Employees perception towards training


                                    CHAPTER-1


                                IN...
Employees perception towards training


Problem Statement

Every organization needs to have well trained and experienced e...
Employees perception towards training


OBJECTIVES
The objective of the study is classified into primary and secondary obj...
Employees perception towards training


SCOPE OF THE STUDY


   •   The study covers employees of HAMUL.




   •   Survey...
Employees perception towards training




HR Institute of Higher Education, Hassan                                       5
Employees perception towards training


RESEARCH METHODOLOGY

There are 3 types, they are:
   1. Explorative
   2. Descrip...
Employees perception towards training


     Indirect observation




Secondary data:

     Library and research works

...
Employees perception towards training


SAMPLING DESIGN:

 Sampling is the process of obtaining information about an entir...
Employees perception towards training




HR Institute of Higher Education, Hassan                                       9
Employees perception towards training


Tools Used for analysis:


Instrument:
A structured Questionnaire is used, and the...
Employees perception towards training




HR Institute of Higher Education, Hassan                                      11
Employees perception towards training


LIMITATIONS OF THE STUDY:



   •   The study is confined to HAMUL only.




   • ...
Employees perception towards training




HR Institute of Higher Education, Hassan                                      13
Employees perception towards training


                                    CHAPTER-2

                             COMPAN...
Employees perception towards training


1956 with the establishment of AMUL dairy, Anand. The system of collective ownersh...
Employees perception towards training



   •   Establishment of milk plants under the 3 year plans for dairy development ...
Employees perception towards training


   Bangalore                      Belgaum
   Dakshina Kannada              Gulbarg...
Employees perception towards training


2.2 COMPANY PROFILE

The Union was registered on 30th March 1977 with the operatio...
Employees perception towards training



2.2.2 VISION STATEMENT

The union thrives hard to adopt the modern and eco friend...
Employees perception towards training



2.2.5 FUNCTIONING OF DAIRY CO OPERATIVES

The dairy co operative function all thr...
Employees perception towards training




2.3 PRODUCTS/ SERVICES
Milk is marketed under Nandini brand name in different ty...
Employees perception towards training


2.3.1 Nandini Toned Milk




Karnataka’s most favorite milk, Nandini Toned Milk is...
Employees perception towards training


2.3.3 Nandini Curd




Nandini Curd made from pure milk. It’s thick and delicious ...
Employees perception towards training


2.3.5 Nandini Butter




Nandini spiced buttermilk is a refreshing health drink. I...
Employees perception towards training


2.3.7 Nandini Peda




No matter what you are celebrating! Made from pure milk, Na...
Employees perception towards training


          2.4 ORGANIZTION CHART




                                      Board of...
Employees perception towards training


2.4.1 Personnel Department
It plays a crucial role in an organization which is alw...
Employees perception towards training


management officers of the milk union on various subjects related to dairy, market...
Employees perception towards training


2.4.1.6 Leave:
Casual leave of 15 days per year and for new entrants 1 day per mon...
Employees perception towards training


2.4.1.10 Retirement:
The retirement age is 60 years. But on health grounds there i...
Employees perception towards training


2.4.2 Production Department:
The dairy works in 3 shifts to receive milk in the mo...
Employees perception towards training


2.4.3 Marketing Department:
Marketing should be considered as the core business fu...
Employees perception towards training


2.4.3.1 CHANNELS OF DISTRIBUTION
The network of distribution of milk was formed to...
Employees perception towards training


2.4.4 Procurement Department:
The milk co operative societies will be organized in...
Employees perception towards training


2.4.5 Stores/ Purchase Department:
HAMUL is having a separate purchase department ...
Employees perception towards training


2.4.6 MIS
The main activity of the MIS department in the organization is to act as...
Employees perception towards training


2.4.7 FINANCE DEPARTMENT
Source of finance to start KMF (previously known as KDDC)...
Employees perception towards training


2.5 ACHIEVEMENTS
   •   Hassan milk union is procuring milk from all the 13 taluks...
Employees perception towards training


   •   The union is insuring the life of milk producers and dairy co operative sta...
Employees perception towards training


2.6 SWOT ANALYSIS


2.6.1 STRENGTHS


       •   Procurement and Input( P&I) netwo...
Employees perception towards training


2.6.3 OPPORTUNITIES


   •   Enter rural market
   •   Exports-by developing tetra...
Employees perception towards training


