Final Project

A STUDY ON EFFECTIVENESS OF TRAINING
AND DEVELOPMENT PROGRAMME AT VIJAYAMOHINI

MILLS
TRIVANDRUM
A PROJECT REPORT
Submitted by
ABEENA.V.S
(Reg.No:20173101201201)
In the partial fulfilment for the award of the degree
Of
BACHELOR OF BUSINESS ADMINISTRATION
Under the guidance of
Mr. JENIT HANSON
Assistant professor
NANJIL CATHOLIC COLLEGE OF ARTS AND SCIENCE
KALIYAKKAVILAI
MANONMANIAM SUNDARANAR UNIVERSITY
TIRUNELVELI – 627012
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Mr. Jenit Hanson
Assistant Professor, Department of Business Administration
Nanjil Catholic College of Arts and Science
Nedumcode, Kaliyakkavilai Post – 629153
CERTIFICATE
This is to certify that the project report entitled “A STUDY ON

EFFECTIVENESS OF TRAINING AND DEVELOPMENT
OROGRAMME AT VIJAYAMOHINI MILLS, TRIVANDRUM” is
done by ABEENA V S student of BBA, Nanjil Catholic College of arts
and science, in Partial fulfilment requirement for the award of the degree
Bachelor of Business Administration during academic year 2019-2020
Place:
Date:
Signature of Guide
Forwarded by
Head of the Department
External Examiner
1.
2.
2
3
DECLARATION
I hereby declare that this project report entitled “A STUDY ON
EFFECTIVENESS OF TRAINING AND DEVELOPMENT PROGRAMME AT
VIJAYAMOHINI MILLS TRIVANDRUM” submitted by me for the award of the
degree of Bachelor degree of Business Administration is my original work and that it
has not previously formed the basis for the award of any degree/ diploma or any other
similar title.
Name of the candidate : ABEENA.V.S
Registration Number : 20173101201201
Academic year : 2019 - 2020
Place:
Date:
Signature
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ACKNOWLEDGEMENT
First and foremost I obliged to the almighty who showered upon me with the
blessing and gave me health and knowledge to complete this project work successfully.
I am grateful to REV.Fr.M.Eckermens Michael, Secretary, Nanjil Catholic

College of arts and Science for gave me the opportunity to undergo this project work
and all facilities allocated to me for this project.
I extend my gratitude to Dr. A. Meenakshi Sundararajan, principal, Nanjil

Catholic College of arts and Science for the constant encouragement and motivation to
pursue my project.
I take this opportunity to express my gratitude and indebtedness to my guide Mr.

Jenit Hanson, Asst. professor, Nanjil Catholic College of Arts and science,
kaliyakkavilai for providing guidance, help and suggestions for the successful
completion of this project.
I would like to express my gratitude to Dr.M. Babima , Head of the Department,

Nanjil Catholic College of Arts and science, kaliyakkavilai for providing help and
suggestions for the successful completion of this project.
I also express my sincere thanks to Mr. Shaju HR manager, in vijayamohini

Mills ltd, for permitting me to do the project in the organization.
I wish to place my hearty thanks to all the staff members and workers of
Vijayamohini Mills for providing all required information and support for completing
the project.
I would like to express my hearty gratitude to my parents their understanding and

support in bringing out this report.
ABEENA V S
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TABLE OF CONTENTS
SI. NO TITLE PAGE NO.

CHAPTER I
INTRODUCTION
1.1 Statement of the problem
1.2 Objectives of the study
1.3 Scope of the study
1.4 Uses of the study
1.5 Significance of the study
1.6 Limitations of the study
1.7 Concepts and abbreviation used in the study
1.8 Layout of the report
CHAPTER II
RESEARCH DESIGN
2.1 Period of study
2.2 Area of study
2.3 Type of study
2.4 Method of data collection
2.5 Sample population
2.6 Sample size
2.7 Method of sampling
2.8 Tools used for analysis
CHAPTER III
COMPANY PROFILE
3.1 Industry profile
3.2 Company profile
3.3 Review of literature
3.4 Theoretical frame work
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
CHAPTER V
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 Findings
5.2 Major findings
5.3 Suggestions
5.4 Conclusion
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LIST OF TABLES
TABLE NO. TITLE PAGE NO.

1.1 Concept used in the study
1.2 Abbreviations used in the study
3.1 Number of employees
4.1 Age group of respondents
4.2 Gender wise classification
4.3 Education wise classification
4.4 Department wise classification
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4.5 Experience wise classification
4.6 Classification based on nature of job
4.7 Classification based on monthly income
4.8 Training is essential to perform work effectively
4.9 Training gives a chance for workers to understand
more about working condition easily
4.10 Type of training
4.11 Training condition facilitate to the trainees of
good standard
4.12 Assistance and guidance from the trainers for the
development of efficiency
4.13 Training help the employees to reflect their skill
4.14 Organization provides training whenever needed
4.15 Training helps to reduce the accidents on work
4.16 Amount paid to the workers at the training period is
reasonable
4.17 Training programme contribute to develop job
related skill
4.18 Training help to improve confidence towards work
4.19 Training help to reduce stress at work
4.20 Training help to increase your motivation
4.21 Trainer collect feedback from the trainees
4.22 Training support your career development
4.23 Training programme helps to understand your SWOT
4.24 Training include sessions of personality development
4.25 Continuous training and development is inevitable
for excellence in performance
4.26 Apprenticeship training makes the trained candidate
more competitive
4.27 You are satisfied with the training program provided
by the organization
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LIST OF CHARTS
SI. NO TITLE PAGE NO

3.1 Organisational structure
4.1 Age group of respondents
4.2 Gender wise classification
4.3 Education wise classification
4.4 Department wise classification
4.5 Experience wise classification
4.6 Classification based on nature of job
4.7 Classification based on monthly income
4.8 Training is essential to perform work effectively
4.9 Training gives a chance for workers to understand more
about working condition easily
4.10 Type of training
4.11 Training condition facilitate to the trainees of
good standard
4.12 Assistance and guidance from the trainers for the
development of efficiency
4.13 Training help the employees to reflect their skill
4.14 Organization provides training whenever needed
4.15 Training helps to reduce the accidents on work
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4.16 Amount paid to the workers at the training period is
reasonable
4.17 Training programme contribute to develop job related skill
4.18 Training help to improve confidence towards work
4.19 Training help to reduce stress at work
4.20 Training help to increase your motivation
4.21 Trainer collect feedback from the trainees
4.22 Training support your career development
4.23 Training programme helps to understand your SWOT
4.24 Training include sessions of personality development
4.25 Continuous training and development is inevitable for
excellence in performance
4.26 Apprenticeship training makes the trained candidate more
competitive
4.27 You are satisfied with the training program provided by the
organization
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CHAPTER -I
INTRODUCTION OF THE TOPIC
Training and development activities are designed to impart specific skills,

abilities and knowledge to employees. Training is a planned effort by an organization to
facilitate employee’s learning of job related knowledge and skills for the purpose of
improving performance. Development refers to learning opportunities designed to help
employees growth and evolve a vision for future.
Training has become a major growth industry in recent years. Every organizations
needs to The project was taken by with the object of study on effectiveness of
training and development of employees at vijayamohini mills co ltd. This company is
the first textile mills in thiruvananthapuram city. The unit is surrounded by the military
campus. The mill is started in a campus which is about 10.5 acres. It was originally
established under the rule no 6 of textile corporation. Vijayamohini mills spinning unit
started in the year 1946. 1947the nationalization of the textile industry act was enacted.
As per the rule no 6 of nationalization, the unit was undertaken by the central
government. Now NTC is controlling the company at present production per day at
present is established at 2.6lakhs. NTC had subsidiaries. Under every subsidiaries10-15
mills were functioning all over India. The headquarters of these subsidiaries at
Bangalore. Now all the subsidiaries are merged in to one and NTC mills are controlled
by its head officer, through regional office at various locations. The raw materials are
purchased from the cotton corporation of India. Vijayamohini mills comes under the
southern regional office based at coimbatore.
have well training and experienced people to perform the activities that have to be done
in rapidly changing society employee training is not only an activity that is desirable but
also an activity that an organization must commit resources to, if it is to maintain a
viable and knowledge workforce. Planned development training program will return
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costs and greater organisational stability and flexibility to adopt to changing external
requirement. Such programs and assignments that can add up to lifelong careers.
Training is learning experience which seeks a relatively permanent change in an
individual that will improve his or her ability to perform job. We typically say training
can involve the changing of skill, knowledge, attitudes or social behaviour. It may mean
changing what employees know, how they work or their interaction with their co-
workers or supervisors.
Training and development is the framework that focuses on the organizations

competencies at the first stage, training, and then developing the employee, through
education, to satisfy the organizations long-term needs and the individual’ career goals
and employee value to their present and future employers. Human Resource
development can be defined simply as developing the most important section of any
business its human resource by, “attaining or upgrading the skills and attitudes of
employees at all levels in order to maximize the effectiveness of the enterprise”.
Employee attitude are evaluate statement either favourable or unfavourable concerning

objects, people, or events. Employee reflect how one feels about something.When
he/she says they like their job, employees expressing there attitude about work.
Attitudes are not the same as value but two are interrelated.
In organizations, attitudes are important because they affect job behaviour. If workers
believe, for example, then supervisor, auditors, bosses, & time & meson engineer are all
conspiracy to employees work harder for the or less money, then it make sense to try to
understand how these attitudes ware formed, their relationship to actual job behaviour,
& how they might be change.
1.1 STATEMENT OF THE PROBLEM
This project analysis the employees training programs of the company vijayamohini
mill in thiruvananthapuram. Lack of effective training program is the crucial issue faced
by every company. The profitability of any organization depends on the human
resource. Training programs provide multiple benefits for employees and company only
if they are carefully planned and properly implemented. Clear understanding of policies,
job functions, and goal and company philosophy leads to increased motivations, morale
and productively for the employees and higher profits for the business. The defects of
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training program will affect the efficiency of employees as a whole. It leads to
underutilization of resources.
Training and development is a subsystem of an organization. It ensures that

randomness is reduced and learning or behavioural change takes place in structured
format. Most of the organizations before never used to believe in training. They were
holding the traditional view that managers are born and not worth. Organizations used
to believe more in executive pinching. But now the scenario seems to be changing.
The modern approach of training and development is that Indian organizations have
realized the important of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian industry has been changed to
create a smarted workforce and yield the best results.
1.2 OBJECTIVE OF THE STUDY
 To know the effectiveness of training programme in vijayamohini mills.

