TRAINING AND DEVELOPMENT IN PARLE

BISCUIT PRIVATE LIMITED

BY
ABHIJEET THAKUR
BBA II SEMESTER VI

FMS-WISDOM
KAZI NAZRUL UNIVERSITY
DATE:- 25.05.2022

Submitted to:- Submitted to:-

Parle Biscuit Pvt.ltd

Miss. MD FAIZAL HAMMAD Mr. SYED FAISAL

HAMMAD
Assistant Professor
WISDOM
KAZI NAZRUL University

1
 ACKNOWLEDGEMENT

I would like to express my acknowledgement to those people, without whose

contribution, support and guidance this report would not have seen the light of the day .I
would like to thank to the respected Dr. for giving this opportunity. Notable among them
are (Plant Head), & who was my project Guide and helped me a lot.
I am also thankful to all other employees of Parle G who had guided me during my
Project.
I am also thankful and would like to express my gratitude to the honourable , and the
entire Institute for giving me a platform to have this wonderful opportunity and being able
to get a glimpse of the Corporate World.

2
 ABSTRACT

The objective of my project is to know the effectiveness of training and development.

Firstly, I have discussed about the training and development i.e. what is training and
development, types, methods and approach etc.

Secondly, I have discussed about the company profile of Parle Biscuit Private limited.

Considered the introduction, company profile, training process of Parle Biscuit.

The analysis have been done through the process of filling the questionnaire, to know
exactly what the employees feels about the company training and development programs.

A sample size of 50 respondents was taken. Secondary data from various sources like
magazines, internet etc was also collected. The findings showed that the 70% employees
are satisfied with the programs of training and development what they provide to them.
At the end the research was limited due to small sample size, small sample area and time
constraints.

3
TABLE OF CONTENT
Acknowledgement 2

Abstract 3
1. Introduction:-
1.1 About the topic 5-10
1.2 About the company 11-15
1.3 Objectives of the study 16
Review of literature 17
Research Methodology 18
Data Analysis 19-32
Findings of Study 33
Recommendation /Suggestion 34
Conclusion 35
Questionnaire 36-38
Bibliography 39

4
 INTRODUCTION

Training and Development

Improving business performance is journey, not a decision. Business performance rises
and falls with the flow of human performance.
HR professional lead the search for ways to enhance the effectiveness of the employees in
their jobs today and prepare them for tomorrow. Over the years training programmes have
been grown into corporate with these goals into mind. Training programmes should
enhance the performance and enrich the contribution of the workforce. The ultimate goal
of the training is to develop appropriate talent in the workforce internally.
In India training, as an activity, has been going on as a distinct field with its own roles,
structure and budgets, but it is still young, this field is however expanding fast but
controversy seems to envelop any attempt to find benefits commensurate with the
escalating costs of the training.
Training has made significant contribution to development of all kinds.
Training is essential: doubts arise over its contribution in practice.
Complaints are growing over its ineffectiveness and waste.
The training cost and apparatus have multiplied but not benefits.
Dissatisfaction persists and growing at the working level where the benefits of the
training should show up most clearly.
Training is neither a panacea for all ills nor it’s a waste of time. What is required is an
inside vision into what training can or can’t do and skills in designing and carrying out
training effectively and economically.
Search light of enquire may make the task and challenges stand out too starkly and too
simply. Using experience with training in India and other developing countries has this
advantage at the similar risk.
The contribution, that training can make development, is needed accurately and
obviously. At the same time limit resources available in these countries make this
contribution had to come by. These lines are sharply drawn on the one hand, no promise
can be ignored, and on the other hand no waste is permissible.

5
3.2 CONCEPTUAL FRAMEWORK

Training refers to the acquisition of knowledge, skills, and attitudes as a result of the
training of vocational or practical skills and knowledge that relates to specific useful
skills. It forms the core of apprenticeship and provides the backbone of content at
technical colleges and polytechnic’s. Today it is often of content to as professional
development. Physical training is more mechanistic: planned suites of regimes develop
specific skills or muscles with a view to peaking at a particular time. A specialized field
of training often used in sports is autogenic training. Another type of training is fratek
training which is a flexible training type which can be adapted to suit almost any athlete.
Training & development is the field concerned with work place learning to improve
performance. Such training can be generally categorized as on-the-job or off-the-job. On-
the-job describes training that is given in a normal working situation, using the actual
tools, equipment, documents or materials that they will use when fully trained. On –the-
job training from is usually most effective for vocational work. Off – the- job training
takes place away from normal work situation, which means that the employee is not
regarded as productive worker when training is taking place. An advantage of off- the-
job training is that it allows people to get away from work and totally concentrate on the
training being given. This is most effective for training attitudes, concepts, and ideas.
Once the desired abilities have been learned, ongoing training means to drill and keep in
shape in case of development orders.

