INTRODUCTION

Training can be introduced simply as a process of assisting a person for enhancing his efficiency and
effectiveness to a particular work area by getting more knowledge and practices. Also training is important to
establish specific skills, abilities and knowledge to an employee. For an organization, training and development
are important as well as organizational growth, because the organizational growth and profit are also dependent
on the training. But the training is not a core of organizational development. It is a function of the
organizational development.

In the field of Human Resources Management, Training and Development is the field concern with
organizational activities which are aimed to better individual and group performances in organizational settings.
It has been known by many names in the field HRM, such as employee development, human resources
development, learning and development etc. Training is really developing employee’s capacities through
learning and practicing.

Training and Development is the framework for helping employees to develop their personal and
organizational skills, knowledge and abilities. The focus of all aspects of Human Resource Development is on
developing the most superior workforce so that the organization and individual employees can accomplish their
work goals in service to customers.

All employees want to be valuable and remain competitive in the labour market at all times, because they
make some demand for employees in the labour market. This can only be achieved through employee training
and development. Hence employees have a chance to negotiate as well as employer has a good opportunity to
select most suitable person for his vacancy. Employees will always want to develop career-enhancing skills,
which will always lead to employee motivation. There is no doubt that a well trained and developed staff will be
a valuable asset to the company and thereby increasing the chances of his efficiency in discharging his or her
duties.

TRAINING:
Training is the process of teaching the employees about the basic skills required for the job. Every
organization needs well trained and experienced people to perform the activities that have to be done. Once the
employees have been recruited and selected, the next step involved in HR process which transforms them to

1
meet the future requirements of the organization. These transformations may be done in the form of training is
the act of increasing skills, knowledge and abilities of an employee to perform his/her job actively.
Thus, training refers to the teaching and learning activities of the new employees in an organization to
acquire required knowledge, skills and attitudes to perform their jobs effectively and efficiently.
Training is the act of increasing the knowledge and skills of an employee for doing a particular job.
Training is any process by which the attitudes, skills, and abilities of employees to perform specific jobs
are improved.

Characteristics of training:

Learning Objectives:

Effective training programs answer your employee’s question of "Why am I taking this program?" The design
of every training program must begin with learning objectives. Instructional designers need to create their
programs with specific objectives that their trainees must accomplish.

Involvement:

An effective characteristics of all good training programmes is an active involvement for all participants. Adults
need to be a part of their training, and a good training programmes has frequent exercises built into it. Practice
sessions at the end of each training module are a good way to involve your trainees.

Opportunity to Share Experiences:

Adults bring a lot of experience to your training programmes. Effective training programmes use this
experience frequently and allow ample opportunity for everyone to share their experiences. Design your
training programmes so that new concepts can be discussed and reviewed. Adults want to add these new skills
to what they have experienced in the past and build on that knowledge. For true learning to take place, trainees
need time to reflect on what they have just learned and then discover how to apply it back on the job.

Make it Fun:

Effective training programmes make learning fun as often as possible. Allow laughter into your learning, and
design games and practice opportunities that create time for the participants to enjoy what they are doing.
Creative and fun activities can be designed into your training programs, and your employees will remember and
apply the training long after the workshop is completed.
2
IDENTIFICATION OF TRAINING NEEDS:

Recruited and selected employees don’t have knowledge, skill and abilities to perform work. So, every
organization should provide the training period to the employees. The employees needs the training for their
new jobs. According to Mc.Ghee and Thayer’s model, the identification of training needs consists of the
following three components,
1. Organizational analysis
2. Task analysis
3. Man analysis

ORGANIZATIONAL ANALYSIS:
The organizational analysis involves complete analysis of organizational structure, objectives, culture,
decision-making, resource allocation.
TASK ANALYSIS:
This task analysis involves information about the various components of jobs and their performance.

Almost all jobs have an expected standard performance.

MAN ANALYSIS:
The main aim of man analysis, is to focus on employee, his skills, abilities, knowledge and attitude.
STEPS INVOLVED IN CONDUCTING A TRAINING PROGRAMME:
According to this programme, the major steps in training procedure are:
1. Preparing the instructor/trainer
2. Preparing the trainee/learner
3. Getting ready for the instructor to teach
4. Presenting the operation
5. Trying out the trainee’s performance
6. Follow-up
REQUIREMENTS OF AN EFFECTIVE TRAINING PROGRAMME:
 Determine the performance standards.
 Selecting appropriate training methods.
 Making adequate budget plan.

3
 Trained staff is the most valuable asset of an organization. So, every organization irrespective of its nature
should provide training to all of its personnel in order to meet the challenges of survival and growth. The need
for training arises due to the following reasons.

a)To bridge the gap between employee specifications and job and organizational requirements:
An employee’s present specifications may not exactly meet the organization requirements irrespective of
his past experience, knowledge, skills, qualifications etc. for this reason the management identifies the
differences or gaps between employee specifications, job and organizational requirements. Training is required
to bridge these gaps by developing and moulding the employee skills and abilities in tune with organizational
requirements.

b) Organizational viability and the Change process:

In order to survive and grow, the organization must continuously adopt to the changing environment.
For this purpose, it should upgrade its capabilities by conducting training programmes which foster the
initiative and creativity of employees and help them to prevent the obsolescence of skills.

c) Changing technology:
As technology is changing very fast, an organization in order to be effective should adopt the latest
technologies like mechanization, Computerization and automation. Increasing use of latest technologies and
techniques require good training for this purpose the organization should train the employees to enrich them in
the areas of changing technical skills and knowledge.

d) Internal mobility:
Training also become necessary when there is internal mobility i.e., when an employee is promoted or when
there is some new job or occupation to performed due to transfer. When an employee is chosen for higher level
jobs, he/she should be trained before assigning the responsibilities.

e) Sound human relations: As the approach to HRM has shifted from commodity approach to the partnership
approach beyond human relations approach, management has to maintain sound human relations in addition to
maintaining harmonious industrial relations. So, training in human relations is necessary to deal with problems
like transfer, interpersonal and inter group conflicts and maintain sound human relation.

4
METHODS OF TRAINING:
There are various methods of training, which can be divided in to cognitive and behavioural methods. Trainers
need to understand the pros and cons of each method, also its impact on trainees keeping their background and
skills in mind before giving training.

COGNITIVE METHODS:
Cognitive methods are more of giving theoretical training to the trainees. The various methods under
Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate
relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by
stimulating learning. The various methods are:
 LECTURES
 DEMONSTRATIONS
 DISCUSSIONS
 COMPUTER BASED TRAINING (CBT):
 INTELLEGENT TUTORIAL SYSTEM(ITS)
 PROGRAMMED INSTRUCTION (PI)
 VIRTUAL REALITY

BEHAVIOURAL METHODS:

Behavioural methods are more of giving practical training to the trainees. The various methods under
Behavioural approach allow the trainee to behavior in a real fashion. These methods are best used for skill
development. The various methods that come under Behavioural approach are:
GAMES AND SIMULATIONS
BEHAVIOUR-MODELING
BUSINESS GAMES
CASE STUDIES
EQUIPMENT STIMULATORS

Both the methods can be used effectively to change attitudes, but through different means. Another Method
is MANAGEMENT DEVELOPMENT METHOD.

5
MANAGEMENT DEVELOPMENT :
The more future oriented method and more concerned with education of the employees. To become a better
performer by education implies that management development activities attempt to instill sound reasoning
processes.
Management development method is further divided into two parts:
ON- THE- JOB TRAINING –
The development of a manager's abilities can take place on the job. The four techniques for on the job
development are:
 COACHING
 MENTORING
 JOB ROTATION
 JOB INSTRUCTION TECHNIQUE (JIT)

OFF- THE-JOB TRAINING –

There are many management development techniques that an employee can take in off the job. The few popular
methods are:

 SENSITIVITY TRAINING
 TRANSACTIONAL ANALYSIS
 STRAIGHT LECTURES/ LECTURES
 SIMULATION EXERCISES

DEVELOPMENT:

 The systematic use of scientific and technical knowledge to meet specific

objectives or requirements.
 An extension of the theoretical or practical aspects of a concept, design, discovery, or invention.
 The process of economic and social transformation that is based on complex cultural and
environmental factors and their interactions.
 The process of adding improvements to a parcel of land, such as grading, subdivisions, drainage,
access, roads, utilities.
 Development is a complex issue, with many different and sometimes contentious definitions. A
basic perspective equates development with economic growth.

