Project Report Sem 10

PROJECT REPORT
ON
“STUDY OF EFFECTIVENESS OF TRAINING AND

DEVELOPMENT IN PHARMACEUTICAL INDUSTRY”
Submitted to
Gujarat Technological University
In Partial Fulfillment Of The Requirement Of The Award

For The DegreeOf
Master Of Applied Management (MBA)
(Semester X Of Master Of Applied Management-MAM)
Under
Gujarat technological university
Faculty Guide Company Guide

Prof. MisbaShaikhMr. Surbhit Shah
Submitted by
Chitrang Shah
Enrollment No: 157300585045
M.A.M- Semester X
Gujarat Technological University
Ahmedabad
April 2020-21
[1]
ACKNOWLEDGEMENTS
Every project big or small is successful largely due to the effort of a number of
wonderful people who have always given their valuable advice or lent a
helping hand. I sincerely appreciate the inspiration; support and guidance of
all those people who have been instrumental in making this project a success.
I, Chitrang Shah, the student of GUJARAT TECHNOLOGICAL UNIVERSITY

OF AHMEDABAD, am extremely grateful to for the confidence bestowed in
me and entrusting my project entitled “STUDY OF EFFECTIVENESS
OFTRAINING AND DEVELOPMENT IN PHARMACEUTICAL INDUSTRY”.
I express my gratitude to College ProgrammeDirector Mr. Viral Shah. I also
extend my gratitude to my Project GuideProf. MisbaShaikhwho assisted me
in compiling the project.
I would also like to thank all the faculty members of Gujarat Technology
University for their critical advice and guidance without which this project
would not have been possible.
Last but not the least I place a deep sense of gratitude to my family members
and my friends who have been constant source of inspiration during the
preparation of this project work.
[2]
DECLARATION
I, CHITRANG SHAH, hereby declare that theReport for “Project” entitled,

“STUDY OF EFFECTIVENESS OF TRAINING AND DEVELOPMENT IN
PHARMACEUTICAL INDUSTRY” is a result of my own work and my
indebtedness to other work publications , references, if any, have been duly
acknowledged
Place: (Signature)
Date: Mr. CHITRANG SHAH
[3]
TABLE OF CONTENTS
Sr. No. Particulars Page No.
i. Certificates 1
ii. Acknowledgements 2
iii. Declaration 3
iv. List of Tables / figures/ Charts 6
v. Abstract 7
1 Introduction 8
2 Company Profile 14
3 Review literature 18
4 Theoretical concepts 25
5 Research methodology 43
6 Data analysis and interpretation 46
7 Findings and conclusion 68
8 References / Bibliography 72
9 Questionnaire 74
[4]
List of figures/ Charts
SR. NO. TABLE / FIGURES/CHARTS PAGE
NO
1 Table – 1.1 List of 10 companies share in import 12
2 Flow Chart 4.1 : Systematic approach to training 35
3 Table 6.1Gender of respondents 47
4 Graph 6.1Gender of respondents 47
5 Table 6.2 Age of respondents 48
6 Graph 6.2 Age of respondents 48
7 Table 6.3 department of respondent 49
8 Graph 6.3 department of respondent 49
9 Table 6.4 Experience of respondent 50
10 Graph 6.4 Experience of respondent 50
11 Table 6.5Training need identification by management 51
12 Graph 6.5Training need identification by management 51
13 Table 6.6 Importance given to training and 52
development
14 Graph 6.6 Importance given to training and 52
development
15 Table 6.7 Eagerness of senior managers to develop 53
juniors
16 Graph 6.7 Eagerness of senior managers to develop 53
juniors
17 Table 6.8 Importance given to Induction training 54
18 Graph 6.8 Importance given to Induction training 54
19 Table 6.9 Training based on usefulness, reality & Org. 55
Function
20 Graph 6.9 Training based on usefulness, reality & Org. 55
Function
21 Table 6.10 Usefulness of training in acquiring 56
Technical knowledge
[5]
22 Graph 6.10 Usefulness of training in acquiring 57
Technical knowledge
23 Table 6.11 Emphasis in developing managerial 58
capabilities
24 Graph 6.11 Emphasis in developing managerial 58
capabilities
25 Table 6.12 usefulness of training in developing HR 59
competencies
26 Graph 6.12 usefulness of training in developing HR 59
competencies
27 Table 6.13 Improvement in skill, ability and talent 60
28 Graph 6.13 Improvement in skill, ability and talent 60
29 Table 6.14 usefulness of training in developing positive 61
attitude
30 Graph 6.14 usefulness of training in developing 61
positive attitude
31 Table 6.15 rating of the standards of in house trainers 62
32 Graph 6.15 rating of the standards of in house trainers 62
33 Table 6.16 satisfaction with duration of the training 63
programme
34 Graph 6.16 satisfaction with duration of the training 63
programme
35 Table 6.17 Improvement in performance after training 64
36 Graph 6.17 Improvement in performance after training 64
37 Table 6.18 Feedback on performance after attaining 65
training
38 Graph 6.18 Feedback on performance after attaining 65
training
39 Table 6.19satisfaction in the Quality existing training 66
programmes
40 Graph 6.19satisfaction in the Quality existing training 66
programmes
ABSTRACT
[6]
The major assets in the organization is the employee, they have a role
to play towards an organizational success. The success of the
organizational cannot be underestimating by the organizations.
Because of this we need to care about their learning to increase the
employee performance. This study aimed to investigate the effect of
training and development. The questionnaire was formed based on the
empirical literature. This research engaged convenience sampling
technique for selecting the respondents. A quantitative research
approach of the data collection was adopted using a Likert – Scale
questionnaire including 15 questions was formed and the number of
respondents is 50 employees at RADIANT PARENTERALS LTD. The
research employed descriptive analysis, correlation analysis and
regression analysis. This data was collected by this research and was
analyzed. The result shows that training and development definitely
works to increase the effectiveness of employee. Future researchers
are recommended to focused on other business sectors- and moreover
explore the employee performance based on the training and
development.
Chapter 1
INTRODUCTION
[7]
INDUSTRY PROFILE
1.1 Introduction
India is the largest provider of generic drugs globally. Indian pharmaceutical
sector industry supplies over 50 per cent of global demand for various
vaccines, 40 per cent of generic demand in the US and 25 per cent of all
medicine in UK.
India enjoys an important position in the global pharmaceuticals sector. The
country also has a large pool of scientists and engineers who have the
potential to steer the industry ahead to an even higher level. Presently over 80
per cent of the antiretroviral drugs used globally to combat AIDS (Acquired
Immune Deficiency Syndrome) are supplied by Indian pharmaceutical firms.
1.2 Market Size
The pharmaceutical sector was valued at US$ 33 billion in 2017. The
country’s pharmaceutical industry is expected to expand at a CAGR of 22.4
per cent over 2015–20 to reach US$ 55 billion. India’s pharmaceutical exports
stood at US$ 17.27 billion in FY18 and have reached US$ 15.52 billion in
FY18 (up to 2019). Pharmaceutical exports include bulk drugs, intermediates,
drug formulations, biologicals, Ayush& herbal products and surgical.
India’s domestic pharmaceutical market turnover reached Rs 129,015 crore

(US$ 18.12 billion) in 2018, growing 9.4 per cent year-on-year (in Rs) from Rs
116,389 crore (US$ 17.87 billion) in 2017.
Indian companies received 304 Abbreviated New Drug Application (ANDA)
approvals from the US Food and Drug Administration (USFDA) in 2017. The
[8]
country accounts for around 30 per cent (by volume) and about 10 per cent
(value) in the US$ 70-80 billion US generics market.
India's biotechnology industry comprising bio-pharmaceuticals, bio-services,
bio-agriculture, bio-industry and bioinformatics is expected grow at an
average growth rate of around 30 per cent a year and reach US$ 100 billion
by 2025.
1.3 Investments and Recent Developments
The Union Cabinet has given its nod for the amendment of the existing
Foreign Direct Investment (FDI) policy in the pharmaceutical sector in order to
allow FDI up to 100 per cent under the automatic route for manufacturing of
medical devices subject to certain conditions.
The drugs and pharmaceuticals sector attracted cumulative FDI inflows worth
US$ 15.93 billion between December 2018 and April 2000, according to data
released by the Department for Promotion of Industry and Internal Trade
(DPIIT).
Some of the recent developments/investments in the Indian pharmaceutical
sector are as follows:
 In February 2019, the Indian pharmaceutical market grew by 10

percent year-on-year.
 Investment (as % of sales) in research & development by Indian
Pharma companies* increased from 5.3 per cent in FY12 to 8.5 per
cent in FY18.
 In 2017, Indian pharmaceutical sector witnessed 46 merger &
acquisition (M&A) deals worth US$ 1.47 billion
 The exports of Indian pharmaceutical industry to the US will get a
boost, as branded drugs worth US$ 55 billion will become off-patent
during 2017-2019.
1.4 Government Initiatives