                                   CHAPTER -3


                        REVIEW OF ...
Employees perception towards training


       •   They are capable of enlargement ie capable of producing an output that ...
Employees perception towards training


3.1.3 NATURE OF HRM

   •   Pervasive force
   •   Action oriented
   •   Individu...
Employees perception towards training



3.1.5 IMPORTANCE OF HRM

   1. At the enterprise level:

   •   Help in attractin...
Employees perception towards training



3.1.6 SCOPE OF HRM

   •   Personnel aspect:

Concerned with manpower planning, r...
Employees perception towards training



3.1.8 Core roles in Human Resource Management

The core roles of human resource m...
Employees perception towards training


   •   Performance assessment - coordinating staff appraisal and counseling system...
Employees perception towards training


3.2 TRAINING


3.2.1 INTRODUCTION


   •   It is a learning process that involves ...
Employees perception towards training


   •   Training is about knowing where you stand (no matter how good or bad the
  ...
Employees perception towards training


    •   Helps in developing leadership skills, motivation, loyalty, better attitud...
Employees perception towards training




Trainee – The training objective is beneficial to the trainee because it helps i...
Employees perception towards training


Consider an example; the objective of one training program is to deal effectively ...
Employees perception towards training


3.2.5 MODELS OF TRAINING
Training is a sub-system of the organization because the ...
Employees perception towards training




3. Develop- This phase requires listing the activities in the training program t...
Employees perception towards training


3.2.5.2 Instructional System Development model
The    Instructional   System    De...
Employees perception towards training


3.2.5.3 Transitional model
Transitional model focuses on the organization as a who...
Employees perception towards training




The mission, vision, and values precede the objective in the inner loop. This mo...
Employees perception towards training


          o Determining what is required to complete the work activity;
          ...
Employees perception towards training


3.2.7 TRAINING INPUTS
There are three basic types of inputs;
(i)Skills
(ii)Attitud...
Employees perception towards training


3.2.8.3 PROMOTIONS

Although similar to the transferee in that there is a new job ...
Employees perception towards training


responsibility. However not all changes under this heading can be left to this sor...
Employees perception towards training


industrial employment. Add, of course, there is the inference arising from the lab...
Employees perception towards training


                                    CHAPTER 4

                 ANALYSIS AND INTER...
Employees perception towards training


  A.
  1 .Your organization provides training to employees

  Table-1

Organizatio...
Employees perception towards training


  2. Your organization conducts TNA every year.
  Table-2


Organization
         ...
Employees perception towards training


3. Your organization provides training to every employees.

Table-3



Organizatio...
Employees perception towards training


4. Training is provided for all the new employees.

Table-4



Training is
       ...
Employees perception towards training


5. Your organization has all the infrastructure facilities required for the traini...
Employees perception towards training


B.
6. The trainer are well educated and experts.

Table-6


The trainer are
      ...
Employees perception towards training


7. The trainer always understand trainees and start his program.

Table-7



The t...
Employees perception towards training


Table-8




Trainer uses
                     Strongly Agree     Agree            ...
Employees perception towards training


Table-9


Graph-9


Trainer is always
                     Strongly Agree      Agr...
Employees perception towards training


10. Trainer encourages doubts and questions.

Table-10



Trainer
                ...
Employees perception towards training


Table-11



Graph-11

Trainer gives and
                       Strongly Agree    A...
Employees perception towards training


12. Trainer gives practical exposure to trainees.

Table-12

Trainer gives
practic...
Employees perception towards training


13. Trainer met his training objectives.

Table-13



Trainer met his
            ...
Employees perception towards training


14. Trainer evaluated your performance/ effect after training.

Table-14



Traine...
Employees perception towards training


C.
15. You are satisfied with the trainer.

Table-15


You are satisfied
         ...
Employees perception towards training


16. You are satisfied with your company’s efforts to fill the gaps by organizing t...
Employees perception towards training


17. You are happy with the TNA done in your organization.

Table-17



You are hap...
Employees perception towards training


                                       CHAPTER- 5

                    FINDINGS AN...
Employees perception towards training



   •   After the training program, the trainer gives and receives feedback.


