounting and Finance is the heart of a business. Its functioning efficiently directly
affects the rise and fall of a business. It is possible to survive, for a while at least,
without an effective marketing plan, poor human resource management and indeed
a poorly designed business strategy finance is a very essential to smooth running of
the business. No finance - no business. No business, whether big, medium or small
can be started without an adequate amount of finance. Right from the very beginning,
i.e. conceiving an idea to business, finance is needed to promote or establish the
business, acquire fixed assets, make investigations such as market surveys, etc.,
develop product, keep men and machine at work, encourages management to make
progress and create value. These Departments are crucial to the financial well-being
of a company and ensure that there is money for day-to-day operations and oversee
investments strategies for future growth. The Finance Department is also responsible
for management of the organizations cash flow and ensuring there are enough funds
available to meet the day to day payments.
FINANCE DEPARTMENT STRUCTURE
MANAGER
ASSISTANT
MANAGER
EXECUTIVE
58
M/s.Veekesy Polymers PVT

The production department in charge is Mr. SREEKANTH S.P. There are 3 shifts per day and it
has a capacity of producing 16000 units per day.
PRODUCTION DEPARTMENT:
Production Process
EVA Compound
Synthetic Leather
PVC Raw Material
Cutting
Blending
Mixing

Stitching
Semi-Finished Footwear
Finishing
Show fitting & Riveting
Finishing
Quality Checking
Printing
Assembling
Packing
Finished Footwear
Dispatch
59
PACKING PROCESS
Trimming Process
Conveyor System
Upper & Sole Cleaning
Tag Fitting
Packing into Small Carton
Fixing Size & Price Sticker

in Small Carton
Packing into Master Carton
Final Check up in Pairs, Art

No., Size & Price
Box Strapping
60
After production these products are being sold in the market according to the orders
taken by marketing department. The marketing department studies the market and
the target customers, decides the best way to reach these customers, and works with
the rest of the company to help determine the new product needs of the market. We
do continuous market research, which helps us in planning and executing marketing
strategies for the future course of action. It also helps us in analyzing the buyer
habits, popularity of product, and effectiveness of advertising media. It also helps to
collect information about marketing problems and opportunities
The company executives are directly taking the orders from the wholesalers. The
Company has very good system for the supply of the products to the wholesalers.
We sent our products through parcel service to various dealers based on their orders
to respective places and doesnt have connection with any retailers. Our product
reaches the hand of customers through retailers, who gets it from wholesalers.
We manufacture products on the basis of demographic segmentation. As a result,

we produce products aiming kids, youngsters, gents and ladies at affordable price
with high quality. We produce footwear under the name VKC Lite and VKC Pride.
VKC Pride is used for exporting to foreign countries.
Slogan for VKC Pride is Step into the World of Proud and for VKC Lite Step into
the World of Ecstasy. The Company treats advertising as the main mode of
marketing to improve sales of our products. Ambassador of our product is Cine
Actress Kajal Agarwal. VKCs Advertising covers all activities connected with
giving publicity regarding goods and services offered for sale. The main Medias for
advertising are: Indoor Media & Outdoor Media
61
Indoor Media includes TV Channels, Newspapers, Magazines, Catalogues,

Danglers, Calendars, & Stickers. Advertisement of the products are given in all the
major TV channels in Malayalam
Outdoor Media includes Name boards, A boards and Hoardings.
Marketing and sales goes hand in hand. Sales promotion plays a major role for the
success of the VKC products. Sales promotion influences the customers for buying
the products and also helps to meet competition and helps in stimulating demands.
Sales Promotion is carried out in two ways.
Consumers promotion and dealer promotion. Consumers promotion consists of
providing coupons, contest that we conduct and price offer for our various products.
For dealers we conduct sales contest, give gifts, and turnover allowance based on
the amount products been purchased from our firm. Company provides scheme
called VKC Sammanotsavam for dealers based on their purchase for that particular
year.
The Company conducts the Wholesalers Meet at least once in a year. By this the
company provides an opportunity to the wholesalers to interact with the company
and between the dealers. This helps to find problems, sort out differences, and to
formulate plans for future improvement in the market.
The adequate production, supply, good quality, affordable price of the product, and
the various marketing techniques used by the company helps products to be a
superior one in the market that satisfies the customer.
62
Human resource department of the organization caters to the need of both employees
and workers of the organization, resulting in a good relation between employees and
workers. They are well satisfied with the attitude of the management towards them
and in the facilities provided to them. So there are no labour strikes, absenteeism and
attrition. The company provides excellent training programs for the employees to
improve the skills and productivity with in a lesser time. The employees are getting
the statutory benefits like Bonus, ESI scheme, Employees Provident Fund, Festival
Holiday Allowances from the company. They are often given awareness class related
to cleanliness, health and safety. Department heads also make visits to quarters were
workers are staying in order to ensure cleanliness in their surroundings. HR manager
in charge is Mr. Albin Mathew .HR department maintain a help desk in order to
redress grievance of the workers and answer to their queries. There are total of 240
workers in the organization.
Finance is life blood of every organization. It deals with procurement of funds and
their effective utilization in the business. Department has one department head, one
senior executive and four junior executive. Their functions mainly include checking
daily cash accounts, MIS preparation, bank reconciliation, central excise and export
related works, finalization of account statement etc.
M/s.Veekesy Polymers PVT. is financially stable and had got CRISIL A+ rating.
Materials department of the organization place order according to need of material
thats used for production. Company follows EOQ system. Whenever they find that
it has reached reorder level or safety stock, order is placed.
63
THE PRESENT BOARD OF DIRECTORS:
Mr. V. NOUSHAD (Director)