6
Characteristics of Development:
1. multi-directional
2. multi-context
3. multi-cultural
4. multi-disciplinary
5. Plasticity

Methods of development:

Narration:
A narrative paragraph or essay:

Tells a story. Explains how something happened. Generally, when writing a narrative paragraph you will

usually relate events in the order in which they occurred. Your topic sentence should identify the situation or

event and prepare the reader for a story. An effective narrative is more than just a chronological run through of

the things that happen to you in a typical day. It should contain some element of drama and tension.

Process (also called how to, time order, process analysis):

A process paragraph or essay:

Explains how to do something in a series of steps. Explains how something works. Process writing need not be

limited to concrete practical subjects such as building a doghouse or installing drywall. A process paragraph or

essay might tell you how to plan a budget for holiday, preparation for final exams. Pick a subject you know

about and explain the process in logical steps.

Classification:
A classification paragraph or essay:

Explains a subject by dividing into types or categories. Although we may not think about it much, we are

constantly classifying things by breaking them into types, groups or categories. By classifying things, we
7
better understand the distinct qualities of two subjects in the same general group. If we are shopping for a new

bicycle, we have probably gone through a process of classification.

Division:
A division paragraph or essay:

Explains a subject by dividing it into its essential parts. Division is sometimes confused with classification, but

it works a little differently. For example, if you were classifying restaurants, you might group them into fast

food, ethnic, family, and gourmet. Approaching the subject of restaurants with a view to developing your essay

through division, you would look at the qualities or the parts of a good restaurant such as food, service and

atmosphere.

Comparison and Contrast:

A comparison and contrast paragraph or essay:

Explains how two subjects are similar or different. In our daily lives we constantly make comparisons. We

compare breakfast, serials, TV shows, teachers, music, girlfriends, jobs, etc. In fact we compare

almost everything to something else. Then we make choices about what we like or don't like and about what we

want or definitely don't want.

8
Scope of the study:

This study covers all aspects of training and development programmes in Creamline Dairy
Products Limited (CDPL). This study covers the New Manager response towards the training
programmes in the organization.

OBJECTIVES OF THE STUDY:

 To analyze and examine the effectiveness of training and development
programmes in Creamline Dairy Products Limited (CDPL).

 To assess how often training programmes are conducted and how much are the
employees satisfied.

 To study to what extent the training programmers are applicable to their jobs.

 To study the employee’s opinion on the training and development in

Creamline Dairy Products Limited (CDPL).

 To study the necessity of Training and Development in organization.

METHODOLOGY:
The methodology followed for collection, analysis under interpretation of data in

explained below.

1. Data collection method:

Primary data:

It is collected through the questionnaire, a formalized instrument of asking information

directly from respondent demographic characteristics, attitude, belief and feelings through
personal contacts. Structured and on disguised from of questionnaire is used and consists of
multiple choice questions. The data is collected from the personal interviews, personal
interactions.
9
Secondary data:

Internal secondary data about the Creamline Dairy included formal data, which is
generated within the organization itself, were obtained through concerned head in the
organization. External secondary data generated by source the organization was used such as
public available data provided by the reports of the companies. All this information is of great
importance and conceptualizes and illuminates the core of the study. The data is collected from
the journals.
2. SAMPLE DESIGN:

a) Sampling unit: the study is directed towards the executive of managerial level.

b) Sample size: sample size of 40 is taken in this study.

3. DATA ANALYSIS:

Simple analysis method is followed for analyzing the data pertaining to different
dimensions of employees. Simple statistical data like percentage are used in the interpretation
of data pertaining to the study. The results are illustrated by means of pie charts.

LIMITATION OF THE STUDY:

 Due to constraint of time and resources, the study was conducted in the regional sector

as Creamline Dairy and the results of the study cannot be generated.

 The accuracy of the analysis and conclusion drawn entirely depends upon the reliability

of the information provided by the employees.

 Sincere efforts were made to cover maximum departments of the employees, but the

study may not fully reflect the entire opinion of the employees.

10
 Statistical tools used

Percentage method:
Percentage method is used in making comparison between two or more series of data. This
is used to describe relationship.
Percentage of respondents = No of respondents x 100
Total respondents

The method of study followed in this project (in brief):

Sample size : 40
Data collection method : Primary and Secondary.
Duration of study : 45 days.
Analysis : Through percentage method.

11
 INDUSTRY PROFILE

Dairy:

A dairy is a facility for the extraction and processing of animal milk, mostly from cows or
goats, but also from buffalo, sheep, horses or camels, for human consumption. Typically it is a
farm (dairy farm) or section of a farm that is concerned with the production of milk, butter and
cheese.

Terminology differs slightly between countries. In particular, in the U.S, a dairy can also be
a facility that processes, distributes and sells dairy products, or a room, building or
establishment where milk is kept and butter or cheese is made. In New Zealand English a dairy
means a corner convenience store, or Superette and dairy factory is the term for what is
elsewhere called a dairy.

As an attributive, the word dairy refers to milk-based products, derivatives and processes,
and the animals and workers involved in their production. For example dairy cattle, dairy goat.
A farm produces milk and a dairy factory processes it into a variety of dairy products. These
establishments constitute the dairy industry, a component of the food industry.

History:

Milk producing animals have been domesticated for thousands of years. Initially, they were
part of the subsistence farming that nomads engaged in. As the community moved about the
country, their animals accompanied them. Protecting and feeding the animals were a big part of
the symbiotic relationship between the animals and the herders.

In the more recent past, people in agricultural societies owned dairy animals that they
milked for domestic and local (village) consumption, a typical example of a cottage industry.
The animals might serve multiple purposes (for example, as a draught animal for pulling a
plough as a youngster, and at the end of its useful life as meat). In this case the animals were
normally milked by hand and the herd size was quite small, so that all of the animals could be

12
milked in less than an hour, about 10 per milk. These tasks were performed by a dairymaid
(dairywoman) or dairyman.

Historically, the milking and the processing took place close together in space and time: on
a dairy farm. People milked the animals by hand, on farms where only small numbers are kept,
hand milking may still be practiced. Hand-milking is accomplished by grasping the teats (often
pronounced tit or tits) in the hand and expressing milk either by squeezing the fingers
progressively, from the end to the tip, or by squeezing the teat between thumb and index
finger, then moving the hand downward from udder towards the end of the teat. The action of
the hand or fingers is designed to close off the milk duct at the (upper) end and, by the
movement of the fingers, close the duct progressively to the tip to express the trapped milk.
Each half or quarter of the udder is emptied one milk-duct capacity at a time.

The stripping action is repeated, using both hands for speed. Both methods result in the
milk that was trapped in the milk duct being squirted out the end into a bucket that is supported
between the knees (or rests on the ground) of the milker, who usually sits on a low stool.

Traditionally the cow, or cows, would stand in the field or paddock while being milked.
Young stock, heifers, would have to be trained to remain still to be milked. In many countries,
the cows were tethered to a post and milked. The problem with this method is that it relies on
quiet, tractable beasts, because the hind end of the cow is not restrained.

In 1937, it was found that bovine, somatotropin (bovine growth hormone) would increase
the yield of milk. Monsanto Company developed a synthetic (recombinant) version of this
hormone (rBST). In February 1994, rBST was approved by the Food and Drug Administration
(FDA) for use in the U.S. It has become common in the U.S., but not elsewhere, to inject it into
milch kine (dairy cows) to increase their production by up to 15%.