   ...
Employees perception towards training conducted at hamul
Employees perception towards training conducted at hamul
Employees perception towards training conducted at hamul
Employees perception towards training conducted at hamul
Employees perception towards training conducted at hamul
Employees perception towards training conducted at hamul
Employees perception towards training conducted at hamul
Employees perception towards training conducted at hamul
Employees perception towards training conducted at hamul
Employees perception towards training conducted at hamul
Employees perception towards training conducted at hamul
Employees perception towards training conducted at hamul
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Transcript of "Employees perception towards training conducted at hamul"

  1. 1. Employees perception towards training CHAPTER-1 INTRODUCTION Employee training tries to improve skills or add to the existing level of knowledge so that employee is better equipped to do his present job or to prepare him for a higher position with increased responsibilities. Organizational growth need to be measured along with individual growth. Training refers to the learning activities done for the primary purpose of helping employees of the organization to acquire and apply the knowledge skills, abilities and attitudinal needs required by that organization to acquire and apply. Broadly speaking training is the act of increasing the knowledge and skill of an employee for doing a particular job. In today’s scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become vital part to success or failure of an organization they are the cornucopia of ideas. So it is high time the organization realize that “train and retain is the mantra of new millennium.” Title of the Project: “A study level on the Employees perception towards training in HAMUL” HR Institute of Higher Education, Hassan 1
  2. 2. Employees perception towards training Problem Statement Every organization needs to have well trained and experienced employees to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this not the case, it is necessary to raise the skill levels of employees through training. A study on “employees perception towards training” at HAMUL. • Training is about knowing where you stand at present, and where you will be after some point of time. • Improves skills sets of an individual • Develops technical capabilities • Enhances competitiveness • Develops confidence • Increases organizations growth • Enhances overall competency of the organization Above all will help to go through positive changes in behavioral activities which helps attitudinal changes. HR Institute of Higher Education, Hassan 2
  3. 3. Employees perception towards training OBJECTIVES The objective of the study is classified into primary and secondary objectives. Primary objective The primary objective of this study is to study the employees perception towards training and to suggest measures. Secondary Objectives • To know how well the employees of HAMUL are using the training facilities. • To know how the training activities are conducted at HAMUL. • To know whether the HAMUL employees are really beneficial with the training provided by the organization. • To know how the employees are implementing what they have learnt at training in their work life. • To know whether the employees are interested in participating in the training activities. HR Institute of Higher Education, Hassan 3
  4. 4. Employees perception towards training SCOPE OF THE STUDY • The study covers employees of HAMUL. • Survey was conducted on the method of effectiveness of training that was used in “HAMUL”. • The study focuses on evaluation of design, implementation, feedback, participation only. • To help management plan for development and growth. • The target samples of 50 employees were selected at random from the same level. • This report is useful to the management of the company to know the employees perception towards training and they can take measures to increase productivity. • This report may be useful to the management students for reading and may be useful in preparing their report on employees perception towards training. • It provides me a great opportunity to relate theoretical concepts learnt in my course to the actual happenings in the organization. • I got an opportunity to provide suggestions. HR Institute of Higher Education, Hassan 4
  5. 5. Employees perception towards training HR Institute of Higher Education, Hassan 5
  6. 6. Employees perception towards training RESEARCH METHODOLOGY There are 3 types, they are: 1. Explorative 2. Descriptive 3. Experimental The study is a descriptive study. EMPLOYEES PERCEPTION TOWARDS TRAINING: 1. Design: Personal interaction. Questionnaire. 2. Observation: Personal observation. Indirect observation. TYPE OF THE STUDY: The study is a descriptive study. It is based on data collected through structured questionnaire from the respondents. SOURCES OF DATA: The study requires both primary and secondary data. Primary data:  Questionnaires  Personal interviews HR Institute of Higher Education, Hassan 6