Some of the initiatives taken by the government to promote the
pharmaceutical sector in India are as follows:
[9]
 The allocation to the Ministry of Health and Family Welfare has
increased by 13.1 per cent to Rs 61,398 crore (US$ 8.98 billion) in
Union Budget 2019-20.
 In October 2018, the Uttar Pradesh Government announced that it will
set up six Pharma parks in the state and has received investment
commitments of more than Rs 5,000-6,000 crore (US$ 712-855 million)
for the same.
 The National Health Protection Scheme is largest government funded
healthcare programme in the world, which is expected to benefit 100
million poor families in the country by providing a cover of up to Rs 5
lakh (US$ 7,723.2) per family per year for secondary and tertiary care
hospitalisation. The programme was announced in Union Budget 2018-
19.
 In March 2018, the Drug Controller General of India (DCGI) announced
its plans to start a single-window facility to provide consents, approvals
and other information. The move is aimed at giving a push to the Make
in India initiative.
 The Government of India is planning to set up an electronic platform to
regulate online pharmacies under a new policy, in order to stop any
misuse due to easy availability.
 The Government of India unveiled 'Pharma Vision 2020' aimed at
making India a global leader in end-to-end drug manufacture. Approval
time for new facilities has been reduced to boost investments.
 The government introduced mechanisms such as the Drug Price
Control Order and the National Pharmaceutical Pricing Authority to
deal with the issue of affordability and availability of medicines.
1.5 Road Ahead

Medicine spending in India is projected to grow 9-12 per cent over the next
five years, leading India to become one of the top 10 countries in terms of
medicine spending.
Going forward, better growth in domestic sales would also depend on the
ability of companies to align their product portfolio towards chronic therapies
[10]
for diseases such as such as cardiovascular, anti-diabetes, anti-depressants
and anti-cancers that are on the rise.
The Indian government has taken many steps to reduce costs and bring down
healthcare expenses. Speedy introduction of generic drugs into the market
has remained in focus and is expected to benefit the Indian pharmaceutical
companies. In addition, the thrust on rural health programmes, lifesaving
drugs and preventive vaccines also augurs well for the pharmaceutical
companies.
Exports of pharmaceuticals products from India increased from US$6.23

billion in 2006-07 to US$8.7 billion in 2008-09 a combined annual growth rate
of 21.25%.
India exported $11.7 billion worth of pharmaceuticals in 2014.Pharmaceutical

export from India stood at US$ 17.27 billion in 2017-18, and is expected to
grow by 30 per cent to reach US$ 20 billion by the year 2020. The 10
countries below imported 56.5% of that total. Table 1.1 List of 10 country
Rank Country Value (US$) Share

1 United States $3.8 billion 32.9%
2 South Africa $461.1 million 3.9%
3 Russia $447.9 million 3.8%
4 United Kingdom $444.9 million 3.8%
5 Nigeria $385.4 million 3.3%
6 Kenya $233.9 million 2%
7 Tanzania $225.2 million 1.9%
8 Brazil $212.7 million 1.8%
9 Australia $182.1 million 1.6%
10 Germany $178.8 million 1.5%
1.6 OBJECTIVES OF THE STUDY

 To study the various training methods followed by M/s. RADIANT
PARENTERALS LTD
[11]
 To assess the effectiveness of training at M/s. RADIANT
PARENTERALS LTD
 To analyze whether employees are satisfied with various training
programs implemented by the organization.
 Identify whether employees need further training.
1.7 SCOPE AND SIGNIFICANCE OF STUDY

This study can be used as a tool to develop training method for M/s.
RADIANT PARENTERALS LTD
1.8 LIMITATIONS
 Due to time limit sample size is limited to only 50 which may affect
accuracy of study.
 Reluctance in the part of respondents may affect the accuracy of
study.
 Duration of study is limited to 45 days so that an extensive and deep
study could not be possible.
[12]
CHAPTER 2
COMPANY PROFILE
[13]
2.1 COMPANY PROFILE
 RADIANT PARENTERALS LTD is a sister concern of REKVINA group of
companies, established in the year, 1995 as formulation unit, situated at
Waghodia, GIDC, 25 km away from Vadodara city, Gujarat state, India.
 The company is involved in manufacturing of small volume liquid
parenteral (Ampoules) and non-sterile formulation like liquid orals.
 The entire system of equipments& machinery are as per WHO-GMP
guidelines and are recently upgraded with latest technology and
committed to continuous improvement, with plot land area size 5000 sq.
meter and built-up area 5600 sq. meter.
 The site master file is prepared by Radiant Parenterals ltd, focusing entire
system of Small volume Liquid Parenterals and oral liquid manufacturing
contains WHO guidelines, information about manufacturing and control of
all operations at the site.
 REKVINA, a house of pharmaceutical formulations, witnessing high growth
in its activities since its establishment in the year 1985 at Baroda in
Gujarat with a handful committed people, with an objective to produce
quality products for human health care.
 The firm never looked back and the response was so exciting that within a
short span of time so Today REKVINA Group of companies,
headquartered at Baroda, has come in the TOP 200 pharmaceutical
companies in India.
 We manufacture formulations viz. Tablets (General and β-lactum)
Capsules Cream/Ointments at Rekvina Pharmaceuticals, Vadadala, Oral
Liquids and Small volume Parenterals, at Radiant Parenterals Ltd.,
Waghodia.
 Company has most comprehensive product range, which covers the
segments of Gynecological, Paediatric, Anti-biotic, Anti-bacterial, Anti-
inflammatory, Analgesics, Anti-pyretic, Anti-Ulcer, Anti-Allergic/cold,
Gastro Enterologic& general drugs etc.
 It has the distinction of introducing the concept of dispersible kid tablets for
Pediatric Patients very successfully in the domestic market.
[14]
 Being in the Pharma industry, the Company is fully confident for
capitalizing the rising demand of medicine & health care products and
thereby to attain the targeted sales.
2.2 CORPORATE VISION

 To emerge as a global pharma player with a goal to enter the advanced
markets of the world with a sustained presence over the long-term.
 Planning proactively to produce the right products at the right time with the
support of WHO-GMP and other quality certifications.
 Entering advanced markets with new formulations and new drug delivery
system - maintaining the highest standards of current Good Manufacturing
Practices
(c-GMP).
 Delivering customer value through a high quality of technical support,
analytical data, technical documentation and regulatory compliance.
 Generating a cost advantage for its customers and the company through
process innovation of raw material efficiency, innovative R&D and
engineering.
 Making operations safe and reliable by minimizing waste, implementing
effective waste treatment and protecting the environment.
 To enter in export market and contribute country growth with revenue
orientation and employment.
2.3 MISSION
 While committing to an on-going improvement in performance revolving
around effective customer management.
 The highest levels of integrity in business conduct, a strong sense of
public responsibility.
 We are orienting ourselves to excel in technology, research, marketing,
manufacturing and distribution. Through con and innovations, we
strengthen our position worldwide.
 We promote and provide an open and participative work for all employees.
 We are planning to double capacity of our production with increasing sift
wise production.
[15]
2.4 INTRODUCTION TO THE STUDY
Human Resource is most important asset of an organization. Training and
Development is considered to be most important part of an organization. Due
to growing competition in the pharmaceutical manufacturing sector it is
essential for the Rekvina Group to measure the effectiveness of training given
to employees to make them more competitive and more efficient as compared
to other pharmaceutical producers. “A study on the effectiveness of training
and development with special reference to M/s. RADIANT
PARENTERALSLTD.” will be helpful in analyzing the effectiveness of training
and find out areas of further training to keep up with the challenges of
international business.
The study uses a questionnaire prepared for evaluating various factors which
affect the effectiveness of training and the results are displayed in a table and
graph format. Conclusions are arrived based on this sample.
2.5 STATEMENT OF PROBLEM

No systematic study has been conducted so far about the effectiveness of
training and development in M/s. RADIANT PARENTERALSLTD. so far.
Therefore, the present study is an attempt to examine the effectiveness of
training in M/s. RADIANT PARENTERALSLTD.
[16]
CHAPTER 3
REVIEW OF LITERATURES
[17]
REVIEW OF LITERATURES
This chapter deals with the review of the previous studies relevant to
the sphere of coaching and development.
Kuldeep Sing (2000) has chosen eighty four organization from

business representing all the main domestic industries form has
developed by Huselid (1993) arwont to study coaching. The objectives
of the study ar to look at the link between coaching and structure
performance that shows that Indian organizations ar still not convinced
of the very fact that investments in human resources may end up in
higher performance.
Alphonsa V.K. (2000) has conducted coaching climate survey in an

exceedingly massive personal hospital in Hyderabad. fifty supervisors
from completely different departments of the hospitals every which way
chosen for the study. The investigator used coaching – climate survey
form (Rao-1989). “The analysis of coaching climate as perceived by
the supervisors” coated numerous aspects like company philosophy
policies superior, subordinate relationships, valued performance
options and behaviours, social and cluster relationship. The results
showed that moderately smart training-climate is prevailing during this
organization however the supervisors’ perception regarding training-
climate differs in step with their several departments.
A study conducted by knife Kumar Singh and Subhash Banerjee