Mr. V. RAFEEQUE (Managing Director)
Mr. V. RAZAK (Director)
Mr. V. MAMMED KOYA (Director)
Mr. V. MUHAMMED KUTTY (Director)
Mr. V. MUHAMMED (Director)
Mr. M.GOPALAN (Director)
64
ORGANISATIONAL CHART
CHAIRMAN
MANAGING DIRECTOR
DIRECTORS
MANAGER
ASSISTANT MANAGER
MATERIALS
DEPARTMENT HEAD
EXECUTIVE
JUNIOR EXECUTIVE
FINANCE
DEPARTMENT HEAD
EXECUTIVE
JUNIOR EXECUTIVE
PRODUCTION
PRODUCTION HEAD
COORDINATOR
SUPERVISOR
SALES
DEPARTMENT HEAD
EXECUTIVE
JUNIOR EXECUTIVE
SKILLED WORKERS
PERSONNEL
UNSKILLED WORKERS
DEPARTMENT HEAD
EXECUTIVE
JUNIOR EXECUTIVE
65
CHAPTER - 6
SWOT ANALYSIS
66
SWOT ANALYSIS
STRENGTH
VKC have good brand image in the world

Easy availability of raw materials and other inputs
Massive institutional support for technical services
Designing manpower development and marketing
Management is very stable that forms strong foundation of the company
Employees are provided with all necessary welfare activities
Economical pricing
Highly skilled employees
Well-equipped quality control Department for inspecting the quality of raw
materials and final products
Competitive advantage in cost of production
Wide distribution network
67
WEAKNESSES
Not able to meet the market demand
Lack of proper utilization of R&D Department
Less export
Marketing strategies can be made more effective
OPPORTUNITIES
The company has the opportunity to expand its production units to meet
more demand for its products
The company has got better tool for better planning and decision making
At present company has got good raw materials source to enhance
production
Should tap the foreign market more vigorously
THREATS
Competition from others like Odyssia, Paragon
Technology advancement at a faster price
Inflation
Fluctuations in exchange market
68
CHAPTER - 7
RESEARCH METHODOLOGY
69
RESEARCH METHODOLOGY
Introduction
Research methodology is a way to systematically solve the research problem. It may
be understood as a science of studying how research is done scientifically. In it we
study the various steps that are generally adopted by a researcher in studying his
research problem along with the logic behind them.
Research methodology has many dimensions and research methods do constitute a
part of the research methodology. The scope of research methodology is wider than
that of research methods. Thus, when we talk of research methodology we not only
talk of the research methods but also consider the logic behind the methods we use
in the context of our research study and explain why we are using a particular method
or technique and why we are not using others so that research results are capable of
being evaluated either by the researcher himself or by others. Why a research study
has been undertaken, how the research problem has been defined, in what way and
why the hypothesis has been formulated, what data have been collected and what
particular method has been adopted, why particular technique of analyzing data has
been used and a host of similar other questions are usually answered when we talk
of research methodology concerning a research problem or study.
70
7.1. Topic of Study

This study focuses on the effectiveness of training and development processes in
M/s. Veekesy Polymers pvt.ltd. Training is the process of increasing the knowledge
and skills of the employee. A better knowledge about these things can facilitate the
trainer as well as the trainee in conducting and benefiting from the training. But
training being a very complex process makes it a bit difficult. So the best way to
achieve it is by studying and analyzing the feedback of employees as well as
managers. The project includes collecting information from staffs of M/s. Veekesy
Polymers pvt.ltd, analyzing it, interpreting it, and making observation and providing
useful suggestions from it.
This study helps to know the impact of training process on employees in the
organization. And also it enables to know the attitude of employees towards training,
satisfaction of employees, efficiency of training programs and trainers, and impact
of training on the productivity of the organization.
This study provides the management with information regarding the effectiveness
of their training process and the satisfaction level of their employees with which they
can understand the areas of strengths and weaknesses of their training program and
their by take necessary managerial decisions.
The study mainly deals with the efficiency of training processes which has to b
increased. The objective, relevancy of training, methods, materials, environment and
time duration of training, personal satisfaction of employees all affect the
effectiveness of training. The study tries to cover as many areas as possible in order
to come with the best and accurate conclusions. The feedbacks of the participants
and trainers of training process have contributed a lot to achieve this.
71
7.2. Sources of Data

Data refers to information or facts however it also includes descriptive facts, non
numerical information, qualitative and quantitative information
Data could be broadly classified as
Primary data
Secondary data
7.2.1. Primary data
Primary data is the data collected for the first time through field survey. It is collected
with a set of objectives to assess the current status of any variable studied. Primary
data reveals the cross-section picture of the object under scrutiny. Therefore primary
data are those collected by the investigator (or researcher) himself for the first time
and thus they are original in character.
Advantages of primary data
They are the first hand information.
The data collected are reliable as they are collected by the researcher for
himself.
The primary data are useful for knowing opinion, qualities and attitudes of
respondents.
7.2.2. Secondary data

Secondary data refers to the information or facts already collected. It is collected
with objective of understanding the part status of any variable or the data collected
and reported by some source is accessed and used for the objective of a study.
Normally in research, the scholars collect published data analyze it in order to
explain the relationship between variables.
72
Advantages of secondary data

The information can be collected by incurring least cost.
The time required for obtaining the information is very less.
Most of the secondary data are those published by big institutions. So they
contain large quantity of information
7.2.1 Sources of information
Primary data
i.
Questionnaire or schedule
ii.
Observation
iii.
Feedback form
iv.
Interview
Secondary data
i.
Book
ii.
Periodicals or journals
iii.
Research thesis and dissertations
iv.
Statistical data sources
v.
Websites/blogs
73
7.3. Tools Used for Data Collection

Data collection tools are instruments used to collect information for performance
assessments, self-evaluations, and external evaluations. The data collection tools
need to be strong enough to support what the evaluations find during research. The
researcher has used the method of interview to collect the information in that
organization and other techniques like observation to collect primary data.
7.3.1. Questionnaire
The questionnaire contains 20 questions. The question about name is avoided to get
true answers from respondents. The questions such as age, gender are asked because
they have individual influence on the study.
All questions are provided with options and all of them were given with options such
that the employees can easily record their response.
7.3.2. Observation technique
It is well known that observation is a method of collecting data with sensible
organs in understanding less explained or explained phenomena.
In this method researcher observes some of the data like utilization of
resources, level of performance of workers, idle time given for workers, training
frequency etc.
7.4. Research design

