A

PROJECT REPORT

ON

A STUDY ON TRAINING AND DEVELOPMENT PROCESS ADOPTED BY

PARLE-G COMPANY, NAGPUR

SUBMITTED BY

Jayanti Rajdevendra Pande

(Enrolment No: 20191015801766 )

(MBA- 4thSem)

SUBMITTED TO
Rashtrasant Tukadoji Maharaj, Nagpur University in partial

Fulfillment of Degree of Master of Business Administration

UNDER THE GUIDANCE OF

Dr. Rupkumar Pagarwar

(Project Guide)

Dhananjayrao Gadgil Institute of Co-operative

1
 Management, Nagpur
(2022-2023)

CERTIFICATE
This is to certify that the project report submitted

By

Jayanti Rajdevendra Pande

On

A STUDY ON TRAINING AND DEVELOPMENT PROCESS ADOPTED BY

PARLE-G COMPANY, NAGPUR

In partial fulfillment of Award of degree of Master of Business

Administration of for Project work Rashtrasant Tukadoji Maharaj Nagpur
University is an original work carried out under Our supervision and
guidance and he has undergone the requisites hours of practicalprescribed
by University during the academic session 2022-23

Dr. Rupkumar Pagarwar

(Project Guide)

2
 DECLARATION

I am Jayanti Rajdevendra Pande hereby declare that, with the exception

of suggestion and guidance received from the supervisor, Dr. Rupkumar
Pagarwar , Project Guide of this project worked titled “A Study On Training
And Development Process Adopted By Parle-G Company, Nagpur” is my
original work.

This dissertation as one, which is substantially as same as this has not

submitted by me for any other examination of this university or any other
university.

Place: Nagpur Jayanti Rajdevendra Pande

MBA 4th Semester
DGICM, Nagpur
Date:

3
 ACKNOWLEDGEMENT

A MBA Final Semester Training Program is a golden Opportunity for learning and
self-development. I consider myself very Lucky and honored to have so many wonderful
people lead me through in completion of this project.

My grateful thanks to Dr. Rupkumar Pagarwar who in spite of beingextraordinarily

busy with his duties, took time to hear, guide and keep me on the correct path. I do not know
where I would have been without him. A humble ‘Thank you Sir Dr. Rupkumar
Pagarwar monitored my progress and arranged all facility to make life easier.

I would also like to thank my family and friends for their support. This project could
not be completed without their support and Encouragement. I am very much thankful to
them. Last but not the least there were so many who shared valuable Information that helped
in the successful completion of this project.

SUBMITTED BY

Jayanti Rajdevendra Pande

(MBA4thsem)

Dhananjayrao Gadgil Institute Of Co-OperativeManagement

Nagpur-440024

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 INDEX

CHAPTER NO. CHAPTER NAME PAGE NO.

1 INTRODUCTION 6

2 COMPANY PROFILE 26

3 OBJECTIVES OF THE STUDY 31

4 HYPOTHESIS 33

5 LIMITATION 35

6 RESEARCH METHODOLOGY 37

7 DATA ANALYSIS & INTERPRETATION 43

8 FINDINGS 56

9 CONCLUSION 58

10 SUGGESTION 62

11 BIBLIOGHRAPHY 67

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INTRODUCTION

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 INTRODUCTION OF HRM

The Human Resources (HR) function provides significant support and advice to line management.
The attraction, preservation and development of high caliber people are a source of competitive
advantage for our business, and are the responsibility of HR.

It is therefore necessary for all managers to understand and give due importance to the different
objective
human resource policies and activities in the organization. Human Resource Management outlines
the importance of HRM and its different functions in an organization. It examines the various HR
processes that are concerned with attracting, managing, motivating and developing employees for
the benefit of the organization.

Human Resource Management (HRM) is a critical aspect of any organization. It is a strategic

approach that involves managing and developing the workforce to achieve organizational goals
and objectives. The HRM function provides significant support and advice to line management in
this regard.

Attracting, preserving, and developing high caliber people is a source of competitive advantage
for any business. This is why HRM is responsible for the recruitment, selection, retention, and
development of employees. It is the role of HRM to ensure that the organization has a skilled,
diverse, and motivated workforce that can contribute to the growth and success of the organization.
The importance of HRM cannot be overstated. It plays a key role in aligning the workforce with
the goals and objectives of the organization. HRM policies and practices are critical for attracting
and retaining the best talent, promoting employee engagement and well-being, and creating a
positive work environment.

HRM encompasses a wide range of functions that are designed to ensure that the organization has
the right people, in the right positions, at the right time. These functions include job analysis, job
design, recruitment and selection, training and development, performance management,
compensation and benefits, and employee relations.
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 Human Resource Management ("HRM") is a way of management that links people- related
activities to the strategy of a business or organization. HRM is often referred to as "strategic
HRM". It has several goals:

 To meet the needs of the business and management (rather than just serve the interests of
employees);
 To link human resource strategies / policies to the business goals and objectives;
 To find ways for human resources to "add value" to a business;
 To help a business gain the commitment of employees to its values, goals and objectives.

Human Resource Management is a critical component of any organization's success. By effectively

managing the people within the organization, HRM can contribute to the overall strategy and
bottom line of the business. This means that HRM is not just about hiring and firing employees,
but rather, it is a strategic approach to managing the workforce.
One of the primary goals of HRM is to meet the needs of the business and management. This
means that HR professionals must work closely with management to understand their objectives,
goals and vision for the organization. They must then develop human resource strategies and
policies that align with those goals and objectives.
Another key goal of HRM is to find ways for human resources to "add value" to the business. This
can be achieved by hiring and retaining top talent, developing employee skills and knowledge, and
creating a positive and engaging work environment. By doing so, HRM can help the organization
become more competitive, increase productivity and profitability, and achieve sustainable growth.
Moreover, HRM plays a crucial role in helping the business gain the commitment of employees to
its values, goals, and objectives. This involves creating a culture that fosters employee
engagement, satisfaction, and loyalty. HR professionals must ensure that employees are motivated
and inspired to contribute to the success of the organization.
Overall, HRM is a complex and dynamic field that requires a strategic approach to managing the
workforce. By linking people-related activities to the strategy of the organization, HRM can help
organizations achieve their goals and objectives, while also ensuring that employees are valued,

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engaged, and committed to the success of the business

Evolution of HRM

Earlier references:

In western countries HRM had its primitive beginning in 1930s. Not much thought was
given on this subject in particular and no written records or documents interesting to note HRM
concepts was available, in ancient philosophies of Greek, Indian and Chinese. This is not to suggest
that industrial establishment and factories system, as it is known today, existed in ancient Greece,
India or china. The philosophy of managing human being, as a concept was found developed in
ancient literatures in general and in Indian philosophy in particular.