  7. 7. Employees perception towards training  Indirect observation Secondary data:  Library and research works  Internet, web portals and blogs  Books. Secondary data will be used to analyze the primary data in the light of real world situation. HR Institute of Higher Education, Hassan 7
  8. 8. Employees perception towards training SAMPLING DESIGN: Sampling is the process of obtaining information about an entire population by examining only a part of it. Sampling plan calls for three decisions. a) Sampling unit b) Sampling size c) Sampling procedure The design to be adopted for the study will be based on convenient sampling. The population for the study will consist of employees in the HAMUL. Sampling unit: The research was conducted at HAMUL. Sample Population: There are totally 415 employees working in the organization. Sampling size: Out of the total population, the sample taken among respondents is 50. Sample Method: The research was made by the survey in accordance to the convenience of the employees. So the sample type is convenient sampling. HR Institute of Higher Education, Hassan 8
  9. 9. Employees perception towards training HR Institute of Higher Education, Hassan 9
  10. 10. Employees perception towards training Tools Used for analysis: Instrument: A structured Questionnaire is used, and the type of questionnaire is target questions. Method: The research was conducted by using contact methods through Questionnaire, Interview and Observation. Data Analysis Techniques: The data is analyzed through simple analysis technique. The data tool is percentage method. Percentage method is used in making comparison between two or sense of Data. This method is used to describe relationship. Percentage of Respondents = No. of Respondents/ Total no of Respondents X 100 HR Institute of Higher Education, Hassan 10
  11. 11. Employees perception towards training HR Institute of Higher Education, Hassan 11
  12. 12. Employees perception towards training LIMITATIONS OF THE STUDY: • The study is confined to HAMUL only. • The study was conducted on the assumptions that the information is given by respondents all are correct. • Due to the limitation of the time the research could not be made more detailed. • Due to confidentiality of some information accurate response was not revealed by some of the respondents. • Some of the replies of the respondents may be biased. • Respondents had marked the answers in questionnaires which may be socially incorrect irrespective of their actual feelings. HR Institute of Higher Education, Hassan 12
  13. 13. Employees perception towards training HR Institute of Higher Education, Hassan 13
  14. 14. Employees perception towards training CHAPTER-2 COMPANY PROFILE 2.1 INDUSTRY PROFILE India is called the “country of villages” where it covers nearly 70% of its total area. In this relation we can say that Indian economy is base on rural activities and their development. Therefore we have to give prime importance to the rural activities. A dairy is a place for handling milk and milk products. Technology refers to the application of scientific knowledge for practical purposes. Dairy technology has been defined as that branch of dairy science which deals with the processing of milk and the milk products on an industrial scale. In developed dairying countries such as the USA the year 1850 is seen as the dividing line between farm and factory scale production. Various factors distribute to this change in these countries such as the concentration of the population in cities where the jobs are plentiful, rapid industrialization, improvement of transportation facilities, development of machines etc., The rural areas are identified for the production, urban areas are for the processing of the milk. 2.1.1 ORIGIN OF DAIRYING IN INDIA Around 1500 BC to 2000 BC the Aryans were first to domesticate cattle. Use them for tilling their land obtain milk to be consumed as food. Again it were Aryans who priced the milk of a cow more than its meat, forbade its slaughter, created legends about it and even worshipped it. Hindus even to this day consider cow as sacred. Besides it were only the East (India/China) which domesticated buffalo as milch animal succeeded so well that today, more than half the total production of milk in India is obtained from buffalo. Most of the farmers have one milk animal, they sell the milk through local milk contractors or middlemen. These traders have always exploited the poor and uneducated milk producers. It was in the late forties, when integrated approach for dairy development based on farmers owned milk co-operative was first adopted at Anand. The system includes milk procurement productions and marketing through farmer co-operatives. In India, the market milk technology may be considered to have commenced in1950 with the functioning of the Central Dairy of Aarey Milk Colony and milk product technology in HR Institute of Higher Education, Hassan 14