A research design is the assignment of conditions for collection and analysis
of data in a manner that aims to combine relevance to the search purpose formidable
problem that follow the fact defining the research is the preparation in this study the
researcher has made use of the descriptive research design this is used to determine
some definitive purpose with the help of structured questionnaire to further primary
74
information to focus on the accurate description of the variable present in the

problem.
7.5. Sampling
Sampling is concerned with the selection of a subset of individuals from
within a population to estimate characteristics of the whole population.
Researchers rarely survey the entire population because the cost of a census
is too high. The three main advantages of sampling are that the cost is lower, data
collection is faster, and since the data set is smaller it is possible to ensure
homogeneity and to improve the accuracy and quality of the data. In the study
researcher has used probability sampling.
7.5.2. Sample size

The total number of population [employees] is 240. It would be time
consuming as well as difficult to interview all 240 employees. So the researcher has
selected 18.75% population for sampling. The samples were selected using simple
random sampling techniques i.e. every individual in the total population had equal
chances of being selected.
7.6. Selection of Sample Respondents

7.6.1. Simple random sampling
A simple random sample is a subset of individuals (a sample) chosen from a
larger set (a population). Each individual is chosen randomly and entirely by chance,
such that each individual has the same probability of being chosen at any stage
during the sampling process, and each subset of k individuals has the same
probability of being chosen for the sample as any other subset of k individuals. This
process and technique is known as simple random sampling.
75
In our study the total population (employees who participated in training) is 240.
Every employee of the population had equal chances of being selected among which
45 (18.75%) employees were chosen to conduct the study.
7.7. Tools Used for Data Analysis

For this research researcher has used some of the tolls like probability,
graphical methods, pie charts, bar diagram etc for doing the data analysis.
7.7.1. Chi square

Pearson's chi-squared is used to assess two types of comparison: tests of goodness
of fit and tests of independence.
A test of goodness of fit establishes whether or not an observed frequency

distribution differs from a theoretical distribution.
A test of independence assesses whether paired observations on two variables,

expressed in a contingency table, are independent of each otherfor example,
whether people from different regions differ in the frequency with which they
report that they support a political candidate.
The first step in the chi-squared test is to calculate the chi-squared statistic. In
order to avoid ambiguity, the value of the test-statistic is denoted by 2 rather than
2 (which is either an uppercase chi instead of lowercase, or an upper case roman X);
this also serves as a reminder that the distribution of the test statistic is not exactly
that of a chi-squared random variable. However some authors do use the 2 notation
for the test statistic. An exact test which does not rely on using the approximate 2
distribution is Fisher's exact test: this is substantially more accurate in evaluating the
significance level of the test, especially with small numbers of observations.
76
The chi-squared test statistic is calculated by finding the difference between

each observed and theoretical frequency for each possible outcome, squaring them,
dividing each by the theoretical frequency, and taking the sum of the results. A
second important part of determining the test statistic is to define the degrees of
freedom of the test: this is essentially the number of observed frequencies adjusted
for the effect of using some of those
7.7.1. MS excel
Microsoft Excel is a commercial spreadsheet application written and
distributed by Microsoft for Microsoft Windows and Mac OS X. The application
was used to organize and analyze the raw data collected from survey. Excel was also
helpful in making graphical representations of the organized data.
7.7.2. SPSS
SPSS is a computer program used for survey authoring and deployment (IBM
SPSS Data Collection), data mining (IBM SPSS Modeler), text analytics, statistical
analysis, and collaboration and deployment. The program was helpful in conducting
the chi square test.
7.8. Definition of Important Terms

7.8.1. Training
This term is often interpreted as the activity when an expert and learner work
together to effectively transfer information from the expert to the learner (to enhance
a learner's knowledge, attitudes or skills) so the learner can better perform a current
task or job. Here's another perspective.
77
7.8.2. Development
This term is often viewed as a broad, ongoing multi-faceted set of activities
(training activities among them) to bring someone or an organization up to another
threshold of performance. This development often includes a wide variety of
methods, e.g., orienting about a role, training in a wide variety of areas, ongoing
training on the job, coaching, mentoring and forms of self-development. Some view
development as a life-long goal and experience.
7.8.3. Information
At its most basic form, a piece of information about something is a "unit of
awareness" about that thing. (A field of philosophy, epistemology, includes analysis
of what is really information and what isn't. This field might visit the question: "If a
tree falls in the forest, does it make a sound?") Some people think that this awareness
occurs only in the brain and, therefore, usually comes from some form of thought.
Other people also accept information as a form of realization from other forms of
inquiry, e.g., intuition.
7.8.4. Knowledge
Knowledge is gleaned by organizing information. Typically, information
evolves to knowledge by the learner's gaining context, perspective and scope about
the information.
7.8.5. Skills
Skills are applying knowledge in an effective and efficient manner to get
something done. One notices skills in an employee by their behaviors.
7.8.6. Task
A task is a typically defined as a unit of work, that is, a set of activities needed
to produce some result, e.g., vacuuming a carpet, writing a memo, sorting the mail,
78
etc. Complex positions in the organization may include a large number of tasks,
which are sometimes referred to as functions.
7.8.7. Job
A job is a collection of tasks and responsibilities that an employee is
responsible to conduct. Jobs have titles.
7.8.8. Role
A role is the set of responsibilities or expected results associated with a job.
A job usually includes several roles.
7.8.9. Learning
Typically, learning is viewed as enhancing one's knowledge, understanding
or skills. Some people see learning as enhancement to one's knowledge, awareness
and skills. Some professionals view learning as enhancing one's capacity to perform.
Some view learning as a way of being that includes strong value on receiving
feedback and increasing understanding.
It's important to note that learning is more than collecting information -- more
than collecting unreferenced books on a shelf. Depending on the needs of the learner,
knowledge is converted to skills, that is, the learner knows how to apply the
knowledge to get something done. Ideally, the skills are applied to the most
appropriate tasks and practices in the organization, thereby producing performance
-- results needed by the organization. Here's another perspective.
7.8.10. Continuous Learning
Simply put, continuous learning is the ability to learn to learn. Learning need
not be a linear event where a learner goes to a formal learning program, gains areas
of knowledge and skills about a process, and then the learning ceases. If the learner
can view life (including work) as a "learning program", then the learner can continue
to learn from almost everything in life. As a result, the learner continues to expand
his or her capacity for living, including working.
79
7.8.11. Education
This term seems to be the most general of the key terms in employee training.
Some professionals view education as accomplishing a personal context and
understanding of the world, so that one's life and work are substantially enhanced,
e.g., "Go get an education." Others view the term as the learning required to
accomplish a new task or job. Here's another perspective.
7.9. Hypothesis
A hypothesis is a proposed explanation for a phenomenon. The term derives from
the Greek, hypotithenai meaning "to put under" or "to suppose". For a
hypothesis to be put forward as a scientific hypothesis, the scientific method requires
that one can test it. Scientists generally base scientific hypotheses on previous
observations that cannot satisfactorily be explained with the available scientific
theories. Even though the words "hypothesis" and "theory" are often used
synonymously, a scientific hypothesis is not the same as a scientific theory. A
working hypothesis is a provisionally accepted hypothesis proposed for further
research.
7.10. Period of the Study