(2000), ”Trainer roles in Cement industry”, says that ,today the Indian
Cement business is that the second largest within the world. There has
been tremendous growth of activities within the Indian Cement
business in terms of modernization, so as to stay pace with such
modernization/expansion because of technological development, a
powerful workforce base equipped with latest development has got to
[18]
be engineered with in Cement business, New coaching thirty five
initiative has got to be taken in the slightest degree levels. A Trainer’s
main objective is to transfer his information and skills to the Trainees.
This paper is concentrated on the Trainer Roles in Cement business,
the factors that ar necessary to become an efficient Trainer. This
involves characteristic coaching courses, selecting acceptable
coaching ways, analysis of coaching activities, and serving to the
Trainer to deliver smart coaching to the Cement business.
A study on “HRD methods at numerous levels in construction

organisations” by Singh, S. K. and Banerjee, S. (2000), reveals that
construction is that the second largest economic activity in Asian
country, and accounts for half the nation's investment or development.
during this article the authors concisely discuss the HRD methods at
numerous levels in construction organisations. several sectors of the
development business ar in pressing want of technological
upgradation. a trial to develop workforce by the organisations can
directly show ends up in very cheap line. Since there aren't several
professionals conveyance coaching in construction - connected
aspects, refreshers coaching is important and a few concrete efforts in
conveyance systematic technical coaching is important.
Binna Kandola (2000) has mentioned a number of the difficulties

related to correct and helpful analysis of coaching effectiveness
significantly within the department of soppy skills that embrace skills
concerning folks management. The author highlights some existing
coaching analysis techniques and so outlines a model of coaching
analysis that presently is found to achieve success within the uk.
Moses (2000) determined that firms will now not guarantee staff
promotions to the highest, it's necessary that coaching and
development facilitate staff with career designing and skills
development. Some organization worry that career designing can
communicate to staff that their jobs ar in danger, however it may be
framed otherwise to communicated that they're willing to speculate in
[19]
serving to staff reach their potential. firms also can facilitate ease
workers’ minds by creating career designing a customary a part of their
employee development method of curtailment or restructuring. once a
corporation communicates to their staff that they're marketable outside
the thirty six organization, nonetheless still invests in their coaching
and development, it makes a powerful statement to staff that they're
values, and lots of ar compelled to supply a high level of commitment.
Logan, J.K (2000) illustrated that retention could be a advanced

construct and there's no single instruction for keeping staff with a
corporation. several firms have discovered, however, that one in all the
factors that helps retain staff is that the chance to be told and check out
new things. The town Organization additionally supports this rivalry, as
they found “the chance to be told and grow” collectively of the crucial
factors for worker retention. firms that provide worker development
programs realize success with holding staff. Sears has found that in
locations wherever managers work to assist their staff grow skilled
turnover is forty to fifty per cent but in stores wherever that relationship
doesn't exist. Wagner S (2000) in his study on “Employees Speak out
on Job Training: Findings of recent Nationwide Study,” highlighted
worker development programs ar experiencing higher staff satisfaction
with lower turnover rates though pay and edges play a task in recruiting
and holding staff, folks are trying to find opportunities to be told new
things, the challenge of recent responsibilities, and therefore the
prospect of non-public and skilled growth. The town Organization found
that worker satisfaction and retention ar high once a corporation is
willing to coach its staff.
Lance grey and Judy McGregor (2001) have compared one hundred
New Seeland surveys for staff aged fifty five years and over, and
another one for employers. the difficulty of older staff captured
respondent attention with each studies receiving response roles of
around five hundredth. The congruousness of attitudes among older
staff and employers concerning the potency was negative. coaching
[20]
stereotypes could be a feature of the study. Older staff ar in some
agreements that there's tough to coach less willing to lean and scared
of new technology older staff saw provision of coaching as a priority
with eleven.6% reportage discrimination with relation to coaching.
Significantly, expert older staff saw the availability of coaching was a

symbol by employers that they're to be taken as serious contributors.
thirty seven Olga et al (2001) worries with however MNCs take issue
from autochthonic organization in relevancy their coaching desires and
whether or not this relationship changes across countries. The question
is whether or not native similarity is obvious within the coaching desires
of MNCs, or whether or not MNCs share a lot of in common with their
counterparts within the countries. A series of hypothesis has been
imply and tested victimisation survey knowledge type 424 transnational
and 259 autochthonic organizations based mostly within the UK|
kingdom} (United Kingdom) and Ireland. The result suggests a hybrid
kind of localization. wherever MNCs adopt their observes to
accommodate national variations however that these variations haven't
mirrored convergence to domestic practice. The results additionally
indicates that the MNCs ar selective within the coaching practices that
ar adopted. proof from this study indicate that country distinction in
career traditions and labour market talent desires ar key drivers within
the localization of associated coaching.
In distinction MNCs, no matter national Content adopt comparable

systematic coaching frameworks (i.e.) coaching and identification
analysis and delivery. Yadapadithaya (2001) studied the present
practices of evaluating coaching and development programmes within
the Indian company includes air mass for exaggerated quality,
innovation, and productivity acts as a serious actuation for the Indian
company coaching and development programmes, Most of the key
result aras of coaching and development operate are associated with
the measuring and analysis of coaching effectiveness. Nearly six per
cent of the personal sector, eighty one per cent of the general public
[21]
sector, and every one the MNCs assess the effectiveness of coaching
in a technique or the opposite, the main purpose of analysis is to see
the effectiveness of the assorted parts of a coaching and development
programme. Organizations bank totally on the participants’ reactions to
watch the effectiveness of coaching. an amazing majority of the
organizations use “questionnaires” as associate instrument to
assemble relevant knowledge for analysis, In most of the cases,
analysis was done directly when the coaching. Majority of personal and
public sector organizations use one –short programme style and quite
half the MNCs additionally use single cluster, pre-test and post-test
style for evaluating the effectiveness of coaching and development
programmes. Absence of transfer of learning from the place {of
coaching|of coaching} to geographic point has been a serious
perceived deficiency of the thirty eight company training and
development system. Indian company sector is presently facing the
challenge of coming up with and developing a lot of valid, reliable and
operational measures to guage the effectiveness of coaching and
development.
Radhakrishna, Plank, and Mitchell (2001) studied employing a learning

vogue instrument (LSI) and demographic profile additionally to reaction
measures and learning measures. The 3 coaching objectives were to
assess information gained through an internet based mostly coaching,
to see participant reaction to Web-based material and Listerv
discussion, and to explain each the demographic profile and therefore
the learning kind of the participants. The analysis of the coaching
began with associate on-line pretest associated an on-line LSI. The
pretest enclosed seven demographic queries. The LSI, pretest and
posttest, and LSI form were paired by the agent’s Social Security
numbers. cardinal agents of the on the market (106) agents completed
all four instruments and were enclosed during this study.
A study conducted on “Return on investment in Training” by Bettina

Lankard Brown (2001) reveals that coaching and development efforts
[22]
ar business within the u. s., with the quantity of cash spent increasing
each year. However, changes within the economy and declining profit
margins ar prompting several businesses to question the worth of their
coaching investments. Do businesses enjoy their expenditures on
worker coaching or ar they simply making ready their staff for jobs
elsewhere? once staff bear the prices of such coaching, do they
understand personal edges or will the leader reap the sole rewards?
This study examines myths and misconceptions regarding UN agency
pays and UN agency reaps the come back On Investment (ROI) in
coaching. Investments in coaching ar assumed to possess positive
returns. variety of studies, as well as one conducted by the Australian
National coaching Authority (2001), have found that skills and coaching
manufacture the simplest results, wherever coaching could be a a part
of associate overall business strategy. this is often supported by
Knuckey and Johnston (2002) in New Seeland, wherever a survey of
companies known a high proportion of “leaders” participating in
coaching compared with “lagers”. this idea additionally underpins the
“Investors in People” customary within the United Kingdom.
[23]
CHAPTER 4
THEROTICAL CONCEPTS
[24]
INTRODUCTION
In this chapter the ideas of Human Resource Management, coaching

and Development wants and ways, government Development
programmes area unit mentioned. The systematic approach to
coaching by characteristic wants, setting objectives, coming up with
policy and conducting coaching in an efficient approach with follow up
and analysis is mentioned. within the last section, needs, criteria and
ways of evaluating effectiveness of coaching and development
programmes area unit mentioned intimately.
HUMAN RESOURCE MANAGEMENT
Organization is that the method of mixing work that people or teams

needs to perform with the facilities necessary for its execution, that the
duties therefore performed offer the simplest channels for economical,
systematic, positive and coordinated application of the offered effort.
HRM is that the coming up with organizing guiding and dominant of the
procurance, development, compensation, integration, maintenance of
human capital of a company to realize individual, structure and social
objectives.
HRM MODEL
The model developed by yankee Society for coaching and

development (ASTD) identifies 9 human resource areas:
1. coaching and Development
2. Organization Development
3. Organization/Job style
4. Human Resource coming up with
5. choice and Staffing
6. Personnel analysis and data Systems
7. Compensation/Benefits
8. worker help
9. Union/ Labour Relations.
TRAINING AND DEVELOPMENT
The economical operating of a company depends upon potency or

capability of personnel operating in a company. Organizations and
[25]
people ought to develop and progress at the same time for his or her
survival and attainment of mutual goals. workers got to be trained and
developed to fulfill gift job necessities and future challenges. coaching
and development could be a specialised perform and one amongst
basic operative functions of Human resource management.
The purpose of coaching is to realize a modification in behavior of

these trained and to change them to try to to their job higher so as to
realize this objective. Any coaching programme ought to try and bring
changes in:
• Knowledge- It helps a tyro to grasp facts, policies, procedures and

rules touching on his job.
• Skills-It helps him to extend his technical and manual potency

necessary to try to to the work and
• Attitude- It moulds his behavior towards his co-workers and

supervisors and creates a way of responsibility within the tyro.
Training could be a short term method utilizing a scientific and