NEED FOR BASIC PURPOSE OF TRAINING

 To increase productivity.
 To improve quality.
 To improve organization climate.
 To improve health and safety.
 Obsolescence prevention.
 There are many approaches of training’

6
Types of training

1) Skills Training: the need for training in basic skills (such as reading, writing,
computing, speaking, listening, problem solving, managing oneself, knowing how
to learn, working as a part of a team, leading others).
2) Refresher Training: Rapid changes in technology may force companies to go
in for this kind of training. It is conducted at regular intervals by taking the help of
outside consultants who specialize in a particular descriptive.
3) Cross-functional Training: This training involves training employees to
perform operations in areas other than their assigned job. It has following
benefits:
 Workers gain rich experience in handling diverse jobs.
 They can better engineer their own carrier paths.

4) Team Training: The training basically throws light on:

 How members should communicate to each other.

 How they have to cooperate and get ahead.
 How they should deal with conflict situation.

4) Creativity Training: Here we describe through flow chart how training

makes more creativity

7
Training Methods

Training methods are usually classified by the location of instruction. Some of the widely

Used training methods are listed below:

1) Job Instruction Training (JIT): JIT is developed during II world war. It include
preparation, presentation & performance. The steps followed in the JIT methods
are:
 The trainee receives an overview of the job, purpose and also clear focus
on the relevance of training.
 The trainee demonstration the job to handle it properly.
 Employee does the job independently without supervision.
 Trainee learns fast through practice and observation.
 It is economical does not require any special setting.
 It is most suitable for unskilled and semi- skilled jobs.
2) Coaching: coaching is a kind of daily training and feedback given to employees
by immediate supervisors. Coaching can be implemented when:
 An employee demonstrates a new competency.
 An employee expresses interest in a different job.
 An employee seeks feedback.
 An employee is an expressing low morale, violating company policies or
practices or having performance problems.
3) Mentoring : mentoring is a process whereby senior employees of the
organization, acting as mentors, take under their wings new recurits or other
junior organizational members and imparts them their experience, knowledge,
wisdom, values etc.
4) Job Rotation: This kind of training involves the movement of trainee from one
job to another. This helps to have a general understanding of how the
organizational functions. The purpose of the job rotation is to provide trainees
with a larger organizational perspective and a greater understanding of different
functional areas as well as better sense of their own carrier objective and interest.

8
 5) Apprenticeship Training: Most craft workers such as plumbers and carpenters
and trained through formal apprenticeship programmers.
Apprentices are trainees who spend a prescribed amount of time working with an
experienced guide, coach of trainee.
6) Committee Assignment: In this method, trainees are asked to solve an actual
organization problems. The trainees have to work together and offer solution
to the problem. It is a cost effective method.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVELOPMENT.

 TRADITIONAL APPROACH - Most of the oragnizations before never used to

believe in training. They were holding the traditional views that managers
are born and not made. There were also some views that training is a very
costly affair and not worth. Organizations used to believe more in executive
pinching. But now the scenario seems to be changing. The modern approach of
training and development is that Indian Organizations have realized the
importance of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian Industry has been
changed to create a smarter workforce and yield the best results.

9
TRAINING AND DEVELOPMENT OBJECTIVES:

The principal objectives of training and development divisions is to make sure the
availability of a skilled and willing work force to an organization. In addition to
that, there are four other objectives: Individual, organizational, Functional, and
Societal.

Individual Objectives - helps employees in achieving their personal goals,

which in turns enhances the individual contribution to an organization.

Organizational Objectives - assist the organization with its primary objectives

by bringing individual effectiveness.

Functional Objectives - maintain the department’s contribution at a level suitable

to the organization’s needs.

Societal Objectives - ensures that an organization is ethically and socially

responsible to the needs and challenges of the society.