As the industrial revolution took place, the need for managing people in the workplace
became more prominent. However, it wasn't until the 1930s that the concept of HRM emerged in
the western countries. At that time, the focus was primarily on personnel administration and
maintaining records of employee information.

In ancient times, the idea of managing human beings was already present in different
cultures and philosophies. The Greeks, for instance, emphasized the importance of developing
virtues and cultivating moral character in individuals. In India, the concept of karma and dharma
played a significant role in shaping the philosophy of human management. In China, Confucianism
promoted the idea of moral and ethical leadership, which emphasized the importance of treating
subordinates with respect and dignity.

As businesses grew and expanded, there was an increasing need for effective management
of human resources. With the emergence of scientific management principles in the early 20th
century, the focus shifted to optimizing work processes and increasing efficiency. This led to the
development of various theories and models of management, such as Taylorism and Fayolism.

9
 During the post-World War II era, HRM underwent significant changes as organizations
became more complex and diversified. The emphasis shifted from administrative tasks to a more
strategic approach, focusing on issues such as recruitment, retention, training, and development of
employees. The field of HRM continued to evolve in the following decades, with the introduction
of new technologies and globalization leading to new challenges and opportunities.

Today, HRM has become an integral part of organizational strategy and plays a critical role
in achieving business goals. The focus is on developing and managing a diverse workforce,
creating a positive work culture, and promoting employee engagement and well-being. With the
increasing use of data and analytics, HRM has become more data-driven and evidence-based,
enabling organizations to make informed decisions and optimize their human resources.

Moving ahead, with the industrial revolution in the 18th and 19th centuries, the need for
efficient management of labor became increasingly important. The focus shifted from managing
human beings as individuals to managing them as a group or a resource. During this period, the
first personnel departments were established in factories to manage labor relations, wages, and
other personnel-related matters.

In the early 20th century, the field of personnel management began to take shape as a
recognized profession. Scientific management principles were introduced by Frederick Winslow
Taylor, who believed that work could be analyzed and broken down into simple, repeatable tasks
to increase efficiency. This approach led to the development of job analysis, job design, and
compensation systems.

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 During World War II, personnel management became a critical function for military
operations. The war effort required the recruitment and training of millions of people, and
personnel managers were tasked with the responsibility of managing this massive effort. This led
to the development of many of the practices that are still used today in HRM, such as recruitment
and selection, training and development, and performance management.

In the 1960s, the Civil Rights Act and other legislation prohibited discrimination in the
workplace based on race, gender, age, and other factors. This led to the development of equal
employment opportunity policies and practices, which are now a critical component of HRM.

In the latter part of the 20th century, the field of personnel management evolved into human
resource management. This was driven by a focus on strategic management and the recognition
that people are a critical resource for organizations. HRM practices became more sophisticated
and strategic, focusing on issues such as talent management, workforce planning, and employee
engagement.

Today, HRM continues to evolve, with a growing focus on technology, globalization, and
diversity and inclusion. The use of HR analytics and artificial intelligence is becoming increasingly
common, and HR professionals are playing a critical role in shaping organizational culture and
strategy. The evolution of HRM is a reflection of the changing needs of organizations and the
recognition that people are their most important asset.

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 Personnel functions:
Till 1930s, it was not felt necessary to have a separate discipline of management called
“Personnel management”. In fact, this job was assigned as part of the factory manager. Adam
Smith’s concept of factory was that it consists of three resources, land, labour and capital. This
factory manager is expected to “procure,
Process and peddle” labour as one of the resources. The first time when such a specialist “person”
was used; it was to maintain a “buffer” between employer and employee to meet the “legitimate
need” of employees. However, it is the employer who decided what “legitimate need” of
employees is. In fact, the specialist “person” was more needed to prevent “unionization” of
employees. This was the case before 1930-s all over the world.

Environmental Influences on HRM:

Since 1930s, certain developments took place, which greatly contributed, to the evolution and
growth of Human Resources Management (HRM). These developments are given below:
1. Scientific Management
2. Labour Movements
3. Government Regulations.

Scope of Human Resource Management

The Scope of HRM is indeed fast. All major activities in the working life of worker from
time of his entry in an organization until he / she leaves, come under the preview of HRM.
Specifically, the activities included are Human Resource planning, Job analysis and design,
Recruitment, Selection, Orientation and placement, Training and development, Performance
appraisal and Job evaluation, employee and executive remuneration and communication,
employee welfare, safety and health, industrial relations and the like. HRM is becoming a
specialized branch giving rise to a number of specialized areas like:

 Staffing
 Welfare and Safety
 Wages and Salary Administration
 Training and Development
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 Training Education and Development

Training:

This activity is both focused upon, and evaluated against, the job that an individual currently holds.
Education:
This activity focuses upon the jobs that an individual may potentially hold in the future, and is
evaluated against those jobs.
Development:
This activity focuses upon the activities that the organization employing the individual, or that the
individual is part of, may partake in the future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The sponsors
of training and development are senior managers. The clients of training and development are
business planners. Line managers are responsible for coaching, resources, and performance. The
participants are those who actually undergo the processes. The facilitators are Human Resource
Management staff. And the providers are specialists in the field. Each of these groups has its own
agenda and motivations, which sometimes conflict with the agendas and motivations of the others.

The conflicts are the best part of career consequences are those that take place between employees
and their bosses. The number one reason people leave their jobs is conflict with their bosses. And
yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out,
"Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid."
Training an employee to get along well with authority and with people who entertain diverse points
of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't
compensate for a sour relationship with a superior, peer, or customer.