This study was conducted in M/s. Veekesy Polymers pvt.ltd with a period of 45 days.
7.11. Limitations of Study

Some difficulties were encountered while doing the project. The limitations were
listed below.
80
The employees of the M/s. Veekesy Polymers pvt.ltd found it difficult to

answer questions properly due to their busy and heavy workload.
Some were reluctant to answer some question thinking that might affect their
job negatively.
The primary collection of data was time consuming, as the employees were
busy.
Sample size was 18.75% of total population.
The total time allowed by company to do the project.
Being a very lengthy and complex process it is difficult to analyze the details
of training and process.
The company policy are not allowing to give complete information.
81
CHAPTER 8
DATA ANALYSIS AND INTERPRETATION
82
DATA ANALYSIS AND INTERPRETATION

Introduction
Analysis and interpretation is the one of the important stage of a project. In
this stage the recorded responses are coded into symbols, for making counting,
edited, tabulated and represented in appropriate pictorial form.
The responses in the questionnaire have its own value in making a true
interpretation. There are 45 respondents for the study. The questions are created in
a way that the ambiguity is avoided. After preliminary scrutiny of the filled
questionnaires, it is noticed that all the respondents marked their responses to
important questions which will lead the study.
The responses of the questionnaires are tabulated and represented in
percentages to get a clear cut picture about the responses. It made the interpretation
quite easier on the basis of percentages chart is drawn. The selected pie chart was
very useful for the interpretation.
The interpretation for questions which seeks Yes or No answers was easy
because comparative majority can be identified by the percentage. Diagrammatic
representations are given for each question in order to make the finding s more
clearly to the reader. Along with simple bar diagrams and pie charts new 3D
representation methods are also used to make the presentation more interactive.
The questionnaire contains two 20 questions.
83
Table 1.1
AGE OF RESPONDANTS
Age Group
No. Of Respondents
Percentage Of Respondents
18-23
15
33.33
24-28
18
40
29-33
20
34-39
6.67
total
45
100
Table 1[a] shows the age group of respondents and their respective percentage
Table 1.2
GENDER OF RESPNDENTS
Gender
No. Of Respondents
male
39
86.67
female
13.33
total
45
100
Table 1[b] shows the gender of respondents and the percentage of respondents in each gender.
84
1. Opinion about the regular assessment of training needs at the company.
Table 2.0
Opinion
No. Of Respondents
Percentage
Of Respondents
Yes
32
72
No
13
29
Total
45
100
Inference
From the table 2.0, 71.11% of respondents agreed that training needs are
assessed regularly at M/s. Veekesy Polymers pvt.ltd. While 28.8 percent respondents
are of the opinion that training needs arent assessed properly.
Figure 1.0 Opinion about the regular assessment of training needs at the
company.
120
100
80
60
40
20
0
Yes
No
Total
85
2.
Opinion about training process as a learning experience.
Table 3.0
Opinion
No. Of Respondents
Percentage
Of
Respondents
Very Good
11
Good
20
44
Satisfactory
13
29
Bad
11
Very Bad
Total
45
100
Inferences:
From table 3.0, we can see that 11% of respondents say that training process
as a learning experience is very good M/s. Veekesy Polymers pvt.ltd. While 44% are
of the opinion it is Good and 29 percent are just satisfied with the training process
as far as the learning experience is concerned. 11% percent rated training process as
very bad and just 4% stated training as very bad.
Figure 2.0 Opinion about training process as a learning experience.

120
100
80
60
40
Percentage Of
Respondents
20
0
Very Good
Good
Satisfactory
Bad
Very Bad
Total
86
3.
Opinion about the performance of trainer/guest faculty/instructor.
Table 4.0
Opinion
No. Of Respondents
Percentage
Of
Respondents
Very Good
11
Good
21
47
Satisfactory
12
27
Bad
11
Very Bad
Total
45
100
Inference:
From the table 4.0, we can see that 11% percent of the respondents are of the
opinion that performance of trainer/guest faculty/instructor is very good. 47% said
its good and 27% find the performance of trainer satisfactory. And 11% voted it as
bad and 4% voted it as very bad.
Figure 3.0 Opinion about the performance of trainer/guest faculty/instructor.
120
100
80
60
40
Percentage Of
Respondents
20
0
Very Good
Good
Satisfactory
Bad
Very Bad
Total
87
4. Achievement of learning objective from training program.