arranged procedure by that non- social control persons learn technical
information and skills for an exact purpose.
The terms “Training” and “Development” area unit used

synonymously.however they need totally different meanings. whereas
coaching is that the act of skyrocketing the information associated skills
of an worker for doing a specific job, the Management Development
includes the method by that managers and executives acquire not
solely skills and ability in their gift job, however conjointly capacities for
future social control tasks of skyrocketing problem and scope.
Development could be a long- term method utilizing a scientific and

arranged procedure by that social control persons learn abstract and
theoretical information for future use.
Need for coaching
Training is needed on account of the subsequent reasons.
1. Job necessities
The employee elect for employment may lack the qualifications needed
to perform the work effectively. New and ignorance workers needs
elaborated introduction for effective performance on the work. In some
cases the past expertise, attitudes and behavior patterns of intimate
with persons could also be in applicable for brand new organization.
[26]
2. Technological Changes
The technology is ever-changing quick. accumulated use of quick ever-

changing techniques needs coaching in mew technology. New jobs
utilizing latest technology need new skills. each new and previous skills
need coaching.
3. structure Viability
In order to survive and grow a company should endlessly adopt itself to

ever-changing setting. With increasing economic relaxation and
globalisation in Asian nation, Business corporations area unit
experiencing international competition.that the corporations should
upgrade their capabilities. a company should build up a second line of
command through coaching so as to meet the longer term wants for
human resources.
4. Internal quality
Training becomes necessary once associate worker moves from one

job to a different because of promotion or transfer.
Thus there's a good gift would like for coaching folks in order that new
and altered techniques could also be taken advantage and
enhancements in previous ways area unit established. would like for
coaching has accumulated because of growing quality of jobs,
increasing skilled management, growing uncertainties within the
setting, world competition, growing aspirations huge untapped human
potential, ever increasing gaps between plans and results and
suboptimal performance levels.
Importance of coaching
1. coaching allows management to face the pressure of fixing setting.
2. coaching typically ends up in a rise of amount and quality of output.
3. coaching must job satisfaction and better morale of workers.
4. Trained employees would like lesser superintendence.
5. Trained employees change enterprise to face competition.
6. It moulds the employees’ attitudes and helps them to realize higher

co-operation among organization.
7. Trained workers build higher economic use of materials and

equipments leading to reduction of wastage and spoilage.
[27]
8. coaching instructs the employees towards higher job adjustment and
reduces the speed of labour turnover and absence.
Benefits of coaching
Training is useful to workers within the following ways in which
1. coaching improves self-worth.
2. coaching ends up in higher earnings of workers by increasing

productivity.
3. coaching improves safety awareness and trained workers area unit

less at risk of accidents.
4. coaching allows associate worker to adapt to changes within the

work procedures and ways.
5. associate worker will develop himself and earn fast promotion.
6. coaching develops new information and skills that remains for good
with him.
styles of coaching
Training is needed for many functions. consequently coaching

programmes could also be the subsequent varieties.
Orientation coaching/Induction Training
Induction coaching seeks to regulate new appointed workers to the

work setting. each new worker must be created totally accustomed to
his job, his supervisor and subordinates with the foundations and laws
of the organization. The induction coaching creates self-worth in new
workers.
Job coaching
It refers to the coaching given a read to extend the information and

skills for up performance of the work. workers could also be schooled
the proper ways of handling equipments and machines utilized in the
work. Such coaching helps to scale back accidents, waste and in
potency in performance of the work.
Safety coaching
Training provided to reduce accidents and harm to machinery is

understood as safety coaching. It involves instruction to perform the
work safely.
[28]
Promotional coaching
It involves coaching of existing workers to change them to perform high

level jobs. workers with potential area unit elect and that they area unit
given coaching before their promotion. in order that they are doing not
realize problem to shoulder the upper responsibilities of the new
positions to that they're promoted.
Refresher coaching
When the present techniques become obsolete because of

development of higher techniques, workers need to be trained in use of
recent ways and techniques. Refresher coaching is meant to revive
and refresh information and update the talents of existing workers.
Remedial coaching
Remedial coaching is organized to beat the defect within the behavior

and performance of previous workers. Remedial coaching shall be
conducted by psychological consultants.
EXECUTIVE DEVELOPMENT
Importance of government Development
• there's a shortage of trained managers. The organization needs to

develop the staff and maintain and inventory of government skills to
future demands.
• The performance of company depends upon the standard of its

mangers. it's of preponderant importance to possess effective and
desired social control skills to fulfill to fulfill demand.
• devolution of social control skills is a vital issue. A manager should

endlessly update himself to with success meet new challenges as they
occur.
Process of government Development
The essential ingredients of government development programmes

area unit as follows.
1. Analysis of development wants: - initial of all the current and future

development needs of the organization area unit observed. it's
necessary to work out what number and what sort of executives area
unit needed to fulfill the current and future wants of the enterprise.
[29]
2. Appraisal of the current social control talent: - A qualitative
assessment of the present governments is formed to work out the kind
of executive talent offered among the organization.
3. coming up with individual development programmes: each people

features a distinctive set of physical, intellectual and emotional
characteristics. Therefore, development set up ought to be customized
for every individual.
4. Establishing coaching and development programme: - The unit of

time department prepares comprehensive and well
conceivedprogrammes.
5. Evaluating developing programs: - goodly cash, time and efforts

area unit spent on government development programmes. it's thus
natural to search out resolute what extent the program me’s objective
has been achieved.
Methods of government Development
Methods of development or government development are often loosely

divided into 2 classes.
1) On the work development or government development: it suggests

that increasing the power of the executives whereas playacting their
duties, to develop them in real work state of affairs. It includes the
subsequent methods:
a) On the work coaching: beneath this technique superior solely guides

his subordinate concerning numerous ways and ability needed to try to
to the work. Here the superior solely guides his subordinate he
provides his help whenever needed. the most purpose of this sort of
coaching isn't solely to find out the mandatory skills however to grant
them distributed information to grow in future. The superior is liable for
liable for. that the superior should always offer the subordinate
necessary help whenever needed.
b) Understudy: beneath this technique of development the tyro is ready

to fill the position of his superior. He within the close to future can
assume to try to to the duties of his superior once he leaves the work
because of retirement, transfer or promotion.
c) Job rotation: here the chief is transferred from one job to a different
or from one plant to different. The tyro learns the importance of the
management principles by transferring learning from one job to a
different. This technique helps in injecting new concepts into totally
different departments of the organization.
[30]
d) Committee assignment: beneath this technique committee is
implanted and allotted a topic to grant recommendations. The
committee makes a study of the matter and offers suggestions to the
division head. It helps the trainees as a result of each member of the
committee gets an opportunity to find out from others.
2) Off the work development or government development: here the

executives gets the coaching off the work suggests that not after they
do the work. It involves following methods:
a) Special courses: here the executives attend the special courses that
area unit organized by the organization. beneath this consultants from
skilled establishments offer them the coaching.
b) Specific readings: here the human resource development manager

provides copies of specific articles revealed within the journals to the
executives to enhance their information. The executives study such
books or articles to reinforce their information.
c) Special projects: beneath this technique the tyro is given a project

associated with the target of the department. The project helps the tyro
in exploit the information of the actual topic.
d) Conference training: here the organization conducts a gaggle

meeting. during which the chief learn from the others by examination
his opinion with others.
e) Sensitivity coaching: it's conjointly called T cluster coaching or

laboratory training. it's conducted beneath controlled conditions. T
cluster facilitate in learning bound things, they assist the participants to
grasp however cluster really work. It helps in increasing the tolerance
power of the individual and skill to grasp others. T cluster usually sits
along and discuss for hours wherever the members find out about their
own behavior and behavior of others.
SYTEMETIC APPROCH TO coaching
The flow chart given below shows numerous stages of systematic