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 IMPORTANCE OF TRAINING AND DEVELOPMENT

 OPTIMUM UTILIZATION OF HUMAN RESOURCES- Training and development

programs are essential for organizations to optimize the utilization of their human
resources. These programs equip employees with the skills and knowledge required to
perform their duties effectively and efficiently. By enhancing the capabilities of
employees, organizations can maximize their productivity and efficiency. In addition to
this, employees who undergo training and development programs tend to be more
motivated, committed, and engaged in their work. They are more likely to be loyal to the
organization, which helps in reducing employee turnover rates. Furthermore, these
programs help employees to stay updated with the latest trends, technologies, and
developments in their industry, which helps them to stay ahead of the curve.

 DEVELOPMENT OF HUMAN RESOURCE- In today's fast-paced business environment,

organizations need to continuously invest in their human resources. Training and development
programs provide employees with a platform to enhance their technical and behavioral skills,
making them more capable of handling complex tasks and challenges. These programs help
employees to develop their skills and knowledge to meet the requirements of the organization. They
also help employees to improve their communication and interpersonal skills, which are essential
for effective collaboration and teamwork. Additionally, training and development programs help in
the personal growth of employees, which leads to better job satisfaction and retention rates. By
investing in the development of their human resources, organizations can create a competitive edge
and stay ahead of their competition.

 HEALTH AND SAFETY - The health and safety of employees should be a top priority for
every organization. Training and development programs play a crucial role in ensuring the
health and safety of employees. These programs educate employees on the importance of
safety measures and emergency protocols, which reduces workplace accidents and injuries.
Furthermore, training and development programs help.

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 DEVELOPMENT OF SKILLS OF EMPLOYEES- Training and development programs
are vital for the development of skills and knowledge of employees at all levels. These
programs help employees to learn new skills and techniques that they can apply in their
day-to-day work. They also provide employees with the opportunity to enhance their
existing skills and knowledge, which helps them to become more efficient and effective in
their work. Furthermore, training and development programs help in expanding the
horizons of human intellect and overall personality development, making employees more
confident and capable of taking up new challenges. The development of employees' skills
and knowledge helps them to achieve personal growth and advancement in their careers.

 ORGANISATION CLIMATE- The organizational climate plays a crucial role in shaping

the culture and behavior of employees. Training and development programs help in
improving the organizational climate by promoting teamwork, enhancing communication,
and creating a positive work environment. These programs help employees to develop
better interpersonal relationships, which leads to better collaboration and cooperation.
Additionally, training and development programs create a sense of belongingness and
ownership among employees, which leads to higher motivation and commitment levels.
By improving the organizational climate, organizations can create a more engaged and
productive workforce

 QUALITY- Quality is a critical factor that determines the success of any organization.
Training and development programs help employees to understand the importance of
quality in their work. These programs equip employees with the necessary skills and
knowledge required to maintain high standards of quality, which results in increased
customer satisfaction and loyalty. Furthermore, training and development programs help
in developing a culture of quality within the organization, where every employee is
committed to delivering their best. By ensuring quality in their products and services,
organizations can gain a competitive edge and establish themselves as leaders in their
industry.

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 HEALTHY WORK-ENVIRONMENT- A healthy work environment is essential for the
well-being and productivity of employees. Training and development programs promote a
healthy work environment by educating employees on health and wellness practices. These
programs help employees to understand the importance of maintaining a healthy lifestyle,
which leads to reduced absenteeism and higher productivity levels. Furthermore, training
and development programs help in creating a safe and healthy workplace, which leads to
higher job satisfaction, retention rates, and productivity.

 INCREASED EMPLOYEE MORALE: Training and development programs can have a

significant impact on employee morale. When employees feel that they are receiving the
necessary training and development to succeed in their roles, they are more likely to be
motivated and engaged in their work. They may also feel a greater sense of loyalty and
commitment to the organization, as they perceive that the organization is investing in their
future. Furthermore, training and development programs can provide employees with a
sense of accomplishment and recognition, as they acquire new skills and knowledge. This
can help to boost employee morale, leading to a more positive and productive work
environment.

 IMPROVED CUSTOMER SATISFACTION: Customer satisfaction is essential for the

success of any organization. Training and development programs can help employees to
develop the skills and knowledge required to provide exceptional customer service. This
can result in increased customer satisfaction and loyalty, as customers are more likely to
return to an organization where they have received excellent service. Additionally, training
and development programs can help employees to develop their communication and
problem-solving skills, enabling them to resolve customer complaints effectively. By
investing in training and development programs, organizations can ensure that their
employees are equipped to deliver exceptional customer service, leading to increased
customer satisfaction and loyalty.

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 INCREASED INNOVATION AND CREATIVITY: Training and development programs
can help employees to develop their creativity and innovation skills. By providing
employees with the tools and techniques to think outside of the box and develop new ideas,
organizations can foster a culture of innovation. This can lead to new products, services,
and processes that can help the organization to stay ahead of the competition and drive
growth.

 REDUCED EMPLOYEE TURNOVER: Employee turnover can be a significant cost for

organizations. By investing in training and development programs, organizations can help
to reduce employee turnover. When employees feel that they are being given opportunities
to learn and develop new skills, they are more likely to stay with the organization.
Additionally, training and development programs can help employees to feel valued and
supported, which can increase their loyalty to the organization.

 ENHANCED ORGANIZATIONAL REPUTATION: Training and development

programs can enhance the reputation of an organization. When employees are well-trained
and knowledgeable, they are better equipped to provide high-quality products and services.
This can result in positive word-of-mouth and increased customer loyalty. Additionally,
organizations that invest in training and development programs are often seen as more
attractive employers, which can help to attract top talent.

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 INCREASED FLEXIBILITY AND ADAPTABILITY: Training and development
programs can help employees to develop their flexibility and adaptability skills. By
providing employees with the tools and techniques to navigate change and uncertainty,
organizations can create a more agile workforce. This can help the organization to respond
more effectively to changing market conditions and customer needs.

 IMPROVED LEADERSHIP AND MANAGEMENT SKILLS: Training and development

programs can help employees to develop their leadership and management skills. This can
be particularly beneficial for employees who are being groomed for leadership positions
within the organization. By providing employees with the skills and knowledge required
to lead and manage teams effectively, organizations can develop a strong pipeline of future
leaders.

