Training & Development in Tulasi Seeds

INTRODUCTION

HUMAN RESOURCE MANAGEMENT :

Human resource management is rather difficult to say spontaneously what

management means though we have studied a course in management. But it is

necessary to recall what management is before studying of human resource

management. Management has been the art of getting things done through people. The

term human resource is quite popular in India with the institution of ministry of

human resources development in the union cabinet. But most people may not know

what exactly the term human resources means.

The term human resource management can be thought of as the knowledge,

skills, creative abilities, talents and aptitudes of an organization workforce, as well as

the value, attitudes and beliefs of the individuals involved it can also be explained in

the sense that is resource like any natural resources. It does mean that the management

can get and use the skills, tapping and utilizing them again and again. Thus, it is long-

term perspective where as personnel is a short- term perspective. Human resource are

also regarded as human factor, human asset, human capital and the like. The terms

labor and manpower had been used widely denoting mostly the physical abilities and

capabilities of employees. The term personnel had been used widely in the employee

as a whole but it does not clearly denote various components of human resources like

skill, knowledge, values.....etc.

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MEANING OF HUMAN RESOURCE MANAGEMENT:

Different terms are used to denote human resource management. They are:-

labor management, labor administration, labor management relations, employee-

employer relations, industrial relations, personnel administration, personnel

management and the like. Though these terms can be differentiated widely the basic

nature of distinction lies in the scope or coverage evolutionary stage.

In simple sense, human resource management means employing people,

developing their resources, utilizing, maintaining and compensating their services in

tune with the job and organizational requirements.

SIGNIFICANCE OF HUMAN RESOURCE MANAGEMENT:

Human resource plays a crucial role in the development process of modern

economics. There are great differences in development between countries which seem

to have roughly equal resources, so it is often felt that, though the exploitation of

natural resources, availability of physical and financial resources and international aid

play prominent roles in the growth of modern economics, none of these factors is

more e significant that efficient and committed manpower. It is in fact, said that all

development comes from the human mind.

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OBJECTIVES OF HUMAN RESOURCE MANAGEMENT:

Objectives are pre-determined goals to which individual or group activity in an

organization is directed. Objectives of personnel management are influenced by

organizational objectives and individual and social goals. Institutions are instituted to

attain certain specific objectives.

The objectives of the economic institutions are mostly to earn profits, and of

the educational institutions are mostly impact education and/ conduct research so on

and so forth. However, the fundamental objectives of nay organization is survival.

Organizations are not just satisfied with this goal. Further the goal of most of the

organizations is growth and / or profits.

Institutions procure and mange various resources including human to attain the

specific objectives. Thus, human resources are managed to divert and utilize their

resources towards and for the accomplishment of organizational objectives.

The other objectives of HRM are to meet the needs, aspirations, values and

dignity of individual employees and having due concern for the socioeconomic

problems of the community and the country.

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THE OBJECTIVES OF HRM MAY BE AS FOLLOWS:

1 The created and utilize an able and motivated work force, to accomplish the

best organizational goals.

2 The establish and maintain sound organizational structure and desirable work

in relationships among all the members of the organization.

3 To secure the integration of individual and groups with in the organization by

To create facilities and opportunities for individual or group development so as

to match it with the growth of the organization.

4 To attain an effective utilization of human resources in the achievement of

organizational goals

5 To maintain high employee morel and sound human relations by sustaining and

improving the various conditions and facilities.

6 To strength and appreciate the human assets continuously by providing training

and development Program.

7 To provide an opportunity for expression and voice in management.

8 To provide fair, acceptable and efficient leader ship.

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TRAINING AND DEVELOPMENT THEORY

INTRODUCTION

Training is the process of increasing the knowledge and skills for doing a

particular job. It is an organized procedure by which people learn knowledge and skill

for definite purpose. The purpose of training is basically to bridge the gap between job

requirements and presents competence of an employee. Training is aimed at

improving the behavior and performance of a person. It is a never ending are

constructions process. Training is a closely related with education and development

but needs to be differentiated from these terms.

Every organization needs to have well trained and experiment people to

perform to the activation that have to be done. Trainers are necessary to raise the skill

levels and increase the versatility and adaptability of employees. In adequate job

performance on a decline in productivity or change resulting out of job redesigning or

a technological break-thought require some type of training and development efforts.

In a rapidly changing society employee’s training and development is not only on

actually that is desirable but also activity that on organization must committee

resources if it is to maintain a variable and knowledge work force.

“Training”, ‘‘education” and “development” are three terms frequently used.

On the face of it, there might not appear any difference between them, but when a

deep thought given, there appears some difference between them. In all ‘’training’’

there is some “education” and in all “education” there is some “training” and to

process can not be separated from “development”.

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In our century the great issue facing by not only the industrially developed

nations but also the developing nations is the problem of change. And combating this

problem of change and adaptability to change is primary concern of thinking

individuals change, that is induced by business and industry through technology,

demands rapid individual and social adjustments and it renders obsolete, products and

processes, skills and attitudes and with them men and jobs. Meeting this challenge of

change is necessary responsibility of management.

The above two challenges facing by the management and businesses are met by

manpower training and development program offered in a company by the human

resource staff. In a rapid changing society, employee training is not only an activity

that is desirable but also an activity that an organization must commit its resources to

maintain a viable and knowledgeable work force.

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TRAINING

MEANING AND DEFINITION OF TRAINING:

Training is an art or process of increasing the knowledge and skill of an

employee for doing a specified job. It helps the trances acquire new skills. Technical

knowledge. Problem-solving ability etc., it also gives an awareness of the rules and

procedures to to guide their behavior thereby improving the performance of

employees on present job and prepares them for taking up new assignments in future.

Dale.S.Beach defines training as “Training is the organized procedure by which

people learn knowledge or skills for a definite purpose”.

Edwin.B.Fillipo defines training as “The Act of increasing the knowledge and skill of

an employee for doing a particular job”.

Richard.P.Calhoon defines training as “The process of aiding employees to gain

effectivness in their present and future work”.

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NEED FOR TRAINING

The need for training arises due to the following reasons:-

1 To match the employee specifications with the job requirements and

organizational needs.

2 To achieve the goal of organizational viability and the transformational

process.

3 To meet the challenges of latest technology i.e., mechanization, computation

and automation.

4 To meet the organizational complexities such as manufacturing of multiple

products and bi- products are dealing in services of diversified lines, extension

of operation to various regions of the country or in overseas countries.

5 To increases productivity, improve quality of product / service, Help Company

to fulfill its future personnel needs, improve organizational climate, improve

health and safety, present obsolescence.

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OBJECTIVES OF TRAINING

1 Primary purpose of training is to establish a sound relationship between the

workers and his job.

2 To upgrade skills and prevent obsolescence.

3 Keep pace with changing technology, mechanization, automation, electronic

data processing etc.

4 To import the new entrants the basic knowledge and skill they need for an

intelligent performance of define job.

5 To develop wealth, constructive attributes in employees and obtain better

operation and greater loyalty

6 To prepare employees for future assignments

7 To increase productivity

8 To enhance employee confidence and morale, sense of responsibility

9 To minimize operational errors

10 To build up second line of compliment officers and prepare them to occupy

more responsible positions

11 To ensure economical output of required quality

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IMPORTANCE OF TRAINING

Training is the corner stone of the sound management, for it makes employees

more effective and productive. It is actually intimately connected with all the personal

and managerial activities. It is an integral heart of the whole management program

whit all its many activities functionally inter related.