Table 5.0
Opinion
No. Of Respondents
Percentage
Of
Respondents
Yes
31
69
Partially
18
No
Can't say
11
Total
45
100
Inference:
69% percent of the respondents claim that they have achieved the learning
objective from the training program. 18% respondents were of the opinion that they
achieved the learning objective partially. 2% percent couldnt achieve the training
objective and 13 percent of respondents refused to answer.
Figure 4.0 Achievement of learning objective from training program
120
100
80
60
Percentage Of
Respondents
40
20
0
Yes
Partially
No
Can't say
Total
88
5. Relevancy of training program with the job

Table 6.0
Answer
No. Of Respondents
Percentage
Of
Respondents
Very Good
11
Good
29
64
Satisfactory
18
Bad
Very Bad
Total
45
100
Inference:
From table 6.0 and figure 5.0 we can observe that 11percent of respondents
reveal that the training provided is very much relevant to the job while majority ie
64% revealed that it is good and 18 percent revealed that its satisfactory. And 7%
voted it as irrelevant. The above diagram shows the opinion of employees about the
relevancy of training process to the job.
Figure 5.0
Relevancy of training program with the job
120
100
80
60
40
20
0
Very Good
Good
Satisfactory
Bad
Total
89
6. There is well designed and widely shared training policy in the company
Table 7.0
Opinion
No. Of Respondents
Percentage
Of
Respondents
Very Good
13
Good
12
27
Satisfactory
20
44
Bad
11
Very Bad
Total
45
100
Inference:
From table 7.0 and figure 6.0 we can see that 13% percent of the respondents
reveal that the companys training policy is designed very good. 27% said its good
and 44% said its satisfactory. 11% percent rated it as bad and Rest 4% reveal that
they are very dissatisfied with companys training policy
90
Figure 6.0
There is well designed and widely shared training policy in the
company
Persentage of response
11
13
27
44
Very Good
Good
Satisfactory
Bad
91
7. Opinion about the content and methodology used in the training

program.
Table 8.0
Answer
No. Of Respondents
Percentage
Of
Respondents
Very Good
Good
20
44
Satisfactory
15
33
Bad
11
Very Bad
Total
45
100
Inference:
7 percent of the respondents revealed that the content and methodology used
in the training program is very good. 44 percent were of the opinion that it was good.
33 percent responded that training methodology and content was satisfactory. 11%
said its bad and 4% said its really very bad.
92
Figure 7.0
Opinion about the content and methodology used in the training
program.
Very
Bad,2
Very Good,3
Bad ,5
Good,20
Satisfactory,15
93
8. Usefulness of training materials.

Table 9.0
Opinion
No. Of Respondents
Percentage
Of
Respondents
Very Good
13.
Good
21
47
Satisfactory
15
33
Bad
Very Bad
Total
45
100
Inference:
From table 9.0 and figure 8.0 we can see that 13 percent of the respondents
revealed that training materials were really useful, 47% stated it as good and 33
percent respondents found training material satisfactory. Only 6 percent respondents
declared training materials to be bad.
94
Figure 8.0 Usefulness of training materials.
Bad , 3
Very Good, 6
Satisfactory, 15
Good , 21
95
9. Opinion about the use of audio-visual aids

Table 10.0
Opinion
No. Of Respondents
Percentage
Of Respondents
Very Good
Good
13
Satisfactory
24
53
Bad
12
27
Very Bad
Total
45
100
Inference:
From the above table 10.0 and figure 9.0 we can observe that 53% of
respondent are satisfied with the use of audio-visual aids. 13% were stated the use
of audio-visual aids to be good and 7% percent declared it very good. 27 percent of
respondents declared the use of audio-visual aids to be bad.
96
Figure 9.0 Opinion about the use of audio-visual aids
Very Good
7%
Bad
27%
Good
13%
Satisfactory
53%
97
10.
Opinion about the practical sessions in the training program.
Table 11.0
Answer
No. Of Respondents
Percentage
Of
Respondents
Very Good
Good
10
22
Satisfactory
28
62
Bad
Very Bad
Total
42
100
Inference:
From the above give table 11.0 and figure 10.0 we can observe that 9% and
22% respondents responded that practical sessions are very good and good
respectively. 62% of respondent are satisfied with the practical sessions conducted
in the training process. 4% and 2% respondents stated practical sessions of training
process at M/s. Veekesy Polymers pvt.ltd, Calicut is bad and very bad respectively.
98
Figure 10.0 Opinion about the practical sessions in the training program.
70
Satisfactory
60
50
40
30
Good
20
10
Very Good
Bad
Very Bad
0
Very Good
Good
Satisfactory
Bad
Very Bad
99
11.Opinion about the working environment

Table 12.0
Opinion
No. Of Respondents
Percentage
Of
Respondents
Strongly satisfied
Satisfied
24
54
Dissatisfied
18
40
Strongly dissatisfied
Total
45
100
Inference:
From the above table 12.0 and figure 11.0 we can observe that 54%
respondents are satisfied about the working environment provided with training and
6% were strongly satisfied. We can also observe that 40 percent of respondents are
dissatisfied about the working environment. None were strongly dissatisfied about
the working environment of training process conducted at M/s. Veekesy Polymers
pvt.ltd.
100
Figure 12.0
Opinion about the working environment
100
90
80
70
60
50
40
30
20
10
0
Strongly satisfied
Satisfied
Dissatisfied
Total
101
12. Opinion about the time duration given for the training period.
Table 13.0
Opinion
No. Of Respondents
Percentage
Of
Respondents
Sufficient
12
27
Good
24
53
Fair
18
Poor
Very poor
Total
45
100
Inference:
The above table 13.0 and figure 12.0 clearly shows that 26.67 percent of
respondents are satisfied with the time given for training. While 53.3% respondents
explained the time allotment as good. 17.77% found the time allotment to be fair and
2.22% respondent revealed that they arent satisfied with the time given for training
and voted bad.
102
Figure 12.0
Opinion about the time duration given for the training period.
100
90
80
70
60
50
40
30
20
10
0
Sufficient
Good
Fair
Poor
Total
103
13. Opinion about the preferences given to the participants suggestions .