 To find out the factors that governs training.
 To find out the nature of training given by the organization.
 To find out to what extent employees are satisfied training provide by the
organization.
 To find out the trainers efficiency in giving training.
 To understand the purpose of to attending training and development by
employees.
1.3 SCOPE OF THE STUDY
The study reveals the scope for further improvement in the Human resource
management practices of the company. Effective management of every organization
depends ultimately on how well its HR is managed. People and organization are
bound together in such a way that both of them are able to achieve their objectives.
The study collects the opinions and suggestions regarding training facility.
Submission of the study before management helps the employee to inform their
feedback. The study intends to see whether the employees are satisfied with present
training and development activities being practiced wide scope for further research
work’s to be conducted in similar fields.
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1.4 USES OF THE STUDY In this study is used to introduce new idea, and identify
the problem of the organization and to give appropriate solution in new way. And in this
study is used to gather more knowledge about the organisation.
In this study is used to know the functions of the organizations and to know all the
information regarding the organisation and the textile industry.
1.5 SIGNIFICANCE OF STUDY
A study of employees training and development program has been conducted in

the vijayamohini mills, thiruvananthapuram. This study concentrate on the various
training provided to the employees and various development activities of the company.
Job training is the training provided with a view to increase the knowledge and skill of
an employee for improving his performance on the job such training helps to reduce
accidents, wastage, and inefficiency in the performance of the job. Training and
developments the top line of the organizations performance. Training provide spiritually
and self-awareness for the employees. It help in effective utilization of people talents
and interests in our work setting, through employment. Training and development
improve the performance of employee’s increased skill and efficiency result in better
quality and quantity of production. Training is the act of increasing the knowledge on
the other hand means growth of the individual in all respects expenditure on training is a
profitable investment. Untrained person can be affording through managerial control as
provides training. Training is important not only from the point of the organization, but
also for the employees.
1.6 LIMITATION OF THE STUDY
 The limitation these were present while conducting researches and retrieving data
had a crucial effect on the project.
 There may be a chance of error due to the bias of respondent.
 The time allotted to this project was only one month. This time was inadequate so
make a thorough study and some important personals cannot be meet.
 Absence of adequate statistics figure from office of vijayamohini mills was a
serious drawback on collecting secondary data.
 The respondents are not willing to reveal all the details. So there can be bias in the
study.
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1.7 CONCEPTS AND ABBREVIATION USED
1.7.1 Concepts used in the study.
Table 1.1: concepts used in the study
SI. No Concepts Meaning

1 Evolve Develop gradually
2 Flying shuttle loom Flying shuttle, Machine that represented an
important step toward automatic weaving.
3 Lancashire A mild white cheese with a crumbly texture.
4 Tree wool A fine fiber obtained from the leaves of pine
tree.
5 Exchequer National treasury
1.6.2 Abbreviations used in the study.

Table 1.2: Abbreviations used in the study.
SI. No Abbreviations Full form
1 HR Human Resource
2 NGO Non- Governmental Organization
3 NTC National Textile corporation
4 IDBI Formation of Industrial Development
Bank of India
5 IFCI Industrial Finance Corporation of India
1.7 LAYOUT OF THE REPORT
Chapter I: This chapter includes the introduction of the study and problem statement,
objective of the study, scope of the study, uses of the study, Limitations of the study,
concept and abbreviations used in the study.
Chapter 2: This chapter deals with the research design.
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Chapter 3: This chapter includes the industry profile, company profile, organizational
structure, number of employees, product profile, Manufacturing process, major
competitors and the major buyers. Theory related to study area,
Chapter 4: This chapter deals with the data analysis and interpretation.
Chapter 5: This chapter includes findings, major findings, Suggestion and conclusion.
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CHAPTER – II
RESEARCH DESIGN
Research methodology discusses the research design research problems and

importance of study. The research design is an arrangement of condition of analysis of
data in manner that aims to combine relevance to the research. Purpose with economy
procedure is the conceptual structure within research is conducted and it constitutes the
implications to the final analysis of data.
2.1 PERIOD OF STUDY.
The study was conducted from 25th January 2020 to 25th February 2020.
2.2 AREA OF STUDY.
The area of the study is vijayamohini mills, Trivandrum. Information has been
collected from the employees of these organisation through filling questionnaire.
2.3 TYPE OF STUDY.
Post facto Research methodology is used in this research. This consist of mainly a
descriptive style investigation to find out effectiveness of training & Development
system. The present research study is descriptive by nature and therefore, data are
collected from both primary and secondary sources. Secondary data were collected
through comprehensive literature review and internet. Other secondary sources included
previous studies, journals, reports, magazines, newspapers and books. The primary data
were collected from field visits of various units carrying and development programmes.
The present study is also empirical and analytical therefore it relies on observation,
interviews and survey.
The present study is also empirical
2.4 METHOD OF DATA COLLECTION.
The data are collected from primary sources and secondary sources
 Primary sources
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 Secondary sources
Primary data are those collected by the researcher himself for the first time and thus
they are original in character. Primary data are collected with the help of a questionnaire
from the employees for the purpose of data collection. Questionnaire was circulated
among the employees to collect data.
Secondary data are those data which have been collected by some other person
for his purpose and is being published. Secondary data are collected from the records of
the company, website of the company, company journal and magazines.
The tools used for data collection were observed and questionnaire
2.5 SAMPLE POPULATION.
Population of the study covers the employees at vijayamohini mills. The total
number of employees at vijayamohini mills Trivandrum is 428.
2.6 SAMPLE SIZE.
A sample of 50 respondents will be taken using random sampling.
2.7 METHOD OF SAMPLING.
in this study satisfied random sampling method is used which is a type of probability
sampling. In this type of sampling each unit in the defined target population is known;
non zero probability of being selected for the sample, the actual probability of selection
for selecting each sampling unit may or may not be equal depending on the type or
probability of sampling used. Stratified random sampling requires the separation of the
defined target population into different groups called strata and samples are selected
from each stratum.
2.8 TOOLS USED FOR ANALYSIS.
 Simple percentage analysis
Simple percentage analysis is used for calculating the percentage of