The importance of training has been expressed in these words:

“Training is a widely accepted problem solving device”. Indeed, our national

superiority in manpower productivity can be attributed in no small measures to the

success of our educational and industrial training program the success or has been

archived by a tendency in many quarters to regard to training person. Its almost

traditional in America to believe that if something is good, more of the teaching is

even better. Hence, we can take more vitamin pills to solve personals health problem

and more training to solve our manpower problem. Over and under emphasis on

training system largely from inadequate recognition and determination of training

needs and objectives. Stem also from back recognition of the professional techniques

of modern industrial training.

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ADVANTAGES OF TRAINING

1 Leads to improved profitability and | or more positive attitudes towards profit

orientation.

2 Improves the morale of the workforce.

3 Helps people identify with organization goals.

4 Helps create a better corporate image.

5 Improves the relationship between boss and subordinate.

6 Aids in understanding and carrying out organizational policies.

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

8 Aids in developing leadership skills, motivation, loyalty, better attitudes and

other aspects that are successful workers and manager usually display.

9 Develops a sense of responsibility to the org for being competent and

knowledgeable.

10 Creates an appropriate climate for growth, communication.

11 Aids in banding conflicts, there by helping to prevent stress and tension.

12 Helps the individual in making better decision and defective problem

solving.

13 Through training of development, motivation variables of recognition,

achieving, growth, responsibility and advancement are internalized and

operational.

14 Provides information for improving knowledge on leadership, communication

kills and attitudes.

15 Moves a person towards achieving personal goals.

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INPUTS IN TRAINING

Any training and development program must contain inputs, which

enable the participants to again skills, learn theoretical concepts and help to

acquire vision to look into the distant future. In addition to there is a need to

give ethical orientation emphasis on attitudinal changes and stress upon

decision making and problem solving abilities.

1. Skill

Training as was stated earlier is impacting skills to employees. A worker

needs skill to operate machines and use other equipments with least damage and

scrap. Motor skills refer to performance of specific physical activities. Motor

skills are need for all employees from janitor to the general manager.

Employees, particularly supervisors and executives, need interpersonal

popularly known as the people skills.

2. Education

The purpose of education is to teach theoretical concepts and develop a

sense of reasoning and judgement. Education is more important for managers

and executives than for the lower cadre workers.

3. Development

Another component of training and development is development,

which is less skill oriented but stress on knowledge about business environment,

management of a company.

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4. Ethics

There is a need for giving greater ethical orientation to the training

and development program. There is a need to know the fact that ethics are

largely ignored in the business. Unethical practices abound in marketing,

finance and production function in an organization.

5. Attitudinal Changes

It represents feelings and beliefs of individual towards others.

Attitudinal affect motivation, satisfaction and job commitment. Nevertheless

attitudes must be changed for better performance and derive from their jobs and

work environment.

6. Decision making and problem solving

Decision-making and problem-solving focus on methods and

techniques for masking organizational decision and solving work related

problems. Learning related to decision-making and problems, solving skills seek

to improve trainees’ abilities to define and structure problems, collect and

analyze information, generate alternative solution and make an optimal decision

from among alternatives. Training of this type is typically provided to potential

managers, supervisors and professionals.

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TRAINING PROCESS

The following are the important steps in training process :

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Organizational objectives and strategies

Evaluation of results

Implementation of training program

Designing training program

Establishment of training goals

Assessment of training needs

Organizational Objectives and Strategies :

The first step in the training process in an organization is the assessment of its

objectives and strategies. The training should be relegated to the organizational

objectives and strategies.

Training Needs Assessment :

Need assessment diagnosis present problems and future challenges to be met

through training and development. All training activities must be related to the

specific needs of the organization and the individual employees.

Needs assessment:

There are three levels of needs assessment

a. Organizational Analysis

b. Task Analysis

c. Individual Analysis

Organizational Analysis:

Organizational analysis looks at the effectiveness of the organization and

determines where training is needed and under what conditions it will be conducted.

This analysis involves a study of the entire organization in terms of its objectives its

resources, resources allocation and utilization. Growth potential and its environment.

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Task Analysis:

Task analysis provides data about a job or a group of jobs and the knowledge,

skills, attitudes and abilities needed to achieve optimum performance. Sources of

information to conduct task analysis are job description, knowledge, skills, attitudes

abilities and performance standards.

Individual Analysis

Individual analysis analyzes how well the individual employee is doing the job

and determines which employee need training and what kind. Sources of information

to conduct this analysis are Performance evaluation, interviews, Observation, and

Questionnaires.

Establishment of Training goals :

Once training needs are Assessed, training and development goals must be

established without clearly set goals it is not possible to design a training and

development program and, after it has been implemented there will be no way of

measuring its effectiveness. Goals must be tangible and measurable.

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EMPLOYEE TRAINING METHODS

The training methods used by organizations can be basically categorized into

on the job and off the job methods. These methods are discussed below.

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On- The – Job training

Off-the-job training

Job Instruction Coaching Committee assignments

Job rotation

Class room lecturers Stimulation exercise Programmer instruction

Role plays Case study Computer modeling

Vestibule training

ON-THE-JOB TRAINING (OJT)

On the job training is conducted at the work site and in the content of the job.

The major advantage of this method is it is the most effective method as the most

effective method as the trainee learns by experience, making his highly competent.

This is suitable for all levels of employees- workers, supervisors and executives. This

method is also called learning by doing method.

Some on-the-job training methods are job instruction training, coaching, job

rotation, and committee assignments.

Job instruction training:

In this method of training the trainee is given instruction by the trainee while

performing the job on the site and any doubts of the trainee are cleared immediately.

Normally a trainer/supervision/co-worker acts as the instructor. Demonstration by the

trainer and repeated practice by the trainee, help the trainee to master the job.

However the trainer should be available clear his doubts and help them whenever

required.

Coaching:

The trainee is placed under a particular supervisor, who acts as a coach in

training the individual. The coach guides, supervises and gives the trainee necessary

feedback about his performance and offers suggestions for improvement.

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Job Rotation:

Under this method the trainee moves from one job to another. The trainee

receives job knowledge and gains experience from his supervisor or trainer in each of

the different job assignment. Though this method of training is common in training

managers for management positions. Trainees can also be rotated from a job to job in

workshop jobs. This method gives an opportunity to the trainee to understand the

problems of employees on other jobs and respect them.

Committee Assignments :

Under the committee assignments method, a group of employees are given an

actual organizational problem and they asked to find a solution. The trainees develop

their team management skills, interpersonal skills, problem solving skills and

leadership skills while solving the problem as a group.

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OFF- THE-JOB-TRAINING

These methods are designed and intended to impart training by supplying

required knowledge and skills to the employees away from the job and work place. In

either words these methods are used away from the work places.

The various techniques of off-the-job training are classroom lecturers,

simulation exercise, programmed instructions, etc.

Stimulation exercises:

In this method the trainee is exposed to an artificial work situation that closely

resembles the actual work situation. The stimulation exercises are case study,

computer modeling and role playing, vestibule training, etc.,

Case study :

In this method, a real life problem encountered in the organization is presented

to the trainees in the form of a case study. They asked to analyze the case and present

their views and recommendations for solving the problem. Case study can provide

excellent opportunities for individuals to defend their analytical and judgmental

abilities.

Role playing:

Role playing is described as a method of human interactions involving realistic

behavior in imaginary situation. This method generally focuses on emotional issues

rather than actual ones. This method helps in improving the communication, people-

management and relationship – management skills of the trainees.

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Computer Modeling :

It is a technique where by the dimensions of the job are program in to the

computer working with the computer model allows direct learning to take place. In

this method the trainee gains real time experience by working on computer.