 COMPLIANCE WITH REGULATORY REQUIREMENTS: Training and development

programs can help organizations to comply with regulatory requirements. Many industries
have strict regulations governing the conduct of employees, and training and development
programs can help to ensure that employees understand their obligations and
responsibilities. This can help to reduce the risk of regulatory breaches and associated
penalties. Additionally, organizations that demonstrate a commitment to compliance are
often viewed more favorably by customers and stakeholders.

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 METHODS OF TRAINING

There are various methods of training, which can be divided in to cognitive and behavioral
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. The various methods that come
under cognitive approach are:

LECTURE- A method training

Lecture is one of the oldest and most widely used training methods. It involves the trainer providing
information to the trainees on a specific topic. The lecture can be given in either an oral or printed
form. This method is particularly useful when the goal is to create an understanding of a specific topic
or influence the behavior or attitudes of the trainees. It is also a useful method when the topic is
complex and requires a detailed explanation. However, one of the limitations of this method is that it
is often a one-way communication, with the trainer doing most of the talking, and the trainees being
passive recipients of the information. To make this method more effective, trainers can use interactive
tools such as audiovisual aids and encourage trainees to ask questions and provide feedback.

DEMONSTRATION TRAINING METHOD

The demonstration training method involves showing trainees how to perform a task or how something
works. This can be done through a live demonstration or through a video. This method is particularly
useful when the task is complex or when the trainees need to learn a new skill. The trainer should ensure
that the demonstration is clear and concise and that the trainees have a clear understanding of what they
need to do. The demonstration method can be made more effective by incorporating the discussion or
lecture method. Trainees can be encouraged to ask questions and provide feedback on the
demonstration.

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DISCUSSION TRAINING METHOD

The discussion training method involves a two-way flow of communication between the trainer and the
trainees. The trainer provides a lecture to the trainees, and this is then supported, elaborated, explained,
or expanded on through interactions among the trainees and between the trainer and the trainees. This
method is particularly useful when the goal is to encourage critical thinking, problem-solving, and
decision-making skills. It allows trainees to share their experiences, opinions, and knowledge on a
specific topic. This method can be made more effective by ensuring that the discussion is well-structured
and focused on the learning objectives. The trainer can also act as a facilitator, encouraging participation,
and guiding the discussion to ensure that the learning objectives are met.

ON-THE-JOB TRAINING

On-the-job training (OJT) is a method of training where the trainee learns by doing the actual job under the
supervision of a more experienced worker. This method is particularly useful when the job requires hands-on
training and when there is a need to transfer knowledge and skills from experienced workers to new
employees. OJT can be informal or formal and can be structured to meet the learning objectives. The
advantage of this method is that it allows the trainee to learn in a real-life setting, and the trainer can provide
immediate feedback and support.

ROLE-PLAYING

Role-playing is a training method where trainees act out scenarios that simulate real-life situations. This
method is particularly useful when the goal is to develop interpersonal skills such as communication,
negotiation, and conflict resolution. Role-playing allows trainees to practice these skills in a safe and
controlled environment, receive feedback, and improve their performance. This method can be made more
effective by ensuring that the scenarios are realistic and relevant to the trainees' job roles.

CASE STUDIES

Case studies are a training method where trainees analyze and discuss real or hypothetical scenarios. This
method is particularly useful when the goal is to develop analytical and problem-solving skills. Case studies
allow trainees to apply their knowledge and skills to real-world situations and make decisions based on the
information provided. This method can be made more effective by ensuring that the case studies are relevant
to the trainees' job roles and that the discussion is well-structured and focused on the learning objectives.

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SIMULATIONS

Simulations are a training method where trainees participate in a computer-based or virtual reality scenario
that simulates real-life situations. This method is particularly useful when the job requires specialized skills or
when the work environment is hazardous or complex. Simulations allow trainees to practice skills and
decision-making in a safe and controlled environment, receive feedback, and improve their performance.

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INPUTS USED FOR TRAINING AND DEVELOPMENTS IN PARLE-G
COMPANY NAGPUR

Any training and development program must contain inputs which enable the participants to gain
skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to
these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress
upon decision-making and problem-solving abilities.

Skills
Training, as was stated earlier, is imparting skills to employees. A worker needs skills to ope rate
machines, and use other equipments with least damage or scrap. This is a basic skill without which
the operator will not be able to function. There is also the need for motor skills. Motor skills refer
to performance of specific physical activities. These skills involve training to move various parts
of one’s body in response to certain external and internal stimuli. Common motor skills include
walking, riding a bicycle, tying a shoelace, throwing a ball and driving a car. Motor skills are
needed for all employees – from the clerk to the general manager. Employees, particularly
supervisors and executives, need interpersonal skills popular known as the people skills.
Interpersonal skills are needed to understand one self and others better, and act accordingly.
Examples of interpersonal skills include listening, persuading, and showing an understanding of
others’ feelings.

Education
The main purpose of Parle-G Comapny NAGPUR is to provide education to teach theoretical
concepts and develop a sense of reasoning and judgment. That any training and development
program must contain an element of education is well understood by HR specialist. Any such
program has university professors as resource persons to enlighten participants about theoretical
knowledge of the topic proposed to be discussed. In fact organizations depute or encourage
employees to do courses on a part time basis. Chief Executive Officers (CEO’s) are known to
attend refresher courses conducted by business schools. Education is important for managers and
executives than for lower-cad reorders.

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Development
Another component of a training and development is development which is less skill oriented but
stressed on knowledge. Knowledge about business environment, management principles and
techniques, human relations, specific industry analysis and the like is useful for better management
of the company.

Ethics
There is need for imparting greater ethical orientation to a training and development program. There
is no denial of the fact that ethics are largely ignored in businesses. Unethical practices abound in
marketing, finance and production function in an organization. They are less see and talked about in
the personnel function. If the production, finance and marketing personnel indulge in unethical
practices the fault rests on the HR manager. It is his/her duty to enlighten all the employees in the
organization about the need of ethicalbehavior.

23
 How Training Benefits Parle-G COMPANY, NAGPUR

 Leads to improved profitability and/or more positive attitudes towards profit orientation.

 Improves the job knowledge and skills at all levels of the organization

 Improves the morale of the workforce.