training and development level in the total respondents.
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CHAPTER-III
3.1INDUSTRY PROFILE
COTTON TEXTILE INDUSTRY
There are some indications that weaving was already known in the paleolithic. An
indistinct textile impression has been found at Pavlov, Moravia Neolithic textile are
well known from funds in the pile dwellings in Switzerland. One extant fragment from
the Neolithic was found in forum at a site which dates to about 5000BC. During the
second half of the 17th century, cotton goods were imported from India. Because of the
competition with the wool and the linen industries, in 1700, the government placed a
ban on imported cotton goods. Cotton had become popular, however, and a home based
cotton industry spring up using the raw material imported from the colonies, since much
of the imported cotton came from England, ports of the west coast of Britain, such as
Liverpool, Bristol and Glasgow, become important in determining the sites of the cotton
industry. Of course, the wool and linen manufactures made sure that many restrictions
were imposed on the import of cotton, but as cotton had become fashionable, there was
little they could do to stop the trend.
These inventions turned the tables and it was the weavers who found it hard to keep
up with the supply of thread. In 1700, john kay’s flying shuttle loom, which had been
invented in 1733 and doubled a weaver’s productivity and was widely in use. In
conjunction with the spinning frame, this new loom was used in factories built in
Derbyshire, Lancashire and Scotland. The spinners and weavers no longer worked for
themselves. The equipment and the raw material needed in the industry were far too
expensive, the spinner and weavers were now the workers or employees of the person
who owned the factory and who could pay for the raw material. Instead of working for
themselves, at home and at their own place, the workers were now paid a wage to carry
out a job of in a cotton mill for a specific period of time each day. This also meant that,
in order to find work, many people needed to move into the area where the cotton mills
have been built. With the technological advances in both spinning and weaving, it might
be supposed that the supply of raw materials could have been a limiting factor to
production. Even in this area, however, technology ` had lent a hand. A machine steps
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in called cotton gin. Invented by an American, Eli Whitney, made extracting the cotton
from the plant much easier. The cotton growers were able to keep up with the demand
for raw materials from across the Atlantic.
During the late mediaeval period, cotton began to be imported to northern Europe.
Without any knowledge of what it came from other than it was plant, noting its
similarities to wool, people in the region could only imagine that cotton must be
produced by plant born sheep. John Mandeville, writing in 1330 stated as fact the
now preposterous belief. “There grew in India a wonderful tree which bore tiny lambs
on the ends of its branches, these branches were so pliable that they bent down to allow
the lambs to feed when they are hungry”. This aspect is retained in the name for cotton
in many European languages, such as German Baumwolle which translates as “tree
wool”. By the end of the lae century cotton was cultivated throughout the warmer
regions of Asia and America.
The main steps in the production of cloth are producing the fibre preparing it,
converting it to yarn. Converting yarn too cloth and then finishing the cloth. The cloth is
taken to the manufacture of garments. Preparation of fibers differs the most, depending
on the fibre used. Flax requires retting and while wool requires carding and washing.
The spinning and weaving process are very similar between fibers however.
Spinning evolved from twisting the fibers by hand, to using a drop spindle, to using a
spinning wheel. Spindles or parts of them have been found in archaeological sites and
many represent one of the first pieces of technology available. They were invented in
India between 500 and 1000AD.
Now India and china are the two Asian against competing to capture the world textile
market. Through china possess biggest challenges to India, Indian products have an
edge over that of china in the world market.
3.1.1 COTTON TEXTILE INDUSTRY IN INDIA
Cotton textile industry is the oldest and perhaps the largest manufacturer textile
industry in the country. It is more than 100 years old and occupies dominant position in
the industrial structure. The cotton industry is the forerunner of Indians transformation
from an agrarian economy to industrial advancement. It laid the foundation for the
development of a number allied industries and services. The Indian entrepreneurship
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had its training ground is textile industry and the subsequent proliferation into manifold
avenues of industrial progress and economic activity has been made possible by the
pioneering efforts of the textile industry.
The linkage this industry reaches the common man is some from or his everyday life.
The preeminent place of this industry in the national economy is oblivious from the fact
that it caters to the clothing needs of the vast population, contributes over Rs.2000crores
to the central and state exchequers by the way of direct and indirect taxes earns foreign
exchange of over Rs. 1000crores, Forming 11 percent of the Gross National product.
Recognizing its crucial importance the textile policy statement says: “The textile
occupies a place of unique importance in the economy of the country by virtue its
significant share in the industrial production large workforce employed and the fact that
it not only caters to the clothing needs of the community but also generates sustained
and balanced growth and development of this industry is, therefore vital to economic
growth of the country as also for the most essential need of the people.
3.1.2 EARLY HISTORY
The western region in India was considered more advantageous for the growth of this
industry because of the availability of cotton of desired varieties from contiguous areas.
Cheap labour and plenty of capital and enterprise. Many units came into being during
1865-1875. With J.N Tata Moeajjee Gokaldas, Khatau and sir Din Shaw maneekji
being the pioneer. As there was no lack of fund and enterprise and the requisite input
could be secured the industry grew in structure considerably, despite competition from
the Lancashire mills.
3.1.2.1 UNFAIR COMPETTION FROM LANCASHIRE
Even in the 80’s and 90’sthe century fearing stiff competition from indigenous
producers. The Lancashire interests agitated successfully for the imposition of excise
duty on indigenous products and place them at a disadvantage, in relating to imported
products, as they had free entry. The Indian mill owners naturally got disappointed over
the policies of the government. They represented that there should be restrictions on
imports and a greater encouragement for the expansion of capacity of industry and
products. The swadeshi movement in 1905 brought into focus the problem of this
outbreak of the world war 2nd there would not have been a good turn of event and the
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textile units could prosper on account of the domestic market and for the defence
services. This spell of however did not last long as the competition from British imports
was more severe.
By 1925 the number of mills had risen to 337 to 8.51 million spindles and 1.54 lakh
looms. The growth reminded in the evidence even in the early 1930’s and there were as
many as 348 mills in 1930 with 9.12 million spindles and 76.697 looms. In the 1930’s
the industry grew in stature in southern region and elsewhere and by 1939 there were
389 mills with 1006 million spindles and 202 lakh looms. Bombay’s importance by this
time had diminished and there were only 6 mills with 290 million spindles and 67294
looms. However western India still had the dominant share of the capacity of the
industry as the combined capacity of mills in Maharashtra and Gujarat was high there
being 207 mills in 1939 with 6.01 million spindles and 1.41 lakh looms. Tamil Nadu
was next in importance its surrounding areas following the availability of yam and
development of hand loom and power looms in centralized sector.
3.1.2.2 POST WAR MODERNIZATION
The existing plant and machinery had been overworked and there was also difficulty
in getting components and parts for maintaining existing equipment in proper state of
repair. The modernization program therefore, assumed greatest in the post world war
2nd. There were proposals for extending loans on the replacement of the old machinery
and on the installation of automatic looms should be incurred. There were proposals for
extending loans on softy terms. The cost of replacement was prohibitive according to
the then prevailing standards and the earlier depreciation allowance on the basis of
original costs were inadequate to meet even a portion of the heavy capital expenditure.
It was therefore represented to the government that there should be some concession for
tax purpose in respect of fresh capital expenditure and the development rebate concept
was accepted in late 1950’s.
The progress of organized sector of the textile industry was quite impressive during
1950-1970 and additional spinning capacity was created in big way along with the
replacement of worn-out plain looms with automatic looms. There was however a
freezing of weaving capacity at 2 lakh looms after 1960, because of a feeling the growth
of modernized textile units in the organized sector particularly the handloom sector.
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3.1.2.4 TEXTILE INDUSTRY AFTER INDEPENDENCE
The pattern of growth remained in the evidence for the next decade for spinning
capacity rising to 1774 million spindles 657 mills, with only 2.07 lakh looms in 1970.
The weaving capacity however was higher because of the replacement of plain looms
with automatic looms. By 1983 there was no dearth of capacity in this major industry,
even though it was afflicted by sickness and nearly 25 percent of the mills were
incurring losses. In the beginning of 1983 there were 524 spinning mills with 10.14
million spindles and 2.1 lakh looms. The aggregate capacity at the beginning of 1986
was 25.57 million spindles and 2.10 lakh nlooms.
Thus the decentralized sector consisting of power looms and handlooms has become
more important, but the government June 1985 enumerated the next title policy. But the
declining trend has changed during the end of 80’s the production of cotton yarn has
likewise increased in the plant cotton textile industry is the largest export mill mind
cloth.
The government of India taking note of the new challenges and opportunities
presented by changing global environment, particularly the initiation of the process of
gradual phasing out of the QRS on imports and lowering of traffic rules for an
integration of world textile and clothing market by 2004, is set of redefined its goals and
objectives of Indian textile. The national textile policy-2000 is focused on increasing the
present level of textile and apparel exports, to implement vigorously the Technology Up
gradation fund schemes to increase cotton productivity by 50% launch the Technology
Mission on June develop a strong multi-fibre base and to involve and ensure active
cooperation and partnership of state government, financial institution, entrepreneurs.
Farmers and NGOs in the fulfilment of thus objectives.
During 2008-2009 the cotton textile industry had suffered unfavourable climatic
condition that hampered cultivation; Yet, it managed to generate 290 lakh bales of
cotton and still retained the second position in the world cotton production. Lately the
readymade cotton garments industries has been developing in tremendous momentum
to cater to foreign markets they are thus bringing home prised foreign exchange. One of
the problems faced by cotton textile industry in India was the old fashioned technology
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of old mills and their industrial sickness. Slowly, but steadily old technologies being
take over by the new one. The textile industries implemented numerous techniques and
measures to supply eco0friendly products, which are of super quality, to the world
market in India, use of non-hazardous colours and dyes has come into use of
manufacturing textile. Moreover prohibited resources have been barred from being
used. India is yet yon exploits enormous demand in the upper social classes of the
industrialized countries of the globe.
The strong domestic demand and the revival of economic markets by 2009 have led
to huge growth of Indian Textile Industry. In December 2010, the domestic cotton price
was up by 50% as compared to the December 2009 price, the causes behind high cotton
price are due to the floods in Pakistan and China. India projected a high production of
textile (325lakhs bales for 2010-11). There has been increase in India’s share of global
textile trading to seven percent five years. The rising price are the major concern of
domestic producers of the country.
3.1.2.5 COTTON TEXTILE INDUSTRY IN KERALA
The textile industry in Kerala is not only the oldest industry of the state, but also an
industry which occupies an important position in the state economic development. The
process in the state occupies a way position in the sale was set in motion by the cotton
textile industry. The earliest known registered factory is the Malabar spinning and
weaving company at ponnaianwara in Calicut. The second important textile setup in the
Quilon spinning mills. The development of textile industry in the state took place only
after the independence and during the plan periods. The development of the textile
industry in the state took place in the private sector. But some of the mills become sick
unit and were taken over by the NTC. The Kerala state textile corporations was
incorporated in 1972 with the objectives of promoting textile industry and assisting
switch mills.
The particular features of cotton textile mills in Kerala is that most of these are either
in the hands of government or in the co-operative sector, 7 are in the state sector, 5 in
the central sector and 13 in private sector. The installed capacity of the textile units in
Kerala is over 7lakh spindles and about 1900 looms.
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3.2 COMPANY PROFILE
Vijayayamohini mills is the first textile mills in Thiruvananthapuram. It is

located at the eastern side of the Thiruvananthapuram city. This unit is surrounded by
the military. The mill started in a campus of about10.5 acres. It was riginally under the
rule no.6 of the textile corporation.
3.3.1 HISTORICAL DEVELOPMENT OF THE COMPANY
The firm stated in 1947 by Mr N J Nair with a paid capital of 12lakhs, the production
began only in 1948 with a spindle capacity of 6720. Later the concern was handed over
to Deva Naidu, who owns many textile units in south India.
The spindling capacity is then increased to 9360 in 1951 and the mill was again taken
by Mr N J Nair in the year 1956. The management was then passed to sree meenakshi
mill Group in 1960.
The expansion program arises in 1969 to increase the capacity of spindle to 25016, Due
to some financial difficulties the mill remained could during the month of September in
1971, It was then reopened with the assistance from Kerala state Industrial
Development corporation. Then the lock out and the high pressure of the consequent
problem resulted in the transfer of the agency to Mr sundaram chattier another shrewd
industrialist. The national textile corporation Act was enacted, Then the central
government as per the rules of the nationalization Act undertook this. At present the
NTC is controlling the firm. The production capacity of the firm is 40000 kg per day at
present is established at 2.6lakhs. The raw material is purchased from cotton
cooperation India. NTC having its head office in New Delhi. The NTC has nine
subsidiaries on each subsidiary 10-15 mills are working. The NTC has 12 mills in all
over India. The vijayamohini mill is one of the units under NTC. The NTC has 16
subsidiary units. There are 5 composite mills and 11 spinning mills. The company has
originally promoted to the vijayamohini mills Ltd with the paid up share capital of 12
lakh in the year of 1947. Then the mill was under the sick textile industry Act 1974.
3.3.2 MODERNIZATION
New proposal of modernization with IDBI, IFCI was sanctioned in 10 th April 1990. It
has total outlay of PP Rs 663.03 lakes including provision for generator. As a part of
25
modernization new machines called auto comer was imported for automatic winding.
On 10th July 2010 Sri V.S Achuthananthan (former chief minister) inaugurated the
modernized textile mills at vijayamohini mils, Thiruvananthapuram Four mills out of
the 5 mills in Kerala under the NTC were modernized at a cost of 101crore machines
have been established and modernization has been done in vijayamohini mills.
In Kerala there are four mills running under NTC they are,
 Vijayamohini mills, thiruvananthapuram

 Alagappa mills, Trissur
 Kerala Lekshmi mills, Trissur
 Cannore spinning and weaving mills, cannore
3.3.3 NATURE OF ACTIVITY
“Vijayamohini Mills” is a spinning mill engaged in the production and distribution

of yarn to differ part of the country.
purchased centrally by the head office and allocated to each mill. They weighed and
recorded in the registers are maintained in the stores. This cotton is issued to production
department and these raw materials are passed through several processes such as
mixing, blow room, drawing, simplex, spinning, winding etc. the final output of these
processes is the yarns, which are of two varieties that is 50PC and 60PC9PC indicates
polyester cotton. The production is known by the brand name “MOHINI WRAP”.
CAPACITY
The mill has licensed capacity of 25056 spindles and has plan for expanding its
capacity.
3.3.4 VISION, MISSION, OBJECTIVES
VISION
A vision is the road map to a company’s future. It specifies company the

management is trying to create the vision of the Vijayamohini mills is to produce value
added quality yarn and to be competent enterprise in field to textile industry.
26
MISSION
A mission is the statement typically on focused on the present scope of the business
“who are we and what we do?” The mission of the Vijayamohini Mills is to provide
employment and to have a competent work force in the organization.
OBJECTIVES
Objectives are organization’s performance target. The main aim of the Vijayamohini
Mills is the technology up gradation of producing value added yarn.
The quality objectives are as follows:
 Customer satisfaction
 Effective management of resources
 Continual important
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3.3.5 ORGANISATIONAL STRUCTURE.
Chart 3.1: organisational structure
Board of directors
Chairman
Managing Director
General Manager
Accounts Production Purchase Marketing personnel Store
Officer Manager Manager Manager Manager keeper
Accounts Supervisors Head time Staff
Staff Supervisors Keeper
Production Assistant
Staff Marketing Clerk
Workers Manager
Workers
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3.3.6 NUMBER OF EMPLOYEES.
TABLE 3.1 Number of employees
Workers Number of employees

