A Report on

“Study of Training & Development at UNILIVER Company, Hetauda-Nepal”

Submitted by: Hari Ram Pyakurel

T.U. 2nd Year Exam Roll No: 9620665

T.U. Registration No: ………..

Email Id: pyakurel.hariram@gmail.com

Mobile No: +977-9851236107

Name of subject: Human Resource Development (HRM 631)

Submitted to:

Faculty of Management
Central Department of Public Administration (CDPA)
Tribhuvan University Balkhu, Kathmandu

This Report is submitted for Partial Fulfillment of Master of Public Administration

Public Administration (MPA)

March, 2019
Table of Contents

CHAPTER - ONE ............................................................................................................................... 1

1.1 Introduction .......................................................................................................................... 3
1.2 The statement of problems .................................................................................................. 3
1.3 Objectives of the study ......................................................................................................... 4
1.4 Significance of the study ....................................................................................................... 4
1.5 Limitations of the study: ....................................................................................................... 4
1.6 Structure of the study ........................................................................................................... 4
CHAPTER - TWO ................................................................................................................................
LITRERATURE REVIEW ..................................................................................................................... 5
CHAPTER - THREE ..............................................................................................................................
RESEARCH METHODOLOGY ............................................................................................................ 7
3.1 Research Design.................................................................................................................... 7
3.2 Nature and Sources of Data.................................................................................................. 8
3.3 Methods of Data Collection .................................................................................................. 9
3.4 Population & Sample Size ................................................................................................... 10
3.5 Methods of Data Analysis ..................................................................................................... 9
CHAPTER - FOUR ...............................................................................................................................
DATA PRESENTATION AND ANALYSIS ........................................................................................... 11
CHAPTER FIVE ...................................................................................................................................
SUMMARY AND CONCLUSIONS .................................................................................................. 188
References …………………………………………………………………………………………………………………………………

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 CHAPTER - ONE

1.1 Introduction

Training can be introduced simply as a process of assisting a person for enhancing his
efficiency and effectiveness to a particular work area by getting more knowledge and
practices. Also training is important to establish specific skills, abilities and
knowledge to an employee. For an organization, training and development are
important as well as organizational growth, because the organizational growth and
profit are also dependent on the training. But the training is not a core of
organizational development. It is a function of the organizational development.
Training is different form education; particularly formal education. The education is
concerned mainly with enhancement of knowledge, but the aims of training are
increasing knowledge while changing attitudes and competences in good manner.
Basically the education is formulated within the framework and to syllabus, but the
training is not formed in to the frame and as well as syllabus. It may differ from one
employee to another, one group to another, even the group in the same class. The
reason for that can be mentioned as difference of attitudes and skills from one person
to another. Even the situation is that, after good training Programme, all different type
skilled one group of employees can get in to similar capacity, similar skilled group.
That is an advantage of the trainings. In the field of Human Resources Management,
Training and Development is the field concern with organizational activities which
are aimed to bettering individual and group performances in organizational settings. It
has been known by many names in the field HRM, such as employee development,
human resources development, learning and development etc. Training is really
developing employees’ capacities through learning and practicing. Training and
Development is the framework for helping employees to develop their personal and
organizational skills, knowledge, and abilities. The focus of all aspects of Human
Resource Development is on developing the most superior workforce so that the
organization and individual employees can accomplish their work goals in service to
customers. All employees want to be valuable and remain competitive in the labour
market at all times, because they make some demand for employees in the labour
market. This can only be achieved through employee training and development.
Hence employees have a chance to negotiate as well as employer has a good
opportunity to select most suitable person for his vacancy. Employees will always
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want to develop career-enhancing skills, which will always lead to employee
motivation. There is no doubt that a well-trained and developed staff will be a
valuable asset to the company and thereby increasing the chances of his efficiency in
discharging his or her duties. Trainings in an organization can be mainly of two types;
Internal and External training sessions. Internal training involves when training is
organized in-house by the human resources department or training department using
either a senior staff or any talented staff in the particular department as a resource
person.