However, there are claims that this practice can have negative consequences for the animals
themselves. A European union, scientific commission was asked to report on the incidence of
mastitis and other disorders in dairy cows, and on other aspects of the welfare of dairy cows.
The commission's statement, subsequently adopted by the European Union, stated that the use

13
of rBST substantially increased health problems with cows, including foot problems, mastitis
and injection site reactions, impinged on the welfare of the animals and caused reproductive
disorders.

Structure of the industry:

While most countries produce their own milk products, the structure of the dairy industry
varies in different parts of the world. In major milk-producing countries most milk is
distributed through wholesale markets. In Ireland and Australia, for example, farmers' co-
operatives own many of the large-scale processors, while in the United States many farmers
and processors do business through individual contracts. In the United States, the country's 196
farmers sold 86% of milk in the U.S. in 2002, with five cooperatives accounting for half that.
This was down from 2,300 cooperatives in the 1940s. In developing countries, the past practice
of farmers marketing milk in their own neighborhoods are changing rapidly. Notable
developments include considerable foreign investment in the dairy industry and a growing role
for dairy cooperatives. Output of milk is growing rapidly in such countries and presents a
major source of income growth for many farmers.

As in many other branches of the food industry, dairy processing in the major dairy
producing countries has become increasingly concentrated, with fewer but larger and more
efficient plants operated by fewer workers. This is notably the case in the United States,
Europe, Australia and New Zealand. In 2009, charges of anti-trust violations have been made
against major dairy industry players in the United States.

Government intervention in milk markets was common in the 20th century. A limited anti-
trust exemption was created for U.S. dairy cooperatives by the Capper volstead Act of 1922. In
the 1930s, some U.S. states adopted price controls, and Federal Milk Marketing Orders started
under the Agricultural Marketing Agreement Act of 1937 and continue in the 2000s. The
Federal Milk Price Support Program began in 1949. The Northeast Dairy regulated wholesale
milk prices in New England from 1997 to 2001.

14
 Plants producing liquid milk and products with short shelf life, such as yogurts, creams and
soft cheeses, tend to be located on the outskirts of urban centres close to consumer markets.
Plants manufacturing items with longer shelf life, such as butter, milk powders, cheese and
whey powders, tend to be situated in rural areas closer to the milk supply. Most large
processing plants tend to specialise in a limited range of products.

As processing plants grow fewer and larger, they tend to acquire bigger, more automated
and more efficient equipment. While this technological tendency keeps manufacturing costs
lower, the need for long distance transportation often increases the environmental impact.

Milk production is irregular, depending on cow biology. Producers must adjust the mix of
milk which is sold in liquid form vs. processed foods (such as butter and cheese) depending on
changing supply and demand.

Operation of the dairy farm:

When it became necessary to milk larger numbers of cows, the cows would be brought to a
shed or barn that was set up with bails (stalls) where the cows could be confined while they
were milked. One person could milk more cows this way, as many as 20 for a skilled worker.
But having cows standing about in the yard and shed waiting to be milked is not good for the
cow, as she needs as much time in the paddock grazing as is possible. It is usual to restrict the
twice-daily milking to a maximum of an hour and a half each time. It makes no difference
whether one milk 10 or 1000 cows, the milking time should not exceed a total of about three
hours each day for any cow.

As herd sizes increased there was more need to have efficient milking machines, sheds,
milk-storage facilities (vats), bulk milk transport and shed cleaning capabilities and the means
of getting cows from paddock to shed and back.

Farmers found that cows would abandon their grazing area and walk towards the milking
area when the time came for milking. This is not surprising as, in the flush of the milking
season, cows presumably get very uncomfortable with udders engorged with milk, and the
place of relief for them is the milking shed.

15
 As herd numbers increased so did the problems of animal health. In New Zealand two
approaches to this problem have been used. The first was improved veterinary medicines (and
the government regulation of the medicines) that the farmer could use. The other was the
creation of veterinary clubs where groups of farmers would employ a veterinarian (vet) full-
time and share those services throughout the year. It was in the vet's interest to keep the
animals healthy and reduce the number of calls from farmers, rather than to ensure that the
farmer needed to call for service and pay regularly.

Most dairy farmers milk their cows with absolute regularity at a minimum of twice a day,
with some high-producing herds milking up to four times a day to lessen the weight of large
volumes of milk in the udder of the cow. This daily milking routine goes on for about 300 to
320 days per year that the cow stays in milk. Some small herds are milked once a day for about
the last 20 days of the production cycle but this is not usual for large herds. If a cow is left
unmilked just once she is likely to reduce milk-production almost immediately and the rest of
the season may see her dried off (giving no milk) and still consuming feed for no production.
However, once-a-day milking is now being practised more widely in New Zealand for profit
and lifestyle reasons. This is effective because the fall in milk yield is at least partially offset
by labour and cost savings from milking once per day. This compares to some intensive farm
systems in the United states that milk three or more times per day due to higher milk yields per
cow and lower marginal labour costs.

Farmers who are contracted to supply liquid milk for human consumption (as opposed to
milk for processing into butter, cheese, and so on, see milk) often have to manage their herd so
that the contracted number of cows are in milk the year round, or the required minimum milk
output is maintained. This is done by mating cows outside their natural mating time so that the
period when each cow in the herd is giving maximum production is in rotation throughout the
year.

Northern hemisphere farmers who keep cows in barns almost all the year usually manage
their herds to give continuous production of milk so that they get paid all year round. In the
southern hemisphere the cooperative dairying systems allow for two months on no productivity

16
because their systems are designed to take advantage of maximum grass and milk production
in the spring and because the milk processing plants pay bonuses in the dry (winter) season to
carry the farmers through the mid-winter break from milking.

Industrial processing:

Dairy plants process the raw milk they receive from farmers so as to extend its marketable
life. Two main types of processes are employed, heat treatment to ensure the safety of
milk for human consumption and to lengthen its shelf-life, and dehydrating dairy products
such as butter, hard cheese and milk powders so that they can be stored.

Cream and butter:

Today, milk is separated by large machines in bulk into cream and skimmed milk. The
cream is processed to produce various consumer products, depending on its thickness, its
suitability for culinary uses and consumer demand, which differs from place to place and
country to country.
Some cream is dried and powdered, some is condensed (by evaporation) mixed with
varying amounts of sugar and canned. Most cream from New Zealand and Australian factories
is made into butter. This is done by churning the cream until the fat globules coagulate and
form a monolithic mass. This butter mass is washed and, sometimes, salted to improve keeping
qualities. The residual buttermilk goes on to further processing. The butter is packaged (25 to
50 kg boxes) and chilled for storage and sale. At a later stage these packages are broken down
into home-consumption sized packs.

Skimmed milk:

The product left after the cream is removed is called skim, or skimmed milk. Reacting skim
milk with rennet or with an acid makes casein curds from the milk solids in skim milk, with
whey as a residual. To make a consumable liquid a portion of cream is returned to the skim
milk to make low fat milk (semi-skimmed) for human consumption. By varying the amount of
cream returned, producers can make a variety of low-fat milks to suit their local market. Other
products, such as calcium, vitamin D, and flavouring, are also added to appeal to consumers.

17
Casein:

Casein is the predominant phosphoprotein found in fresh milk. It has a very wide range of
uses from being a filler for human foods, such as ice cream, to the manufacture of products
such as fabric, adhesives, and plastics. However, in the United States these assorted non-food
uses have led to concerns over the import of substandard (non-food-grade) powders from other
countries, such as China, that are then used to artificially bolster domestic cheese yield without
the casein additive undergoing Food And Drug Administration inspection.

Cheese:

Cheese is another product made from milk. Whole milk is reacted to form curds that can be
compressed, processed and stored to form cheese. In countries where milk is legally allowed to
be processed without pasteurisation a wide range of cheeses can be made using the bacteria
naturally in the milk. In most other countries, the range of cheeses is smaller and the use of
artificial cheese curing is greater. Whey is also the byproduct of this process.

In earlier times whey was considered to be a waste product and it was, mostly, fed to pigs as a
convenient means of disposal. Beginning about 1950, and mostly since about 1980, lactose and
many other products, mainly food additives, are made from both casein and cheese whey.