10
 INTRODUCTION

COMPANY PROFILE

ABOUT THE COMPANY UNIT IN SITARGANJ:-

Work started on: - Jan 2007

Commercial production started on: - 20 June 2008

IST product: - Parle-G

PARLE LEGACY OR HISTORY

Parle products fame and familiarity is undeniable. Considering its extensive reach, the
brand Parle is known and recognized by everyone.
Over the years, Parle sweets and biscuits have become a household name from kids to
adult. Everyone loves and cherishes these treats. It gives us great pleasure to see our
consumers enjoy and embrace Parle products on daily basis. Our confectioners and chefs
have the utmost authority at Parle. Had it not been so, the beginning of Parle would have
been quite different.
In 1929, a small company by the name of Parle products emerged in British dominated
India. The goal was to spread joy and cheer to adult and children alike, all over the
country with its sweets and candies.
Although, the company knew that it wouldn’t be an easy task they decided to take the
brave step. A small factory was setup in the suburbs of Mumbai to manufacture biscuits
as well. Since then, the Parle name has spread in all direction and has won international
fame.
Parle has been sweetening the lives of pupil all over India and abroad.

11
PRODUCT PROFILE IN SITARGANJ PLANT:-

PARLE-G BISCUITS
Every nation’s dreams of a better tomorrow. And every nations tomorrow lies in the
hands of its children; the young stars who shape the future of the nations. So it’s
important to nourish these young stars, after all it’s a question of the nation’s future.
Filled with the goodness of milk and wheat, Parle-G is a source of all round nourishment.
Treat yourself to pack of yummy Parle-G biscuits to experience what has nurtured and
strengthened millions of people for over 70 years. A meal is substitute for some and a
tasty and healthy snack for many others. Consumed by some for the value it offers, and
many others for its taste. Whatever the occasion, it has always been around as an instant
source of nourishment. Little wonder that it’s the largest selling biscuits brand in the
world.

AVAILABLE IN VARIOUS PRICES (IN RS.)

2,3,5,10,20

CORE VALUES
An in-depth understanding of the Indian consumer psyche has helped Parle develop a
marketing philosophy that reflects the needs of the Indian masses. With products created
bearing in mind both health and taste, Parle products equally appeals to the fun lovings
kids and youth.
Even today, the great tradition of taste and nutrition is consistent in every Parle on the
store shelves. The value for money positioning allows people from all classes and groups
to enjoy Parle products.

AWARDS
Since the first entry at the monde selection was in 1971. Parle products have been
shinning with gold and silvers consistently. Monde selections an international institute for
assessing the quality of goods. Currently it is the oldest and most respected organization
in the field of selecting quality foods worldwide.

12
HUMAN RESOURCES

1) PEOPLE PRESPECTIVE IS IMPORTANT

2) EMPLOYEE ORIENTED
3) CONTINUOUSLY MOTIVATED
4) TRAIN & DEVELOP THE WORKFORCE

Process of Training and Development in Parle

In PARLE BISCUITS PVT LTD training & development activities assumes a
significant place. The management is deeply interested in developing their people
through this tool in effective manner. All training & development activities are
quite exhaustive in nature and are carefully woven exercises. Utmost care is taken
to make this process effective.
Following are the steps that are taken with respect to training & development in
PARLE.

PERFORMANCE APPRAISAL +
KEY RESULT AREA


TRAINING NEEDS


CALENDER FOR SIX MONTHS

1) Identification of training needs:-

At beginning of calendar year (April to march), the HRD department sends a
format having the list of employees and the list of topic/subjects to all the HOD
for identification of training needs of each every employee of their department
section. The topics/ subjects include technical, behavioral fire &safety and some
other general topics etc.

13
 The HOD in consultation with shop floor in charge and supervisors identify the
actual training needs of their department employees for next years. After
mentoring the training needs in front of the employees, the department sends back
it to HRD department, who prepare final identification list. This final
identification list is signed by respective department head and sectional head. One
copy of the list remains with the concern department and one is recorded at the
HRD department.

2) Analysis of training needs:-

After receiving the training needs identification list from different department
HRD department analyses the training needs and find out how many employees
needs training on a particular subject. Thus for each &every topic number of
identified employees are known, so it becomes easier to prepare training
programmes for coming year/ month.

3) Preparation of Annual Calendar:-

After analyzing the training needs identified by different department. It becomes
clear that how many participants are identified for each subjects. On the basis of
this analysis HRD department makes a planned schedule to conduct the training
calendar.

4) Monthly Calendar
Once the annual calendar is prepared it is further broken into monthly training
calendar. This monthly calendar depicts the day and date of the training program,
name of the trainer, topic, time and category of the participants.