Permanent 240
Gate Badlis 125
Mill staff 14
Officers 10
Women Workers 35
Trade union 4
TOTAL 428
3.3.7 PRODUCT PROFILE
The product is produced by vijayamohini mills are yarn of two types.
 50 PC
 60 PC
The mill has a centralized purchasing system and can do anything only after getting
the approval from the Head Office i.e. y6National Textile Corporation (NTC). The raw
material use in the production process are purchased centrally by the head office in
Delhi. The basic raw materials are cotton and polyester. Cotton is purchased from the
cotton corporation of the India and polyester is purchased from Reliance Limited. The
raw materials are purchased by the Head Office is allocated to each mill coming under
the control of NTC according to the spin plan decided by the Head Office.
The raw material is provided to the mill by the Head Office only after checking the
quality. The cotton received the mill is first weighted and the weight of each bale is
recorded. The cotton is issued to the production department on the basis of moving
average cost method. The cotton purchased is tested at the Central Testing Laboratory
in Coimbatore. Firstly the raw cotton is opened and it is mixed with Polyester Spurn
Fiber (PSF) in the proportion 30:70 i.e. 30% cotton and 70% Polyester Spurn Fiber.
29
The mixing is done by spreading alternate layers of cotton and polyester on a large
floor. The mixing is done in a mixing room which has a temperature lower than that of
the normal room temperature. Next the mixture is passed through the below room where
the impurities present in it are removed and it is converted in to convenient package
having uniform weight per unit length. The output obtained from the below room is
called up which looks like cotton coiled in a thick rod. The process of delivering the
mixture from below room to carding section is known as the CHUTE FEEDING
SYSTEM. The main objective of carding machine is individualization of fiber to fiber
separation.
Carding is done through carding engine. Carding reduces thickness of the laps to a
firmly from and together this web is transferred in to a condensed from of silver. This
process help in the removal of short and immature fibers. Next is the combing process
which removes the short fiber impurities present in the card silver. When the silver is
passed through comber machine the short fibers are unmoved and as larger stable length
is obtained the silver lacks uniformity of thickness and for straightening the fiber the
carded silver is processed in the drawing frame. Here the silver is of uniform thickness
by doubling process and the fiber gets straightened by the draw in the drawing process.
Next the fiber is contents and the silver from the drawing process is twisted in the next
section as the simple section. The thread becomes thinner and the process is called
rowing. In the output produced here is yarn in corn forms.
Each one will have an average weight of 1.250kgs.single yarns are doubled and
twisted together in the next section i.e. the winding section. Next is the packing section
where the cones will be suitably packed and stored for domestic and exporting purpose.
Each cone is covered using polythene bags. Such covered 40 cones are arranged as 1
bag and stitched. The gross weight of these bags is 52 kg and the net weight is 50 kg.
The product is known by the brand name ‘MOHINI WARP’.
3.3.8 MANUFACTURING PROCESS
Production department function directly under the factory manager. It consist of factory
engineering department and stores department.
1. MIXING
At the first stage of production process hand mixing is done. The bales are taken
in the ratio of 10.30, i.e. 70% polyester & 30% of cotton. The bales are arranged as
30
layer by layer. The process is done in a special room called mixing room, which is
in a lower tempter than that of the normal room temperature.
2. BLOWING
The raw cotton received from the godown is opened and cleaned in the blow
room to remove its impurities. For this purpose machines named Trutzchler and
Lekshmi Reiter’s are installed, which mixes the cotton and is them converted into
regular shells called lap by the blowroom machinery. A colour is added to identify
the polyester failure.
Machines using here are BO-1200, MFC, MPM-8, ASTA-800, CVTI-1600,

LVSA-B. MPM-8 receives cotton from MFC at 100% and supplied to ASTA at 20%.
The CVTI machine runs at a speed of 690 rpm. The minimum speed is 570rpm and
maximum is 1000rpm.
3. CARDING.
The process separates the cotton fibers from impurities and removed short and
immaturefibers. The carding engine delivers cotton on a filling web which is
collected together to form a loose rope of fibers called ‘silver’. These silver as a
product is stored in cans. There are 35 semi high production carding machines and 7
high production carding machines. Machines using here is FBK-553, DK 800, KHL
600 and Lakshmi Rieter.
4. COMBER
Objective of the comber is to remove short fibers, lambs and impurities present
in card silver. When the silver is passed through the comber machine, the short fibers
are unmoved and thus larger staple length can be obtained. Comber functions as to
remove fiber hook and parallalise the fiber, to bring about fiber to fiber separation
and to remove short fibers.
5. DRAWING
The ‘silver’ lacks uniformity and so silvers are processed in the drawing frame.
Here the silvers are made uniform in thickness by doubling process and fiber gets
drawn straightened by drafting process.
31
Hence both doubling process and drafting process are taken places. Doubling
is done to improve the uniformity of the fiber, parallelisation of the fiber is achieved
through drafting ie, without breaking continuity.
Silver from carding are stretched or down in states by passing them through a
drawing frame. Eight carding silvers are converted into one silver through the
drawing frame, and it is more narrow in which fiber have been blended and aligned
more closely. Lekshmi Rieter model no Do63 and Trutzchler, model No HSR 1000
etc are used here as drawing machines. There are six such machines.
6. SIMPLEX
The level of ‘silver’ determines the quantity of the yarn spin. The silver drawn from
the drawing departments are to be thinned out into a bobbin to suit the yarn to the spin.
The process of converting the silvers as done in the frame department. Simplex
machines used are model JINGWEI, JWF-146.
The product here is called Rover and it is passed to spinning section.

7. SPINNING
Spinning frames convert the roving received from simplex machine into yarn of
received count. Here each bowan is converted into 8 corps. Each of the bowan has 2kg.
spinning frame need 24000wts power for working. 29 spinning machines are working in
this section and 51 workers at day shift. Spindle capacity of the present machines is 864.
8. REELING MACHINE
The yarn prepared by the reeling machine is called hank yarn. The hank yarn is for
handlooms only. The company has stopped producing hunk yarn as it is under
continuous loss.
9. WINDING MACHINES
There are eight machines and all are the automatic ones. The machines are known as
autocones. Each machines have the capacity to produce 120. The machines used are
from Text tool and Brand corner. Machines from Brand corner have the speed of
640ypm. Minimum is 80 and maximum is 720ypm. Autocorner machine have the
speed of 1050ypm.
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10. PACKING
Cones are packed by using polythene bags of 5o in number and stitched with grows
weight 52 kg and net weight 50kg. the product is known by the brand name ‘Mohini
Wrap’ blended spum yarn and has its market mainly in Bombay.
3.3.9 MAJOR COMPETITORS
 Alagappa textile mills, Trissur

 Kannur spinning mills, Kannur
 Kerala lexmi mills
 Prvathy mills, kollam
 Spinning and Weaving mills, Mahi
 Rajagopal Textile mills private Limited
 The western India Cotton Limited
 The Asok Textile Limited
 Kerala spinners Limited
 Kottayam Textiles (KSTC)
3.3.10 MAJOR BUYERS
The sale of the yarn is given to industries such as
 SAHA ENTEAPRISES
 SANGEETHA TRADERS
 PRIYANKA ENTERPRISES
3.3 REVIEW OF LITERATURE
It deals with the review of the previous studies relevant to the field of training and
development. A brief description of these studies is presented below.
A study by L. Holladay, Jennifer L. Knight, Danielle L.Paige. & Miguel A (2002)

investigated how the effect of training, course title, training content, training assignment
and gender influence participant’s attitude in this study. They have found that women
were influenced by the training content and not by the organization standing.
A study by Goel O P (2007) “On training as an effective tool to create satisfied

customer base in India Automobile Industry” reveals that training development effort of
33
organization have positive impact on their performance. The finding suggests that there
is a positive relationship between employees belief regarding training benefits and
employees organizational commitment.
A study by Mishra, priti suman (2008) on “ Training and development need

analysis for us hearing change: a study in Jindal steel and power Ltd” and subject of this
research is a large, complex organization which is transition from a traditional
bureaucratic, hierarchy with a command and control management style to a more
participative, people cantered approach.
A study by Anu sing lather and Harsh Sharma (2002) “Impact of training climate
on effectiveness of training program me” implies that training in organization is getting
increasing mind place of top managers. However, to assert its rightful place, it has to
come out from the periphery of corporate wheel to the centre of corporate functioning
and contribute proactively towers the attainment of organizational objectives.
A study by Altovise regers and christiane spitzmueller (2009) “individualism

collectivism and the role or goal orientation in organizational training”. This research
examines how individualism collectivism and goal orientation impact training
effectiveness through study of an internationally diverse sample of engineers who were
undergoing technical training. Collectivists were found to exhibit higher levels of
training transfer intentions and motivational to learn.
A study by cagri bulut, and osman culha (2010) the effect of organizational training
and development. This empirical study investigated the impact of organizational
training on employee commitment focusing on employees emotional and effective
response toward their organization. The result revealed that all dimensions of training
positively affected employee commitment.
A study by Rebecca Grossman and Eduardo Salas (2011) “ The transfer of training:
what really matters”. They identify the factors the factors relating to trainee
characteristics, training design and work environment that have exhibited the strongest,
most consistent relationship with transfer of training.
A study by Rajendram Karuppan (2012) on “ training and development: A study of

employees attitude on training in vellore district cooperative Bank” reveals that training
has an important role play and it is expected to inculcate positive change in knowledge,
34
skill and attitudes. Employees training tries to improve skill so that the employee is
better equipped to do his present job or prepare him for a higher position with increased
responsibilities. The study concludes that 98 per cent of respondent expressed that
training improved the work efficiency.
A study by De simone et al (2002) “ An organization’s conscious effort to provide its

managers (and potential managers) with opportunities to learn, grow, and change, in
hopes of providing over the long term a carde of managers with the skills necessary to
function effectively in that organization.”
A study by Thomas S.Bateman and scott A.snell (2002) “ management