Yogurt:

Yoghurt (or yogurt) making is a process similar to cheese making, only the process is
arrested before the curd becomes very hard.

Milk powders:

Milk is also processed by various drying processes into powders. Whole milk, skim milk,
buttermilk, and whey products are dried into a powder form and used for human and animal
consumption. The main difference between production of powders for human or for animal
consumption is in the protection of the process and the product from contamination. Some

18
people drink milk reconstituted from powdered milk, because milk is about 88% water and it is
much cheaper to transport the dried product. Dried skim milk powder is worth about US$5300
a tonne (mid-2007 prices) on the international market.

Other milk products:

Kumis is produced commercially in Central Asia. Although it is traditionally made from

mare's milk, modern industrial variants may use cow's milk instead.

Transport of milk:

Historically, the milking and the processing took place in the same place on a dairy farm.
Later, cream was separated from the milk by machine, on the farm, and the cream was
transported to a factory for buttermaking. The skim milk was fed to pigs. This allowed for the
high cost of transport (taking the smallest volume high-value product), primitive trucks and the
poor quality of roads. Only farms close to factories could afford to take whole milk, which was
essential for cheesemaking in industrial quantities, to them. The development of refrigeration
and better road transport, in the late 1950s, has meant that most farmers milk their cows and
only temporarily store the milk in large refrigerated bulk tanks, whence it is later transported
by truck to central processing facilities.

Temporary milk storage:

Milk coming from the cow is transported to a nearby storage vessel by the airflow leaking
around the cups on the cow or by a special "air inlet" (5-10 l/min free air) in the claw. From
there it is pumped by a mechanical pump and cooled by a heat exchanger. The milk is then
stored in a large vat, or bulk tank, which is usually refrigerated until collection for processing.

Indian Dairy:

The highest milk producer in the entire globe, India boasts of that status. India is otherwise
Known as the ‘Oyster’ of the global dairy industry, with opportunities galore to the
entrepreneurs globally. Anyone might want to capitalize on the largest and fastest growing

19
milk and milk products market. The dairy industry in India has been witnessing rapid growth.
The liberalized economy provides more opportunities for MNCs and foreign investors to
release the full potential of this industry.
The main aim of the Indian dairy industry is only to better manage the national resources to
enhance milk production and upgrade milk processing using innovative technologies.

Some areas of Indian dairy industry can be toned up by the evocation of differentiated
technologies and equipment from overseas. These include:

1. Raw milk handling: The raw milk handling needs to be elevated in terms of
physicochemical and microbiological properties of the milk in a combined manner. The
use of clarification and bactofugation in raw milk processing can aid better the quality
of the milk products.
2. Milk processing: Better operational ratios are required to amend the yields and abridge
wastage, lessen fat/protein losses during processing, control production costs, save
energy and broaden shelf life. The adoption of GMP (Good Manufacturing Practices)
and HACCP (Hazard Analysis Critical Control Points) would help produce milk
products adapting to the international standards.
3. Packaging: Another area that can be improved is the range of packing machines for the
manufacture of butter, cheese and alike. Better packaging can assist in retaining the
nutritive value of products packed and thus broaden the shelf life. A cold chain
distribution system is required for proper storage and transfer of dairy products.
4. Value-added products: There's vast scope for value-added products like desserts,
puddings, custards, sauces, stirred yoghurt, nectars and sherbets to capture the dairy
market in India.

The Indian dairy industry has aimed at better management of the national resources to enhance
milk production and upgrade milk processing involving new innovative technologies.
Multinational dairy giants can also make their foray in the Indian dairy market in this
challenging scenario and create a win-win situation for both.

20
Overview of the Indian Dairy Sector:

 The country is the largest milk producer all over the world, around 100 million MT.
 Value of output amounted to Rs. 1179 billion (in 2004-05) (Approximately equals
combined output of paddy and wheat!!).
 1/5thof the world bovine population.
 Milch animals (45% indigenous cattle, 55 % buffaloes, and 10% cross bred cows).
 Immensely low productivity, around 1000 kg/year (world average 2038 kg/year).
 Large no. of unproductive animals, low genetic potency, poor nutrition and lack of
services are the main factors for the low productivity.

21
 COMPANY PROFILE

Creamline Dairy:
Welcome to Creamline Dairy Products Limited, your door to healthy and nourishing milk
and milk products. Incorporated in the year 1986, the company started operations in 1990 with
a small milk processing plant at Jeedipally in Medak district of Andhra Pradesh. CDPL has
now grown into a conglomerate of 7 modern milk processing plants in prime milk shed areas in
Andhra Pradesh, Tamil Nadu, Karnataka and Maharashtra, with a combined handling capacity
of 6.60 lakh liters per day. CDPL is a premier dairy in private sector in South India and is
marketing complete range of milk and dairy products under the brand name JERSEY.

Creamline Dairy Products Limited (CDPL) is customer centric private dairy employing
modern machinery and applying advanced technologies. It constantly endeavors to give its
customers the best products by way of continuous research and innovation.

Creamline, an ISO 22000 accredited dairy, is a leading manufacturer and supplier of milk
and milk products in Southern India spanning across Andhra Pradesh, Tamil Nadu, Karnataka
and with a foothold at Nagpur in Central India. It operates its milk procurement, milk and milk
products processing and distribution through Strategic Business Units (SBUs). Its milk and
dairy products are sold under the popular brand name JERSEY. Since inception, the company

22
has been growing consistently under the visionary leadership of promoter directors, business
acumen of operational heads and unrelenting efforts of committed workforce. The company is
possible of achieving a turnover of Rs. 4500 millions for the FY 2009-2010 and is set to
achieve an ambitious target of Rs.10500 millions by end 2013.

The Company entered into strategic partnership with M/s. Godrej Agrovet Limited, the
largest animal feed manufacturing company in the country, in the Year 2005 by offering equity
stake of to strengthen its backward integration with farmers, the primary producers of milk, for
compound feed supply..

Jersey has become a household name for dairy products and continues to create consumers
delight to perfection. Continued support and encouragement of customers including
households, prestigious defense establishments, railways, educational institutions, IT
Companies, star hotels, and hospitals in ever increasing numbers stand testimony to our
superior quality products.

Vision
“To emerge as a Leader in Dairy Foods with Global Presence through Business Excellence and
ensuring Customer Delight”.
Mission
“To grow continuously, offering value added Dairy Products and gain customers’ confidence
through Innovative Practices”.
Values
“We act with a sense of pride adopting ethical practices and compassionate approach”.

CDPL has the advantage of being run by industry professionals since incorporation in the year
1986. It is first generation entrepreneurial company conceived by the present Managing
Director Mr. K. Bhaskar Reddy, Director - Finance Mr. M. Gangadhar, Director - Technical
Mr. D. Chandrasekhar Reddy, Executive Director Mr. C. Balraj Goud and Mr. Srinath Shetkar.
The members have substantial experience in their respective fields such as Dairy Technology,
Finance, Marketing and HR & Administration.

23
 Products

Milk:
Milk is regarded as the most nearly perfect single food stuff. Today, milk is the most
important single item of human diet, as it is beneficial at all stages of human growth literally
from cradle to grave due to its high nutritive value. Importance of milk in diet is mainly due
to its contribution of high quality protein, its exceptional richness in Calcium and its general
supply of pre-formed Vitamin A and of riboflavin and other members of B2 complex.
Customer priority comes first to us always. Currently, we process and supply the following
range of milk

TONED MILK

CURD:

JERSEY curd is prepared with fresh quality milk under the influence of lactic acid
bacteria. The milk, inoculated with bacterial culture, is hygienically packed in clean food
grade plastic cups and sealed by an automated packing machine prior to incubation.
After curd achieved the desirable properties, it is kept at chilled temperature until
delivered to customer. JERSEY curd is a fresh, safe, hygienic and tasty product which
has all nutritious goodness of milk.