Table 14.0
Answer
No. Of Respondents
Percentage
Of
Respondents
Excellent
13
Good
22
48
Fair
11
24
Poor
Very Poor
Total
45
100
Inference:
The above table 14.0 and figure 13.0 shows that 13% respondents said that
the participants suggestions are really taken into account. 48% respondents found
that preferences given to participants suggestion to be good, 24% opinioned it to be
fair [average] but 7% declared the acceptance of participants suggestion as poor
another 7% said its very poor.
104
Figure 13.0
Opinion about the preferences given to the participants suggestions.
100
90
80
70
60
50
40
Percentage Of
Respondents
30
20
10
0
Excellent
Good
Fair
Poor
Very Poor
Total
105
14. Opinion about the motivation given to the participants.

Table 15.0
Answer
No. Of Respondents
Percentage
Of
Respondents
Strongly agree
Somewhat agree
24
52
Disagree
18
40
Strongly disagree
Total
45
100
Inference:
From the table 15.0 and figure 14.0 we can observe that 53.33 percent
respondents somewhat agree they have given with motivation to participate in the
training process. 40% respondents disagreed with this and 6.67 % respondents
strongly disagreed.
106
Figure 14.0
Opinion about the motivation given to the participants.
100
90
80
70
60
100
50
40
30
52
40
20
10
6
2
0
Strongly agree
Somewhat
agree
Disagree
Strongly
disagrree
Total
107
15.Are employees permitted times off from work to attend training

Table 16.0
Answer
No. Of Respondents
Percentage
Of
Respondents
Yes,
with 0
Yes, without 0
pay
pay
No
27
60
No,
such 18
40
thing
Total
45
100
Inference:
We can observe that, from table 16.0 and figure 15.0 , 60 percent of
respondents answered no when asked if they are permitted time offs from work to
attend training. And 40% respondents said they arent aware of any such thing.
108
Figure 15.0
Are employees permitted times off from work to attend training?
100
90
80
70
60
50
40
30
20
10
109
16.Does training process affect normal working hours?

Table 17.0
Opinion
No. Of Respondents
Percentage
Of
Respondents
Yes
20
No
30
66
Can't say
14
Total
45
100
Inference:
From table 17.0 and figure 16.0 we can see that 20%,ie majority, of
respondents are of the opinion that training process affect the normal working hours
of M/s. Veekesy Polymers pvt.ltd, Calicut. 66% respondents dont think working
hours are affected. And 14% respondents refused to answer.
110
Figure 16.0
Does training process affect normal working hours?
100
90
80
70
60
50
40
30
20
10
0
Yes
No
Can't say
Total
111
17. Do you think employees apply the new concepts taught at the training
program in their job?
Table 18.0
Opinion
No. Of Respondents
Percentage
Of
Respondents
Yes
20
Somewhat
24
53
No
Can't say
12
27
Total
45
100
Inference:
From table 18.0 and figure 17.0 we can observe that 53% respondents think
employees somewhat apply their newly learned skills. While 20 % respondents
confidently stated employees apply their new skills. 27% respondents choose not to
say.
112
Figure 17.0
Do you think employees apply the new concepts taught at the training program in their job?
100
90
80
70
60
50
Series1
40
30
20
10
0
Yes
Somewhat
Can't say
Total
113
18. Opinion about overall quality of the training program

Table 19.0
Answer
No. Of Respondents
Very Good
14
31
Good
23
52
Poor
15
Very Poor
Total
45
100
Inference:
From table 19.0 and figure 18.0 we can observe that 31% employees said the
quality of training program is very good and 52% said its good. 15 and 2 percent
respondents rated quality as poor and very poor respectively.
114
Figure 18.0
Opinion about overall quality of the training program
100
90
80
70
60
50
40
30
20
10
0
Very Good
Good
Poor
Very Poor
Total
115
19. Have your personal goals been benefiting out of training?

Table 20.0
Opinion
No. Of Respondents
Yes
Somewhat
20
No
11
25
Can't say
24
53
Total
45
100
Inference:
25% respondents said no when asked if their personal goals have been
benefiting out of company training. 20% said they somewhat achieve their personal
goals through training. 2% percent said they certainly benefit from training. And
53% choose not to answer.
116
Figure 19.0
Have your personal goals been benefiting out of training?
100
90
80
70
60
50
40
30
20
10
Yes
Somewhat
No
Can't say
Total
117
20. Opinion about the satisfaction of the training program conducted as per
the schedule.
Table 21.0
Opinion
No. Of Respondents
Percentage
Of
Respondents
Strongly satisfied
15
33
satisfied
19
42
Dissatisfied
16
Strongly Dissatisfied
Total
45
100
Inference:
From the table 21.0 and figure 20.0 we can see that 33% respondents are
strongly satisfied with the training program conducted as per the schedule. 42%
respondents are satisfied. 16% respondents are dissatisfied with the training program
while 9% respondents are strongly dissatisfied.
118
Figure 20.0
Opinion about the satisfaction of the training program conducted as per the schedule.
120
100
80
60
40
20
0
Strongly satisfied
satisfied
Dissatisfied
Strongly
Dissatisfiedee
Total
119
CHI SQUARE
Aim:
To find out whether there is an association between quality of the training program
conducted and satisfaction of the training program conducted.
Null hypothesis: [H0]
There is no significant indifference between quality of the training program
conducted and satisfaction of the training program conducted.
Alternative hypothesis: [H1]
There is an indifference between quality of the training program conducted and
satisfaction of the training program conducted.
OBSERVED FREQUENCY
Question
Quality of the training provided