Development teaching managers and professional employees board skills needed for
their present and future jobs,”
3.4 THEORITICAL FRAME WORK
3.4.1 INTRODUCTION OF TRAINING AND DEVELOPMENT
Training and development play an important role in the effectiveness of

organizations and to the experiences of the people in work. Training has implications
for productivity, health and safety at the work and personal development. All
organizations employing people need to train and develop their staff. Most
organizations are cognisant of this requirement and invest effort and other resources in
training and development. Such investment can take the form of employing specialist
training and development staff and paying salaries to staff undergoing training and
development. Investment in training and development entails obtaining and maintaining
space and equipment. It also means that operational personal, employed in the
organization’s main business function, such a production, maintenance, sales, marketing
and management, must also direct their attention and effort from time to time towards
supporting training development and delivery. This means they are required to give less
attention to activities that are obviously more productive in terms of the organizations
main business. However, investment in training and development is generally regarded
as good management practice to maintain appropriate expertise now and in the future.
35
3.4.2 TRAINING
This activity is both focused upon, and evaluated against, the job that an individual
currently holds. Training is concerned with imparting developing specific skills for a
particular purpose. Training is the act of increasing the skill of an employee for doing a
particular job. Training is the process of learning a sequence of programmed behaviour.
The stakeholders in training and development are categorized in to several classes,

the sponsors of training and development are senior managers. The clients of training
and development are business planers. Line manager are responsible for coaching
resources and performance the participants are those who actually undergo the
processes.
3.4.3 IMPORTANCE OF TRAINING AND DEVELOPMENT
 Optimum utilization of Human Resource
Training and development helps in optimizing the utilization of human resource

that further helps the employee to achieve the organization goals as well as their
individual goals.
 Development of Human Resource
Training and development helps to provide an opportunity and broad structure for
the development of human resources technical and behavioural skills in an
organization. It also helps the employees in attaining personal growth.
 Development of skills of employees
Training and development helps in increasing the job knowledge and skills of
employees at each level. It helps to expand the horizons of human intellect and an
overall personality of the employees.
 Productivity
Training and development helps in increasing the productivity of the employees

that helps the organization further to achieve its long-term goal.
 Team spirit
Training and development helps in inculcating the zeal to learn within the
employees.
36
 Organization culture
Training and development helps to develop and improve the organizational health
culture and effectiveness. It helps in creating the learning culture with the
organization.
 Organizational climate
Training and development helps building the positive perception and feeling about
the organization. The employees get these feelings from leaders, subordinates, and
peers.
 Quality
Training and development helps in improving upon the quality of work and work-
life.
 Healthy work-environment
Training and development helps in creating the healthy working environment. It helps
to build good employee, relationship so that individual goals aligns with organizational
goal.
 Health and safety

Training and development helps in improving the health and safety of the
organization thus preventing obsolescence.
 Morale
Training and development helps in improving the morale of the work force.
 Image
Training and development helps in creating a better corporate image.
 Profitability
Training and development leads to improve profitability and more positive
attitudes towards profit orientation.
 Training and development aids in organizational development
i.e. Organization gets more effective decision making and problem solving. It
helps in understanding and carrying out organizational policies.
 Training and development helps in developing leadership skills
Motivation, loyalty, better attitudes, and other aspects that successful workers and
managers usually display.
3.4.5 THE TRAINING SYSTEM
37
A system is a combination of things or parts that must work together to perform a
particular function. An organization is a system and training is a sub system of the
organization. The system approach views training as a sub system of an organization.
System approach can be used to examine broad issues like objectives, functions and
aim. It establishes a logical relationship between the sequential stages in the process of
training need analysis (TNA), formulating, delivering, and evaluating. There are 4
necessary inputs i.e. technology, man, material, time required in every system must
have some output from these inputs in order to survive. The output can be tangible or
intangible depending upon the organization’s requirement. A system approach to
training is planned creation of training program. This approach uses step-by-step
procedures to solve the problem. Under systematic approach. Training is undertaken on
planned basis. Out of this planned effort, one such basic model of five steps is system
model that is explained below. Organization are working in open environment i.e. there
are some internal and external forces which may impact on the content, form, and
conduct of the training efforts. The internal forces are the various demands of the
organization for a better learning environment; need to be up to date with the latest
technologies.
3.4.6 TYPE OF TRAINING
1. JOB TRAINING
To increase the knowledge and skills for all employees to improving performance
on the job. It may include the information about the machine and it’s handling process
of production, methods to be used. The process is to reduce accidence, waste and
inefficiency in performance.
2. SAFETY TRAINING
Training provided to minimize accidents and damages to the machinery. It involves

instruction in the use of safety
3. SKILLS TRAINING
This type of training is most common in organization. The need for training is basic
skills that is reading, writing, computing, listening, problems solving, managing
oneself, knowing how to learn, and working as a part of a , leading others is
identified through assessment.
38
4. PROMOTIONAL TRAINING
This type of training of existing employees to enable them to perform higher level
of jobs. Employees with potential are selected and are given training before their
promotion.
5. TEAM TRAINING
Team learning generally covers two areas; content task and group process. Content
tasks specify the team goals such as cost control and problem solving. Group processes
reflect the way member function as a team, for example how they interact with each
others, how they sort out difference, how they participate etc.
6. REFRESHER TRAINING
It is also called retraining. It is conducted at regular intervals by taking the help of

outside consultants who specialized in a particular descriptive. It is the purpose is to
acquaint the existing employees with the latest methods of performing their jobs and
improve their efficiency further that is to avoid personal obsolescence. It is essential
because to relearn, to keep phase with the technological changes in the field. When
newly created jobs are given to existing employees.
7. REMADIAL TRAINING
To overcome the shortcoming in the behaviour and performance of old employees.

It may include unlearning certain inappropriate methods and techniques. It should be
conducted by psychological experts.
8. INTERNSHIP TRAINING
Under this educational or vocational institutes enter in an arrangement with an

industrial enterprise for providing practical knowledge to its student. The organization
providing the training may even absorb the candidates post training. Engineering and
MBA students undergo these training.
9. CROSS FUNCTIONAL TRAINING
It involves training employees to perform operations in areas other than their

assigned jobs. There are more approaches to cross functional training. Job rotation can
39
be used to provide a manager in one functional area with a broader perspective than the
would otherwise have.
10. CREATIVE TRAINING
Companies like communications, Titan industries and Wipro encourage their

employees to think unconventionally, break this rules, take risks, go out of the box and
devices unexpected solutions. In creatively training, trainers often focus on three things,
breaking away, generate new ideas, judgement.
11. DIVERSITY TRAINING
Diversity training consider all the divers dimension in the workplace rice gender,
age, disabilities, lifestyle, culture, education, ideas, and backgrounds while designing a
training program. It aims to create better cross-cultural creativity with the aim of
fostering more harmonies and fruitful working relationship among firm’s employees.
The program covers two things: awareness building and skill building.
12. LITERACY TRAINING
Identify to write, speak and work well with others could often come in the way of
discharging duties, especially at the lower level. Workers in such situations may fail to
understand safety. Messages, appreciate the importance of sticking to rules and commit
avoidable mistakes.
3.4.7 TRAINING METHODS
Training methods are usually classified by the location of instruction. On the job
training is provided when the workers are taught relevant knowledge, skills and abilities
at the actual workplace. Off the training on the other hand requires that trainers learn at
the location other than the real work spot. Some of the widely used training methods are
listed below.
1. ON THE JOB TRAINING

 Coaching
Coaching is kind of daily training and feedback given to employees by immediate

supervisors. It involves a continuous process of learning by doing. It may be defined as
an informal, unplanned training and development activity provided by supervisors and
peers. Coaching is considered as a corrective method for inadequate performance. A
40
coaching is the training plan for an employees because it is one to one interaction, it can
be done on phone, meeting, through email, chats etc. it provide an opportunity to
receive feedback from an expert. It helps in identifying weaknesses and focus on the
area that need improvement.
 Monitoring
It is a relationship in which a senior manager in an organization assume the

responsibility for grooming a junior person. A monitor is a teacher, spouse, counsellor,
developer of skills and intellect, host, guide, exemplar and most importantly supporter
and facilitator in the realization of the vision the young person has about the kind of
work he wants an adult. Monitoring focus on attitude development, conducted for
management level employees. Monitoring is done by someone inside the company. It is
also a one to one interaction. It helps in identifying weakness and focus on the area that
need improvement.
 Job rotation
This kind of Training involves the movement of trainee from one job to another.
This helps him to have a general understanding of how the organization functions. The
purpose of job rotation is to provide trainees with a large organizational perspective and
a greater understanding of different functional areas as well as a better sense of their
objectives and interests. This approach allows the manager to operate in diverse roles
and understand the different issues that core up. By this identification of knowledge,
skills, and attitude (KSA) is required. It determines the areas where improvement is
required, assessment of the employees who have the potential and the calibre for filling
the position
 Job instruction training(JIT)
The JIT methods is a four step instructional process involving preparation,

presentation, performance try out and follow up. It is primarily to teach workers how to
do their current jobs. A trainer, supervisor or co-worker act as the coach. It uses a
strategy with focus on knowledge, skills and attitudes development.
41
 Career function
Career functions are those aspects of the relationship that enhance career
advancement. This includes sponsorship, exposure and visibility, protection,
challenging assignments.
 Psychological function
Psychological functions are those aspects that enhance the mentees sense of
competence, and identify effectiveness in professional role. These include role
modelling, acceptance and conformation, counselling, friendship.
2. OFF THE JOB TRAINING
Understand the method of training, the trainee is separated from job situation and
his There an opportunity for freedom of expression for the trainees off the job methods
are
 Vestibule training
In this method, actual work conditions are stimulated in a classroom. Material,

files and equipment’s those that are used in actual job performance are also used in the
training. This type of training is commonly used for training personnel for clerical and
semi-skilled jobs. Uses equipment which closely resembles the actual one on the job.
No pressure to produce while learning. Duplicate facilities and trainer cost are
disadvantages.
 Lectures methods
It is a verbal presentation by an instructor. The lecture should have considerable

knowledge in training area. It is used for very large group. This method is widely used
in colleges and universities, but it is restricted in factory employees. The instructor
organize the materials and gives it to a group of trainee in the form of talk. To be
effectives, the lecture must motivate and create interest among the trainees.
 Role playing
It is focused on emotional issues actual than rather ones. Essence of role playing
is to create a realistic situation in a case study. It has the trainees assume the parts of
specific personalities in the situation. This is a development technique requiring the
42
trainee to assume a role in a given situation and act out behaviours associated with that
role. The participant plays the role of certain characters, such as the production
managers, mechanical, engineer, superintendent maintenance engineers, quality control
inspector, foreman, workers and the like. This method mostly used for developing
interpersonal interactions and relations.
 Discussion approach
In this method the trainer divers the lecture and involves the trainee in a
discussions that has doubt about the job get clarified. When big organization use this
method, the trainer uses audio visual aids such as black boards, mock-ups and slides,
in some cases the lecture is videotaped or audio taped. A lecture uses this method to
support, elaborate, explain, and expand or interact. Also improve two-way
communication.
 Case study
It is a written description of an actual situation. Provokes reader with the need to