approach to coaching and development
Flow chart 4.1 : Systematic approach to training
[31]
Identifying coaching desires
All coaching desires should be associated with the precise desires of
organization a private workers. A coaching program is launched once the
coaching desires square measure assessed and characteristic coaching
needs Setting coaching objectives and policy coming up with coaching
programme Conducting coaching Follow up and c clearly. The effectiveness
of a coaching programme will be judged solely with the assistance of
coaching desires known ahead.
The coaching desires will be known although following kinds of analysis.
1. Structure Analysis
It involves a study of the complete organization in terms of its objectives, its
resources, resource allocation and utilization, growth potential and its setting.
The structure analysis includes the analysis of
• Short term and long run objectives of the firm.
• Allocation and economical utilization of human resources to satisfy the
operational targets.
[32]
• Structure Climate as well as the management’s angle towards worker
development
• Environmental Scanning to spot the factors moving organization that it will
management and therefore the constraints that it cannot.
2. Task role / Operational Analysis
It is systematic and careful analysis of jobs to spot job contents, the data,
skills and aptitudes needed and therefore the work behavior. Attention is paid
to tasks to be performed, strategies used, the means workers have learnt
these techniques and performance standards needed is analyzed during this
stage. The aim of operation analysis is to determine what ought to be
educated.
3. Workforce Analysis
In this analysis the persons to be trained and therefore the changes needed
within the data, skills associate degree angle of a worker is decided. 1st of all,
it's necessary to determine whether or not performance of worker is below
customary and coaching required. Second it's determined whether or not
worker is capable of being trained. Thirdly, the precise areas during which
worker needs coaching. Lastly, whether or not coaching can improve
employee’s performance or not is decided.
Training will be relevant and viable if the 3 kinds of analysis given higher than
square measure administered on unendingly.
Setting coaching objectives and policy
The overall aim of a coaching programme is to fill within the gap between the
prevailing and therefore the desired pool of information, skills and aptitudes.
Objectives of coaching specific the gap between the current and therefore the
desired performance levels.
The main objectives of coaching could also be outlined as follows
I. To impart to new entrants the essential data and skills for economic
performance definite task. ii. To help workers operate a lot of expeditiously by
exposing them to latest ideas, data and techniques and developing the talents
they need within the specific job. iii. To create up a second line of competent
officers and prepare them to occupy passed through positions. iv. To broaden
the slender minds of senior managers through interchange of expertise at
[33]
intervals and out of doors thus on correct the slender outlook caused because
of over specialization.
Whereas setting coaching objectives, following criteria could also be used.
a) Nature and size of the cluster trained
b) Roles and tasks to be coined out by target cluster
c) Connation, pertinence and compatibility of coaching to the work state of
affairs
d) Identification of the behavior wherever changes needed
e) Shaping the prevailing and desired behavior in terms of quantitative
relation, frequency, quality of interaction, verbosity, innovations and
supervisions, etc.
f) Operational results to be achieved through coaching e.g. Productivity, cost,
down time, creativity, turnover, etc.
g) Indicators to be employed in determinative changes from existing to the
specified level in terms of quantitative relation and frequency.
In order to attain the coaching objectives, associate degree applicable
coaching policy is important. A coaching policy represents the commitment of
prime management to worker coaching. It consists of rules and procedures
regarding coaching.
A sound coaching policy defines the subsequent problems.
The results expected to be achieved through coaching
I. The responsibility of the coaching operate
ii. Ii. The priorities for coaching
iii. The sort of coaching needed
iv. The time and place of coaching
v. The payments paid to the staff throughout the coaching amount.
vi. The surface agencies to be related to the coaching.
vii. Relationship of coaching of the businesses labor policy
Designing a coaching Programmed

Once the objectives and policies of coaching square measure determined,
applicable coaching program me will be designed and conducted. Selections
on the subsequent things square measure needed for this purpose.
[34]
1. Responsibility of coaching
The responsibility of the coaching program me needs to be shared among
a) The highest management
b) The personnel
c) The road supervisors
d) The staff World Health Organization ought to offer feedback and
suggestions
2. Choosing and motivating target cluster
The type of coaching technique to be used can depend on the sort of persons
to be trained. Thus it's necessary to determine ahead World Health
Organization square measure to be trained employees, supervisors or
executives. The staff are going to be inquisitive about coaching if they believe
that it'll profit them in person. A climate causative for learning needs to be
created through physical and psychological setting.
3. Getting ready Trainers
The success of a coaching program me depends to a good extent upon the
instructors or the resource persons. The trainer should recognize each the
task to be educated and the way to show it. He ought to have an inherent
ability for teaching and will use right coaching techniques.
4. Developing coaching package
This step involves deciding the content of coaching, coming up with support
materials for coaching and selecting applicable coaching strategies. It’s going
to involve the precise directions and procedures for doing employment.
Additionally to the contents, strategies and fundamental quantity it additionally
includes budget. Supporting materials could embody careful information,
study notes, case studies, pamphlets, charts, manuals, brochures and show
slides.
Conducting the coaching
This is the action section of coaching. Here the trainer tells, demonstrates and
illustrates so as to place over the data and operations. However, before it a
learner ought to be place to ease. It’s necessary to clarify why he's being
educated to develop his interest in coaching. Directions ought to be clear and
[35]
complete. Key purposes shall be stressed upon and one point ought to be
trained at a time. Trainees ought to be inspired to raise queries.
Follow up and analysis
In the analysis step, the effectiveness of coaching program me is assessed.
The feedback generated through follow up can facilitate to reveal weaknesses
or errors if any; Necessary corrective action will be taken. If necessary
coaching will be perennial till trainees learns no matter has been educated to
him. It additionally helps in coming up with future coaching program me.
TRAINING strategies
The coaching strategies used for coaching of operatives could also be
delineated beneath.
1. On-the-job coaching (OJT)
In this technique trainees square measure placed on regular job and educated
the talents necessary to perform it. The beginner learns beneath the oversight
of superior or teacher. It’s additionally referred to as learning by doing.
2. Vestibule coaching
In this technique a coaching center referred to as vestibule is setup and actual
job conditions square measure excited. Professional trainer’s square measure
used to produce coaching with machines that square measure the image of
those employed in work place.
3. Apprentice coaching
In this technique the theoretical instruction and sensible learning square
measure provided to trainees in coaching institutes. The aim is to develop all-
around craftsmen. Typically a regular payment is paid throughout coaching.
4. Category area coaching
Under this technique coaching is provided to company category area.
Lectures, case studies cluster discussions and audio visual aids square
measure wont to make a case for data and skills to workers. Category area
coaching is beneficial for teaching ideas and drawback resolution. It’s
additionally helpful for orientation coaching and safety coaching.
[36]
5. Situation coaching
It is a joint program me of coaching during which instructional establishments
and business companies work. Hand-picked candidates persevere regular
studies for prescribed amount. They additionally add some manufactory or
workplace to accumulate sensible data and skills. This technique helps to
produce sensible balance between theories and observe.
EVALUATING EFFECTIVENESS of coaching

Need for analysis
It is necessary to judge the extent to that coaching programmers have
achieved the goals that they were designed. Such analysis can offer helpful
data concerning effectiveness {of coaching of coaching} additionally as
concerning style of future training programmers. The analysis of coaching
provides helpful knowledge on the premise of their connation of coaching and
integration with different functions of human resource management will be
judged.
Concept of coaching Effectiveness

Training effectiveness is that the degree to that trainee’s square measure able
to learn and apply the data and skills no inheritable within the coaching
program me. It depends on the attitudes, interests, values and expectations of
trainees and coaching setting. A coaching program me is probably going to be
simpler once trainees wish to be told, square measure involve in their jobs,
have career ways. Contents of the coaching program me, and talent and
motivation of trainers additionally verify coaching effectiveness.
Evaluation Criteria
According to Hamblin effectiveness of the coaching will be measured in terms
of following criteria:
I. Reactions: A coaching program me will be evaluated in terms of the
trainees‟ reactions to the objectives, contents and strategies of coaching. Just
in case the thought of the program me worthy and liked it, the coaching the
coaching will be thought of effective. ii. Learning: The extent to that the
[37]
trainees have learnt the specified data and skills throughout the coaching
amount is beneficial basis for evaluating coaching effectiveness. iii. Behavior:
Improvement within the job behavior of the trainees reflects the way associate
degree extent to that learning has been applied to the task. iv. Results: the
final word end in terms of productivity, quality improvement, price reduction,
accident reduction, reduction in labor turnover and absence square measure
best criteria for evaluating coaching.
Methods of analysis
Several strategies will be used to gather knowledge on the outcomes of
coaching.
1. The opinion and judgment of trainers, superiors and peers a pair of.
Analysis forms crammed up by trainees three. Questionnaires crammed up by
trainees four. Giving written tests to trainees five.Arranging structured
interviews with trainees six. Comparing performance of trainees on the task
before and once coaching seven. Studying profiles and career development
charts of trainees eight.Measuring the amount of productivity, wastage, Costs,
absence and turnover rate once coaching nine. Trainees‟ comments and
reactions throughout coaching amount ten. Price advantages analysis of the
coaching program me.
Feed back
After analysis method things ought to be analyzed to spot the attainable
causes for distinction between expected outcomes and actual outcomes.
Necessary precaution ought to be taken in coming up with and implementing
future coaching programmers thus to avoid causes.
[38]
CHAPTER 5:
RESEARCH METHODOLOGY
[39]
INTRODUCTION
The aim of this research project is to study about effectiveness of training and
development in pharmaceutical industry. This project is based on primary and
secondary data.
SAMPLE DESIGN
Universe may be finite or infinite. The universe in this project is finite. The
population involved in this project is employees of M/s.RADIANT
PARENTERALS LTD
SAMPLE SIZE
This refers to the number of items to be selected from the universe to
constitute a sample size. In this research the sample size constitute 50
employees in the M/s.RADIANT PARENTERALS LTD. organization.
SAMPLING TECHNIQUE
Simple random sampling technique is to be used in this project.
RESEARCH DESIGN
This project is based on descriptive research design.
AREA OF RESEARCH
This research is to be conducted in M/s. RADIANT PARENTERALS LTD.
SOURCES OF DATA
Both primary and secondary data shall be used to satisfy the objectives of
study.
PRIMARY DATA
The study is based on primary data to be collected through structured
questionnaires and personal interviews.
SECONDARY DATA
[40]
The data regarding company profile industry profile are collected from office
records and internet.
TOOLS FOR DATA ANALYSIS

For analysis and interpretation of primary data percentage analysis is to be
used mainly due to qualitative nature of data and bar diagram are to be used
to represent them in pictorial form.
OBJECTIVES OF THE STUDY