 Helps people identify with organizational goals.

 Helps to create a better corporate image.

 Fosters authenticity, openness and trust.

 Improves relationship between boss and subordinate.

 Aids in organizational development.

 Helps prepare guidelines for work.

 Aids in understanding and carrying out organizationa l policies.

 Provides information for future needs in all areas of theorganization.

 Organization gets more effective decision-making and problem-solving skill.

l
 Aids in increasing productivity and/or quality of work.

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

24
 Develops a sense of responsibility to the organization for being competent and
knowledgeable.

 Improves management relations.

 Reduces outside consulting costs by utilizing competent internal consultation.

 Stimulates preventive management as opposed to putting out fires.

 Eliminates suboptimal behavior (such as hiding tools).

 Creates an appropriate climate for growth, communication.

 Aids in improving organizational communication.

25
COMPANY PROFILE

26
 COMPANY PROFILE

Parle Products has been India's largest manufacturer of biscuits and confectionery, for almost 80years.
Makers of the world's largest selling biscuit, Parle-G, and a host of other very popular brands, the
Parle name symbolizes quality, nutrition and great taste. With a reach spanning eventhe remotest
villages of India , the company has definitely come a very long way since..

Many of the Parle products - biscuits or confectioneries, are market leaders in their category andhave
won acclaim at the Monde Selection, since 1971. With a 40% share of the total biscuit marketand a
15% share of the total confectionary market in India ,Parle has grown to become a multi-million dollar
company. While to consumers it's a beacon of faith and trust, competitors look uponParle as an
example of marketing brilliance.

The consumer is the focus of all activities at Parle. Maximizing value to consumer and forging
enduringcustomer relationships are the core endeavours at Parle. Parle-G" My Dream Come True "-
was one its biggest promotional ventures (2.5 crore) which gave contestants a chance to fulfil their
dreams. Discounts,gift offer schemes are other popular promotional offerings.

Parle Products is an Indian FMCG (Fast-Moving Consumer Goods) company that specializes in the
manufacturing of biscuits and confectionery items. Founded in 1929, the company has been one of
the leading players in the Indian food industry for over 90 years. The brand has established itself as a
household name in the country, and its products are sold across the length and breadth of India.
The company's flagship product, Parle-G, is the world's largest selling biscuit brand. The biscuit has
been a staple of Indian households for generations, and its popularity shows no signs of abating. The
27
company's other popular products include Marie biscuits, KrackJack, Monaco, Hide & Seek, and
Milano. In the confectionery category, Parle is known for its iconic candies like Mango Bite, Kismi,
and Melody.

Parle Products has a massive distribution network that reaches even the remotest corners of India. The
company has 10 manufacturing units spread across the country, and its products are available in over
5 million retail stores. Parle has a 40% share of the total biscuit market in India and a 15% share of
the total confectionery market. The company's products have won numerous awards and accolades,
including the prestigious Monde Selection award since 1971.

The company's success can be attributed to its focus on the consumer. Parle has always been
committed to providing high-quality products at affordable prices. The company's products are known
for their taste, quality, and nutritional value. Parle has also been proactive in its marketing efforts, and
its promotional campaigns have been highly successful. The company's "Parle-G My Dream Come
True" campaign, which offered contestants a chance to fulfill their dreams, was a massive success
with over 2.5 crore participants.

Parle Products has also been a responsible corporate citizen, and the company has been actively
involved in various social initiatives. The company's CSR (Corporate Social Responsibility) initiatives
focus on education, health, and community development. Parle has set up several schools and
healthcare centers in rural areas of India, and its efforts have helped improve the lives of thousands of
people.

In conclusion, Parle Products is a company that has established itself as a leader in the Indian FMCG
industry. The company's commitment to quality, affordability, and consumer satisfaction has helped
it maintain its position as a market leader for over 90 years. With a massive distribution network, a
diverse product portfolio, and a focus on social responsibility, Parle is a brand that has become
synonymous with trust and reliability.

Many of Parle's products, including biscuits and confectioneries, are market leaders in their category
and have won numerous accolades, including the prestigious Monde Selection award, since 1971. The
28
company has a 40% share of the total biscuit market and a 15% share of the total confectionery market
in India, making it a multi-million dollar company. While Parle is a beacon of faith and trust to
consumers, competitors view it as an example of marketing brilliance.
The consumer is the focus of all activities at Parle. Maximizing value to the consumer and forging
enduring customer relationships are the core endeavors at Parle.

The company's promotional ventures, such as "My Dream Come True" campaign, which gave
contestants a chance to fulfill their dreams, have been hugely successful. Parle also offers various
discounts and gift schemes to keep its customers engaged and happy.

Parle's journey began in 1929 when it was established in the British colony of India. In 1947, the
company underwent a major transformation as it shifted its focus from sweets to biscuits. Since then,
Parle has been expanding its product range and reach. The company has a vast distribution network
that comprises over 3,500 wholesalers and more than 1.5 million retail outlets across India.
Apart from its domestic operations, Parle has a strong presence in over 60 countries worldwide. The
company exports its products to the US, UK, Canada, Australia, New Zealand, and several African
and Asian countries. Parle has established itself as a global player in the biscuit and confectionery
industry.

Parle's success is not only due to its quality products and innovative marketing strategies but also its
commitment to social responsibility. The company has been actively involved in various social
initiatives such as building schools, hospitals, and other infrastructure in underprivileged areas. Parle
also supports several NGOs and charities that work for the betterment of society.

Parle Products has also made significant contributions to the Indian economy. The company has
created employment opportunities for thousands of people in India, including in remote and rural
areas. Parle has also played a role in boosting the agricultural sector by sourcing raw materials like
wheat and sugar from local farmers. In addition, the company has invested in various social initiatives,
such as building schools and hospitals in rural areas, providing clean drinking water, and supporting
disaster relief efforts.

Over the years, Parle Products has expanded its reach beyond India and now exports its products to
29
over 60 countries worldwide. The company has also diversified its product range to include snacks,
beverages, and baked goods. Some of its popular brands include Parle-G, Monaco, KrackJack, Hide
& Seek, and Frooti.