decide on what is going on? What the real situation? Cases are attempts to describe in
accurate the real problems faced by the managers. Trainees can determine the problems,
analyse causes and develop alternative solutions. After select the best one and
implement it. Excellent opportunities for individuals for defend their analytical and
judgemental abilities.
 Demonstration
It is the off the job training that physical display of form, outline or substance of
an object or an event. It is mainly performed in laboratories and shop floors.
 Brainstorming
It is an idea generation method to create solutions to the problem. Trainees

should deliberately come out with different solutions to a problem. Not only come out
with ideas but also spark off from associations with other people’s ideas by developing
and refining them.
43
 Field trip
A field work or a field trip is a journey by a group of people to place away from a
normal environment. The purpose of trip will be observation for education, non-
experimental research, provide experience outside normal every day activity.
 Simulation
It is any kind of equipment or technique that duplicates as nearly as possible the

actual conditions encountered on the job. It attempts to create realistic decision making
environment to the trainee.
3.4.8 AREAS OF TRAINING
The areas of training in which training is offered may be classified into the
following categories.
 Knowledge
Here the trainee learns about a set of rules and regulations about the jobs, the staff
and the products or services offered by the company. The aim is to make the new
employee fully aware of what goes on inside and outside the company.
 Technical skills
The employee is taught a specific skill e.g., operating a machine, handling

computer etc. so that he can acquire that skill and contribute meaningfully.
 Social skills
The employee is made to learn about him and others, and to develop a right mental
attribute towards the job, colleagues and the company. The principal focus is on
teaching the employee how to be team member and get ahead.
 Techniques
This involves the application of knowledge and skill too various on job situation.
In addition to Improving the skills and knowledge of employees, training aims at
mounding employee attitudes.
44
3.4.9 PRINCIPLES OF TRAINING
 Motivation
Learning is enhanced when the learner is motivated. Learning experience must be
designed to learners can see how it will help in achieving the goals of the
organization. Effectiveness of training depends on motivation.
 Feedback
Training requires feedback. It is required so the trainee can correct his mistakes.
Only getting information about how he is doing to achieve goals, he can correct
the deviations.
 Reinforcement
The principle of reinforcement tells the behaviours that are positively reinforced
are encouraged and sustained. It increase the likelihood that a learned behaviour
well be repeated.
 Practice
Practice increase a trainee’s performance. When the trainees practice actually, they
gain confidence and are less likely to make errors or to forget what they have
learned.
 Individual differences
Individual training is costly. Group training is advantageous to the organization.
Individuals vary in intelligence and aptitude from person to person. Training must
be geared to the intelligence and aptitude of individual trainee.
3.4.10 NEED FOR TRAINING
 Helps new recruits to perform assigned task effectively.

 Helps existing employees to prepare for higher level jobs.
 Enables existing employees to keep in touch with latest developments.
 Permits employees to cope with changes brought in by frequent transfer.
 Bridges the gap what the employee has and what the job demands allow an
employee to gain acceptance from the peer group readily.
3.4.11 TRAINING NEED ANALYSIS
 Organizational analysis-organization require the training to achieve short or

long term goals or not?
45
 Task analysis-in which skills we required to provide training to perform the task
effectively.
 Personal analysis-which employee require training and in which skill, who will
participate the training.
 Demographic analysis-which group employee required training
3.4.12 Role of training and development
 Increase in efficiency
 Increase in morale of employee
 Better human supervision
 Reduced supervision
 Increased organizational viability and flexibility
3.4 13Feature of training
 Increase knowledge a skills for doing a particular job

 Focuses attention on the individual job
 Concentrates on individual employees
 Gives importance to short term performance
3.4.14 ADVANTAGES OF TRAINING
 Leads to improve profitability and more positive attitude towards profit

orientation
 Improve the job knowledge and skills at all level of the organization.
 Improve the morale of the workforce
 Helps people identify with organizational goals.
 Helps to create a better corporate image
 Fasters authentically, openness and trust
 Improve the relationship between the boss and the subordinates
 Aids in the organizational development
 Learns from the trainee
 Helps prepare guidelines for work
3.4.16 DISADVANTAGES OF TRAINING
46
 Can be a financial drain on resources, expensive development and testing,
expensive to operate
 Often takes people away from their job for varying periods of time
 Equips staffs to leave for a better job
 Bad habits passed on
 Narrow experience
47
CHAPTER-IV
4.1 DATA ANALYSIS AND INTERPRETATION
Data analysis and interpretation is the process of assigning meaning to the collected
information and determining the conclusions, significance and implications of the
findings. The questionnaire was prepared for measuring quality management practices
prevailing in vijayamohini mills, Trivandrum. The primary data collected by simple
ramdom sampling by using questionnaires are tabulated, converted in to percentage and
displayed both in table as well as by graphical representation for analysis. Based on the
data, interpretations were made. The questionnaire used for carrying out survey is
included in the annexure.
4.1.1: PERCENTAGE ANALYSIS.
Percentage analysis is one of the basic statistical tools which is widely used in always
and interpretation of primary data. It deals with the number of respondents response to a
particular question is percentage arrived from the total population selected for the study.
It is one of the simple forms of analysis which is very easy for anyone to understand the
outcome of the research. It is normally used by commercial research organization and
pictorically presented with different diagrams.
b) Classification of people based on age
Table 4.1.1 Age group of the respondents
Options No of respondents Percentage

20-30 8 16
30-40 10 20
40-50 18 36
Above 50 14 28
Total 50 100
Source: primary data
Chart 4.1.1 Age group of the respondents
48
percentage
40
35
30
25
20
15
10
0
20-30 30-40 40-50 above 50
Inference
Table 4.1 and chart 4.1 shows that 16 percentage of the respondents are 20 to 30 years
of age, 20 percentage of them are between the age group of 30 to 40 years, 36
percentage of them are between the age group of 40 to 50 and 28 percentage of the
respondents are above 50 years.
c) Gender wise classification
Table 4.1.2 Gender wise classification

Male 29 58
Female 21 42
Total 50 100
Chart 4.1.2 Gender wise classification
49
percentage
42% male
female
58%
Inference
Table 4.1.2 and chart 4.1.2 shows that 58 percentage of the respondents are male and 42
percentage of the respondents are female.
d) Classification based on educational qualification
Table 4.1.3 Classification based on education

SSLC 12 24
+2 24 48
Degree 11 22
Others 3 6
Total 50 100
Chart 4.1.3 Classification based on education
50
60
50
40
30
20
10
0
SSLC 12 Degree Others
Inference:
The table 4.1.3 and chart 4.1.3 shows that 24 Percentage of the respondents are SSLC
qualification, 48 percentage of the respondents are 12th qualification, 22 percentage of
the respondents are degree qualification and 6 percentage of the respondents are others.
e) Classification based on Department
Table 4.1.4 Department wise classification

Administration 21 42
Employee 29 58
Total 50 100
Chart 4.1.4 Department wise classification
51
Administration Employee
42%
58%
Inference:
The table 4.1.4 and chart 4.1.4 shows that 42 percentage of the respondents are
administrative and 58 percentage of the respondents are employee.
f) Classification of people on the basis of experience
Table 4.1.5 classification based on year of experience

Up to 5 years 8 16
5-10 years 19 38
10-20 years 17 34
Above 20 years 6 12
Total 50 100
Chart 4.1.5 classification based on year of experience
52
40
35
30
25
20
15
10
0
Upto 5 years 5-10 years 10-20 years above 20 years
Inference:
The table 4.1.5 and chart 4.1.5 shows that 16 percentage of the respondents have
experienced up to 5 years, 38 percentage of respondents have experienced 5 to 10 years,
the 34 percentage of the respondents have experienced 10 to 20 years and the 12
percentage of the respondents have experienced above 20 years.
g) Classification of people on the basis of nature of the job
Table 4.1.6 classification based on nature of job

Permanent 32 64
Temporary 18 36
Total 50 100
Chart 4.1.6 classification based on nature of job
53
percentage
Permanent Temporary
36%
64%
Inference:
permanent and 36 percentage of the respondents are temporary.
h) Classification of people based on monthly salary
Table 4.1.7 classification based on monthly salary

5000-10000 10 20
10000-15000 18 36
15000-20000 12 24
Above 20000 10 20
Total 50 100
Chart 4.1.7 Classification based on monthly salary
54
40
35
30
25
20
15
10
0
5000 - 10000 10000 - 15000 15000 - 20000 Above 20000
Inference:
The table 4.1.7 and chart 4.1.7 shows that the 20 percentage of the respondents have
monthly income is 5000- 1000, the 36 percentage of the respondents have monthly
income is 10000 to 15000, the 24 percentage of the respondents have monthly income
15000 to 20000 and the 20 percentage of the respondents have monthly income is above
20000.
1. Training is essential to perform the work effectively

Table 4.1.8 Training is essential to perform the work effectively
Options Frequency Percentage

Strongly agree 11 22
Agree 34 68
Neutral 0 0
Disagree 5 10
Strongly disagree 0 0
Total 50 100
Chart 4.1.8 Training is essential to perform the work effectively
55
80
70
60
50
40
30
20
10
0
Strongly agree Agree Neutral Disagree strongly disagree
Inference:
The table 4.1.8 and chart 4.1.8 shows that 68 percentage of the respondents agree to the
fact that training essential to perform the work effectively. 22 percentage of the
respondents are strongly agree to this opinion and 10 percentage of the respondents are
disagree to the fact.
2. Training gives a chance for workers to understand more about working

condition easily.
Table 4.1.9 The training gives a chance for workers to understand more about
working condition easily

Agree 15 30
Neutral 7 14
Disagree 14 28
Strongly Disagree 0 0
Total 50 100
Chart 4.1.9 The training gives a chance for workers to understand more about
working condition easily
56
percentage
35
30
25
20
15
10
0
strongly agree Agree Neutral Disagree Strongly disagree
So
urce: primary data
Inference:
The table 4.1.9 and chart 4.1.9 shows that 30 percentage of the respondents agree to
the fact the training program to understand more about working condition easily. 28
Percentage strongly agree and 28 percentage of the respondents disagree to this opinion.
Only 10 Percentage of the respondents are says neutral.
3. Which type training program give for the job
Table 4.1.10 Type of training program

On the job 46 92
Off the job 4 8
Others 0 0
Total 50 100
Chart 4.1.10 Type of training program
57
Percentage
8%
On the job
Off the job
Others
92%
S
ource: primary data
Inference:
The table 4.1.10 and chart 4.1.10 shows that 92 percentage of the respondents says
the on the job training programme given to the employees and only 8% of the
respondents says off the job training.
4. Training condition facilitate to the trainees of good standard

Table 4.1.11 Training condition facilitate to the trainees of good
standard

Strongly agree 7 14
Agree 21 42
Neutral 0 0
Disagree 22 44
Total 50 100
Chart 4.1.11 training condition facilitate to the trainees of good standard
58
50
45 Source:
40 primary
data
35
30
25
20
15
10
0
Strongly agree Agree Neutral Disagree Strongly disagree
Inference:
The table 4.1.11 and chart 4.1.11 shows that 44 percentage of the respondents disagree
to that the training condition facilitate the trainees of good standard. 42 percentage of
the are agree to this opinion and only 14 percentage of the respondents are strongly
agree to this opinion.
5. You get proper assistance and guidance from the trainers for the development
of your efficiency
Table 4.1.12 Proper assistance and guidance from the trainers for the
development of the efficiency

Strongly agree 0 0
Agree 37 74
Neutral 2 4
Disagree 10 20
Total 50 100

Chart 4.1.12 proper assistance and guidance from the trainers for the
development of the efficiency
59
80
70
60
50
40
30
20
10
0
strongly agree Agree Neutral Disagree strongly disagree
Inference:
the fact that training program to get proper assistance and guidance from the trainers for
the development of your efficiency. 2o are disagree to this fact and 4 percentage of the
respondents are neutral and only 2 percentage of the respondents strongly disagree to
the fact.
6. Training will help the employees to reflect their skill.