Option
Very
Good
Poor
Very poor Total
15
12
22
dissatisfied
Total
14
23
45
Good
Satisfaction
of
Strongly
the satisfied
training
provided
Satisfied
Dissatisfied
Strongly
E=
[ ]

120
EXPECTED FREQUENCY
Question
Quality of the training provided
Option
Very
Good
Poor
Very poor
Total
4.67
7.66
2.33
0.33
15
6.84
11.24
3.42
0.048
22
2.17
3.57
1.08
0.156
0.311
0.511
0.15
0.022
14
23
45
Good
Satisfaction
Strongly
Of
satisfied
the training Satisfied

provided
Dissatisfied
Strongly
dissatisfied
Total
O-E
[O-E]^2
[[O-E]^2]/E
4.67
0.33
0.1089
0.023319
6.84
1.16
1.3456
0.196725
2.17
-1.17
1.3689
0.630829
0.311
-0.311
0.096721
0.311
7.66
0.34
0.1156
0.015091
12
11.24
0.76
0.5776
0.051388
121
3.57
-0.57
0.3249
0.091008
0.511
-0.511
0.261121
0.511
2.33
-0.33
0.1089
0.046738
3.42
-1.42
2.0164
0.589591
1.08
0.92
0.8464
0.783704
0.15
0.85
0.7225
4.816667
0.33
-0.33
0.1089
0.33
0.048
-0.048
0.002304
0.048
0.156
0.844
0.712336
4.566256
0.022
-0.022
0.000484
0.022
TOTAL
13.03332
Calculated Value of X2 = 13.03

DF= [r-1]*[c-1]
where r: Number of rows

c :Number of columns
= [4-1]*[4-1]
= 3*3
=9
Table value of x2 for dof =16.91 @ 5% level of significance
RESULT:
Calculated Value of x2 is less than table value of x2. Hence null hypothesis is
accepted.
INFERENCE:
The calculated value is 13.27 is lesser than tabulated value is 16.91. There
for. We accept null hypothesis and alternative hypothesis is rejected and therefore
there is a significance relation between the quality of the training program conducted
and satisfaction of participants.
122
QUESTIONNAIRE
Dear Madam/Sir,
I am Jasvin K Jaison Student of School of Management Studies, Cochin University of
Science and Technology. As a part of my Academic curriculum I am doing my Internship in
your company. Please give your views/opinions to the questions given below about the
training and development program in M/s.Veekesy polymers pvt.ltd. The information
provided by you will be kept highly confidential & will be used by me strictly for an analysis
only.
Particulars of Respondents
Age:
Gender: Male/Female
1. Your opinion about the regular assessment of training needs at the company?
a) Yes
b) No
2. Your opinion about training process as a learning experience?

a)
b)
c)
d)
e)
Very good
good
satisfactory
bad
very bad
3. Your opinion about the performance of trainer/guest faculty/instructor?

a)
b)
c)
d)
e)
Very good
Good
Satisfactory
Bad
Very bad
4.
a)
b)
c)
d)
Did you achieve the learning objective from training program?

Yes
Partially
No
Cant say
5.
Relevancy of training program with the job?
a)
b)
c)
d)
e)
Very good
Good
Satisfactory
Bad
Very bad
123
6.
How will you rate the design and widely shared training policy in the company?
a)
b)
c)
d)
e)
Very Good
Good
Satisfactory
Bad
Very Bad
7.
a)
b)
c)
d)
e)
Your opinion about the content and methodology used in the training program?
Very Good
Good
Satisfactory
Bad
Very Bad
8.
How effective was the training materials?
a)
b)
c)
d)
e)
Very Good
Good
Satisfactory
Bad
Very Bad
9.
a)
b)
c)
d)
e)
10.
a)
b)
c)
d)
e)
11.
a)
b)
c)
d)
12.
a)
b)
c)
d)
e)
Your opinion about the use of audio-visual aids used in training?

Very Good
Good
Satisfactory
Bad
Very Bad
Your opinion about the practical sessions in the training program?

Very Good
Good
Satisfactory
Bad
Very Bad
Your opinion about the working environment?

Strongly satisfied
Satisfied
Dissatisfied
Strongly dissatisfied
Your opinion about the time duration given for the training period?
Satisfied
Good
Fair
Poor
Very Poor
124
13.
Your opinion about the preferences given to the participants suggestions?
a) Excellent
b) Good
c) Fair
d) Poor
e) Very Poor
14.
a)
b)
c)
d)
15.
a)
b)
c)
d)
Your opinion about the motivation given to the participants?

Strongly agree
Somewhat agree
Disagree
Strongly Disagree
Are employees permitted times off from work to attend training?

Yes, With Pay
Yes, Without Pay
No
No, Such thing
16.
Does training process affect normal working hours?
a) Yes
b) No
c) Cant Say
17.
a)
b)
c)
d)
Do you think employees apply the new concepts taught at the training program in
their job?
Yes
Somewhat
No
Cant Say
18. Your opinion about overall quality of the training program?

a) Very Good
b) Good
c) Poor
19.
a)
b)
c)
d)
Have your personal goals been benefiting out of training?