Vestibule Training:

In this method a training centre called vestibule is set up, and actual job

conditions are duplicated or simulated in int. Material, Files and Equipment which are

used in actual job performance are also used in training. Expert trainers are appointed

to provide training with the help of equipment and machine which are identical with

those used at the workplace. This method helps employees gain knowledge about job

situation and also reduces the problem of transferring learning the job.

Programmed instructions:

In this method of training the trainee is given a series of questions after he

studies the relevant material required for the accomplishment of the job.

Class room lectures:

This approach is widely used for helping the employees to understand the rules,

procedures and policies of the organization or any amendments therein. The lecture

method works effectively if it is made interesting with the help of audio-visual tools

and suitable demonstrations. Giving and taking feed back helps the trainer improve his

own performance and that of the trainee too.

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DEVELOPMENT

Management development programs are future oriented and more concerned

education that is employee training or assisting a person to become a better performer.

It is a long-term educational process utilizing a systematic and organized

procedure by which managerial personnel learn conceptual and theoretical knowledge

for general purpose. Development is related with less skill oriented but stresses on

knowledge about business environment, principles and techniques, human relations of

specific industry analysis .It also covers not only those, which improve job

performance, but also those which bring about growth of the personality. It helps

individual actualization of their potential capacities so that they become not only good

employees but also better men and women. In organizational terms, it is intended to

equip persons to earn promotion and greater responsibility.

MANAGEMENT DEVELOPMENT:

Management development is a systematic and continuous process of improving

the performance and potential of managers. It helps in the development of the

managerial and people management skills of managers. Management development is a

key component of the organization is effort to prepare its employees to successfully

handle new challenges.

Development is a long term educational Process Utilizing a systematic and

organized procedure by which trainees can learn conceptual and theoretical

knowledge for general purpose.

Development is future oriented training focused on the personal growth of the

employee.

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DEVELOPMENT METHODS

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On- The – Job training

Off-the-job training

Coaching Job Rotation Multiple Managemen

t

Understudy Assignment

Stimulation Exercises Case Study Business Games

Role plays Incident Method

In basket method

Sensitivity Training

Project Assignment

Conference Lectures

MANAGEMENT DEVELOPMENT METHODS:

Management development methods can also be divided into two types.

They are On-the-Job and Off-the-Job.

ON-THE-JOB DEVELOPMENT METHODS:

The development methods which the employees to improve his skills in actual

work environment, during the course of his work are termed as On-the-Job

development method. The methods are coaching, job rotation, under study

assignments and multiple management.

Coaching:

Coaching involves one manager playing an active role in guiding another

manager. The coach observes, analyze, attempts to improve the performance of the

trainee. The coach gives guidance in the form of direction, advice, criticism and

suggestions. It provides guidance to the employees or all job related areas.

Job Rotation:

Job Rotation involves movement or transfer of executives from one position or

job to another on some planned basis. These persons are moved from one managerial

position to another. This method facilitates inter departmental co-operation and co-

ordination.

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Understudy Assignment:

The understudy assignment involves a discussion of both daily operating

problems and long term strategic issues with the senior manager. The trainee manager

learns the managerial skills required for that position. The trainee manager can take up

responsibilities of the senior manager either temporally or permanently, depending on

the organizational needs.

Multiple Management:

Multiple Management techniques is also called “Junior-board of executives

system”. Under this system a junior board of young executives is constituted. Major

problems are analyzed in the junior board which makes recommendations to the board

of directors. The young executives learn decision-making skills and the Board of

Directors receives the collective wisdom of the executive team. Vacancies in the

board of directors can be filled from the junior board members, who have received

considerable exposure to problems and issues. This technique helps the members have

the opportunity to acquire the knowledge of various aspects of business.

Project Assignments:

Under this method a number of trainee executives are put together to work on a

project directly related to their functional area. The group called “ Project Team” will

study the problem and find appropriate solutions. For instance Accounts Officers may

be assigned the task of designing and developing an effective budgetary control

system. By working on this project, the trainees learn the work procedures and

techniques of budgeting. This is a flexible training device due to temporary nature of

assignments.

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OFF-THE-JOB DEVELOPMENT METHODS:

Off-The-Job training means training is not a part of every day job activity. In

these methods the executives have to leave their work place or office and devote their

entire time to the development objective.

Stimulation Exercises:

Stimulations are widely used by the management development. The popularly

used simulation exercises are case studies, business games, role plays, the incident

method and the in-basket method.

Case Study:

Case study method is an excellent medium for developing analytical skill.

Under this method a real or hypothetical business problem or situation demanding

solution is presented in writing to the trainees are required to identify and analyze the

problems, suggest and evaluate alternative courses of action and choose the most

appropriate solution. By this method the trainees become aware of managerial

concepts and their application to specific situations.

Business Games:

In this method, the trainees are divided into different groups or terms. They

play the role of competing firm in a simulated market. In this each team studies,

discuss and arrives at decisions regarding production, advertising, pricing etc. The

method improves interaction and co-operation among the participants.

Role playing:

In this method, participants enact roles to solve problems that are common in

real life situation. Role playing helps the participant to gain a better understanding of

people and business situations. It helps the improve human relations skills through

direct experience and practice.

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Incident Method:

In this method incidence are prepared on the basis of actual situations which

happened in various organizations. Each employee in the training group is asked to

study the incident and to make short-term decisions in the role of a person who has to

cope with the incident in the actual situation. Later the group studies and discusses the

incident and takes decisions relating to incident based on the group interaction and

decisions taken by each member. This method aims to develop the trainee in the areas

of intellectual ability, practical judgment and social awareness.

In-basket method:

In this method each trainee is provided with a basket or tray of papers and files

related to his functional area. He is expected to carefully study these and make his

own recommendations on the problem situation. Later the recommendations or

observations of different trainees are compared and conclusions are arrived at. These

are putdown in the form a report. For this purpose, such teaching methods, role

playing methods are used.

Sensitivity training:

This is a method of changing individual behavior through unstructured group

interactions. The main objective of training is to develop among the group members

an understanding of themselves and of their relationships with others.

In this method a group of 10-15 employees assemble in an unstructured

manner. A major limitations of sensitivity training is that is does not directly deal with

the business and financial goals. It also results in a lot of emotional involvement by

the trainees; it may result in psychological strain or disturbances, Hence it requires an

experienced trainer, preferably psychologist.

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Conference:

A meeting of people to discuss a topic of common interest is referred to as a

conference. The conference leader plays a key role in this method of management

development.

Lectures:

A lecture is the simplest technique of presenting and explaining a series of

facts, principles and concepts. The lecturer organizes the relevant information and

present it to the trainees in the form of the lecture, it helps the managers acquire

knowledge and develop their conceptual and analytical skills. These are direct means

of communication and can be used effectively for a large no of people.

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IMPORTANCE OF DEVELOPMENT

Development program helps to remove performance deficiencies in

employees. This is particularly true when

1 The deficiency is caused by lack of ability rather than lack of motivation to

perform.

2 The individuals involved have the aptitude and notation needed to learn to do

the job better.

3 Supervisors and peers are supportive of the desired behaviors

Distinctions between training and development

Sl.No Training Development

1. Short term process Long term process

2. Systematic and organized

procedures by which non-

managerial personnel learn technical

knowledge and skills.

Systematic and organized procedures

by which managerial personnel learn

conceptual and theoretical knowledge

for general purpose

3. Only to instruction in technical and

mechanical operations

Refers to psychological and

theoretical

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AREAS OF TRAINING:

Training enhances the overall performance of on organization in various ways.