On the job training

Training on technical subjects is given on the job site, all the related paper given
to the trainer by the HRD department received back at the end of the month for
records.

Off the job training

14
 HRD makes arrangements for the workers and staff to attend the seminars or
training programmers organized by external agencies in different location, cities
etc.
Those who attend such seminars or training programmers after returning back,
they submit an outside training report on a outside report training form&
submitted the booklet or any literature which they received in seminars to
companies, most of the time after conducting the training programmers they share
their knowledge with seniors and colleagues and deliver the tips which they noted
down in the seminars.

OBJECTIVES OF THE STUDY

1. To understand and appreciate the training system in an organizational context.

2. To understand the existing training method in the organization.
3. To take the feedback from the employees on the training programme.
4. To find the problem if any the system.
5. To suggest the method if any improvement is needed.
6. To gather information on training needs and identification.
7. To study the process of training in the Parle Biscuit Private Limited.

15
 REVIEW OF LITERATURE

A review of literature on evaluation of training was conducted to identify methods of

effectiveness evaluation for training programs. Five definitions of evaluation were
identified in the literature.

Kirkpatrick, 1971

Kirkpatrick’s first level of measurement, reaction, is defined as how well the trainees
liked the training program. The second measurement level, learning, is designated as
the determination of what knowledge, attitudes, and skills were learned in the
training. The third measurement level is defined as behaviour. Behaviour outlines a
relationship of learning (the previous measurement level) to the actualization of
doing. Kirkpatrick recognized a big difference between knowing principles and
techniques and using those principles and techniques on the job. The fourth
measurement level, results, is the expected outcomes of most educational training
programs such as reduced costs, reduced turnover and absenteeism, reduced
grievances, improved profits or morale, and increased quality and quantity of
production.

Paquet, Kasl, Weinstein, & Waite, 1987

One study was found by a major corporation that measured change in productivity
and ROI of a training program. CIGNA Corporation’s corporate management
development and training department, which provides training for employees of
CIGNA Corporation’s operating subsidiaries, initiated an evaluation program to prove
management training made a business contribution. The research question posed was,
“Does management training result in improved productivity in the manager’s
workplace?” The team conducting the research identified that data collection needed
to be built into the training program for optimal data gathering. If managers could use
the evaluation data for their own benefit as part of their training, they would be more
likely to cooperate.

16
 RESEARCH METHODOLOGY

Meaning of research
Research is the process of defining and re-defining problems formulating the different
hypothesis with suggested solutions by collecting, summarizing, organizing and
evaluating different data’s by thus reaching on solutions with careful testing. Research in
common means which refers to search for knowledge
.
1. Data used in study
The data collected for the purpose of the study has been collected from two main sources;
they are primary data and secondary data.
1.1 Primary data
The primary data will be collected through a Questionnaire and personal interaction. The
data will be collected through questionnaire method because exact and first –hand
information can be gained. This is more helpful rather than adopting any other method.
Primary data is collected from the following sources:-

 Personal observation
 Discuss with personal concerned with HR department
 Questionnaire

1.2 Secondary data

The secondary data comprises of information from internal records of the organization,
text book, journals, and various literature available in and outside of the corporation,
presentation reports on various topics, standing orders. By way of caution the researchers
before using secondary data, must see that they possess following characteristics.
 Reliability of data.
 Suitability of data.
 Adequacy of data.

This is data which is already available, published or unpublished and is collected from the
company records and manuals which are maintained by it.

17
 ANALYSIS

Q.1 what type of training you ar provided?

1. Motivational 26
2. Personality Development 10
3. Health related 04
4. Technical 10
5. All 50

Number of Employees

Motivational
26%
All
50%
Personality Devel-
opment
10%
Health Related
4%
Technical
10%

Interpretation: According to chart motivational training is given to 26% person, 10%

are provided with personality training, health related training is given to 4%, technical is
given to 10% and 50% are provided all of these. Thus we can say that half of the
employees are provided all training.

18
Q.2 Was the training provided to you was external or internal ?

1. Internal 18
2. External 20
3. Both 62

Internal
18%

External
20%
Both
62%

Interpretation : 18% of employees are only given training by internal trainer whereas
20% are given training by external trainer. And remaining 62% are given both external
and internal.