  15. 15. Employees perception towards training 1956 with the establishment of AMUL dairy, Anand. The system of collective ownership, operation and control of milk trade by farmers came to be known as ANAND PATTERN. Anand pattern has given them an opportunity to have access to the modern technology. The premises institution NDDB and IDC for application of the Anand pattern through out the country. The whole project under which replication was envisioned, is named as “operation flood”. The success of Anand pattern depends as establishing a strong co operative infrastructure at the grass root level, making economically viable to strengthen. Dairy industry offers employment opportunity to the people so as to help the farmers to get fair price of milk. The farmers are provided with medical facilities to their cattle. Milk is becoming an alternative life line in our rural economy. With the advent of white revolution that is “SKHEERA KRANTI” in the same pattern of Denmark and Holland. Export of dairy products plays an important role in our foreign trade. It increases the foreign exchange and national income of our country and also economic development of our country. 2.1.2 History of Indian milk market industry • Organized milk handling was made in India with the establishment of Military Dairy Farms • Handling of milk in co operative milk unions established all over the country on a small scale in early stages. • Long distance refrigerated rail-transport of milk from Anand to Bombay since 1945. • Pasteurization and bottling of milk on a large scale for organized distributed was started at: Aarey - 1950 Calautta - 1958 Delhi - 1959 Mumbai - 1961 Madras - 1963 HR Institute of Higher Education, Hassan 15
  16. 16. Employees perception towards training • Establishment of milk plants under the 3 year plans for dairy development all over India. They were taken up the dual object of increasing the national level of milk consumption and ensuring better returns to the primary milk producer. Now India is one of the richest milk producing country in the world. In 1999 it produced milk up to 770 lakhs tons and the milk valued up to 75000 crores and 13% of total production in the world is produced by India itself. 2.1.3 Dairy Industry In Karnataka In June 1974, an integrated project was launched in Karnataka to restructure and reorganize the dairy industry on the co operative principle and to lay foundation for a new direction in dairy development. Work on the first ever, World bank aided dairy development project was initiated in 1975. Initially the project covered 8 southern districts of Karnataka and Karnataka Dairy development corporation was set up to implement the project. Dairy developmental activities was set up with dairy co operative societies at grass root level, milk unions at the middle level and dairy development corporation at state level as an apex body with the responsibility of implementing Rs.51 crores project.After the closure of operation flood II the dairy development activities which continued under operation flood III ended on 1996. The post operation flood works are financed by NDDB under different terms and conditions. 2.1.4 Scope of the union As at the end of March 2009, a network of 972 Dairy Co operative Societies(DCS) have been organized and are spread over 166 taluks of the total 175 taluks in all the 27 districts of Karnataka. Unions are formed by federating societies in earmarked geographical area. The Brand ' ' is the household name for Pure and Fresh milk and milk products. KMF has 13 Milk Unions throughout the State which procure milk from Primary Dairy Cooperative Societies(DCS) and distribute milk to the consumers in various Towns/Cities/Rural markets in Karnataka. HR Institute of Higher Education, Hassan 16
  17. 17. Employees perception towards training Bangalore Belgaum Dakshina Kannada Gulbarga Shimoga Bijapur Mysore Bellary Mandya Dharwar Tumkur Kolar Hassan The Corporate Office of the Karnataka Milk Federation is located on Dr.M.H.Marigowda Road in Bangalore. The Federation has a Board consisting representatives of Milk Producers and the Government nominees. The day to day functions of the Federation is managed by a group of professional managers headed by the Managing Director Karnataka Cooperative Milk Producers' Federation Limited (KMF) is the Apex Body in Karnataka representing Dairy Farmers' Co-operatives. It is the second largest dairy co- operative amongst the dairy cooperatives in the country. In South India it stands first in terms of procurement as well as sales. One of the core functions of the Federation is marketing of Milk and Milk Products. Mother Dairy, Bangalore, a Unit of KMF, is set up by NDDB on 7.12.1984. The Dairy which has expanded from 4LLPD to capacity of 7.00 LLPD has a unique nature of homogenizing the milk and selling to its consumers through 50 Automatic Bulk Vending Booths, 83 Shoppees and 70 FRP tanks. The Dairy also caters Milk in sachets and Milk Products through its 289 retailers. The average sale of milk per day is 2.60 Lakh litres during the year 2008-09. The entire requirement of milk is procured from Kolar Milk Union. The Dairy produces Butter, Ghee, Curds, Ice Cream & Skim Milk Powder. The activities of all the Departments at Mother Dairy are being carried out through an on-line computer system. HR Institute of Higher Education, Hassan 17