Types of Training: On-the-job: 'On-the-job' training involves training at work. This is

the best way of learning practical work based skills. The trainee learns by carrying out
real work tasks under instruction from a colleague, trainer or manager. For foresters
this includes how to plant new seedlings and protect them from the cold and heat.
Methods include: coaching - the coach guides and instructs the trainee mentoring - a
mentor, a more experienced person, provides advice and support secondly - an
employee goes to work elsewhere for a short period to learn useful skills. An
apprentice will combine work with a more experienced forester who will help and
guide them, with formal studying for a qualification. On-the-job training is cost-
effective. Off-the-job: 'Off-the-job' training involves attending courses and training
events away from the workplace, for example, Julie's university degree. Benefits
include the opportunity of meeting other people in similar roles and discussing new
ideas. The Forestry Commission invests heavily in training for managerial
development. This provides the leaders of the future. Through the appraisal process
all employees have a Personal Development Plan (PDP) which highlights their
strengths and weaknesses. This makes it possible to build on the strengths and
improve areas of weakness through training and development. The Forestry
Commission's Leadership Programme helps a manager learn to take on more
responsibility. This may be through: 360 degree feedback - managers are given
feedback on their way of working from above (by their line manager), from below (by
those working for them), from the side (by peer workers) specialist courses at
development centers formal study or distance learning, like Julie's Master’s Degree.
The Forestry Commission has created a Competency Framework of the skills required
by the organisation and its employees. The diagram shows how this would work for a
mechanical engineer. Identifying individuals' skills gaps makes it possible to design

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appropriate training for them. This might include taking a higher degree or updating
Health and Safety training.

Objectives of Training:

TO INCREASE PRODUCTIVITY: An instructor can help employees increase their

level of performance on their assignment. Increase in human performance leads to
increase in the operational productivity and also the increase in the profit of the
company.

TO IMPROVE QUALITY: Better-trained workers are less likely to make operational

mistakes. It can be in relationship to the company or in reference to the intangible
organizational employment atmosphere.

TO HELP A COMPANY FULFILL ITS FUTURE PERSONNEL NEEDS: The

organizations having good internal training and development programs will have to
make less changes and adjustments. When the need arises, vacancies can be easily
staffed.

TO IMPROVE ORGANIZATIONAL CLIMATE: An endless chain of positive

reactions result from a well-planned training program.

TO IMPROVE HEALTH AND SAFETY: Proper training can prevent industrial

accidents. A safer atmosphere leads to more stable attitudes on part of the employees.
PERSONAL GROWTH: Employees on a personal basis gain individually from their
exposure to educational expressions. Training programs give them wider awareness
and skills.

1.2 The statement of problems

Most of the organization in Nepal do not have strong planning on the skills
development of employee through training, which ultimately affecting the production
of the company and efficiency of the worker. So by this research work the conclusion
will determined in practical way the practice of giving un-importance towards the
training and development will be minimized.

1.3 Objectives of the study

1. To study the system of Training and development in public sector of Nepal

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2. To study the effect of Training and development on employee performance

3. To analyze the overall impact of Training and development in the functioning of

the organisation.

1.4 Significance of the study

This study aims to visualize realistic situation how training and helps to create strong
human resources for any company and organizations. It also aims how worker feel
about important of training and how the trained worker are efficient with respect to
untrained one. So the significance of the study here is to shows the effectiveness of
training to acquire the goal of the organization.

1.5 Limitations of the study:

This study was carried out for a very small period of time. Hence, it may happen that
the exact forecasting with regard to performance appraisal system may not be
considered. Moreover, the data had been collected form secondary source hence, the
limitation of such source do apply to this survey also. The size of sample selected for
survey is also very small. Also the study has been conducted within limited time and
budget and Simple statistical tools have been used to analyze the data.

1.6 Structure of the study

The study is divided into five chapters, which are mentioned below as:

The chapter first includes background, statement of the problem, objectives of the
study, significance of the study and organization of the study.

The chapter two is devoted for reviewing the available literature review from books,
and journals (articles).

The chapter three presents the methods used in conducting the study. It consists of
research design, nature and sources of data, method of data collection, method of data
analysis.
The chapter four consists the present situation.

The last and fifth chapter involves summary, conclusions and recommendations.

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 CHAPTER - TWO

LITRERATURE REVIEW

A review of literature is a must for scientific approach and regarded to be of large

importance for scientific research. It gives the investigator an understanding of the
previous work having been done related to present study. One cannot develop and
insight into the various facts of a problem unless and until one has learn the previous
theories. I have referred the Research Dissertations. Along with this, I have also
referred magazines, books and journals.

Knoke & Kalleberg, 1994,Any institution of higher learning or business whose goals
are to survive and prosper in this present day diverse and regressed economy has
found it imperative to invest in ongoing training and development to improve
proficiencies in production as well as to acquire the greatest return in investment of
human capital .

Sahinidis & Bouris, 2008.Training is most extensive only in establishments which

operate in complex market environments.

Rowden and Conine cite Training Magazine, which annually conducts research on the
training industry in the United States, as not even attempting to contact businesses
with fewer than 100 employees. In addition, in their annual research sample, only
16% consisted of companies between 100 and 500 workers. In general, little human
resource development occurs in small businesses

In summary, a slowly growing number of authors are currently doing more research in
the areas of training and development and its effects on employees that we have not
seen in past literature.