Training imparted on one area can benefit the organization in many other areas.

a. Company policies and procedures:

This is part of the induction of new employee. The objective is to orient new

employees with the set of rules. Procedures management, organization structure,

environment and products which the firm has deals with.

b. Skill Based training:

Employee should provide training to match the skill requirements of the job

they perform. Such training helps. In improving the employees’ job effectiveness, skill

based training should also be imparted to enable the employees adapt to technological

changes.

c. Human Relations Training:

Human resource training is essential to improve the employee’s skills in the

areas of self learning, interpersonal skills, group dynamics, perception, leadership,

styles, motivation, disciplinary procedures and grievance redresser.

d. Problem Solving Training:

Every employee encounters problems in the course of his work in an

organization. These can range from simple operational problems to major decision-

making problems. Training in problem-solving skills equips an employee to deal

successfully with such problems.

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OBJECTIVES OF THE STUDY

1. To study the training and development process followed by the company.

2. To study the impact of training and development followed by the company.

3. To know the effectiveness of training and development programmers

followed by the company.

4. To find the opinion of the employees regarding the training and

development process.

5. To know the drawbacks existing in the training policy of the company.

6. To find out whether the employee are satisfied with the training and

development process or not.

7. To find out the employee’s weakness in the training process followed by the

company.

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SIGNIFICANCE OF THE STUDY

The study is of significant help to the following group:

1. The study provides insight into the various aspects of Training Programs.

Hence, the company can make necessary changes in the policy relating to it.

2. Studies of this type are more useful to academicians and scholars to make

further insights into the various aspects of the topic in Training Programs in

other similar organization.

3. Studies of this type are also useful to competitors to make necessary steps to

improve their training Programs.

4. Studies of this type are also useful to policy makers to make necessary changes

in the policies relating to training Programs.

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NEED OF THE STUDY

The need for training arises due to the following reasons:-

1 To match the employee specifications with the job requirements and

organizational needs.

2 To achieve the goal of organizational viability and the transformational

process.

3 To meet the challenges of latest technology i.e, mechanization, computation

and automation.

4 To meet the organizational complexities such as manufacturing of multiple

products and bi-products are dealing in services of diversified lines, extension

of operation to various regions of the country or in overseas countries.

5 To increases productivity, improve quality of product / service, Help Company

to fulfill its future personnel needs, improve organizational climate, improve

health and safety, present obsolescence.

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SCOPE OF THE STUDY

The study is an analysis on the Training and Development Program followed

Tulasi Seeds PVT Ltd.

1. Training and Development is an important activity for any Organization whose

effectiveness makes Organizations proper for a long time.

2. With the changing scenario in the need of customers the organizations takes at

most to satisfy then to their level best.

3. The main purpose is to maintain man power to necessitate the management so

the study was carried out keeping in view all the aspects of training and

development and to know the is what in the organization.

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RESEARCH METHODOLOGY

1. Research Design : The design for this study is descriptive in nature.

2. Data Collection : Data for this study were collected from both primary

and secondary sources.

a. Primary Data : Questionnaire : Structured questionnaire was

given to the employees, which consists of both open-ended and

close ended questions.

b. Secondary Data : The secondary data is collected in the form of

books and websites.

3. Sampling :

a. Sampling Size : Taking into account the nature and the extent of

study, along with the constraint of time, a sample of 100

employees were taken.

b. Sampling Technique : The technique used was the simple

random sampling.

C. Sample unit: The sample unit concept speaks about the unit

which has been taken into consideration for the project as the

training and development is a concept of human resource

management, the employees have taken as he sample unit here and

the employees are the units to be serviced for the this project

work.

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LIMITATIONS OF THE STUDY

1 Sampling size is restricted to only certain limited employees.

2 The survey may not reflect the opinions of the entire employees.

3 There may be a chance of personal bias.

4 Data analysis is done totally based on the information that is collected

from the questionnaire.

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INDUSTRY PROFILE

The prospects of the seed industry would require changes in Government

policy, facilitating its development and removing controls and restrictions. In brief

seed industry requires a simple policy and legislation.

Historically, the importance of seed has been recognized sine the Vedic times

for increasing food production and quality. However organized production and supply

of quality seed at the national level stated in 1963 as a consequence of the introduction

of hybrid technology during 1961-65.

GROWTH :

The release of high yield dwarf varieties of wheat and rice by the mid 1960s

gave further impetus to the growth of seed industry. This period also saw the

constitution of the seed review team, enactment of seeds act., 1996 for regulating the

quality of seed and formation of the National Commission of Agriculture. This was

the period in which the private sector took significant steps into the seed business.

The 1980s, witnessed two more important developments viz., granting of

permission to MRT? / FERA companies for investment in the seed sector in 1987 and

the introduction of “NEW POLICY” on seed development in 1983. The new policy on

seed development while helping liberalize import of vegetable and flower seeds in

general and seeds of other crops in a restricted manner encouraged global seeds

companies to enter the seed business of India.

37

CURRENT STATUS:

To supply the seeds necessary for the five hundred thousand Indian Villages is

a big problem. Storage, transportation and tin distribution of pure seed form village to

village calls for careful organization within the State Department of Agriculture and

the willing cooperation of farmers.

Indian’s seed industry has grown in size and level of performance over the past

four decades. It represents a blend of private and public sector companies /

corporations. The private sector comprises approximately 140 seed companies, which

includes national, global, regional and other seed producing and / or selling

companies. The industry has made impressive strides from a modest beginning is

1962-63 to over f5 lake hectares in seed production in 1995-96. The quantum of seed

distributed also grew from 14 lake to 70 lake quintals during this period. On the inputs

supply the certified quality seeds distribution touched a new high of one million tones

during the year 2000-2001. It was 0.91 million tones the previous year.

CHALLENGES:

Implementing of new techniques requires dissemination and training for their

beneficial use. To achieve these goal radical change will be required in the existing

extension systems. In many cases entirely new approaches for dissemination of

knowledge will be required. These will have to be constant learning and up gradation

of skills to enable transmission of knowledge to the user.

To realization of the prospects of the industry will also changes in the

government policy, which would facilitate the development of the Indian Agriculture

and Seed Industry. The policy must aim at governing greater self discipline and

removing controls and restrictions which inhibit growth and development.

38

ROLE OF THE GOVERNMENT:

To achieve self- sufficiency in the production through planned program. the

distribution of quality seed was rightly considered as a key factor by the government.

The far-sighted and liberal policies of Government of India has always laid emphasis

to build a sound seed industry in the country and has, supported both public and

private sector organizations to develop and to meet the increasing seed demand and

also to produce surplus stocks require for export.

To support expanded activities the “National Seed Program” was launched with

the financial assistance of the “World Bank” (International Bank for Development). In

order to make available the right quality of seed to the Indian farmers in adequate

quantities and at reasonable price in time, the Government of India took various steps

including promulgation of “Seed Act” during 1996 which became operative

throughout the country from October 1969. The main objective of the Act is to

produce quality seed of different crop varieties under a system of seed certification

and testing is voluntary but the farmers have recognized the importance of quality

seed to get higher production with limited resources available at their end.

High yielding varieties are being released for cultivation in quick succession by

various Agricultural Universities and ICAR institutions through massive research

project and screening of planting materials. Steps have been taken during early 1984

to bring seeds within the purview of the Essential Commodities Act to strengthen the

regulation of seed quality and to economies production at derived levels.

PRORLEMS:

Many problems are being faced by the seed industries and farmers from many

years. A number of Multi National Corporations have stepped into our agricultural

country to gain control over the seeds and their distribution. Recently, a new variety of

seeds have entered the country. This created many new problems for the seed industry

and farmers.