In recent years, Parle Products has faced challenges in the highly competitive Indian market. The
company has had to adapt to changing consumer preferences, such as a growing demand for healthier
snacks and increased competition from foreign brands. However, Parle has continued to innovate and
introduce new products to stay relevant.

Parle Products has a strong commitment to corporate social responsibility, and they have initiated
many programs to help society. The company runs Parle-G Swasthya, a health initiative aimed at
providing basic healthcare and nutrition education to underprivileged children in remote areas. The
Parle Bake Academy is a program aimed at helping the unemployed and underprivileged youth to
learn baking and find employment. The company also runs the Parle Clean-Up program, an initiative
aimed at keeping the environment clean.

In addition to its commitment to social responsibility, Parle Products has also received numerous
awards and recognitions for its business practices. In 2021, Parle-G was ranked as the most trusted
biscuit brand in India by the Brand Trust Report. The company has also received awards for its
advertising campaigns, including the Effie Award for its "Naam toh suna hi hoga" campaign and the
Cannes Lion for its "Parle-G kid" campaign.

Parle Products has also expanded its operations beyond India and now exports its products to over 60
countries worldwide. The company has established manufacturing facilities in countries such as
Nigeria, Ghana, and Nepal, to cater to the growing demand for its products in these regions.
Furthermore, Parle Products has also ventured into the field of snacks, with the introduction of brands
like Monaco, KrackJack, and Hide and Seek. The company has also introduced a range of premium
biscuits under the brand name Parle Platina, targeting the premium biscuit segment.

In conclusion, Parle Products has come a long way since its inception, and it continues to be a
dominant player in the Indian food and beverage industry. With its commitment to quality, innovation,
and social responsibility, the company has established a strong brand image and a loyal customer base.
30
OBJECTIVES

31
 OBJECTIVES OF THE STUDY

The specific objectives of the study are:

 To know the opinion of the respondents on training and development measures.

 To find out the effectiveness of training and development programmes among Parle-G
employees.

 To provide suggestions for better ways and means to improve the training and development
programme.

 To analyze the influences of the training and development on human resource of the Parle-G
Company.

32
HYPOTHESIS

33
 HYPOTHESIS

The Current Study Specify That:-

 H1:- The Training & Development Process of Parle-G Company is better than others.

 H0:- The Training & Development Process of Parle-G Company is not better.

34
LIMITATION

35
 LIMITATIONS

During my training period although the management and plant personnel were very co-
operative & extended their full support, yet there were following limitations associates with
my study which I would like to mention:

 Due to the busy schedule of an organization I was unable to grasp the precious words of
the HRD Manager.

 The research was carried out in a short period.

 Limited sample size.

 The information given by the respondent might be biased some of them might not be
interested to given correct information.

 Some of the respondents of the survey were unwilling to share information.

36
RESEARCH METHODOLOGY

37
 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
The Research methodology refers to the systematic approach used by researchers
to gather and analyze data in order to understand a phenomenon or issue. It comprises of a set of
procedures and techniques that researchers use to conduct their studies. This section outlines the
research definition, design, and data sources used in the study.

RESEARCH DEFINITION:
According to Creswell, research is a process that involves steps used to collect and analyze
information to increase our understanding of a topic or issue. The research process involves three
steps: formulating research questions, collecting data to answer the research questions, and
presenting an answer to the research questions. In this study, the research question focuses on
analyzing the motivation level of employees.

Research Design:
Descriptive research is a non-experimental research method used to describe the characteristics of
a population or phenomenon being studied. It involves collecting data in order to answer questions
about the current status of the subject of the research. Descriptive research can be used to answer
questions about the frequency of occurrence, the characteristics of a particular population or group,
or the relationships between different variables. In this study, the aim of the descriptive research
design is to analyze the different parameters related to employee motivation and to establish the
relationship between them.

Data Sources:
The Data collection is a crucial aspect of research methodology as it provides the basis for analysis
and interpretation. In this study, both primary and secondary data sources are used for data
collection

38
Primary Data:
Primary data is the information collected for the first time for a specific research study. In this
study, primary data is collected through the distribution of questionnaires to the employees.
Questionnaires are one of the most widely used methods of primary data collection in research
studies. A questionnaire is a structured set of questions designed to collect data from respondents.
The questionnaire used in this study is designed to elicit information about employee motivation,
including factors that motivate employees, factors that demotivate employees, and the impact of
motivation on job performance.

Secondary Data:
Secondary data is the information that has been collected previously by someone else or by the
researcher for a different research purpose. Secondary data sources for this study include company
websites, library resources, and search engines. The secondary data sources provide a broader
perspective on the research problem and supplement the primary data. The secondary data sources
used in this study provide information on the theoretical background of employee motivation,
motivation theories, and best practices for motivating employees.

Data Collection:
Data collection is a crucial step in the research process as it forms the basis for analysis and
interpretation. In this study, data is collected through the distribution of questionnaires to the
employees. The questionnaire is designed to collect data on various parameters related to employee
motivation, including the factors that motivate employees, the factors that demotivate employees,
and the impact of motivation on job performance. The questionnaire is distributed to a random
sample of employees, and the data collected is analyzed using statistical methods to establish the
relationship between the different variables. The data collected through the questionnaires is
supplemented by secondary data sources, including company websites, library resources, and
search engines.

39
Research Instrument:
In this study the primary data is collected by survey technique. In this we distributed the
questionnaires to the respondents. The researcher structured the questionnaire in the form of:
1. Close Ended Questions
2. Multiple Choice Questions

Questionnaire:
A questionnaire is a sheet of paper containing questions relating to contain specific aspect
,regarding which the researcher collects the data. Because of their flexibility the questionnaire
method is by far the most common instrument to collect primary data. The questionnaire is given
to the respondent to be filled up.

Sampling Design:
Sampling design is to clearly define set of objective, technically called the universe to be studied.
Sampling technique used is simple random sampling method.

Sample Size:
This refers to the number of items to be selected from the universe to constitute a sample. The
sample size for this study is taken as 50.

Statistical Tools Used:

The data collected is analyzed by employing the following statistical technique:

40
 SCOPE OF THE STUDY

There are many Company operating in our country. Some of they are public sector Company some
others are private sector Company where as some others are foreign Company. All these
Companies are doing very good business all over the country and they have acquired good market
share in the country. They are offering good services and products.