I have also referred to some studies which have taken place internationally. The
studies and their major findings are as under: A Study conducted taking 575 US based
publicly traded firms during the years 1996 to 1998 by “The American Society for
training and development (ASTD)” found that companies which invested $680 or
more in training per employee than the average company had an increase of 6% in
their total stakeholder return in the following years. ASTD researchers also found a
similar pattern while comparing, gross profit margin, income per employee, and price
to book ratios for firms who invested average $128 per employee. It was found that

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the former experienced 24% higher gross profit margins, 218% higher income per
employee, and 26% higher price to book ratio A subsequent career development
program experienced by “Eicher Group” The company believes in role model
philosophy in which supervisor can set the right example by encouraging subordinates
to play leadership roles. Training in Eicher emphasizes that it is primarily the
responsibility of the superior to develop, individual’s subordinates and become its
mentor. Each employee is the part of career development group (CDG) which consists
of it immediate superior.CDG is responsible for appraising, monitoring, training and
planning individuals career and development path

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 CHAPTER - THREE

RESEARCH METHODOLOGY

This chapter deals with the process applied for the present study. It describes research
design, nature and sources of data collection, method of data collection and analysis
of the study.

3.1 Research Design

Research Design refers to "framework or plan for a study that guides the collection
and analysis of data". A typical research design of a company basically tries to resolve
the following issues: a) Determining Data Collection Design b) Determining Data
Methods c) Determining Data Sources d) Determining Primary Data Collection
Methods e) Developing Questionnaires f) Determining Sampling Plan

(1) Explorative Research Design: Explorative studies are undertaken with a view to
know more about the problem. These studies help in a proper definition of the
problem, and development of specific hypothesis is to be tested later by more
conclusive research designs. Its basic purpose is to identify factors underlying a
problem and to determine which one of them need to be further researched by using
rigorous conclusive research designs.

(2) Conclusive Research Design: Conclusive Research Studies are more formal in
nature and are conducted with a view to eliciting more precise information for
purpose of making marketing decisions. These studies can be either: a) Descriptive or
b) Experimental Thus, it was mix of both the tools of Research Design that is,
Explorative as well as Conclusive.

3.2 Nature and Sources of Data

This study is based on primary and secondary data. Primary data have been collected
from primary sources during the field survey with the scheduled questionnaire. This is
the main component of the study. The secondary data have been derived from
UNILIVER Company profile, Ministry of Industry Census (2010), articles, books,
journals, magazines and others.

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3.3 Methods of Data Collection

The task of data collection begins after research problem has been defined and
research design plan chalked out. While deciding about the method of data collection
to be used for study, one should keep in mind two types of data which are as follow:

Primary data : We collect the primary data during the course of doing experiments
in an experimental research but in case we do research of the descriptive type and
perform surveys, whether sample survey or census surveys, then we can obtain
primary data through observation or through direct communication with respondent in
one form or another or through interview. There are several method of collecting
primary data, particularly in surveys and descriptive researches which are as follow:

 Observation
 Questionnaires
 Interviews
 Schedules
 Warranty cards
 Distributors’ audits
 Pantry audits

QUESTIONNAIRES are the primary source of data collection.

Secondary data: Secondary data means data that are already available i.e., they refer
to the data which have already been collected and analyzed by someone else. When
the researcher utilizes secondary data, then he has to look into various sources from
where he can obtain them. In this case he is certainly not confronted with the
problems that are usually associated with the collection of original data. Secondary
data analysis saves time that would otherwise be spent collecting data and,
particularly in the case of quantitative data, provides larger and higher-quality
databases that would be unfeasible for any individual researcher to collect on their
own. In addition, analysts of social and economic change consider secondary data
essential, since it is impossible to conduct a new survey that can adequately capture
past change and/or developments. Secondary data may either be published data or
unpublished data. Usually published data are available in followings:

 Publications of central state and local governments,

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  Reports published by government,
 Books, Magazines and Newspapers,
 Public records and statistics,
 Internet,
 Historical documents.

The sources of unpublished data are many and they found in following: Diaries,
Letters Unpublished biographies, Autobiographies, Scholars and research workers,
Trade association, Labor bureaus. Secondary data used by me are BOOKS,
INTERNET, and HISTORICAL DOCUMENTS.

3.4 Population & Sample Size

Sample design determination is the act of choosing the number of observations or

replicates to include in a statistical sample. The sample size is an important feature of
any empirical study in which the goal is to make inferences about a population from a
sample. In practice, the sample size used in a study is determined based on the
expense of data collection, and the need to have sufficient statistical power. In
complicated studies there may be several different sample sizes involved in the study:
for example, in a survey sampling involving stratified sampling there would be
different sample sizes for each population.