 To study the various training methods followed by M/s. RADIANT
PARENTERALS LTD
 To assess the effectiveness of training at M/s. RADIANT
PARENTERALS LTD
 To analyze whether employees are satisfied with various training
programs implemented by the organization.
 Identify whether employees need further training.
[41]
CHAPTER 6
DATA ANALYSIS &
INTERPRETATION
[42]
INTRODUCTION
A form was prepared for measuring effectiveness of training and development

and distributed among the staff of the M/s. RADIANT PARENTERALS LTD.
The primary data collected by easy sampling by using questionnaires was
victimisation questionnaires was tabulated, born-again in to proportion and
displayed each in table furthermore as by graphical illustration for analysis.
supported the information, Interpretations were created. The form used for
completing survey is enclosed within the annexure.
GENDER OF RESPONDENTS
Employees got form questionnaire requesting the m to fill up the gender. the
information collected is shown within the sort of table and chart below.
Table & Graph 6.1 showing Gender of respondents
Opinion No. of Respondents Percentage of Respondents
Male 35 70
Female 15 30
Total 50 100
% of respondents
Male
Female
Interpretation:higher than table shows seventy percentages of respondents

were males and thirty percentages were females. The gender is displayed
[43]
diagrammatically employing a chart. It shows majority of respondents area
unit males..
[44]
AGE OF RESPONDENTS
The age was divided into 5 totally different teams and respondents were
requested to specify that people they belong. The result's displayed in table
type and bar graph type
Table & Graph 6.2 showing Age of respondents
Age of No. of Respondents Percentage of
respondent Respondents
Below 25 14 28
25 – 35 27 54
35 – 50 07 14
Above 50 02 04
Total 50 100
% of Respondents
60
50
40
% of Respondents
30
20
10
0
Below 25 25 - 35 35 - 50 Above 50
Interpretation: Above table shows 28% of respondents are below 25 years,

54 % of respondents are of 25-35 age group category and 14% of the
respondents are of the age group of 35-45 years age group. 4% of the
respondents are of the age group of above 50 years. It also infers that
majority of the respondents are young and below 35 years.
DEPARTMENT OF RESPONDENTS:
[45]
The respondents were requested to specify their departments for assessing
department wise coaching needs. the information collected is displayed in
table and chart form.
Department No. of Respondents Percentage of Respondents
Production 19 38
Quality Control 09 18
Warehouse 03 06
Maintenance 05 10
Sales-Marketing 08 16
Quality Assurance 06 12
Total 50 100
Table & Graph 6.3 showing department of respondents
40
35
30
25
20
15
10 % of Respondents
0
se
ce
g
n
l
ro
nc
tin
tio
an
ou
nt
na
ke
uc
r
eh
Co
su
te
ar
od
ar
As
ain
-M
ty
Pr
W
ali
ty
les
Qu
ali
Sa
Qu
Interpretation: 38% of the respondents were from Production department

18% of the respondents were from Quality control department, 06 % of the
respondents were from warehouse department, 10% of the respondents were
from Maintenance department, 16% of the respondents were from Sales-
Marketing department and 12% of the respondents were from Quality
assurance department.
EXPERIENCES OF THE RESPONDENTS
The period of experience was classified in to different groups and

respondents were requested to specify which group they belong. The results
[46]
of survey is displayed both in table and chart form and interpretations are
given.
Table & Graph 6.4 showing Experience of respondents

Experience No. of Respondents Percentage of
Respondents
Less than 5 yrs 28 56
5-10 yrs 14 28
10-15 yrs 06 12
Above 15 yrs 02 04
Total 50 100
60
50
40
Column2
30
20
10
0
Less than 5 yrs 5-10 yrs 10-15 yrs Above 15 yrs
Interpretation: Above table shows the majority of the respondents (56%) are
having experience less than 5 years; 28% of the respondents are having
experience between 5-10 years and 12% of respondents are having
experience between 10-15 years. Only 2 % respondents are having
experience more than 15 years.
TRAINING NEED IDENTIFICATION BY MANGEMENT
Respondents were requested to react to the statement that “the management

of M/s.RADIANT PARENTERALS LTD identifies the training needs of
employees”. A five point likert scale from “strongly agree” to “highly disagree”
[47]
was used to measure their response. The responses are recorded in both
tabular form and graphical form.
Particular No. of Respondents Percentage of Respondents
Strongly agree 11 22
Agree 31 62
Partially agree 08 16
Disagree 00 00
Highly disagree 00 00
Total 50 100
Table & Graph 6.5 showing Training need identification by management

70
60
50
40
Percentage of Respondents
30
20
10
0
Strongly Agree Partially Disagree Highly
agree agree disagree
Interpretation: 22% of respondents strongly agree that management

identifies the training needs. 62 % of respondents agree that management
identifies training needs. 16% of respondents partially agree that management
identifies the training needs. Nobody disagrees to the statement.
[48]
IMPORTANCE GIVEN TO TRAINING AND DEVELOPMENT
Respondents were requested to react to the statement that “the training and
development is given adequate importance in M/s.RADIANT PARENTERALS
LTD”. A five point likert scale from “strongly agree” to “highly disagree” was
used to measure their response. The responses are recorded in both tabular
form and graphical form. Inferences are arrived from the data.
Agree 33 66
Disagree 00 00
Total 50 100
Table & Graph 6.6 showing Importance given to Training and development
70
60
50
40
Column2
30
20
10
0
Strongly agree Agree Partially agree Disagree Highly disagree
Interpretation: 24% of respondents strongly agree that management

identifies the training needs. 66 % of respondents agree that management
identifies training needs. 20% of respondents partially agree that management
identifies the training needs. Nobody disagrees to the statement.
[49]
EAGERNESS OF SENIOR MANAGERS TO DEVELOP JUNIORS
Respondents were requested to react to the statement that “the senior
managers of M/s.RADIANT PARENTERALS LTD are eager to help their
juniors develop through training”. A five point likert scale from „strongly agree‟
to „highly disagree‟ was used to measure their response. The responses are
recorded in both tabular form and graphical form. Inferences are arrived from
the data.

Agree 41 82
Disagree 00 00
Total 50 100
Table & Graph 6.7 showing Eagerness of senior managers to develop juniors
100
90
80
70
60
50 Percentage of Respondents
40
30
20
10
0
Interpretation: 82 % of respondents agree that senior managers are eager

to develop juniors through training and development. 18% of respondents
partially agree that senior managers are eager to develop juniors through
training and development. Nobody disagrees with the statement.
[50]
IMPORTANCE GIVEN TO INDUCTION TRAINING
Respondents were requested to react to the statement that “the Induction
training is given adequate importance in M/s.RADIANT PARENTERALS
LTD”. A five point likert scale from „strongly agree‟ to „highly disagree‟ was
Agree 50 100
Disagree 00 00
Total 50 100
Table & Graph 6.8 showing Importance given to Induction Training
120
100
80
60
Series 3
40
20
0
Interpretation: Entire respondents agree that, the adequate importance is

given for induction training in the organization. Nobody disagrees with the
statement.
[51]
TRAINING BASED ON USEFULNESS, REALITY AND ORGANIZATION
FUNCTION
Respondents were requested to react to the statement that “the training given
in M/s.RADIANT PARENTERALS LTD is realistic useful and based on the
business strategy of the organization”. A five point likert scale from “strongly
agree” to “highly disagree” was used to measure their response. The
responses are recorded in both tabular form and graphical form. Inferences
are arrived from the data.

Agree 34 68
Disagree 00 00
Total 50 100
Table & Graph 6.9 showing Training based on usefulness, reality & Org.
Function
80
70
60
50
30
20
10
0
Interpretation:22% of respondents strongly agree that the training given in

the organization is useful, realistic and based on the function of the
organization. 68% of respondents agree that the training given in the
[52]
organization is useful, realistic and based on the function of the organization.
10% of respondents partially agree that the training given in the organization
is useful, realistic and based on the function of the organization. Nobody
disagrees with the statement.
[53]
USEFULLNESS OF TRAINING IN ACQUIRING TECHNICAL KNOWLEDGE
AND SKILLS
in M/s.RADIANT PARENTERALS LTD is useful to acquire technical
knowledge and skills”. A five point likert scale from „strongly agree‟ to „highly
disagree‟ was used to measure their response. The responses are recorded
in both tabular form and graphical form. Inferences are arrived from the data.
Table 6.10 showing usefulness of Training in acquiring Technical knowledge
& skill
Particular No. of Respondents Percentage of

Respondents
Agree 27 54
Disagree 00 00
Total 50 100
Graph 6.10 showing usefulness of Training in acquiring Technical knowledge
& skill
60
50
40
30
Column2
20
10
0
Interpretation: 32% of respondents strongly agree that the training given in

the organization is helpful in developing technical knowledge and skills to
[54]
perform their duties. 54% of respondents agree that the training given in the
organization is helpful in developing technical knowledge and skills to perform
their duties. 14% of respondents partially agree that the training given in the
organization is helpful in developing technical knowledge and skills to perform
their duties. Nobody disagrees with the statement.
[55]
EMPHASIS IN DEVELOPING MANAGERIAL CAPABILITIES Respondents
were requested to react to the statement that “the emphasis is given in
M/s.RADIANT PARENTERALS LTD on developing managerial capabilities of
managerial staff through training and development”. A five point likert scale
from „strongly agree‟ to „highly disagree‟ was used to measure their
response. The responses are recorded in both tabular form and graphical
form. Inferences are arrived from the data.