39

Generally, a seed may be used either as a food material or as a seed for another

crop. But now, the life in the seed is being taken out for making it to be used only as a

food material and not as a seed for another crop. These types of seeds are called

genetic change or genetic engineering seeds. For example. BT cotton seed. The

farmers are made to purchase those seeds which are manufactured by the corporation

for their crops. Once the farmers or industry have used these type of seeds, they face

many problems. They have to use only those pesticides which are produced by those

associations for protecting their crops from the pests, diseases etc. These types would

used by the wide associations.

The seed industries in India are facing a big problem with the entering the

world wide organizations into the country. Also the production is down grading. In

1992, the experiments conducted by the Monsanto scientist if Porrotorika show that

these has been approximately 11.5 percent decrease in the production of cotton.

SEED INDUSTRY IN GLOBAL PERSPECITIVE:

The population has been growing at a faster rate in the country. To increase the

production accordingly an “All India Co-coordinated Organization has been

established in 1951 with the assistance of “Rockefeller Foundation” which belongs to

America. As part of this projects, it produced new seeds of maize in 1961 and cotton

seeds in 1971.

With a view that the State Governments are unable to meet the demand for

seeds correctly, two associations have been established with the help of Rockefeller

Foundation. They are “National Seed Association” 1963 and “State Farm Corporation

of India”, 1969. Due to the “Development Program” which came into existence in

1988, many multinational corporations have stepped into the seed industry. At present

there are more than 700 multinational corporations in India organizing seed business

40

directly or indirectly. 19 multinational companies have been made an agreement with

the Indian seed industries and have been enjoying the leadership in the seed market.

Monsanto, an American Multinational Corporation, has acquired one-fourth part of

the MICO seeds industry, one of the biggest seed industries in India. The acquisition

value given by the Monsanto Corporation is more than 17 times the real value.

SEED INDUSTRY IN INDIA :

Indian Seeds Industry has grown in size and level of performance over the past

four decades. India stands in the 8th position all over the world in the production of

different variety of corps. Again in each crop there are thousand of varieties. To

coordinate the seeds research centers and private organizations in the country and to

support the expanded activities, the “National Seed Program” was launched in 1967

with the financial assistance of the World Bank. In 1960 many private organizations

have participated in the production of seeds. Many seed industries have ladi a strong

foundation in the country. Following are some of the major seed industries in India.

1. MICO Seeds Private Limited, Mumbai.

2. Monsanto Holdings Private Limited, Bangalore.

3. Namdhari Seeds Private Limited, Banglore.

4. National Seeds Corporation Limited, New Delhi.

5. Rallis India Limited, New Delhi.

6. Sungros Seeds Limited, Delhi.

7. Cargill Hybrids Private Limited, New Delhi.

8. Pioneer Indian Limited, Kolkata.

9. Proagro Sees Private Limited, Chennai.

10. Sasys Seeds Private Limited, Bangalore.

11. Sinjent India Limited, Pune.

12. Nunhams Seeds Private Limited, Gurgaon.

41

SEED INUDSTRY IN ANDHRA PRADESH:

In Andhra Pradesh the seed industries are many in number. Though Andhra

Pradesh is one among the states in India who have been producing different varieties

of crops. It does not have the major seed industries in it when compared to other

states. Many seed industries have formed recently in the state. Also the state a

growing industrially and there is sample scope and potential for the entry and success

of new industries.

The crop producing seasons are different for different states. In Andhra Pradesh

the crop producing season starts from June and ends with the month of September.

Generally the rain fed crop in situated in the state irrigated crop many not have better

results when compared. The stock to be sold by the seed industries is kept ready

during the starting of the year as the period during which the demand will be more fall

between March and August. The industries in the state starts the crop again the month

June itself. The send industries in the state starts the crop which form the boundaries

of it. The selling period for those states will vary. The following are some of the seed

industries in Andhra Pradesh.

Indo American Hybrid Seeds (India) Pvt. Ltd., Hyderabad.

Seed works India Limited, Hyderabad.

Mourya Agri-Tech., Hydrabad.

Sriram Bioseed Genetics India Ltd., Hyderabad.

Nath Seeds Limited, Hyderabad.

JK Seeds Limited, Secunderabad.

Nujiveedu Seeds Limited, Hyderabad.

Tulasi Seeds Prviate Limited, Guntur.

Venus Crane Seeds Pvt. Ltd., Guntur.

Tammareddy Seeds, Vijayawada.

Gopikrihna Seeds, Mahaboobnagar.

42

COMPANY PROFILE

Tulasi seeds private limited was incorporated on 15th May, 1992 under the

proprietorship of Sri Tulasi Rama Chandra Prabhu . There are other organizations

which are under the same management. Tspl is also one among them.

Coastal packaging was the first industry started by them in the year 1977 later

on Chaitanya packaging private limited and Chandra transport agencies were started

in 1988. After that white gold chits & finance came into existence. This institution

holds50% of total number of shares of Tulasi Seeds Private Limited.

The company was started with an initial investment ofrs.2lakhs. in the initial

stage, there was no processing plant. In the year 1994 it has been set up a processing

plant equipped with full machinery. Thirty acres of land being cultivated under the

ownership of the company. This year the company equipped their own laboratory for

r&d.

The company proprietor, Sri Tulasi Rama Chandra Prabhu, had received best

management award in 1994 from the hands of former Chief Minister, Mr Kotla Vijaya

Bhaskar Reddy. Again this year he has received parisramika vijetha2002 award from

the minister of industries, Mr. Kotagiri Vidyadhar. The company is being run under

his efficient managementin such a way that it is not only to pave its way but also able

to earn some surplus to meet the needs of growth and expansion.

43

OBJECTIVES OF TULASI SEEDS PRIVATE LTD

The main objective of the company is to provide pure quality and certificated

seeds to the farmers. The quality standard of the company is to provide perfect quality

seeds.

LOCATION OF THE COMPANY:

The processing plant and research farm are at ameenabad. They are located in

Dokiparru in Medikonduru Mandal of Guntur District in the State of Andhra Pradesh

it is only 15 km from Guntur – Narasaraopeta high way. It is only 45km from

Vijayawada which is industrially located. The registered office named TULASI

HOUSE is located at 4th lane of Arundelpet Guntur. It is nearer to the rail way station.

The jonal office is situated at Hyderabad. The branch office is situated at Nagpur in

the statted of Maharastra.

REGISTERED OFFICE:

M/STULASI SEEDS PRIVATE LIMITED

Tulasi house; 6-4-6:

Arundalpet ;4/5,

Guntur – 522 002

Ardhrapradesh Ph: 0863 – 2224957

ZONAL OFFICE:

D.No: 16-2-705/5/8;

Near Rice Mills;

Malakpet;

Hyderabad – 5000369(A.P.) Ph: 040 – 4550348

44

BRANCH OFFICE:

A-2 Phase Apartment;

Tri Murthy Nagar;

Nagpur -22;

Maharastra

FINANCIAL OBLIGATIONS:

1. No expenditure was incurred during the year in foreign currency.

2. The contingent liabilities at the and of the year was nil.

3. The amount due by company to is units as nil.

4. The company has paid the interest and commissions regularly to the

respective parties.

FURUTE OUTLOOK:

The company has introduced own branded seeds in the local market along with

the partial introduction of them in the states of Maharastra, Madhya Pradesh and

Karnataka. It has made good progress in the previous year from the own hybrids of

cotton seeds and established its own good will in the market. The company is

confident of achieving better results in the current financial year in the view of the

improving marketing conditions and the companies strategically developed network in

various areas. It has been taking all necessary steps for improving quality of the

products and services.