24
BUTTER MILK:

Buttermilk is an inseparable part of traditional South Indian meal

since ages. It is made from fresh pasteurized standardized milk curd
that contains lactic acid bacteria, diluted along with required amount
of spices extracts and salt for added taste. Jeera powder added for
our Jeera flavored Butter Milk.

JERSEY BUTTER MILK is available in two flavors. Regular

flavor is available in 200 ml sachet and Jeera flavor is available in
200 ml plastic container. The products have a shelf life of 5 days.

LASSI:

Sweetened Lassi is also the most popular cultured milk beverage.

It is prepared using fresh pasteurized standardized milk curd. Sugar
is added and homogenized to give excellent mouth feel. Lassi
contains appreciable amounts of milk proteins and phospholipids.

FLAVORED MILK:

Flavored milk is made from sterilized double toned milk which

consists of 1.5% fat and 9.0% SNF. It is available in different flavors
such as badam, strawberry, banana and chocolate. The sugar is also
added to enhance the taste. JERSEY flavored milk is available in
glass bottles of 200 ml and has a shelf life of 6 months.

25
 GHEE:

Ghee is very popular milk product and is widely consumed with regular
meals. It has unique pleasant flavor and grainy texture. Ghee is pure
clarified butter fat with negligible moisture content. Ghee has high nutritive
value with fat-soluble vitamins (A, D, E & K). It is widely used for shallow
and deep-frying of food. Countless Indian sweetmeats based with cereals,
milk solids, fruits and vegetables are cooked in ghee. JERSEY GHEE is
available in 200 g, 500 g, and 1 L packs and has a shelf life of 3 months.
Bulk quantity also available in 15kg tins. Our Ghee also has AGMARK
certification.

COOKING BUTTER:

Cooking Butter is the butter obtained from cream without any additives
like salt, colouring or flavoring agents. It is concentrated form of milk fat. It
contains more than 82% milk fat, 1.5% curd and 16% moisture. It is very
high in fat which contains fat-soluble vitamins A, D, E and K. JERSEY
COOKING BUTTER is available in 200 g, 500 g and 1 Kg poly packs. It
has a shelf life of one month at deep freeze storage temperatures. Butter
also available in bulk packs in 20 Kg carton form.

PANEER:

Paneer is a healthy, protein-rich food. It is a pure coagulated milk product

made from fresh milk of 6% fat and 9% SNF. Paneer is formed when milk is
precipitated by adding sour milk, lactic acid or citric acid. It is the most
common form of Indian cheese and is a high protein food. So, paneer is often
substituted for meat in Indian vegetarian cuisine. paneer is packed and sold in
200 g, 500 g and 1 Kg poly packs. It has a shelf life of 1 month.

26
DOODHPEDA:

Doodh peda is a sweetened product made from fresh milk and

contains 45% milk solids and 35% sugar. It is slightly brownish
white in colour and has grainy structure. The product is
hygienically packed. Doodh peda is a nutritious product with
delicious taste and having a shelf life of 7 days.

BASUNDHI:

Basundi is a popular milk delicacy served on special occasions. It is prepared from fresh

milk with 6% Fat and 9% SNF. Milk is precipitated with a gentle heating continuously

scooping out the skim and adding sugar.

Ice Creams:

There are certain things in life that are sheer delight to the soul and add meaning to our

existence. These go beyond the limits of age and are cherished and adored by everybody. Ice

cream is a power pack of nutrients. Having twice or three times the fat content of milk, and

more than half its total solids being sugar (sucrose and lactose) the energy value of ice cream is

very high. That makes ice cream a very desirable food for growing children and persons who

need to put on weight. Ice cream is a power pack of nutrients. It is the most palatable source of

milk proteins and a rich source of calcium, phosphorous and other minerals vital in building

strong bones and teeth. Ice cream is also an excellent source of food energy. Having twice or

three times the fat content of milk, and more than half its total solids being sugar (sucrose and

lactose) the energy value of ice cream is very high.

27
 TRAINING AND DEVELOPMENT
Every organization needs well trained and experienced people to perform the activities
that have to be done. Once the employees have been recruited and selected, the next step
involved in HR process which transforms them to meet the future requirements of the
organization. These transformations may be done in the form of training is the act of increasing
skills, knowledge and abilities of an employee to perform his/her job actively.

Development is a complex issue, with many different and sometimes contentious definitions.
A basic perspective equates development with economic growth.

Create a continuous learning environment throughout the life of your system of care that en-
compasses all levels of personnel involved including: biological, faster, and adoptive parents,
youth; parent partners, service providers, front line interagency agency staff and high level ad-
ministrative positions.

Consistently reach out to all stakeholder groups through needs assessments to gauge the train-
ing and development needed to aid further knowledge acquisition. Create, if not already doing
so, training and development opportunities across agencies and departments, to other stakeholder
groups, and to families, youth, and other community partners. Ensure interagency teams with
family representation are utilized to complete tasks associated with systems of care.

Ensure that the latest evidence-based practices are incorporated into all training and develop-
ment activities. Develop a reward structure for employees and/or contractors who demonstrate
an adherence to systems of core principles.

Staff involved in your system of care should have their performance appraisals in part be
based on system of care principles. Ensure that policies related to your system of core encourage
and promote training and development for all people involved in your system of care.

28
IMPORTANCE OF TRAINING:

The importance of human resources management to a large extent depends on human

resources development. H.R.D, is nothing but training of employees and training as its most

important technique. No organization can get a candidate who exactly suits with the job and

the originations requirements. Hence, training becomes necessary is important to develop the

employee and make him suitable the job. Training works towards value additions to the

company through HRD.

Job and organizational requirements are not static rather they are changed dynamic.

From time to time in view of the technological advancement and charge in the awareness of the

total quality and productivity management (TQPM). The objectives of the TQPM can be

achieved only through training, which helps to develop human skills and efficiency. Training

employees would be a valuable asset to an organization.

Organizational efficiency, productivity, progress and development to a greater extent

depend up on training. If the required training is a not provided. It leads to performance,

failure of the employees. Organizational objectives like viability, stability and growth can also

be achieved by providing through training.

The training, enhances four ‘C’s for the organization:

 Competence

 Commitment

 Creativity

 Contribution

29
BENEFITS OF TRAINING:

How training Benefits the Organization: -

 Leads to improved profitability and or more positive attitudes towards profits of the

organization.

 Improves the job knowledge and skill at all levels of the organization.

 Improves the morale of the workforce.

 Helps people to identify with organizational goals.

 Fosters authority, openness and trust.

 Improves the relationship between boss and subordinates.

 Aids in organizational development.

 Learns from the trainee.

 Helps prepare guidelines for the weak aids in understanding and carrying out

organizational policies.

 Provides information for future needs in all areas of the organization.

 Organization gets more effective in decision-making and problem solving.

 Aids on developing leadership skills motivating loyalty, better attitudes and other

aspects that successful workers and managers usually display.

 Helps keep costs down in many areas, e.g. production, personnel, administration etc.

Benefits to the individual, which to turn ultimately should benefit

the organization:

 Helps the individual in making better decisions and effective problem solving.

 Though training and development, motivation variables of recognition achievement,

growth, responsibility and advancement are international and operationalised.

30
  Helps a person handle stress, tension, frustration and conflict.

 Provides information for improving leadership knowledge, communication skills and

attitudes.

 Increases job satisfaction and recognition.

 Moves a person towards personal goals, while improving interactive skills.

Benefits in personnel and human relations, Intra and Inter-Group

Relations and policy implementation:

 Improves communication between groups and individuals.

 Aids in orientation for new employees and those taking new jobs through.

 Transfer for promotion.

 Provides information on equal opportunity and affirmative action.

 Provides information on other governmental laws and administrative policies.

 Improves inter-personal skills.

 Makes organizations policies, rules, and regulations viable.

 Improves morale.

 Builds cohesiveness in groups.

 Provides a good climate for learning, growth and co-ordination.

 Makes the organization a better place to work and live.

Need for training arises to :

 Improve performance

 Improve productivity

 Improve quality of product/service

31
  Improve organizational climate

The need for training arises due to the following reasons:

To march the Employee specifications with the job requirements and organizational needs.