19
Q.3 Is the training given to you was according to your needs?

1`. Yes 78
2. No 06
3. Often 16

Often
16%

No
6%

Yes
78%

Interpretation : According to the chart 78% of employees are given training according
to their needs, 6% are not given training according to their needs whereas 16% are often
given training according to their needs. Thus we can say that performance appraisal
should be done in more detailed way.

20
Q.4 Do you feel that the contents of the training programmes are sufficient for the
through understanding of the topic?

1. Yes 80

2.. No 8

3. Often 12

Number Of Employees

Often
12%
No
8%

Yes
80%

Interpretation: According to the chart 80% of the employees feel contents of the training
are sufficient for through understanding of the topic, 8% do not feel so and remaining
12% often feel satisfied with the contents of the training.

21
Q.5 How often do you give your opinions / suggestions about the training programmes
you have attended?

1. Always 84
2. Often 16
3. Never 0

Often
16%

Always
84%

Interpretation : According to the chart, 84% employees agree with that they have given
opinion / suggestion about training programmes, and only 16% says often they have given
suggestion and 0% says. Thus this represent employees generally given their suggestions.

22
Q.6 After getting training do you feel there is change in your work, nature or not?

1. Yes 82
2. No 6
3. Often 12

Often
12%
No
6%

Yes
82%

Interpretations: According to the chart 82% employees agree that there is change in
their work, 6% says that there is no change in their work or nature and 12% say often
there is change in work or their nature.

23
Q.7 Are you provided training in computer outside the company also?

1. In the company 14
2. Outside the company 10
3. Both 76

In the Company
14%

Outside the
Company
10%

Both
76%

Interpretation: According to the chart 14% employees says that they are given training
in the company 10% says that they are given training outside the company and 76% are
given training both in the company and outside the company.

24
Q.8 Do you feel the training programmes help you to understand better for your jobs?

1. Yes 90
2. Often 6
3. Never 4

Never
Often 4%
6%

Yes
90%

Interpretation : According to the chart 90% employees says that the training
programmes helps them to understand their job,4% says they do not understand their job
better from the training programmes, 6% says they are often able to understand their job
better.

25
Q.9 Is there adequate emphasis on development managerial capabilities of the managerial
staff through training?

1. Very little 12
2. Moderately 20
3. A lot 68

Very little
12%

Moderately
20%

A lot
68%

Interpretation:- According to the chart 12% feel very little regarding developing
managerial capabilities of the managerial staff through training 20% moderately feels that
adequate on developing managerial capabilities and 68% feels that training emphasis on
developing managerial capabilities.

26
Q.10 Training helps employees to achieve a greater appreciation of how to become better
organised carryout work more effectively?

1. Very little 4
2. Moderately 16
3. A lot 80

Moderately Very little A lot

16%

4%

80%

Interpretation:- 80% of employees feels that training helps them to achieve greater
appreciation of how to become better organised and carry out work more effectively, 16%
feels they are moderately helped by training in better organised and carrying out work and
4% says very little thus should be looked upon.

27
Q.11 Management is eager to help their employees to develop through training?

1. Very little 08
2. Moderately 12
3. A lot 80

Very little Moderately

8% 12%

A lot
80%

Interpretation: - 80% of the employees says that they are helped by management to
development through training, 12% says that they are moderately helped by management
and 08% says that management is very little eager to help their employees to develop
through training.

28
Q.12 How many are satisfied with the training provided to you?

1. Very little 4
2. Moderately 26
3. A lot 70

Very little
Moderately
A lot

Interpretation: - According to the chart 4% of employees are very little satisfied with the
training , 26% employees are moderately satisfied and 70% employees are satisfied a lot.
Thus there is requirement no more improvement to be made in the training programmes.

29
Q.13 Do you feel comfortable with the way of training of the trainer?

1 Always 50
.
2 Often 38
.
3 Seldom 8
.
4 Never 4
.

Chart Title
Always Often Seldom Never

4%
8%

50%
38%

Interpretation:- 50% of the employees feel comfortable with the ways of training of the
trainer, 38% are often comfortable, 8% are seldom comfortable, and 4% are never
comfortable , thus this should be looked upon.

30
Q.14 Are you informed well in advance about the relevant details of training programmes
by your senior?

1. Always 72
2. Often 18
3. Seldom 6
4. Never 4

Never
Seldom 4%
6%

Often
18%

Always
72%

Interpretation:- 72% are always informed well in advance about the relevant details of
the training programmes by the seniors, 18% are often informed , 6% are seldom
informed and 4% are never informed well in advance.