45

R&D AND TECHNOLOGY ABSORPTION:

1. Specific are in which r&d carried out by the company.

- Development of own hybrid seed.

2. Benefits derived as a result of the above r&d.

- Improved quality, improved productivity and process cfficience

3. Expenditure on R&D.

- Rs. 3,49,108 spent under own research and development program during the

year.

4. Technology absorption during the year under review is nil.

TSPL ACCOUNTING POLICITES:

Accounting Convention:

In Tulasi Seeds Pvt Ltd the financial statements are prepared on historical cost

conventions and in accordance with generally accepted accounting principles and the

provisions of the companies act, 1956.

Fixed Assets

In tspl, fixed assets are stated at cost of acquisition less accumulated

depreciation.

46

PRODUCTS PROFILE:

RESEARCH Bt COTTON HYBRID

Tulasi – 4Bt / SRI TULASI Bt

S.No. Character Features

1. Plant habitOpen. Vigorous, Monopodia 1-3 and 20-25 sympodia

2. Plant height Medium

3. Leaf Broad, dark green, hairy, 3 lobed

4. Flower Petal cream, pollen yellow

5. Days to flowering 55-65

6. BoolBig. Round/oval to slightly elongated, 4-5 loculed

7. Adaptability Both (irrigated & rainfed)

8. Maturity 150-170 days

9. Yield / Q / ha 35-40 rainfed, 45-55 irrigated

10. Ginning percentage 35-36

11. Fibre length 32-33 mm

12. Fibre fineness 3-8 micronaire

13. Fibre strength 24.6 (g/t)

14. Reaction to major pests/diseasesResistant against bollwork complex (cry IAC gene) to lerant to jassids

15. Distrinct Uniform and Stable characters (DUS)

1. Leaf drak green2. Petal cream

47

3. Pollen yellow4. Big, round/oval to slightly

elongated bolls

16. Special features

1. Having cry I Ac (BG) gene, which offers resistance to bollworm complet (spotted bollworm, pink bollworm & American bollworm).

2. Vigorous growing, profuse bearing, jassid to lerance with good reviving capacity, drought to learance.

17. Seed rate (Kg/ha) 2.5 Kg

48

Tulasi – 117Bt / NAMASKAR Bt


1.

Plant Characters

Plant Habit

Plant Height

Monopodia

Sympodia

Semi Bhushy

Medium to tall

3-4

25-30

2.

Stem Characters

Stem Hairyness

Stem Pigmentation

Inter nodal length

Thickness of main stem

Slightly hairy

Pigmented

Close

Normal

3.

Leaf Characters

Leaf Colour

Hai yness

Size

Lobes

Shape

Cutting of lobes

Leaf up

Dayus to squaring

Days to 1st flowering

Days to 50% flowering

Duration

Green

Slightly hariy

Medium to Big

3-5

Semi Cup

Shallow

Pointed

35-40

55-60

60-65

160-180 days

49

4.

Flower Characters

Petal colour

Anther colour

Bract Size

Petal spot

Boll shape

Size

Bea

No. of locules

Bolls opening

Surface appearance

Cream

Yellow (Anther filaments pigmented)

Medium

Present

Roundish Oval

Big

Pointed

4-5

Good

Smooth

5.

Bearing habit

Gossypol glands

Average boll weight staple length

Fibre strength

Ginning percentage

Prolific bearing

Present

5-6 Gms

33-34 mm

25.2 gm/tex

35-36

6.

Distinct Uniform and stable characters (DUS)

Leaf colour

Petal Colour

Petal Spot

Anther colour

Boll

Green

Cream

Present

Yellow (anther filaments pigmented)

Big, Roundish oval

7. Special FeaturesHaving cry I Ac (BG) gene, which offers resistance too bollworm complex

50

RESEARCH HYBRID COTTON

TCHH-4 (SRI TULASI)


1. Plant habitOpen. Vigorous. Monopodia 1-3 and 20-25 sympodia

2. Plant height Medium

3. Leaf Broad, dark green, hairy 3 lobed

4. Flower Petal cream, pollen yellow

5. Days to flowering 55-65

6. BollBig, round/oval to slightly elongated, 4-5 loculed





11. Fibre fineness 4.0 micronaire


13.Reaction to majoir pests / diseases

Tolerant to jassids

14.Disticnt Uniform and stable characters (DUS)

1. Leaf dark green2. Petal cream3. Pollen yellow4. Big, round/oval to slightly

elongated bools

15. Special featuresVigorous growing, profuse bearing jassid tolerant with reviving capacity drought tolerance

51

RESEARCH HYBRID COTTON

TCHH-9 (BHASKAR)


1. Plant habit Green, purple pigmentation, sparsely hairy

2. Plant height Tall

3. LeafDark green, semi cup shae, medium to broad leaf, light hairy, 3-5 lobes

4. FlowerMedium to big, semi open flower, cream petal and pollen yellow.

5. Days to flowering 55-60 days

6. BollObovate shape, big size with small beak smooth surface and dark green colour





11. Fibre fineness 4.0 micronaire


13.Reaction to majoir pests / diseases

Moderately tolerant to white files

14.Disticnt Uniform and stable characters (DUS)

Cream colour petal, anther and pollen in yellow colour, petal spot absent, boll shape obovate

15. Special featuresVery good reviving capacity. Suitable for both rainfed and irrigated conditions. Tolerant to white files.

52

RESEARCH HYBRID MAIZE

TCHH-324 (SUDHA)


1. Plant habit 230-240cm

2. Plant pigmentation Green

3. Leaf width Broad

4. Leaf colour Green

5. Tassel Big and semi loose

6. Glume colour Green

7. Anther colour Purple

8. Silk colour Purple

9. Shank colour Red

10. Seed texture Semi flint

11. Seed colour Orange yellow

12. Days to anthesis 50-60 days

13. Days to 50% silking 58-63 days

14. Maturity PeriodKharif : 100 – 105 days

Rabi : 110 – 115 days

15. Yield potentiality 60-70 Qtls./ha

53

RESEARCH HYBRID MAIZE

TCHH-369 (NAGA)



2. Plant pigmentation Green

3. Leaf width Broad

4. Leaf colour Green

5. Tassel Green

6. Glume colour Green

7. Anther colour Green

8. Silk colour Green

9. Shank colour White

10. Seed texture Semi flint

11. Seed colour Orangle yellow

12. Days to anthesis 50-60 days

13. Days to 50% silking 60-65 days

14. Maturity PeriodKharif : 105 – 110 days

Rabi : 120 – 125 days

15. Yield potentiality 80-85 Qtls./ha

54

RESEARCH HYBRID SUNFLOWER

TCHH-1212 (SURAJ)



2. Days to 50% flowering 45 days

3. Days to maturity 95 to 105 days

4. Head Well filled

5. Head diameter 20 to 22 cm

6. 100 seed weight 3 to 4 gms

7. Oil content 42 to 44%

8. Yield 25 to 30 q/ha

9. Reaction to Diseases Tolerance to necrosis & Alternaria

10. Special FeaturesVery high yielding, drought tolerance, High

quality grain

55

RESEARCH HYBRID BAJRA

TBH - 414


1. Plant habit 171cm

2. Days to 50% flowering 50 days


4. Panicle Length 20 cm

5. Princle Diameter 33 cm

6. 1000 Seed weight 12.7 gms

7. Dry fodder yield 55-60 q/ha


9. Reaction to Diseases Tolerance to Downy Mildew

56

RESEARCH HYBRID BAJRA

TBH - 405


1. Plant habit 185cm

2. Days to 50% flowering 45-48 days

3. Days to maturity 75 to 80days

4. Panicle Length 25 to 30 cm

5. Princle Diameter 37cm

6. 1000 Seed weight 13.5ms

7. Dry fodder yield 45-50 q/ha

8. Yield 45-50 q/ha

9. Reaction to Diseases Tolerance to Downy Mildew

57

RESEARCH HYBRID SORGHUM

TBH – 216 (SURABHI)