Table 4.1.13 Training helps the employees to reflect their skill

Strongly agree 7 14
Agree 32 64
Neutral 4 8
Disagree 7 14
Total 50 100
Chart 4.1.13 Training help the employees to reflect their skill
60
70
60
50
40
30
20
10
0
strongly agree Asgree Neutral Disagree strongly disagree
Inference:
The table 4.1.13 and chart 4.1.13 shows that 64 percentage of the respondents
agree to the fact that training program will help the employees to reflect their
skills .14 percentage of the respondents are agree strongly agree to this opinion
and 14 percentage of the respondents are disagree to the fact. only 8 percentage
of the respondents are neutral.
7. The organization provides training whenever needed.
Table 4.1.14 The organization provides training whenever needed

Agree 20 40
Neutral 0 0
Disagree 19 38
Total 50 100
Chart 4.1.14 The organization provides training whenever needed
61
45
40
35
30
25
20
15
10
0
strongly agree Agree Nutral Disagree Strongly disagree
Inference:
Table 4.1.14 and chart 4.1.14 shows that 40 Percentage of the respondents agree to the
fact that the organization provide training whenever needed. 38 Percentage of the
respondents are disagree to this opinion and 20 percentage of the respondents are
strongly agree to this opinion. Only 2 Percentage of the respondents are strongly
8. Training programme helps to reduce the accidents on work
Table 4.1.15 Training programme helps to reduce the accidents on work

Strongly agree 8 16
Agree 33 66
Neutral 4 8
Disagree 5 10
Total 50 100
Source: Primary data
Chart 4.1.15 Training programme helps to reduce the accidents on work
62
70
60
50
40
30
20
10
0
Inference:
The table 4.1.15 and chart 4.1.15 shows that 66 percentage of the respondents
agree to the fact that training program helps you to reduce the accidents on work.
16 percentage of the respondents are strongly agree to this opinion and 10
percentage of the respondents are disagree to the fact. Only 8 percentage of the
respondents are neutral.
9. Amount paid to the workers at the time of the training period is reasonable
Table 4.1.16 Amount paid to the workers at the time of the training period is
reasonable

Strongly agree 5 10
Agree 18 36
Neutral 9 18
Disagree 18 36
Total 50 100
Chart 4.1.16 Amount paid to the workers at the time of the training period is
reasonable
63
40
35
30
25
20
15
10
0
strongly agree Agree Neutral Disagree strongly agree
Inference:
The table 4.1.16 and chart 4.1.16 shows that 36 Percentage of the respondents
agree to the fact that amount paid to the workers at the training period. 36
percentage of the respondents are disagree to the fact and 18 percentage of the
respondents are neutral and 10 percentage of the respondents strongly agree to
the this opinion.
10. The training programme contribute to the development of job related skill
Table 4.1.17 The training programme contribute to the development of the

job related skill
Option Frequency Percentage

Agree 16 32
Neutral 9 18
Disagree 13 26
Total 50 100
Chart 4.1.7: The training programme contribute to the development of the job
related skill
64
35
30
25
20
15
10
0
Inference:
The table 4.1.17 and chart 4.1.17 shows that 32 Percentage of the respondents are agree
to the fact that training programme contribute to the development of the job related
skill. 26 Percentage of the respondents are disagree to the fact. 24 Percentage of the
respondents are strongly agree to this opinion. 18 percentage of the respondents are
neutral.
11. Training program help to improve your confidence towards work
Table 4.1.18 Training program help to improve confidence towards work

Agree 20 40
Neutral 0 0
Disagree 3 6
Total 50 100
Chart 4.1.18: Training program help to improve confidence towards work
65
60
50
40
30
20
10
0
Inference
Table 4.1.18 and 4.1.18 shows that 54 Percentage of the respondents strongly agree to
the fact that training program help to improve confidence towards work. 40 percentage
of the respondents are agree to this opinion and only 6 Percentage of the respondents
12. The training help to reduce stress at work
Table 4.1.19: Training help to reduce stress at work

Agree 17 34
Neutral 3 6
Disagree 1 2
Total 50 100
Chart 4.1.19: Training help to reduce stress at work
66
70
60
50
40
30
20
10
0
0
Inference:
The table 4.1.19 and chart 4.1.19 shows that 58percentage of the respondents
strongly agree to the fact that training help to reduce stress at work. 34percentage
of the respondents are agree to this opinion and 6 percentage of the respondents
are neutral. Only 2percentage of the respondents are disagree to the fact.
13. The training help to increase your motivation

Table 4.1.20: Training help to increase motivation

Agree 10 20
Neutral 8 16
Disagree 11 22
Total 50 100
Chart 4.1.19: Training help to increase motivation
67
18
16
14
12
10
0
Inference:
the table 4.1.20 and chart 4.1.20 shows that 34percentage of the respondents are
strongly agree to the fact that training help to increase motivation. 22percentage
of the respondents are disagree to this opinion and 20percentage of the
respondents are agree to this fact. 16percentage of the respondents are neutral.
Only 8percentage strongly disagree to the fact.
14. The trainer collect feedback from you after the completion of training
programme
Table 4.1.21: Trainer Collect feedback from the trainees

Strongly agree 3 6
Agree 10 20
Neutral 9 18
Disagree 12 24
Total 50 100
Chart 4.1.21: Trainer Collect the feedback from the trainees
68
35
30
25
20
15
10
0
strongly agree agree Neutral Disagree strongly disagree
Inference:
The table 4.1.21 and chart 4.1.21 shows that 32percentage of the respondents are
strongly disagree to this opinion that trainer collect feedback from the trainees.
24 Percentage of the respondents are disagree to this opinion and 20 percentage
of the respondents are agree to this opinion. 18 percentage of the respondents are
neutral. Only 6percentage of the respondents are strongly agree to this opinion.
15. Training programme support your career development
Table 4.1.22: Training programme support your career development

Agree 17 34
Neutral 8 16
Disagree 11 22
Total 50 100
Chart 4.1.22: The training programme support your career development
69
40
35
30
25
20
15
10
0

Inference
The table 4.1.22 and chart 4.1.22 shows that 34percentage of the respondents are
agree to this fact that the training programme support your career development.
24 percentage of the respondents are strongly agree to this fact and 22 percentage
of the respondents are disagree are to the fact. 16percentage of the respondents
are neutral and 4percentage of the respondents are strongly disagree to the fact.
16. The training programme help you to understand your strength, weakness,
opportunities and threats
Table 4.1.23: Training programme help you to understand your strength,

weakness, Opportunities and threats

Agree 19 38
Neutral 8 16
Disagree 3 6
Total 50 100
70
Chart 4.1.23 training programme help you to understand your Strength,
Weakness, Opportunities and threats
40
35
30
25
20
15
10
0
Inference:
The table 4.1.23 and chart 4.1.23 shows that 38percentage of the respondents are agree
to the fact that training programme help you to understand your strength, Weakness,
Opportunities and threats. 26percentage of the respondents are strongly agree to this
opinion and 16percentage of the respondents are neutral. 14 percentage of the
respondents age strongly disagree to this opinion. Only 6 percentage of the respondents
are disagree to the fact.
17. The training include sessions of personality development
Table 4.1.24: Training include sessions of personality development

Strongly agree 3 6
Agree 9 18
Neutral 12 24
Disagree 17 34
71
Total 50 100
Chart 4.1.24: Training programme include sessions of personality

development
40
35
30
25
20
15
10
0
Inference:
The table 4.1.24 and chart 4.1.24 shows that 34 Percentage of the respondents disagree
to this opinion that training programme include sessions of personality development. 24
Percentage of the respondents are neutral. 18 percentage of the respondents are agree to
this opinion and 18 percentage of the respondents are strongly disagree. Only 6
Percentage of the respondents are strongly agree to this opinion.
18. The continuous training and development is inevitable for excellence in

performance.
Table 4.1.25: The continuous training and development is inevitable for

72
Agree 13 26
Neutral 2 4
Disagree 9 18
Total 50 100
Chart 4.1.25: The continuous training and development is inevitable for

45
40
35
30
25
20
15
10
0
Inference:
strongly agree to the fact that the continuous training and development is
inevitable for excellence in performance. 26 percentage of the respondents are
agree to this opinion and 18 percentage of the respondents are disagree to the
fact. 10 percentage of the respondents are strongly disagree to the fact. only 4
percentage of the respondents are neutral.
19. Apprenticeship training makes the trained candidate more competitive
73
Table 4.1.26: Apprenticeship training makes the trained candidate more
competitive

Strongly agree 8 16
Agree 17 34
Neutral 9 18
Disagree 11 22
Total 50 100
Chart 4.1.26: Apprenticeship training makes the trained candidate more

competitive
40
35
30
25
20
15
10
0
Inference
the fact that apprenticeship training makes the trained candidate more competitive. 22
percentage of the respondents disagree to the fact and 18 percentage of the respondents
are neutral. 16 percentage of the respondents strongly agree to this opinion and 10
percentage of the respondents strongly disagree to the fact.
20. You are satisfied with training program provided by the organization
74
Table 4.1.27: The employees satisfied with training program provided by the
organization