Agree 26 52
Disagree 04 08
Total 50 100
Table 6.11 showing emphasis in developing managerial capabilities
60
50
40
20
10
0
Graph 6.11 showing emphasis in developing managerial capabilities

Interpretation:24% of respondents strongly agree that the training given in
the organization is helpful in developing managerial capabilities. 52% of
respondents agree that the training given in the organization is helpful in
developing managerial capabilities. 16% of respondents partially agree that
the training given in the organization is helpful in developing managerial
[56]
capabilities. 8% of respondents disagree that the emphasis is given in
developing managerial capabilities training and development in the
organization. Nobody disagrees highly to the statement.
[57]
USEFULLNESS OF TRAINING IN DEVELOPING HUMAN RELATION
COMPETENCIES
Respondents requested asked to react to the statement that “the training
given in M/s.RADIANT PARENTERALS LTD is useful in developing human
relation competencies”. A five point likert scale from “strongly agree” to “highly
disagree” was used to measure their response. The responses are recorded
in both tabular form and graphical form. Inferences are arrived from the data.
Agree 43 86
Disagree 00 00
Total 50 100
Table & Graph 6.12 showing usefulness of Training in developing HR
competencies
100
90
80
70
60
50
Column2
40
30
20
10
0
Interpretation: 86% of respondents agree that the training given in the

organization is helpful in developing human relationship competencies. 14%
of respondents partially agree that the training given in the organization is
helpful in developing human relation competencies.
[58]
IMPROVEMENT IN SKILL, ABILITY AND TALENT Respondents were
requested to react to the statement that “the training given in M/s.RADIANT
PARENTERALS LTD has improved the skill, ability and talents of the
employees”. A five point likert scale from „strongly agree‟ to „highly disagree‟
was used to measure their response. The responses are recorded in both
tabular form and graphical form. Inferences are arrived from the data.
Agree 36 72
Disagree 00 00
Total 50 100
Table & Graph 6.13 showing Improvement in skill, ability and talent
80
70
60
50
30
20
10
0
Interpretation: 20% of respondents strongly agree that the training given in

the organization is helpful in developing skills, ability and talent. 72% of
respondents agree that the training given in the organization is helpful in
developing skills, ability and talent. 8% of respondents partially agree that the
training given in the organization is helpful in developing skills, ability and
talent.
[59]
USEFULNESS OF TRAINING IN DEVELOPING POSITIVE ATTITUDE AND
TEAMWORK
in M/s.RADIANT PARENTERALS LTD is useful in developing positive attitude
and team work”. A five point likert scale from “strongly agree” to “highly
disagree” was used to measure their response. The responses are recorded
in both tabular form and graphical form. Table & Graph 6.14 showing
usefulness of Training in developing +ve attitude
Agree 39 78
Disagree 02 04
Total 50 100
90
80
70
60
50
40 Column2
30
20
10
0
Interpretation:78% of respondents agree that the training given in the

organization is helpful in developing positive attitude and teamwork. 18% of
respondents partially agree that the training given in the organization is helpful
in positive attitude and teamwork. 4% of respondents are disagreeing that the
training given in the organization is helpful in developing positive attitude and
teamwork.
[60]
RATING OF THE STANDARDS OF IN-HOUSE TRAINERS
Respondents were requested to react to rate the standards of in-house
trainers. A five point likert scale from “Excellent” to “Poor” was used to
measure their response. The responses are recorded in both tabular form and
graphical form. Inferences are arrived from the data.
Particular No. of Respondents Percentage of
Respondents
Excellent 00 00
Very good 02 04
Good 45 90
Satisfactory 03 06
Poor 00 00
Total 50 100
Table & Graph 6.15 showing rating of the standard of In house trainers
120
100
80
60
40
20
0
Excellent Very good Good Satisfactory Poor
Interpretation: 4% of employees say that the standards of in-house trainers

are very good. 90% of employees say that the standards of in-house trainers
are good. 6% of respondents say that the standards of in-house trainers are
satisfactory.
SATIFACTION WITH DURATION OF THE TRAINING PROGRAMME
Respondents were requested to react to the statement that “enough time was
provided to learn about the subject covered in the training”. A five point likert
scale from “strongly agree” to “highly disagree” was used to measure their
[61]
Agree 36 72
Disagree 04 08
Total 50 100
Table & Graph 6.16 showing satisfaction with duration of the training
programme
80
70
60
50
40
Column2
30
20
10
0
Interpretation: 72% of respondents agree that they take training programme

is of sufficient duration. 20% of respondents partially agree that they take
training programme seriously. 8% of respondents feel that the sufficient time
is not provided to learn subject provided in the training programme.
IMPROVEMENT IN PERFORMANCE AFTER TRAINING Respondents were
requested to react to the statement that “the performance has improved after
training”. A five point likert scale from “strongly agree” to “highly disagree” was
Agree 34 68
Disagree 00 00
[62]
Total 50 100
Table & Graph 6.17 showing improvement in performance after training
80
70
60
50
30
20
10
0
Interpretation:28 % employees strongly agree that their performance has

been improved after training. 68% of employees agree that their performance
has been improved after training. 4% of employees partially agree that their
performance has been improved after training.
FEEDBACK ON PERFORMANCE AFETR ATTENDING TRAINING
Respondents were requested to react to the statement that “the feed back on
performance is given after attending training”. A five point likert scale from
“strongly agree” to “highly disagree” was used to measure their response. The
responses are recorded in both tabular form and graphical form. Inferences
are arrived from the data.
Agree 30 60
Disagree 00 00
Total 50 100
Table & Graph 6.18 showing feedback on performance after attending training
[63]
70
60
50
40
Column2
30
20
10
0
Interpretation: 24 % employees strongly agree that the feedback on their

performance is given after attending training. 60% of employees agree that
the feedback on their performance is given afterattending training. 16% of
employees
partially agree that the feedback on their performance is given after attending
training.
SATISFACTION IN THE QUALITY EXISTING TRAINING PROGRAMMES
Respondents were requested to react to the statement that “Are you satisfied
with the quality of the existing training programmes”. A five point likert scale
from “strongly agree” to “highly disagree” was used to measure their
Agree 28 56
Disagree 00 00
Total 50 100
Table & Graph 6.19 showing satisfaction in the Quality existing training
programmes
[64]
70
60
50
40
30
20
10
0
Interpretation: 38 % employees strongly satisfied with the quality of training

programme. 56% of employees are satisfied with the quality of existing
training programme. 6% of employees partially satisfied with the quality of
existing training programme.
[65]
Likert mean scores
Likert Scale adopted A (Strongly Agree) =5, B (Agree) =4, C (Partially agree)
=3, D (Disagree) = 2 , E (Strongly Disagree) =1
Table 6.20 Likert mean scores
Particulars A A B B C C D D E E
% % % % %
Does management of your 11 22 31 62 08 1 00 0 00 00
organization identifies the 6 0
training needs for the
employees?
Do you agree that Training 07 14 33 66 10 2 00 0 00 00
and Development is given 0 0
adequate importance in
M/s.RadiantParenterals Ltd
Do you agree that Senior 00 00 41 82 09 1 00 0 00 00
Managers are eager to help 8 0
their juniors develop through
training?
Is induction training given to 00 00 50 10 00 0 00 0 00 00
newcomers given adequate 0 0 0
importance in your
organization?
Do you agree that training 11 22 34 68 05 1 00 0 00 00
given is realistic, useful and 0 0
based on the business
strategy of the organization?
Do you agree that the training 16 32 27 54 07 1 00 0 00 00
in M/s.RadiantParenterals Ltd 4 0
helps to acquire technical
knowledge and Skills?
Do you agree that there is 12 24 26 52 08 1 04 0 00 00
emphasis on developing 6 8
managerial capabilities of
managerial staff through
training?
Do you agree that Human 00 00 43 86 07 1 00 0 00 00
[66]
relations competencies are 4 0
adequately developed in your
organization through training?
Do you agree that the training 10 20 36 72 04 0 00 0 00 00
and development program 8 0
have increased the skill, ability
talents towards the assigned
job and help in increasing in
quality and productivity of your
work?
Did the training programme 00 00 39 78 09 1 02 0 00 00
helps in development of 8 4
positive attitude and team
work ?
How do you rate the standards 00 00 02 04 45 9 03 0 00 00
of in-house trainers in 0 6
M/s.Radiant Parenterals Ltd?
Do you agree that enough time 00 00 36 72 10 2 04 0 00 00
was provided to learn about 0 8
the subject covered in the
training program?
Your performance has 14 28 34 68 02 0 00 0 00 00
improved after training? 4 0
Any feedback is given on your 12 24 30 60 08 1 00 0 00 00
performance after attending 6 0
the training programmes?
Are you satisfied with the 19 38 28 56 03 0 00 0 00 00
quality of existing training 6 0
programmes
[67]
CHAPTER 6
FINDING AND CONCULSION
[68]
SUMMARY
In the initial chapter, the analysis drawback was delineate and sample size

and knowledge assortment and analysis ways were outlined. The
matter known was “A study on the effectiveness of training and development
with special reference to M/s. RADIANT PARENTERALS LTD”. The
analysis was planned to be conducted by descriptive statistics methodology.
A form was developed exploitation likert scale and used
for knowledge assortment.
In the next chapter, the history of pharmaceutical, Indian medicine market,

growth of exports of Indian pharmaceutical merchandise and
demand offer analysis of pharmaceutical merchandise was disbursed.
In the third chapter, the corporate of profile of M/s. RADIANT