1. Plant type Dark Green

2. Days to 50% flowering 65-70 days


4. Panicle Awanless, Pointed

5. Leaf type Broad Leaf

6. 1000 Seed weight 28 to 30 gms

7. Seed colour Pearly white


9. Reaction to Diseases Tolerance to grain mould disease

10. Special Features

Very high yielding, Dual purpose type (high

folder & good quality grain) Drought

tolerance, Non lodging

58

RESEARCH HYBRID BHENDI

TBH – 522 (PAVANI)


1. Plant height 100 to 110 cm

2. Stem Light green reddish tingle in some area

3. Leaves Dark green, serraled leaves

4. Days to flowering 45 to 50 dyas

5. Fruit Cylindrical fruit base is narrow

6. Yield 3 to 3.5 t/ha

7. Special features

Very high yielding hybrid

Tender, dark green fruits &heavy

beraing

25 to 30 pickings

59

IMPROVED CHILLI VARIETIES

TCV – 335 (GOWTAMI)


1. Plant height 110 – 135 cms

2. BranchesMedium spreading branches with short

internodes

3. Leaves Light green with medium thickness

4. Flower White colour

5. Anther colour Light Bluish green

6. Fruit

9.6 – 11 cms length, thick, 33-35% seed,

pungent, immature fruit light green from the

beginning and red after ripening

7. YieldIrrigated : 60 – 70 qtl / ha

Rainfed : 60 – 35 qtl/ha

8. Recommendation All chilli growing areas for rainfed and

irrigated conditions

9. Remarks Susceptible to virus and moderately tolerant

to leaf spot diseases

60

IMPROVED CHILLI VARIETIES

TCV – 002 (RAMYA)


1. Plant height 100 – 120 cm

2. Branches Short branches with short inter nodes

3. Leaves Dark green thick leaf.

4. Flower White colour

5. Anther colour Blue

6. Fruit

10.4cm (avg) length, thick, 50-555% seed,

pungent, immature fruit green from the very

beginning and red on maturirty

7. Yield 45-50 qtl./ha

8. Recommendation All chilli growing areas

9. Remarks Tolerant to virus and leaf diseases, suitable

for rainfed & irrigated areas

61

TRAINING AND DEVELOPMENT ACTIVITIES IN TULASI SEEDS

Several training programs are conducting by the management for the

development of the employees; Different training programs conducting by the

organization are as follows:

Training in Tally Accounting package.

Training in marketing & communication skills.

Training in Technical skills.

Training in English & Communication skills.

Training in B.T.Cotton Production

Training in tally accounting package is conducted by tally expert mr. Eswar.

This program duration is two months. This program is helpful to improve accounting

knowledge of the staff.

The next program in the part of training is to improve the marketing and

communication skills of the employees. This training is conducted by guest faculty

and the marketing department of the company.

Training in technical skills is conducting by the head of the department of

electronics data process. Mr. Hariprasad. The another training program provided by

the company is training in English & communication skills. Most of the part of this

training is conducting by the chairman and managing director of the company Sri.

Tulasi Rama Chandra Prabhu.

62

Training in research and development will be conducted in biotech lab at

ameenabad were the production process held. Training program is conducted by Dr. P

Chandra Sekhar, Vice President of the company. He trained Bt lab staff in ELISA

tests for identification of Bt protein and also by gosit tests.

The another training program is in Bt cotton production. In this training

program the trainer will explain the techniques of Bt cotton seed products to the

production staff. The techniques are

Selection of sight & farmer

Isolation distance

Roguing of off type plants in make & female plots.

Identification of non Bt plants.

DEVELOPMENT ACTIVITIES IN TSPL

Art of living by Sri Ravi Shankar Society.

Yoga classes by Sidda Samadhi yoga (SSY).

Regular medical camps.

Regular brain storming seasons by celebrities.

63

TRANING PLAN FOR THE YEAR 2008-09

S.No. Training Program Schedule Targeted Participants

01Seed Production

technologyApril-08 Production & field staff

02 Internal quality audit October-08 Internal auditor

03Marketing and

Communication skills

November-08

January-08

March-08

Marketing Personnel

04Time Management,

HRD ConceptsDecember-08 Marketing & Admin Personnel

05Computer Operating

SkillsDecember08

Head office staff & plant

personnel

06Technical training to

R&D staff

January-08

February-08Quality control lab personnel

64

DATA ANALYSIS & INTERPRETATION

Are you interest to Participate in Training Programs

Table 1

Sl.No Interest to Participate Responses % of interested employees

1 Very much interested 55 58

2 Interested 35 25

3 Not at all 10 17

Total 100 100

INTERPRETATION:

After complete interaction with the employees through our questionnaires the

investigator understand that 58%of employees having very much interest to participate

the training programs with the fact that the employees know that the importance of

training programs, 25% of employees having interest to participate in the training

programs were opined that the training programs will help to perform their particular

function only. And rest of the 17% of employees not at all interested to participate the

training programs.

65

Very much interested

58%

Interested25%

Not at all17%

Very much interested Interested Not at all

Which type of training program for newly appointed candidates

Table 2

S.No Type of Training Program Interested %of employees

1 Class room training 45 25

2 Role plays 40 50

3 Brain storming sessions 15 25

Total 100 100

INTERPRETATION:

The investigator observed that 50% of employees interested towards that role

play sessions because through this program they can improve their interpersonal skills

and creating very friendly environment, 25% of employees interested towards brain

storming and rest of the 25% of employees having interest on class room training

programs, but ECIL training team they don’t have interest to conduct class room

training programs.

66

Class room training

25%

Role plays50%

Brain storming sessions

25%

Class room training Role plays Brain storming sessions

Is there any need to provide basic training programs to experienced staff?

Table 3

Sl.No Need to provide training program Interested % of employees

1 Necessary 20 17

2 Not Necessary 80 83

Total 100 100

INTERPRETATION:

When we had conversation with 3 to 5 years of experienced staff they

don’t have interest to participate in the training programs they are looking for

development programs here, 83% of employees said that no need to attend the training

programs only the rest 17% of employees were expressed that necessary to attend the

training programs. ECIL has planning to provide advanced development programs to

their experienced staff.

67

Necessary17%

Not Necessary

83%

Necessary

Not Necessary

Are you Satisfaction of Employees at Their Technical Training Programs

Table 4

Sl.No Technical

Training

Responses % of satisfied employees

1 Yes 70 83

2 No 30 17

Total 100 100

INTERPRETATION:

Here, the investigator observe that 30% of employees feels that excellent

technical training provided by ECIL, 33% of employees feels good about their

training programs, 25% of employees felt about average and rest of the 12% of

employees opined that training programs very poor. Anyway technical training

programs are always depends on their platforms and their knowledge.

68

N017%

Yes

83%

N0

Yes

Do you think is there any need to improvement in Training Programs

Table 5

Sl.No Need to Improve Responses % Of employees

1 Yes 65 58

2 No 35 42

Total 100 100

INTERPRETATION:

Here the investigator observe half of the employees felt that there is a need to

improvement in quality of training programs, 58% of employees opined that

compulsory need to improve in quality of training programs and introduce advance

training programs also and rest of 42% of employees felt that they are happy with the

existing training programs.