The management finds deviations between employee present specifications and the job

requirements and organizational needs. Training is needed to fill these gaps by developing and

making the employee’s skills knowledge, attitude, behaviour etc., to the turn of the job

requirement and organization.

Organizational variability and the transformation process:

The primary goal of the organization is that their viability is continuously influenced by

environmental pressure. If the organization does not adapt itself to the changing.

Technological Advances:

Every organization in order to survive ad to be effective should adopt the latest

technology, i.e. mechanization, computerization and automation. Adoption of latest

technological means and methods will not be complete o enrich tem in the areas of changing

technical skills and knowledge from time to time.

Organizational Complexity:

With the emergence of increased mechanism and automation manufacturing of multiple

products and by-products or dealing in services of diversified lines, extension of operations, to

various regions of the country or in overseas countries, organizations of most of the companies

has become complex. They create the complex problems of co-ordination and integration of

activities adaptable to the expanding and diversifying situations. This situation calls for

32
training in the skills of co-ordination, integration and adaptability to the requirements of

growth, diversification and expansion.

Human Relations:

Trends in approach towards personnel managers has changed form the commodity

approach to partnership, crossing the human relations approach. So today management of most

of the organization has to maintain human relations besides maintaining sound industrial

relations although the managers are not accustomed to deal with the workers accordingly. So

training in human relations is necessary to deal with the human problems including

interpersonal and inter group conflicts etc.

Changes in Job assignment:

Training is also necessary when the existing employee is promoted to the higher level

in the organization and when there is some new job or occupation due to transfer. Training is

also necessary to equip old employees with the advanced disciplines, techniques or technology.

The need for the training also arises to:

 Help a company to fulfill its future personnel needs.

 Minimize the resistance to change.

 Prevent obsolescence

 Effect personal growth

 To act as mentor

Training objectives:
The personnel manager formulates the following objectives in keeping with the company

goals and objectives. To prepare employee both old and new to meet the present as well as the

changing requirements of the job and the organization.

33
  To prevent obsolescence.

 To prepare employees for higher level tasks.

 To develop the potentialities of people for the next level job.

 To ensure smooth and efficient working of department.

 To ensure economical output of required quality.

ASSESSMENT OF TRAINING NEEDS:

Training needs are identified on the basis of organizational analysis, job, analysis and

man analysis. Training program, training methods and course content are to be planned on

the basis of training needs. Training needs are those aspects necessary to perform the job

in an organization in which employee is lacking attitude/aptitude, knowledge and skills.

Training needs = job and organizational requirement- employee specification.

Training needs can identify through identifying:

 Organizational needs based on :

1) Organizational strength and weakness in different areas.

2) Back drop of organizational objectives and strategies.

 Works needs based on:

 Jobs to be performed after training.

 Information about details of working of different jobs.

 Setting standards of performance of various jobs.

 Examining of existing methodologies of doing the job to meet the set

standards.

 Human resource analysis based on :

 Individual employee, his abilities, his skills, his knowledge and attitude.
34
  Inputs required for job performance.

 Individual growth and development in terms of career planning.

ASSESEMENT METHODS:

The following are some of the methods use to assess the training needs.

 Organizational requirements/weaknesses

 Departmental requirements/weaknesses

 Job specifications and employee specifications

 Identifying specific problems

 Anticipating future problems

 Managements requests observations

 Interview

 Group conferences

Principles of training:

A number of principles have been evolved over the years, which can be

followed as guidelines by the trainees. These are essential in order to promote efficient

learning, long term retention, application of skill s and knowledge learned in training to the

actual job situation.

Some of them are:

 Motivation

 Progress information

 Reinforcement

 Practice

35
  Full vs. part

 Individual difference

Areas of training:

Organization provides training to their employees in the following areas:

 company policies and procedure

 specific skills

 human relations

 Problem solving

 Managerial and supervisory skills

 Apprentice training

Benefits of training:

Training is important as it is the most significant part of management control. Training

facilitates the management to achieve its organizational goals effectively by the effective
utilization of human resources. Training is beneficial to both employees and the organization in
the following ways.

Benefit to the organization:

Training is advantageous to the organization in the following ways:

 improved productivity:

Training helps the employees to improve their performance level. A well trained
employee can perform a task/activity at a faster rate and accurately by using better
methods of work. This improvement in manpower performance helps the organization
to achieve high and improved productivity.
 Improved quality of work:

36
 In training programmed, employees ate taught standardized and better methods of
performing activities. Well trained employees ate less likely to make functional
mistakes. This proficiency of employees facilitates the organization to improve the
quality of work.
 Cost and wage reduction:

Trained employees perform less functional /operational mistakes and make more
economical use of materials and machinery. This reduces wastages and results in
increased productivity with high quality and reduction in cost per unity. Training even
reduces the maintenance cost due to fewer machine breakdowns and better handling of
equipments.
 Reduced supervision:
A well trained employee tends to be self-supportive, highly motivated and requires
less assistance and control. This reduces the supervisor’s burden and in turn increases the
span of supervision.
 Reduced accidents:
Training reduces the frequency of accidents because a well trained employee

adopts the right and safety work methods. Even the health and safety of employees can be

improved.

 Employee growth and high morale:

Training enhances the knowledge and skills of employees guiding them to grow
faster in their career. This facilitates the organization to achieve its goals effectively.
Proper training develops positive attitude among employees and this improves the
morale and job satisfaction. Training even reduces the grievances as a well trained
employee for giving the opportunity of promotion and job security.

Benefits to Employees:
The training is beneficial to employees in the following ways:
 Self Confidence

37
  Higher Earnings

SENSITIVITY TRAINING:

Sensitivity training is a small-group interaction process in the unstructured form which

requires people to become sensitivity to others feelings in order to develop reasonable group

activity.

CIPP APPROACH:

This approach takes context, process and product for evaluation:

 Context evolution: It involves evaluation of training and development

needs analysis and formulation objective in the light of needs.

 Input evaluation: It involves evaluation of determining policies,

budget, schedules, and procedures for organization programmed.

 Process evaluation: It involves of preparation of reaction sheets, rating

scales and analysis of relevant records.

 Product evaluation: It involves measuring and interpreting the

attainment of training and development objectives.

PERFORANCE APPRAISAL:

Performance appraisal is the systematic evaluation of the individual with regard to his

or her performance on the job and potential for development.

JOB ANALYSIS:

Job evaluation process starts with the base provided by job analysis. Job analysis
identifies various dimensions of a job in two forms, job description and job specification. Job
descriptions provide responsibility involving in performing the job while job specifications
provides attributes required in the job performer.

38
MAKING-HR-COMMUNICATION EFFECTIVE:

It is essential that special efforts are taken to make HR communication effective. These
efforts are needed because HRC suffers due to operation of a number of barriers against it
which are as follows:
 Inadequate appreciation of need for HRC by the organization.

 Inadequate appreciation of what is to be communicated.

 Tendency of keeping HR policies and practices confidential.

 Cost involved in HR communication.

Training vs Development:
Training :

 Training means learning skills and knowledge for doing a particular job and increases
skills required for a job.
 . Training generally imparts specific skills to the employees.
 Training is concerned with maintaining and improving current job performance.
 It has a short-term perspective.
 Training is job centered in nature.
 The role of trainer or supervisor is very important in training.

DEVELOPMENT:
 Development refers to the growth of an employee in all respects. It is more concerned
with shaping the attitudes.
 . Development is more general in nature and aims at overall growth of the executives.
 Development builds up competences for future performance.
 It has a long-term perspective.

39
  Development is career-centered in nature.
 All development is ‘self-development’ and the role of executive is important in
development.
TRAINING AND DEVELOPMENT AT CREAMLINE DAIRY

PRODUCTS LIMITED (CDPL)

CDPL:

Creamline Dairy Products Limited (CDPL) is customer centric private dairy employing
modern machinery and applying advanced technologies. It constantly endeavors to give its
customers the best products by way of continuous research and innovation.