Sample size: Total 30 employees consisting of both male and female responding
toward the survey for their training and development in UNILIVER Company
Limited

Population: total 482 employees are working in UNILIVER Company Limited

Sample method: Non Probability convenience sampling

Sample area: UNILIVER Company Limited

3.5 Methods of Data Analysis

In this study, data is made from both qualitative and quantitative methods based on
the analysis of collected information. The data have been presented in terms of
percentage.

The quantitative data obtained from structured questionnaire has been first processed
through validations, editing and coding. Secondary processed data are presented in

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tables and in pie-chart terms of percentages. Finally, the data has been interpreted
with additional information. The qualitative data are received by observation and
interview with respondents.

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 CHAPTER - FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Data Presentation Method

The collected data has been systematically tabulated for its effective interpretation.
Tabulated data was farther analyzed in form of percentage in order to have the
accurate understanding with regard to performance appraisal system at UNILIVER
Company LIMITED. The collected data has been presented with the help of pie chart
and diagram.

4.2 Analysis

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 CHAPTER FIVE

RECOMMENDATION AND CONCLUSIONS

The conclusion I have reached after this study are:

 The Training can facilitate the improvement of self-efficacy, motivation, goal
achievement, competency, decision-making skills, life management skills So
UNILIVER Ltd, Hetauda have to have effective trainer and regular assessment
must be there
 It has also been suggested that problems with accountability and procrastination
can be overcome with the support of a well-qualified and experienced coach. These
are practical and valuable goals, yet many individuals have a difficult time
achieving results on their own.
 Training is an intervention designed to help individuals achieve success in these
areas by facilitating skill development and providing the support and structure that
is often needed by many to achieve performance related goals. So it is must for
UNILIVER Ltd. ltd to achieve desired goal.
 Effective Training also can change behavior of the employee by motivating or
encouraging them from different perspectives.

From the above research, I have found out that there is no effective coach to train
employees and motivate them. It affects employees’ job satisfaction, learning and
performance. From the analysis by questionnaire I have analyzed that employees of
UNILIVER Ltd, Hetauda believe that training cannot improve productivity. Training
at UNILIVER Ltd, Hetauda fails to do effective Training because of many reasons
given below.

Language Communication Problem because in Essar many staff are from the other
state, country that’s way. .

 Lack of trainee’s interest.

 Lack of trainer’s interest.
 Absence of training policy/rules/guidelines
 Inadequate feedback

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The above mention reasons made training performance fruitless and unsuccessful.
However to bring the situation under control, certain suggestions are being given,
which, if implemented, may make training programmed effective and fruitful.

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 References

 Basnet, Bhim (1994). Human Resource Management in Nepalese Company,

Kathmandu.
 (2000). The American Society for training and development (ASTD), 59-74.
(2004). THE ICAI Journal of Organizational Behavior, 8 to 15.
 (2013, December). Retrieved from http://www.apkibook.com/2012/03/five-
step-training-and- development.html? m=1
 2013,frombhttp://wiki.answers.com/Q/What_are_the_objectives_of_training_
and_development
 Wikipedia. (2015). Social responsibility. [Online] Available at:
https://en.wikipedia.org/wiki/Social_responsibility
 SURVEY, A. I. (n.d.). Retrieved 2014, from
http://www.yourerc.com/_CE/pagecontent/Documents/survey/research-
 Acharya, Meena (1997). Gender Equality and Empowerment of Women,
Institute of Integrated Development and Administration, Kathmandu.
 CBS (2001). National Population Census, 2001. Summary Sheet, Central
Bureau of Statistics, Kathmandu, HMG/Nepal
 Ghimire, Durga (1977). Women and Development, CEDA, T.U., Kirtipur
 Paudel, Harka (1994). Training and Development: A Situation Analysis
(Kathmandu, NPC)
 Gurung, Jeannrtte (1999). Searching for Women’s Voices in the Hindu Kush:
Himalayas, ICIMOD
 INFORMAL SECTOR RESEARCH AND STUDY CENTER (ISRSC),
(2000). District Development Profile of Nepal, ISRSC: Nepal
 Mira Mishra, (2004) for M.A. Home Science. Unpublished Preparation
Paper.
 UNICEF (1996). Status of Nepalese Company, UNICEF and NPC,
Kathmandu.
 ADB (1999). Economic Development in Nepal: Country Briefing Paper.
Programmes Department, West Division 1, Philippines. Asian Development
Bank.

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