69

Yes58%

No42%

Yes No

Did you acquire functional knowledge along with your soft skills you’re your

training programs

Table 6

Sl.No Acquire any soft skills Responses % of interest

1 Yes 65 75

2 No 35 25

Total 100 100

INTERPRETATION:

From the above table it clear that majority of the respondents that is,75%

acquires functional knowledge along with soft skills from the training program

Is there any Formal or Informal observation in Training Programs

70

Yes75%

No25%

Yes No

Table 7

Sl.No. Formal/Informal Observation Responses % of employees

1 Yes 80 83

2 No 20 17

Total 100 100

INTERPRETATION:

From the study it was observed that 83% of employees are known that

and only rest 17% of employees not aware of the formal or informal observation

groups during the training programs. From these groups the training team will get

clear picture about the performance and their personal characteristics of the employees

at the work place.

71

183%

017%

What type of training you have undergone

Table 8

Sl.No Employee Relations Responses % of employees

1 On the job 70 83

2 Off the job 30 17

Total 100 100

INTERPRETATION:

From the study it was observed that 83%of employees are attend the on the job

training and remaining 17% of employees are undergone off the job training.

72

183%

017%

Do you agree that the training is necessary to improve skills

Table 9

Sl.No Training Material Responses % of employees

1 Strongly agree 45 42

2 Agree 30 33

3 Does not agree 25 25

Total 100 100

INTERPRETATION:

About the training which is provided by ECIL 42% of employees are

strongly agree that training is necessary to improve skills and 33% of employees are

agree and rest of the 25% employees are does not agree.

73

Does not agree

25%

Agree

33%

Strongly agree

42% Strongly agreeAgreeDoes not agree

Did you get any motivation sessions in the training programs

Table 10

Sl.No Benefits Responses % of employees motivated

1 Yes 50 50

2 No 50 50

Total 100 100

INTERPRETATION:

74

Yes 50%No 50%

Yes

No

Here, 50% of employees mostly benefited from motivation training

sessions and they are very active at their work place, rest of 50% of employees are not

at all through any type of training session these persons are called as hard workers.

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Do you believe is the training programs leads to future planning

Table 11

Sl.No Training program Responses % of employees

1 Strongly believe 45 42

2 Believe 35 33

3 Not at all 20 25

Total 100 100

INTERPRETATION:

Here the investigator observe that 42% of employees feels that training

programs will help to future planning, and 33% employees believe it help the future

planning and rest of the 25% of employees not at all believed.

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Not at all25%

Believe33%

Strongly believe

42%Strongly believe

Believe

Not at all

Are you satisfied about your training Environment

Table 12

Sl.No Training Environment Responses % of satisfied

employees

1 Satisfied 30 33

2 Highly satisfied 60 50

3 Not satisfied 10 17

Total 100 100

INTERPRETATION:

50% of employees are felt that excellent about their existing

environment and training facilities providing by ECIL, 33% of employees are felt that

good enough their training environment and rest of the 17% of employees are not

satisfied and felt that training facilities are average.

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Not satisfied 17%

Satisfied

33%

Highly satisfiedSatisfied Not satisfied

50%

In any time can you act as a trainer so far

Table 13

Sl.No Trainee as a Trainer Response % of employees

1 Yes 45 42

2 No 55 58

Total 100 100

INTERPRETATION:

After complete interaction with the employees through our questionnaire

The investigator understood 42% of employees opined that they will interested to act

as trainer and rests of the 58% of employees are said that they are eagerly waiting for

the chance of performing the trainer role in their training programs.

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Do you agree that training helps to increase the productivity

Table 14

Sl.No Increase the productivity Response % of employees

1 Agree 20 17

2 Strongly agree 80 83

Total 100 100

INTERPRETATION:

Here, 17% of employees agreed that training helps to increase the productivity

and rest of 83% employees are strongly believed.

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Strongly agree

What kind of Material used for training

Table 15

Sl.No Training Material Responses % of employees

1 Auto visual 45 42

2 Charts 30 33

3 Reading material 25 25

Total 100

INTERPRETATION:

Here the investigator observe that 42% of employees are used Auto visual material and rest of 33% employees used charts and remaining 25% employees used reading material.

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Reading Material

Charts

33%

42%Auto visual

50%

25%Auto visual

ChartsReading material

FINDINGS

1 It was found that employees were satisfied by the training program by

which they can develop their skills.

2 It has been observed employee’s feedback will be collected immediately

up to maximum extent after the training program.

3 The employees are enthusiastic about the training program and they also

felt that the training program is interactive.

4 It was observed that they can over come their weakness in the training

program and can develop new skills.

5 The study reveals that the training programs are conducted on the basis

of company training needs.

6 It was observed that employees were having recreation programs in the

development period.

7 Employees feel less enthusiastic before training on seeing the

environment.

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SUGGESTIONS

1. Need to improve the participation level of employees in their training

programs.

2. It is suggested that the company has to provide training programmes like role

plays, brain storming along with the class room training..

3. It is suggested that the experienced staff should also require some sort of

training because it is useful for organization development.

4. It is suggested that there is a .need to improve the quality of technical

programmes to reaching global competition,

5. The training team has to think about the quality of training and development

programs.

6. It is suggested that the company has to provide the soft skills along with the

functional knowledge.

7. Maintaining formal or informal observations during the training sessions is

very beneficial to the training team to understand the employee strengths and

weaknesses. So it is suggested that the company continues this.

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CONCLUSION

After the findings have been enumerated the following conclusions have been

drawn. By these findings we can say that Tulasi Seeds is definite providing better

training process. But in some areas it cannot satisfy employees and then needs.

Management should concentrate and work on those areas which employees are not

satisfied. Finds is bender for any organization to treat the employees as tassels of the

company. So employees should always interact with the employees.

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Questionnaire

Name:

Designation:

Qualification:

Experience:

Salary:

Employee Code No:

Mobile No:

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1. Are you interest to participate in training programs?

(a) Very much interest (b) Interest (c) Not at all

2. Which type of training programme to provide for newly recruited candidates?

(a) Class – room Training (b) Role Plays (c) Brain Storming

3. Is there any need to provide the training programs for experienced staff?

(a) Necessary (b) Not necessary

4. Are you satisfied regarding your technical training programs?

(a) Yes (b)No

5. Do you think is there any need to improve training programs?

(a) Yes (b) No

6. Did you acquire functional knowledge along with your soft skills from your training programs?

(a) Yes (b) No

7. Is there any formal or informal observation during training programs?

(a) Yes (b) No

8. What types of training you have undergone?

(a) On the job (b) Off the job

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9. Do you agree that the training is necessary to improve your skills?

(a) Strongly agree (b)Agree (c) Does not agree

10. Did you get any motivation sessions from your training departments?

(a) Yes (b)No

11. Do you believe is the training program will helping your future planning?

(a) Strongly believe (b) Believe (c) Not at all

12. Are you satisfied about your training environment?

(a) Satisfied (b) highly satisfied (c) Not satisfied

13. In any time can you act as a trainer so far?

(a) Yes (b) No

14. Do you agree that training helps you to increase the productivity?

(a) Agree (b) Strongly agree

15. What kind of material used for training?

(a) Auto Visual (b) Charts (c) Reading Material

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BIBLOGRAPHY

1. C.B. Mamoria Personnel Management Himalaya Publishing House

2. T.N. Chabra Personnel Management Dhapat Rai and sons

B.P. Singh and industrial Relatioins

.L.Taneja

3. Darid a. Decenzo Human Resource Prentice Hall of India Ltd.

Stephen Robbins Management

4. V.P. Micheal Research Methodology Himalaya Publishing

In Management house

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Training & Development in Tulasi Seeds

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