Creamline, an ISO 22000 accredited dairy, is a leading manufacturer and supplier of milk and
milk products in Southern India spanning across Andhra Pradesh, Tamil Nadu, Karnataka and
with a foothold at Nagpur in Central India. It operates its milk procurement, milk and milk
products processing and distribution through Strategic Business Units (SBUs). Its milk and
dairy products are sold under the popular brand name JERSEY. Since inception, the company
has been growing consistently under the visionary leadership of promoter directors, business
acumen of operational heads and unrelenting efforts of committed workforce.

The Company entered into strategic partnership with M/s. Godrej Agrovet Limited, the
largest animal feed manufacturing company in the country, in the Year 2005 by offering equity
stake of to strengthen its backward integration with farmers, the primary producers of milk, for
compound feed supply. The Company is open to strategic business tie-ups at national and
international level and is looking at export opportunities to its products.

The Company has excellent infrastructure with 30 own and 9 associate milk chilling
centers, 23 BMCUs, 7 packing stations, 6 sales offices and 1 state of the art powder plant/SBU
at Ongole. It has a combined milk processing capacity of 6.6 lakh liters per day. The company
markets its products through a well laid distribution network comprising of company owned
parlors, exclusive franchise outlets, product push carts

40
 Jersey has become a household name for dairy products and continues to create consumers’
delight to perfection.
Vision
“To emerge as a Leader in Dairy Foods with Global Presence through Business Excellence and
ensuring Customer Delight”.
Mission
“To grow continuously, offering value added Dairy Products and gain customers’ confidence
through Innovative Practices”.
Values
“We act with a sense of pride adopting ethical practices and compassionate approach”.

Training Methods and Techniques:

The different methods and techniques used for providing the training the employees

at CDPL.

On-the-job Techniques Off-the-job Techniques

1) Job rotation vestibule training

2) Coaching role playing

3) Job instruction lecture methods

4) Apprenticeship training conferences or discussions

5) Committee assignments programmed instruction

6) Internship training

ON-THE-JOB TECHNIQUES:

In this method, the trainee is placed on a regular job and taught the skills necessary to
perform it. The trainee learns under the guidance and supervision of the superior or an
instructor. The trainee learns by observing and handling the job. Therefore, it is called
learning by doing.

41
 Several methods are used to provide on the job training e.g., coaching job rotation,
committee assignments, etc. A popular form of the job training is Job Instruction Training
(JIT) or step-by-step learning. It is widely used in the United States to prepare IInd class
employees. It is appropriate for acquisition or improvement of motor skills and routine and
repetitive operations. The JIT involves the following steps:

 Preparing the trainee for instruction. This involves putting the trainee at ease, securing
his interest and attention, stressing the importance of the job, etc.
 Presenting the job operations or instructions in terms of what the trainee is required to
do. The trainee is put at work site and each step of the job is explained to him clearly.
 Applying and trying out the instructions to judge how far the trainee has understood the
instructions.
 Following up the training to identify and correct the deficiencies, if any.

JIT method provides immediate feedback, permits quick correction of errors and
provides extra practice when required. But it needs skilled trainers and preparation in advance.
This type of training, also known as objective instruction, training, is the most commonly
used method. Under this method, the individual is placed on a regular job and taught the skills
necessary to perform the job. The trainee learns under the supervision and guidance of a
qualified worker instructor. On-the-job training has advantage of giving first hand knowledge
and experience under actual working conditions.
The different techniques of on-the-job techniques are:

a)Job rotation:This trainee involves the movement of trainee form one job to another. The
trainee receives job knowledge and gains experience from his supervisor or trainer in each of
the different job assignments. Though this method of trainings common in training managers
for general management position, trainees can also be rotated from hob to ob in workshop jobs.
This method gives an opportunity to the trainee to understand the problems of employees of
other jobs and respect them.
b)Coaching:The trainee is placed under a particular supervisor functions as a coach in training
the individual. The supervisor provides the feedback to the trainee on his performance and

42
offers his some suggestions for improvement. Often the trainee shares some of the duties and
responsibilities of the coach and relieves his of his burden. A limitation of this method of
training is that the trainee may not have the freedom or opportunity to ex press his own ideas.
c) Job instruction:This method is also known as step by step training. Under this method ,
trainer explains the trainee the ways of doing the jobs , job knowledge and skills allows hid to
do the job . The trainee appraises the performance of the trainee, provides feedback and
corrects the trainee.
d)Committee assignments:Under the committee assignment, group of trainees are given an
asked to solve an organizational problem . The trainee solves the problem jointly. It develops
teamwork.
e)Apprenticeship Training: In this method, theoretical instruction and practical learning are
provided to trainees in training institutes. In India, the government has established Industrial
Training Institutions (ITI) for the purpose. Under the Apprenticeship Act 1962 employers in
specified industries are required to train the prescribed number of persons in ‘designated trade’.
The aim is to develop all-round craftsmen. Generally, a stipend is paid during the training
period. Thus, it is an “earn when you learn” scheme.
f)InternshipTraining: It is a joint programme of training in which educational institutions and
business firms cooperate. Selected candidate’s carry on regular studies for the prescribed
period. They also work in some factory or office to acquire practical knowledge and skills.
This method helps to provide a good balance between theory and practice.

OFF-THE JOB TECHNIQUES:

Under the method of training, the trainee is separated from the job situation and the
attention is focused upon learning the material related to his future job performance. Since the
trainee is not distracted by job requirements, the entire concentration on learning the job rather
than speeding in performing it. The off-the jobs techniques are:
 Vestibule Training: In this method, a training center called vestibule is set up and
actual job conditions are duplicated or simulated in it. Expert trainers are employed to
provide training with the help of equipment and machines, which are identical with
those in used at the workplace.

43
  Role playing: it I s defined as human interaction that involves realistic behavior in
imaginary situations. This method of training involves action, doing and proactive. The
participants play the role of certain characters, such as production manager, mechanical
engineer, maintenance engineer, superintendents, quality control inspectors, foremen,
Workers.
 Lecture method: The lecture is a traditional method and direct method of instruction.
The instruction organizes the material it to a group o trainees in the form of a talk. To
be effective the lecture must motivate and create interest among the trainee an
advantage of lecture method it is direct and can be used for large group of trainees.
 Conference: It is a method obtaining the clerical, professional and supervisory
personnel. This method involves a group of people who pose ideas, examine a those
facts, ideas and data, test assumptions and draw concussions, all of which contribute to
the improvement of job performance.
 Programmed instruction: In recent years this method has become popular. The
subject matter to be learnt is resents in a series of carefully planned sequential units.
These units ate arranged from simple to more complex levels of instructions.

STRENGTHS AND WEAKNESS OF ON-THE-JOB TRAINING:

STRENGTHS:

 On the job training methods help the trainees to learn quickly through
observation while compared practically to the performance of the job.
 These training provides step-by-step information which helps them to improve
their productivities.
WEAKNESS:

 Productivity would be lost as the employees would be un aware about the ways
in which equipments can be utilized.
 Employees, too may feel irritated with the job rotation and may develop a
feeling of being over used.

44
STRENGTHS AND WEAKNESS OF OFF-THE-JOB TRAINING:
STRENGTHS:

 Trainees, can develop good interpersonal relations, and better communication while
performing its task.
 Discussion methods, help to generate new creative ideas as, the trainees are free to
express their views.
WEAKNESS:

 This method of training is highly expensive.

 If trainees are introward then they may feel shy or embarrassed in performing the role
plays.

45
1. Does the organization provide training for you?

category Number of respondents % of respondents

Yes 40 100%

No 0 0%

Some times 0 0%

a) Yes b) no c) sometimes

INTERPRETATION:

As per the survey it was found that organization provide training for employees by 100% .

2. In which areas training is provided to you?

a) Company policies & procedures b) technical skills

c) Problem solving capabilities d) all the above

46
 Category Number of respondents % of respondents

Company policies & 6 15%

procedures

technical skills 20 50%

Problem solving 10 25%

all the above 4 10%

INTERPRETATION:

As per the survey it was found that the organization provides training for employee in company

policies and prodecures by 15%, technical skills by 50%, problem solving by 25% and all the

areas by 10%.