Employee training and development in Business sector is not only an activity that is desirable but also
an activity that an organization must commit resources to if it has to maintain a viable and a
knowledgeable workforce. Training is an attempt to improve the employee’s performance on the current
job or prepare them for an intended job. In other words training improves, changes, and moulds the
employee’s knowledge, skill, behavior, aptitude and attitude towards the requirement of job and
organization.

Thus training bridges the gap between the job requirements and employee’s present
specifications

41
 DATA COLLECTION

The objectives of the project are such that both primary and secondary data is required to achieve
them. So both primary and secondary data was used for the project. The mode of collecting primary
data is questionnaire mode and sources of secondary data are various magazines, books, newspapers,
& websites etc.

1. Primary Data: The primary data was collected to measure the customer satisfaction and their
perception regarding Parle-G Company. The primary data was collected by means of questionnaire
and analysis was done on the basis of response received from the customers. The questionnaire
has been designed in such a manner that the consumer’s satisfaction level can be measured and
consumer can enter his responses easily.

2. Secondary Data: The purpose of collecting secondary data was to achieve the objective of
studying the recent trends and developments taking place in Company.

Sample size –

50

Sampling Unit –

Employees of Parle-G Company, Nagpur

Sampling Technique –

Convenient sampling.

Types of used research design –

Exploratory research design

Analysis and Interpretation

After the data collection, it was compiled, classified and tabulated manually and with help of
computer. Then the task of drawing inferences was accomplished with the help of percentage and
graphic method

42
DATA ANALYSIS

&

INTERPRETATION

43
 DATA ANALYSIS &INTERPRETATION
1- Your organization considers training as a part of organizational strategy. Do you agree
with this statement?

RESPONSE NO. OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 26 52
AGREE 2 4
SOME WHAT 8 16
AGREE
DISAGREE 14 28
TOTAL 50 100

STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE

28%

52%

16%

4%

INTERPRETATION

The above graph indicates that majority in organization considers training as a part of
organizational strategy.

44
QUES 2): How many training programs will you attend in a year?

RESPONSE NO. OF RESPONDENT PERCENTAGE

LESS THEN 0-2 28 56
2-4 4 8
4-6 12 24
MORE THAN 6 6 12
TOTAL 50 100

LESS THEN 0-1 01-Feb 02-Apr MORE THAN 4

12%

24%

56%

8%

INTERPRETATION

The above chart indicates that 28 respondents attend less training programs held in the
organization.

45
QUES 3): To whom the training is given more in your organization?

RESPONSE NO. OF RESPONDENT PERCENTAGE

SENIOR STAFF 2 4
JUNIOR STAFF 10 20
NEW STAFF 12 24
BASED ON REQUIRTMENT 26 52
TOTAL 50 100

SENIOR STAFF JUNIOR STAFF NEW STAFF BASED ON REQUIRTMENT

4%

20%

52%

24%

INTERPRETATION

The above chart shows indicates that training is provided on the basis of requirement.

46
QUES 4): what are all the important barriers to training and development in your organization?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
TIME 8 16
MONEY 10 20
LACK OF INTEREST BY STAFF 12 24
NON-AVAILABILITY OF SKILL
TRAINER 20 40
TOTAL 50 100

TIME
16%

NON-AVAILABILITY
OF SKILL
40% MONEY
20%

LACK OF INTEREST
BY STAFF
24%

INTERPRETATION

The graph indicates that the important barriers to training and development in the organization
are non-availability of skilled trainers.

47
QUES 5): Enough practice is given for us during training session? Do you agree with this
statement?

RESPONSE NO. OF RESPONDENT PERCENTAGE

 STRONGLY AGREE 28 56
 AGREE 4 8
 SOME WHAT AGREE 12 24
 DISAGREE 6 12
50 100

STRONGLY AGREE · AGREE · SOME WHAT AGREE · DISAGREE

12%

24%

56%

8%

INTERPRETATION

The above graph indicates that enough practice is given for employees during training sessions.

48
QUES 6): The training session conducted in your organization is useful. Do you agree with this
statement?

RESPONSE NO. OF RESPONDENT PERCENTAGE

STRONGLY AGREE 30 60
AGREE 10 20
SOME WHAT AGREE 10 20
DISAGREE 0 0
TOTAL 50 100

DISAGREE
0%

SOME WHAT
AGREE
20%

AGREE STRONGLY AGREE

20% 60%

INTERPRETATION

The above graph indicates the training sessions conducted in the organization is useful.

49
QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do it
agree with this statement?

RESPONSE NO. OF RESPONDENT PERCENTAGE

STRONGLY AGREE 28 56
AGREE 12 24
SOME WHAT AGREE 6 12
DISAGREE 4 8
TOTAL 50 100

56

24

12

STRONGLY AGREE AGREE SOME WHAT DISAGREE

AGREE

INTERPRETATION

The above graph indicates employees are given appraisal in order to motivate them to attend the
training.

50
QUES 8): How well the work place of training is physically organization?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
EXCELLENCE 16 32
GOOD 12 24
AVERAGE 12 24
BAD 10 20
TOTAL 50 100

32

24 24

20

EXCELLENCE GOOD AVERAGE BAD

INTERPRETATION

This graph indicates the trainers should possess technical skill to make the training effective.

51
QUES 9): What are the general complains about the training session?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
TAKE AWAY PRECIOUS TIME OF
EMPLOYEES 8 16
TOO MANY GAPS BETWEEN THE
SESSIONS 20 40
TRAINING SESSIONS ARE UNPLANNED 12 24
BORING AND NOT USEFUL 10 20
TOTAL 50 100

40

24
20
16

TAKE AWAY TOO MANY GAPS TRAINING BORING AND NOT

PRECIOUS TIME OF BETWEEN THE SESSIONS ARE USEFUL
EMPLOYEES SESSION UNPLANNED

INTERPRETATION

This graph indicates that there are too many gaps between the training sessions.

52
 QUES 10): Time duration given for the training period is;

NO. OF
RESPONSE RESPONDENT PERCENTAGE
SUFFICIENT 10 20
TO BE EXTENDED 20 40
TO BE SHORTENED 16 32
MANAGEABLE 4 8
TOTAL 50 100

40

32

20

SUFFICIENT TO BE EXTENDED TO BE SHORTENED MANAGEABLE

INTERPRETATION

This graph indicates the reasons for shortage of skilled manpower at workplace are lacks of
support from senior staff.