PARENTERALS LTD was studied thoroughly together with the details of
Rekvina group. Operating of assorteddepartments like Production, Marketing,
Quality control and Human Resource The success factors of the firm were
analyzed thoroughly.
In the fourth chapter, the theoretical concepts of HRM, training and

Development, desires and ways of coaching were discussed. The systematic
approach to training and development and therefore the method of
measuring the effectiveness of coaching and development was mentioned.
In the fifth chapter, the information collected through

form was analyzed exploitation share methodology, tabulated and displayed
in by graphical type by exploitation tables and charts. The information was
understood. Likert scale mean was found that indicates the overall
performance of the firm.
During this chapter the findings of the study, suggestions for up the study
more are included. The chapter ends with a conclusion to the study.
[69]
CONCLUSION
After learning and analyzing varied training programmes with in form survey

of the staff of M/s. RADIANT PARENTERALS LTD. a brief summary is
illustrated below.
M/s. RADIANT PARENTERALS LTD has a honest team of workers United

Nations agency has underneath gone coaching and development in on-the-
job methodology. All the respondents are graduates with most of them
conjointly holding their post graduation and technically consummate.
M/s. RADIANT PARENTERALS LTD is equipped with very excellent HRD

team. The impact of the training on the staff of M/s. RADIANT
PARENTERALS LTD is fairly smart and therefore the reason that worker have
positive outlook and they take training seriously.
On-the job training techniques is used to train the staff.. Induction training to
new workers is given adequate importance. Management is giving adequate
importance to develop workersthrough training.
Majority of the staff felt that the standard of training programmes are

respectable, were absolutely helpful to them and training programme has
helped in successful their performance and quality of the work.
Majority of the staffwho have under gone the T & D programmes felt that the
training programme has helped in up their technical skills, social
control talent and human relation competencies.
The quality of in house trainers is found to be satisfactory. Management gives

Feedback frequently on the development of performance of
workers when attending the training programmes.
[70]
SUGGESTION
Many employees felt want for training within the areas of latest technical
developments.
The organization must concentrate a lot of on workers who

aren't happy with the present training methods; they need to be endorsed to
grasp their reasons for not being happy. So that effectiveness are
oftenachieved.
The identification of the training desires ought to be worn

out read of quick dynamical management practices and infrastructure.
A regular measures before and when every educational training program on
level of information,, skills, attitudes and behavior can facilitate to live its
effectiveness a lot of accurately.
The corporate must raise its workers to counsel varieties of trainings

that they assume is a lot of useful in achieving the structure goals. Train the
staff in all areas like personality development, technical training, and
normal operative procedures thereuponthey can handle multi tasks and
balance their pressures.
Employee’s performance level ought to be thought-about for

choosing workers training programs.
Analysisof training programs ought to be done frequently to stay a check on
the constraintsand drawbacks. And make sure the success of training
programs.
[71]
Chapter 8 REFERENCES/
BIBLIOGRAPHY
[72]
REFERENCES AND BIBLIOGRAPHY
1. Deb, Tapomoy (2014). Human Resource Development – Theory

& Practice, AneBooksPvt Ltd, New Delhi
2. Mamoria, C.B. and Rao, V.S.P (2014). Personnel Management (Text
and Cases),30 th Edition, Himalaya Publishing House, Mumbai
3. Agarwala, Tanuja (2007). Strategic Human Resource Management,(1
st Edition), New Delhi,Oxford University Press
4. Business Policy & Strategic Management – Glueck, W.F. &Jauch, L.R.
5. Management – Stoner, Freeman & Gilbert, Jr.
6. Exploring Corporate Strategy – Johnson, G. & Scholes, and K.
7. Research Methods: C. R. Kothari.
8. https://www.linkedin.com/company/rekvina
9. http://shodhganga.inflibnet.ac.in/bitstream/10603/40301/3/chapter
%202
10. google image
[73]
ANNEXURE-1
QUESTIONNAIRE TO STUDY THE EFFECTIVENESS OF TRAINING IN
M/s. Radiant Parenterals Ltd.
Sex : ____________
Age :
o Below 25 yrs
o 25-35yrs
o 35-50yrs
o Above 50yrs
Department: __________________________
Designation: __________________________
Experience:
o Less than 5 yrs
o 5-10 yrs
o 10-15 yrs
o Above 15yrs
1. Do you agree that management of your organization identifies the training
needs for the employees?
A. Strongly agree B. Agree C. Partially agree D. Disagree E. Highly disagree
2. Do you agree that Training and Development is given adequate
importance in
M/s.RadiantParenterals Ltd?
A. Strongly agree B. Agree C. Partially agree D. DisagreeE. Highly disagree
3. Do you agree that Senior Managers in M/s.RadiantParenterals Ltd are
eager to help their juniors develop through training?
4. Is induction training given to newcomers given adequate importance in
your organization?
5. Do you agree that training given in M/s.RadiantParenterals Ltd is realistic,
useful and based on the function of the organization and ?
[74]
6. Do you agree that the training in M/s.RadiantParenterals Ltd helps to
acquire technical knowledge and Skills?
7. Do you agree that there is emphasis on developing managerial capabilities
of managerial staff through training?
8. Do you agree that Human relations competencies are adequately
developed in your organization through training?
9. Do you agree that the training and development program in
M/s.RadiantParenterals Ltd have increased the skill, ability talents towards
the assigned job and help in increasing in quality and productivity of your
work?
10. Does your training program help you in developing positive attitude and
teamwork?
11. How do you rate the standards of in-house trainers in
M/s.RadiantParenterals Ltd?
A. Excellent B. Very Good C. Good D. Satisfactory E. Poor
12. Do you agree that enough time was provided to learn about the subject
covered in the training program?
A. Strongly agree B. Agree C. Partially agree D. DisagreeE. Highly disagree
13. Your performance has improved after training?
14. Any feedback is given on your performance after attending the training
programmes?
A. Continuously B. Frequently C. Sometimes D. Rarely E. Never
15. Are you fully satisfied with the quality and duration of existing training
programmes?
A. Fully Satisfied B. Satisfied C. No opinion D. Partially Satisfied E.
Dissatisfied
[75]

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PROJECT REPORT

“STUDY OF EFFECTIVENESS OF TRAINING AND

Gujarat Technological University

In Partial Fulfillment Of The Requirement Of The Award

Master Of Applied Management (MBA)

(Semester X Of Master Of Applied Management-MAM)

Gujarat technological university

Faculty Guide Company Guide

Enrollment No: 157300585045

Gujarat Technological University

I, Chitrang Shah, the student of GUJARAT TECHNOLOGICAL UNIVERSITY

I, CHITRANG SHAH, hereby declare that theReport for “Project” entitled,

Sr. No. Particulars Page No.

iv. List of Tables / figures/ Charts 6

6 Data analysis and interpretation 46

7 Findings and conclusion 68

India is the largest provider of generic drugs globally. Indian pharmaceutical

India enjoys an important position in the global pharmaceuticals sector. The

Immune Deficiency Syndrome) are supplied by Indian pharmaceutical firms.

1.2 Market Size

The pharmaceutical sector was valued at US$ 33 billion in 2017. The

country’s pharmaceutical industry is expected to expand at a CAGR of 22.4

FY18 (up to 2019). Pharmaceutical exports include bulk drugs, intermediates,

drug formulations, biologicals, Ayush& herbal products and surgical.

India’s domestic pharmaceutical market turnover reached Rs 129,015 crore

bio-agriculture, bio-industry and bioinformatics is expected grow at an

1.3 Investments and Recent Developments

 In February 2019, the Indian pharmaceutical market grew by 10

1.4 Government Initiatives

1.5 Road Ahead

Exports of pharmaceuticals products from India increased from US$6.23

India exported $11.7 billion worth of pharmaceuticals in 2014.Pharmaceutical

Rank Country Value (US$) Share

1.6 OBJECTIVES OF THE STUDY

1.7 SCOPE AND SIGNIFICANCE OF STUDY

thereby to attain the targeted sales.

2.2 CORPORATE VISION

2.5 STATEMENT OF PROBLEM

Kuldeep Sing (2000) has chosen eighty four organization from

Alphonsa V.K. (2000) has conducted coaching climate survey in an

A study conducted by knife Kumar Singh and Subhash Banerjee

A study on “HRD methods at numerous levels in construction

Binna Kandola (2000) has mentioned a number of the difficulties

Logan, J.K (2000) illustrated that retention could be a advanced

Significantly, expert older staff saw the availability of coaching was a

In distinction MNCs, no matter national Content adopt comparable

Radhakrishna, Plank, and Mitchell (2001) studied employing a learning

A study conducted on “Return on investment in Training” by Bettina

In this chapter the ideas of Human Resource Management, coaching

HUMAN RESOURCE MANAGEMENT

Organization is that the method of mixing work that people or teams

The model developed by yankee Society for coaching and

1. coaching and Development

4. Human Resource coming up with

5. choice and Staffing

6. Personnel analysis and data Systems

9. Union/ Labour Relations.

TRAINING AND DEVELOPMENT

The economical operating of a company depends upon potency or

The purpose of coaching is to realize a modification in behavior of

• Knowledge- It helps a tyro to grasp facts, policies, procedures and

• Skills-It helps him to extend his technical and manual potency

• Attitude- It moulds his behavior towards his co-workers and

Training could be a short term method utilizing a scientific and