3. Do you think that training programmes helps in performing better?

47
 a) Yes b) no c) sometimes

Category Number of respondents % of respondents

Yes 30 75%

No 6 15%

SOME TIMES 4 10%

INTERPRETATION:

As per the survey it was found that 75% of the employee feels that training programmes

increase the performance, commitment & motivation, and 15% feels no, 10% feels sometimes.

48
4. Do you think that, you have acquired some new skills & knowledge from training
programmes?
Category Number of respondents % of respondents

yes 30 75%

no 6 15%

Sometimes 4 10%

a) Yes b) no c) sometimes

INTERPRETATION:

As per the survey it was found that 75% of the employee feels that they acquire some

skills & knowledge from training programmes, and 15% feels no, 10% feels sometimes.

49
 5. Do you think that training programmes create some competitive environment at work
place?
a) Yes b) no c) sometimes

Category Number of respondents percentage

Yes 34 85%

No 2 5%

SOME TIMES 4 10%

INTERPRETATION:

50
 As per the survey it was found that 85% of the employee feels that the training programmes

create some competitive environment at workplace, 5% feels no and 10% feel sometime.

6. If yes…! How it is effecting?

a) Motivating b) demotivating

c) Sometimes motivating and sometimes demotivating

Category Number of respondents % of respondents

Motivating 36 90%

De motivating 0 0%

Some time motivating and 4 10%

some times demotivating

51
INTERPRETATION:

As per the survey it was found that 90% of the employee feels that motivating and 10% feels

that Sometimes motivating and sometimes demotivating.

7. Training programmes are beneficial to the organization?

a) Yes b) no c) sometimes

Category Number of respondents % of respondents

Yes 36 90%

No 2 5%

SOME TIMES 2 5%

INTERPRETATION:

52
 As per the survey it was found that 90% of the employee feels training programmes are

beneficial to the organization and 5% feels no, 5% feels sometimes.

8. What is the basic intention behind conducting training programmes?

a) Accuracy b) speed up

c) Increase skill & knowledge d) all the above

Category Number of respondents % of respondents

Accuracy 4 10%

speed up 8 20%

Increase skill & 12 30%

knowledge
all the above 16 40%

INTERPRETATION:

53
 As per the survey it was found that 10% of the employee feel that organization
objective to conduct training programmes is for accuracy, 20% of the employee for speed
up, 30% for increase skill & knowledge, 40% for all the above.

9. if you are not provided with a trainer, then on whom do you depend?

a) HR department b) line manager

c) Immediate supervisor d) any other

Category Number of respondents % of respondents

HR department 36 90%

Line manager 0 0%

Immediate supervisor 2 5%

Any other 2 5%

INTERPRETATION:

54
 As per the survey it was found that 90% of employee says depend on hr department for

training programmes and 5% on Immediate supervisor, 5% on any other.

10. Do you think, the training programmes conducted in the organization are effective?

a) Yes b) No c) Sometimes

Category Number of respondents % of respondent

Yes 34 85%

No 4 10%

SOME TIMES 2 5%

55
INTERPRETATION:

As per the survey it was found that 85% of the employee feels that organization training
programmes are effective, 10% employees feel training programmes are not effective and 5%
feels sometimes.

11. Does your trainer show partiality among employees?

a) yes b) no c) sometimes

56
 Category Number of respondents % of respondents

Yes 30 75%

No 6 15%

SOME TIMES 4 10%

INTERPRETATION:

As per the survey it was found that 75% of the employee feels that trainer show
partiality and 15% employee feel that trainer does not show any partiality towards
employee and 10% employee feel that trainer some time show partiality.

12. Does the training programmes help the management in acheiving its goals?
a) Yes b) no c) sometimes

57
 Category Number of respondent % of respondents

Yes 32 80%

No 2 5%

sometimes 6 15%

INTERPRETATION:

As per the survey it was found that 80% of the employees feels that training
programmes will help the management to reach the objective and 5% feels training
programmes will not help the management, 15% feels sometimes.

13.Along with training programmes, do you need any other motivational programmes to get
success at work place?

58
 a) Yes b) no c) sometimes

Category Number of respondents % of respondents

Yes 30 75%

No 6 15%

sometimes 4 10%

INTERPRETATION:

As per the survey it was found that 75% of the employees feels that the need some other

motivational programmes to get success at work place and 15% feels no, 10% feels sometimes.

14. Do you think that training programmes should be provided on the basis of performance of

employees?
59
 a) Yes b) no c) sometimes

Category Number of respondents % of respondents

Yes 34 85%

No 4 10%

Sometimes 2 5%

INTERPRETATION:

As per the survey it was found the 85% of employees feels that training programmes

should be provide on the basis of performance ,10% feels no, 5% feels sometimes.

15. What are the suggestions you give regarding training programmes?

a) Everything is good b) Some changes in training programmes c) None

60
 Category Number of respondents % of respondents

Everything is good 26 65%

Some changes in 14 35%

training programmes

None 0 0%

INTERPRETATION:

As per the survey it was found that 65% of the employees feel that everything is ok in

organization training programmes and 35% feels some changes in training programmes.

FINDINGS

61
 Training programmes provided by Creamline Dairy is almost good.

 Organization should focus on the benefits that are aimed towards self

improvement.

 Opportunities for career growth and the security for job is good.

 Organization provides training programmes on the basis of employee’s

performance.

 In organization, employee almost depend on HR department for

training programmes.

 Organization training programmes are effective.

 The relationship between employee and management is good at

Work place.

SUGGESTIONS

62
 Along with the training programmes, organization should provide some other
motivational programmes.
 Implement training institutions near the organization.

 It is very essential to implement training and development at all units of a firm.

 A proper performance appraisal system should be adopted.

 Organization should provide immediate supervisor for solving employee’s problem.

63
 QUESTIONNAIRE

1. Does the organization offer training for you?

a) Yes b) no c) sometimes

2. In which areas training is provided to you?

a) Company policies & procedure b) technical skills
c) Problem solving capabilities d) all the above

3. Do you think that training programmes helps you in performing better?

a) Yes b) no c) sometimes

4. Do you think that, you have acquired some new skills & knowledge from training
programmes?
a) Yes b) no c) sometimes

5. Do you think that training programmes create some competitive environment at work place?
a) Yes b) no c) sometimes
6. If yes…! How it is effecting?
a) Motivating b) demotivating
c) Sometimes motivating and sometimes demotivating

7. Training programmes are beneficial to the organization?

a) Yes b) no c) sometimes

8. What is the basic intention behind conducting training programmes?

a) Accuracy b) speed up
c) Increase skill & knowledge d) all the above

9. If you are not provided with a trainer, then on whom do you depend?
a) HR department b) line manager
c) Immediate supervisor d) any other

10. Do you think, the training programmes conducted in the organization are effective?
a) Yes b) no c) sometimes

11. Is the trainer shown partiality towards employees?

a) yes b) no c) some times
64
12. Does the training programmes help the management in acheiving its goals?
a) Yes b) no c) sometimes

13. Along with training programmes, do you need any other motivational programmes to get
success at work place?
a) Yes b) no c) sometimes

14. Do you think that training programmes should be provided on the basis of performance of
employees?
a) Yes b) no c) sometimes

15. What are the suggestions you give regarding the training programmes?

a) Every thing is good b) some changes in training programmes c) none

65
 BIBLIOGRAPHY

S.NO AUTHOR NAME OF THE BOOK

1 K.V. SUBBARAO PERSONNEL/HUMAN RESOURCE MANAGEMENT

2 L.M.PRASAD PRINCIPLE AND PRACTICE OF MANAGEMENT

3 ASWATHAPPA HUMAN RESOURCE MANAGEMENT

4 KOONTZ ESSENTIALS OF MANAGEMENT

WEBSITES:

www.google.com
www.creamlinedairy.com
www.hrindia.com
www.hr.com
www.management training.com
www.question survey.com

66