53
 QUES 11): Are you satisfied with the effectiveness of training program?

NO. OF
RESPONSE RESPONDENT PERCENTAGE
YES 45 90
NO 5 10
TOTAL 50 100

Yes No

10%

90%

INTERPRETATION

The above graph indicates that majority of employees have to be satisfied by Training program

54
 QUES 12): Do you like to attend training program

NO. OF
RESPONSE RESPONDENT PERCENTAGE
Yes 40 80
No 8 16
May be 2 4
TOTAL 50 100

Yes No May be

4%

16%

80%

INTERPRETATION

The above graph indicates that majority of employees like to attend training program

55
FINDINGS

56
 FINDINGS

 Majority in organization considers training as a part of organizational strategy.

 Out of 25, 14 respondents attend less training programs held in the organization.

 In Parle-G Company, the training is provided on the basis of requirement.

 The important barriers to training and development in the organization are non-availability of

skilled trainers.

 Enough practice is given for employees during training sessions.

 The training sessions conducted in the organization is useful.

 Employees are given appraisal in order to motivate them to attend the training.

 The trainers should possess technical skill to make the training effective.

 Indicates the reasons for shortage of skilled manpower at workplace are lacks of support from

senior staff.

57
CONCLUSION

58
 CONCLUSION

 The opinion of the respondents on training and development measures was done.

 The effectiveness of training and development programmes among Parle-G employees was
observed.

 Suggestions for better ways and means to improve the training and development programme were
given.

 The influences of the training and development on human resource of the Parle-G Company was
analyzed.

59
 FINDINGS

 Effective training programs are necessary for improving employee efficiency and preparing

them for higher-level jobs.

 Training and development programs help remove performance deficiencies in employees

and are an esteemed resource of Parle-G company.

 Timely evaluation of employee training and development programs is crucial for the success

of Parle-G company.

 Employee training and development is a crucial component of any organization's success,

including Parle-G company.

 Training and development serves as a retention tool and builds a loyal and committed

workforce.

 Parle-G company has implemented a comprehensive training system to create a smarter

workforce.

 Effective training programs help to improve job skills, increase productivity, and drive

company growth.

 Regular evaluation of training programs ensures their effectiveness.

 Employee training and development is an investment in the future of the company.

 Effective training programs can contribute to employee satisfaction and motivation.

 Training and development can help foster a culture of innovation within the organization.

60
 Training programs can create a sense of unity and collaboration within the company.

 Effective training programs lead to a more cohesive and productive workforce.

 Parle-G company recognizes the importance of training and development in a dynamic and

rapidly evolving market.

 Training and development is not just a cost for the company, but rather an investment in the

future.

61
SUGGESTIONS

62
 SUGGESTIONS

 The training and development programme which is organized by the Parle-G

company should result in effective co-ordination among the employees and also

adequate training is needed for the trainee to improve the performance, skills and

knowledge regarding object handling. So the training period should be extended.

 Parle-G company employees’ feedback can be obtained about the training given by the

Company.

 So that training can be improved further to their expectations and thus their services to

the customers could be increased and accomplishment of objectives could be made

easier.

 The Parle-G Company employees have to be given a motivation on how important

training is in order to meet the routine problems and rewards can be given to the person

who attends the training consistently.

Here are some additional suggestions for Parle-G company to improve their training and

development programs:

 Create personalized training programs: One size does not fit all when it comes to training

programs. Employees have different levels of expertise, knowledge, and learning styles.

Therefore, Parle-G company should create personalized training programs based on

individual employee needs and job requirements.

63
 Encourage peer learning: Peer learning is an effective way to enhance employee

knowledge and skills. Parle-G company can encourage peer learning by assigning

mentors to new employees or by creating cross-functional training programs

 Offer on-the-job training: On-the-job training is one of the most effective ways to learn.

Parle-G company can offer on-the-job training by assigning new tasks to employees and

providing them with the necessary guidance and support.

 Provide regular feedback: Regular feedback is essential for employees to know where

they stand and what they need to improve. Parle-G company should provide regular

feedback to employees on their performance and progress.

 Use technology-based training: Technology-based training can be an effective and cost-

efficient way to train employees. Parle-G company can use online training modules,

virtual classrooms, and simulations to train employees.

 Incorporate soft skills training: Soft skills such as communication, teamwork, and

problem-solving are critical for success in any job. Parle-G company should incorporate

soft skills training in their training programs to enhance employee effectiveness and

efficiency.

 Create a culture of continuous learning: Continuous learning is essential in today's

rapidly changing world. Parle-G company should create a culture of continuous learning

by encouraging employees to take up new courses, attend workshops, and participate in

conferences.

64
 Measure the effectiveness of training programs: Parle-G company should measure the

effectiveness of their training programs to ensure that they are achieving the desired

results. They can use surveys, assessments, and feedback from employees and managers

to measure the effectiveness of training programs.

 Offer incentives for training: Parle-G company can offer incentives such as promotions,

bonuses, or salary increases for employees who complete training programs

successfully. This can encourage employees to take training programs seriously and

perform better.

 Review and update training programs regularly: The industry and market trends are

constantly evolving, and training programs need to keep up with these changes. Parle-G

company should review and update their training programs regularly to ensure that they

are relevant, up-to-date, and effective.

 In conclusion, Parle-G company should focus on creating effective and personalized

training programs that cater to individual employee needs and job requirements. They

should encourage peer learning, offer on-the-job training, provide regular feedback, use

technology-based training, incorporate soft skills training, create a culture of continuous

learning, measure the effectiveness of training programs, offer incentives for training,

and review and update training programs regularly. By doing so, they can create a

smarter, more effective, and motivated workforce that can drive the growth and success

of the company.

65
 REFERENCE

1. Bibliography
2. Annexure

66
 BIBLIOGRAPHY

1. BOOKS:
 K.Aswathappa, 2nd edition, human resource
 C.r.kothari Research Methodology method and technique 2nd revisededition

2. WEBSITE:
 www.parleg.com

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