Yes
Somewhat
No
Cant Say
20.
Your opinion about the satisfaction of the training program conducted as per the
schedule?
Strongly Satisfied
Satisfied
Dissatisfied
Strongly Dissatisfied
a)
b)
c)
d)
125
CHAPTER - 9
SUMMARY AND FINDINGS
126
SUMMARY AND FINDINGS

9.1. Observations and Findings
Though by and large, substantial number of employees are content with the
way the training is conducted, still there is a scope to analyze at micro level
whether the negatives respondents were either non attentive confronted
confused or otherwise. Based up on the data there is a scope to take corrective
action.
Majority of the employees who have attended the training program were well
educated. Their level of education was from diploma holders to engineering
graduates
Majority of the employees stated that they were informed about the purpose
of training, its intended results and significance of training. This reflects that
the management was keenly interested in achieving the objective for which
the training programs were conducted.
As far as the infrastructure facilities are concerned, majority of employees
have stated that the learning atmosphere was quite all right and the facilities
provided during the process of training were adequate and conductive to
learning.
Majority of the employees have expresses satisfactory opinion about the
training faculty and their ability to train but a few numbers of the respondents
were neither satisfied with the way in which the training programs were
conducted by the trainer /faculty.
With regards to the enhancement of skills and knowledge of the employee
who have attended the training program, eighty percent of them have cited
127
there was an enhancement in their knowledge and skills compared to the other
employees who have not attended the training program. The skill and
knowledge learned through training were helpful to them in exercising on the
job.
Only a few members of the respondents have the opinion of significance of
training in developing the personality of the individual. This shows that the
training programs conducted were related only with their job but not
concerned with the personal development of the employees.
The training expectations of the respondents were found to be moderate. It
could be observed from these facts that the employees expectations were not
completely fulfilled trough training
9.2. Suggestions
In todays competitive world attitude is the factor which is the dividing line
between failure and success. Thus recruitment of the employees must be made
not only on skills and attitude but also the attitude of the employee. If an
employee has a positive attitude then training for him can be more effective,
he has a positive effect on the climate.
The training needs should be assessed regularly by observing the performance
of employees and also from feedback.
The training records must be maintained, preserved properly and updated
timely.
Proper care should be taken while selecting the trainers.
128
Trainers must be given continuous feedback and the training should be

performed as a continuous planned activity.
New and different trainers should be invited so that the maximum impact can
be got from the training programmes.
Co ordination and interaction of the employees of all levels must be
encouraged to locate new talents among employees. Individual care should be
given as much as possible in case of practical sessions
Try to consider the personal goals of participants also when designing the
training module. By which the interest and satisfaction of participants can be
increased.
Try to use more visual and audio aids to make trainings more interactive and
active.
9.3. Conclusions
Analysis of all the facts & figures, the observations and the experience during
the training period gives a very positive conclusion/ impression regarding the
training imparted by the M/s. Veekesy Polymers Pvt Ltd. The M/s. Veekesy
Polymers pvt.ltd is performing its role up to the mark and the trainees enjoy
the training imparted especially the practical sessions and simulations.
The training imparted meets the objectives like:
o Effectiveness of the training and its resultant in the performance of the
employees.
o Assists the employees to acquire skills, knowledge and attitude and also
enhance the same.
129
Helps to motivate employees and helps in avoiding mistakes.
It becomes quite clear that there is no other alternative or short cut to the
development of human resources. Training when used in a planned and purposeful
manner can be an extremely effective management tool as they increase the
knowledge and skills of workers and thereby increasing the productivity and wealth
of the organization.
130
CHAPTER- 10
PERSONAL LEARNINGS EXPERIENCES
131
PERSONAL LEARNINGS EXPERIENCES

Every student doing a professional course needs to undertake summer training or
internship in his/her respective field, which gives them a chance to explore their
skills and suit themselves in the work environment. The objective of the internship
is to benefit both the student working as interns as well as the company for which
the students are working. The students get to learn the basics of their education and
them turning into realities, whereas the companies could add value to their services
through the creativity and the innovative skills possessed by the new generation. The
internship periods, also helps a student to judge themselves whether, they would be
able to adjust in the corporate environment or not.
The organization study at M/s.Veekesy Polymers pvt.ltd, Calicut gave me the
opportunity to gain valuable industry related experience that would allow me to
expand my career options. The skills and knowledge I gained at SMS was quite
different from the experience I gained at VKC. I was able to utilize and engage the
knowledge and skills gained at SMS in a more practical approach at VKC. The
guidance, support, feedback and useful suggestions provided by my Guides helped
me to successfully complete this internship. The learning that I got from the
organization is interesting and valuable.
132
CHAPTER-11
CONCLUSION
133
CONCLUSION
VKC Group of Companies is the leading footwear manufacturer especially in

southern region of India. They are the largest manufacturer and exporter of high
quality, fashionable footwear with reasonable price for men, women and kids.
The internship carried out in M/s.Veekesy Polymers pvt.ltd, Calicut was successful
in achieving the specific objectives. It helped to familiarize with the organization
structure and its functioning. It also helped to familiarize with the different
Departments in the organization and their functions and activities including
documentation. The study helped to understand how the key business processes are
carried out in an organization and how information is used in organization for
decision making at various levels.
134
CHAPTER-12
BIBILOGRAPHY
135
BIBILOGRAPHY
WWW.VKCGROUP.COM
WWW.WIKIPEDIA.ORG
WWW.SCRIBD.COM
WWW.VEEKESY.COM
136

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M/s. Veekesy Polymers pvt.

A STUDY ON EFFECTIVENESS OF TRAINING AND

Submitted in partial fulfillment of the requirement for the award of the

SCHOOL OF MANAGEMENT STUDIES

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

I wish to take this opportunity to express my sincere expression of gratitude to each

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

DATA ANALYSIS AND

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

INTRODUCTION OF THE STUDY

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

Training is a systematic development of the knowledge, skills and attitudes required

1.2. Statement of Research Problem

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

1.3. Need for the study

1.4. Significance of the study

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

Some of the benefits of project are listed below.

1.5. Objectives of Study

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

Collecting the Data

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

2.3. Theories of training and development

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

2.3.2. Theory X and Theory Y

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

2.3.3. Abraham Maslow's Hierarchy of Needs motivational model

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

2.4. Institutional Training

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

Large organizations may employ a large number of persons every year. It

Increase skill and

Higher Employee Morale

School of Management Studies, CUSAT.

M/s. Veekesy Polymers pvt.ltd

Reduce Turnover and Absenteeism

T&D VKC Polymers

T&D VKC Polymers