31
 FINDINGS

 50% are provided all types of training.

 62% are given both external and internal.
 78% of employees are given training according to their needs.
 80% of the employees feel contents of the training are sufficient for through
understanding of the topic.
 84% employees agree with that they have given opinion / suggestion about
training programmers.
 82% employees agree that there is change in their work.
 76% are given training both in the company and outside the company.
 90% employees says that the training programmers helps them to understand their
job.
 68% feels that training emphasis on developing managerial capabilities.
 80% of employees feel that training helps them to achieve greater appreciation of
how to become better organized and carry out work more effectively.
 80% of the employees say that they are helped by management to development
through training.
 50% of the employees feel comfortable with the ways of training of the trainer.
 72% are always informed well in advance about the relevant details of the training
programmers by the seniors.

 LIMITATION :-
 The study would be limited to the employees of Parle Biscuit Pvt ltd, Sitarganj.
 Due to the time available the important aspects are only highlighted in the present
respect.

32
 RECOMMENDATION & SUGGESTIONS

Following suggestion can be made to improve the effectiveness of the services.

 Required level of effective service should be given to employees. It must

stress the need for more disciplined work habits and make it clear that simple
mistakes can create consequences in other areas. But a good service can
encourage the employees for doing hard work.
 Everyone must become familiar with new roles , revised processes, and new
control mechanisms,
 They should be familiar with the employees and they should not play hard to
reach.
 Feedback of the employees should be addressed properly.
 They should take customer feedback of the employees regularly and act upon
their suggestion. And if there is any compliant they should solve it very soon
otherwise the dissatisfaction of the employees can increase.
 Rather conducting these kinds of surveys on quarterly basis it has to be
conducted 3 times a year for more accurate results and conclusion so that
comparison can be easily done with the employees previous results.

33
 CONCLUSION

A structured training and development system should be introduced. Some suitable and
reliable person should be given responsibilities for implementing the programs.

Training and development programmes in Parle are relevant and effective in preparing the
employees for the job they do as well as keeping them appraise with new technology in
this competitive era.

Training facilities were perceived by the respondents to be quite adequate. The training
was relevant and effective in terms of the job performed by the managers.

Training and development programmes undergone by the management staff improve

performance and effectiveness of employees.

34
 QUESTIONNAIRE

Q.1) What type of training you are provided?

1) Motivational

2) Personality development

3) Health related issues

4) If any other, please specify…

Q.2) Was the training provided to you was external or internal?

1) Internal

2) External

3) Both

Q.3) Is the training given to you was according to your needs?

1) Yes

2) No

3) Often

Q.4) Do you feel that the contents of the training programmes are sufficient for the
through understanding of the topic?

1) Yes
35
 2) No

3) Often

Q.5) How often do you give your opinions / suggestions about the training programmes
you have attended?

1) Always

2) Often

3) Never

Q.6) After getting training do you feel there is change in your work, nature or not?

1) Yes

2) No

3) Often

Q.7) Are you provided training in computer outside the company also?

1) Company

2) Outside the company

3) Both

Q.8) Do you feel the training programmes help you to understand better your jobs?

1) Yes

2) Often

3) Never

36
Q.9) Is there adequate emphasis on development managerial capabilities of the
managerial staff through training?

1) Very little

2) Moderately

3) A lot

Q.10) Training helps employees to achieve a greater appreciation of how to become better
organised carryout work more effectively?

1) Very little

2) Moderately

3) A lot

Q.11) Management is eager to help their employees to develop through training?

1) Very little

2) Moderately

3) A lot

Q.12) How many are satisfied with the training provided to you?

1) Very little

2) Moderately

3) A lot

Q.13) Do you feel comfortable with the way of training of the trainer?

1) Always

2) Often

3) Seldom

4) Never

37
Q.14) Are you informed well in advance about the relevant details of training
programmes by your senior?

1) Always

2) Often

3) Seldom

4) Never

BIBLIOGRAPHY

BOOKS-

 Gupta, C.B, Human Resource Management, 2000, New Delhi, Sultan Chan &
Sons.
 “Research methodology” Kothari C.R. 1999 “New Delhi”, Wiley Eastern Ltd.
 Gary Dressler, Bijou Varkkey, Human Resource Management.

Web Sites:-

 www.parleproductpvt.ltd.com
 www.questia.com
 www.wikipedia.com/
 www.final-yearproject.com

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