Strongly agree 0 0
Agree 30 60
Neutral 0 0
Disagree 10 20
Total 50 100
Chart 4.1.27: The employees satisfied with training program provided by the
organization
70
60
50
40
30
20
10
0
Inference:
The table 4.1.27 and chart 4.1.27 shows that 60 Percentage of the respondents
agree to the fact that the employees satisfied with training program provided by
the organisation. 20 Percentage of the respondents are disagree and 20 percentage
of the respondents are strongly disagree to the fact.
75
CHAPTER-V
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS
 36 percentage of the respondents belong to the age group between 40 to 50

years.
 Majority of the respondents i.e. 58 percentage are male.
 48 percentage of the respondents have a +2 and remaining respondents are
having SSLC, degree and other disciplines as educational qualification.
 Majority of the respondents i.e. 58 percentage are employee.
 Majority of the respondents i.e. 38 percentage of the respondents are between
5 to 10 years of experience.
 Majority of the respondents i.e. 64 percentage of the respondents are
permanent.
 Majority of the respondents i.e. 36 percentage of the respondents have 10000
to 15000 monthly income.
 Majority of the respondents i.e. 68 percentage are agreeing that the training is
essential to perform the work effectively.
 Majority of the respondents i.e. 30 percentage are agreeing the statement that
training gives the chance for workers to understand more about working
condition easily.
76
 Majority of the respondents i.e. 92 percentage agreeing the on the job training
provided by the organisation.
 Majority of the respondents i.e. 44 percentage of the respondents disagree that
“Training condition facilitate to the trainees of good standard”.
 Majority of the respondents i.e. 74 percentage of the respondents agreeing that
proper assistance and guidance from the trainers for the development of your
efficiency.
 Majority of the respondents i.e. 64 percentage are agreeing with the statement
that “training helps the employees to reflect their skill”.
 Majority of the respondents i.e. 40 percentage are agreeing that the
organisation provides training whenever needed.
 Majority of the respondents i.e. 66 percentage of the respondents agreed with
the statement that “the training programme helps to reduce the accidents on
work”.
 Majority of the respondents i.e. 52 percentage disagree that “amount paid to
the workers at the time of the training period is reasonable”.
 Majority of the respondents i.e. 32 percentage are agreeing that the training
programme contribute to the development of the job related skill.
 Majority of the respondents i.e.54 percentage are strongly agree that the
training program help to improve your confidence towards work.
 Majority of the respondents i.e. 58 percentage are strongly agreeing that the
training help to reduce stress at work.
 Majority of the respondents i.e. 34 percentage are strongly agree that the
training help to increase your motivation.
 Majority of the respondents i.e. 32 percentage are strongly disagree that the
trainer collect feedback from the completion of training programme.
 Majority of the respondents i.e. 34 percentage are agreeing that the training
programme support your career development.
 Majority for the respondents i.e. 38 percentage are agreeing that the training
programme help to understand your strength, weakness, opportunities and
threats.
 Majority of the respondents i.e. 34 percentage are disagree that the training
include sessions of personality development.
77
 Majority of the respondents i.e. 42 percentage are strongly agree that the
continuous training and development is inevitable for excellence in
performance.
 Majority of the respondents i.e. 34 percentage are agree that apprenticeship
training makes the trained candidate more competitive.
 Majority of the respondents i.e. 60 percentage are agree that the employees
are satisfied with the training program provided by the organisation.
5.2: MAJOR FINDINGS
 Out of the respondents, all of them had attended training program conducted
by vijayamohini mills, Trivandrum
 There is a well-designed and widely shared training policy in vijayamohini
mills.
 Most of the employees show interest in attending the training progeam.
 The quality of feedback could be improved some better.
 It has been found out that inside the company there are employees who are
having difference of option in the process of selection of faculty for the
training
 Most employees the agree to the fact training had increased their term work
within their department.
 Some of the employees say that training had increased their term work within
their department
 Some of the employees say that training had increased the efficiency and
overall capability of performance
 It has been found that the company is not only providing training programme
to help their team members in their work life.
5.3 SUGGESTIONS
 Training will be more preferable when given according to the performance of

employees
 Improved latest technology should be added in the training programme
 Training needs could be identified department wise and schedules could be
fixed with selected participants.
 Department specific training calendar be developed
78
 The process for selection of faculty could be improved and the faculty selected
should understand the employee’s pattern of work and dealings.
 It will be better if a clear feedback is collected from HOD during appraisal
time regarding the training effectiveness and more subordinate HOD
interaction is required
 Training needs for employees could be identified at regular interval and
employees could be selected according to their work nature for training.
 Feedback from given to the employees could be improved some better.
5.4 CONCLUSION
Training is the most important function that directly contributes the development of
human resources. Training is important since technology is changing rapidly and
system and practices get outdated due to the innovations in technology. Training helps
to prepare both the new and present employees to meet the changing requirement of the
job and organization.
The training development of vijayamohini mills Trivandrum has been conducting a

lot of training programs since the beginning. In the analysis part it has been found out
that the attitude towards the training is effective to some extent. For a training program
to be effective it must be perceived as useful and should be available for employees who
seek it.
79
BIBLIOGRAPHY
 ESSENTIAL OF HRM AND INDUSTRIAL RELATION

- P.SUBBA RAO
 RESEARCH METHODOLOGY
- L R POTTI (YAMUNA PUBLICATIONS)
 HUMAN RESOURCES DEVELOPMENT AND MANAGEMENT
- BISWANATH GOSH
 RESEARCH METHODOLOGY AND STATISTICAL TECHNIQUES
- SANTHOSH GUPTA
WEBSITES
 WWW.WIKIPEDIA.COM
 WWW.GOOGLE.COM
 WWW.SCRIBD.COM
 WWW.MFREE.COM
80
QUESTIONNAIRE
Dear Sir/ Madam
I am doing a project work on Employees training and development programme
in Vijayamohini Mill, Trivandrum please spare some time to fill up the questionnaire.
Instruction: Please tick the appropriate given under the box.
PERSONAL DATA
a) Name of Employee :
b) Age :
2-30  30-40  40-50  above 50 
c) Gender : Male  Female 
d) Educational Qualification
SSLC  +2  Degree  others 
e) Department : Administration  Employee 

f) Year of Experience :
Upto 5 years  5-10 years  10-20 years  Above 20 years 
g) Nature of the job : Permanent  Temporary 
h) Monthly Salary : Rs. 5000 – 10000  Rs. 10000 – 15000 
Rs. 15000 – 20000  Above 20000 
1. Training is essential to perform the work efficiently
Strongly agree  Agree  Neutral 
Disagree  Strongly Disagree 
81
2. Training gives a chance for workers to understand more about working condition
easily
3. Which type of training programme given for the job?
On the job  Off the job  Others 
4. Training condition facilitated to the trainees of good standard
5. You get proper assistance and guidance from the trainers for the development of
your efficiency
6. Training will help the employees to reflect their skill.
7. The organisation provides training whenever needed.
8. Training programme help you to reduce the accidents on work.
9. Amount paid to the workers at the training period is reasonable.
10. The training programme contribute to the development of job related skill.
11. Training program help to improve your confidence towards work?
12. The training help to reduce stress at work
82
13. The training help to increase your motivation?
14. The trainer collect feedback from you after the completion of training programme?
15. The training programme support your carter development?
16. The training programme help you to understand your strength, weakness,
opportunities and threats?
17. The training include sessions of personality development?
18. You think the continuous training and development is inevitable for excellence in
performance
19. Apprenticeship training makes the trained candidate more competitive.
20. You are satisfied with the training programme provided by the organization.
Strongly agree  Disagree  Strongly Disagree 
83

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A STUDY ON EFFECTIVENESS OF TRAINING

AND DEVELOPMENT PROGRAMME AT VIJAYAMOHINI

NANJIL CATHOLIC COLLEGE OF ARTS AND SCIENCE

MANONMANIAM SUNDARANAR UNIVERSITY

This is to certify that the project report entitled “A STUDY ON

Name of the candidate : ABEENA.V.S

Registration Number : 20173101201201

Academic year : 2019 - 2020

I am grateful to REV.Fr.M.Eckermens Michael, Secretary, Nanjil Catholic

I extend my gratitude to Dr. A. Meenakshi Sundararajan, principal, Nanjil

I take this opportunity to express my gratitude and indebtedness to my guide Mr.

I would like to express my gratitude to Dr.M. Babima , Head of the Department,

I also express my sincere thanks to Mr. Shaju HR manager, in vijayamohini

I would like to express my hearty gratitude to my parents their understanding and

SI. NO TITLE PAGE NO.

TABLE NO. TITLE PAGE NO.

SI. NO TITLE PAGE NO

INTRODUCTION OF THE TOPIC

Training and development activities are designed to impart specific skills,

Training and development is the framework that focuses on the organizations

Employee attitude are evaluate statement either favourable or unfavourable concerning

1.1 STATEMENT OF THE PROBLEM

Training and development is a subsystem of an organization. It ensures that

1.2 OBJECTIVE OF THE STUDY

 To know the effectiveness of training programme in vijayamohini mills.

1.3 SCOPE OF THE STUDY

1.5 SIGNIFICANCE OF STUDY

A study of employees training and development program has been conducted in

1.6 LIMITATION OF THE STUDY

1.7.1 Concepts used in the study.

Table 1.1: concepts used in the study

SI. No Concepts Meaning

1.6.2 Abbreviations used in the study.

1.7 LAYOUT OF THE REPORT

Chapter 2: This chapter deals with the research design.

Research methodology discusses the research design research problems and

2.1 PERIOD OF STUDY.

2.2 AREA OF STUDY.

2.3 TYPE OF STUDY.

The present study is also empirical

2.4 METHOD OF DATA COLLECTION.

2.5 SAMPLE POPULATION.

2.6 SAMPLE SIZE.

A sample of 50 respondents will be taken using random sampling.

2.7 METHOD OF SAMPLING.

2.8 TOOLS USED FOR ANALYSIS.

 Simple percentage analysis

Simple percentage analysis is used for calculating the percentage of

COTTON TEXTILE INDUSTRY

3.1.1 COTTON TEXTILE INDUSTRY IN INDIA

3.1.2 EARLY HISTORY

3.1.2.1 UNFAIR COMPETTION FROM LANCASHIRE

3.1.2.2 POST WAR MODERNIZATION

3.1.2.5 COTTON TEXTILE INDUSTRY IN KERALA

Vijayayamohini mills is the first textile mills in Thiruvananthapuram. It is

3.3.1 HISTORICAL DEVELOPMENT OF THE COMPANY

 Vijayamohini mills, thiruvananthapuram

3.3.3 NATURE OF ACTIVITY

“Vijayamohini Mills” is a spinning mill engaged in the production and distribution

3.3.4 VISION, MISSION, OBJECTIVES

A vision is the road map to a company’s future. It specifies company the

The quality objectives are as follows:

Chart 3.1: organisational structure