  18. 18. Employees perception towards training 2.2 COMPANY PROFILE The Union was registered on 30th March 1977 with the operational jurisdiction extended to 3 Districts namely Hassan, Kodagu & Chikkamagalur. The Dairy was setup under the Operation Flood II & III and has a processing capacity of 1,20,000 Liters of milk per day. The Union also has a Dairy at Kudige with a capacity of 50,000 liters per day which is the first Dairy in Karnataka State started during January 1955. The Union has three Chilling Centers at Birur(20,000 LPD), Holenarasipur(20,000 LPD) and Channarayapatna(1,00,000 LPD) with total chilling capacity of 1,40,000 liters per day respectively. The Union also produces Ghee, Peda, Curds, Khova and Butter Milk. The Union procures on an average 3,86,462 liters of milk and sells 1,09,578 liters per day. There are 5 Bulk Milk Coolers & 46 Automatic Milk Collection Units in the Union. Hassan Dairy was established under the world bank aid with an initial handling capacity of 60,000 KGPD and was being managed by the then Karnataka dairy development corporation. In the year 1987 with an idea of bringing all milk allied activities such as milk procurement, milk processing and milk marketing the Hassan dairy and the Kudige dairy (the first commission dairy plant) were handed over to Hassan Co operative Milk Producers Societies Union. The integrated system of monitoring the milk procurement, processing and marketing activities by milk producers themselves was established. 2.2.1 MISSION STATEMENT Hassan milk union aims to render the best services at normal cost to its members to increase milk production and produce good quality milk by paying remunerative price through out the year, there by improving their economic and social condition while ensuring high quality milk and milk products to the delighted level of the consumers at competitive price. HR Institute of Higher Education, Hassan 18
  19. 19. Employees perception towards training 2.2.2 VISION STATEMENT The union thrives hard to adopt the modern and eco friendly technologies to produce milk and milk products of international standards to make our presence prominent in the global market. 2.2.3 AIMS AND OBJECTIVES Hassan co operative milk producers societies union is completely an autonomous body consisting of representatives from milk producers as policy makers • To produce continuous and remunerative market for the surplus milk in the rural areas. • To supply quality milk to customers in the urban areas at a competitive price. • To provide the technical inputs necessary to produce good quality milk and to facilitate increase in milk yield. • To provide self employment to rural folk and to make them economically self sustainable by which the migration of rural folk to urban areas is minimized. • To prevent the role of the middle men in the milk business and to increase their returns. • To establish a bridge between rural and urban folk and to play a vital role in changing he social and economic status of the rural folk. 2.2.4 ROLE OF DAIRY CO OPERATIVE SOCIETY The dairy co operatives are organized in rural areas for the milk producers keeping in view the domestic principles and values. These societies educate, guide, support the milk producers in dairy development activities. HR Institute of Higher Education, Hassan 19
  20. 20. Employees perception towards training 2.2.5 FUNCTIONING OF DAIRY CO OPERATIVES The dairy co operative function all through the year in two shifts, this will provide continuous market for the surplus milk produced and the payment for the milk supplied will be distributed to the producers on the predetermined day. And provides employment to the rural folk. Input activities include: • Veterinary services like regular vaccination • Artificial insemination services • Supply of balanced cattle feed and fodder slips • Training facilities 2.2.6 GROWTH OF THE UNION The milk union which was established in the year 1977 with 100 functional dairy co operatives collecting 10,300Kgs of milk per day is procuring on an average 3,86,482 Kgs per day from 1122 co operatives as on date with the increase in milk production the Hassan dairy with the initial capacity of 60,000 KGPD was expanded to 12,0,000 KGPD during 1996. 2.2.7 ACTIVITIES OF HASSAN MILK UNION 1. Organization of dairy co operative societies: As at the end of March 2010, 1197 societies have been registered. Out of functional societies, 330 women societies are functioning. 2. Membership Enrolment: As on 30th March 2010, 1,73,396 members have been enrolled of which 71,046 are small farmer, 48,866 are marginal farmers, 22,199 are agriculture laborers and 31,285 are other farmers. 3. Milk procurement activities: The present average milk procurement from 1122 milk societies is 3,86,462 Kgs/day at the end of March 2010. HR Institute of Higher Education, Hassan 20
  21. 21. Employees perception towards training 2.3 PRODUCTS/ SERVICES Milk is marketed under Nandini brand name in different types. The pricing adopted is mainly on four categories namely: • Double Toned Milk – Rs 14/100ml • Toned Milk – Rs 16/1000ml • Standardized (homogenized) Milk – Rs 18/1000ml • Full Cream Milk – Rs 20/1000ml The union produces toned milk, homogenized milk, ghee, peda, flavored milk, curds and butter milk. HR Institute of Higher Education, Hassan 21
  22. 22. Employees perception towards training 2.3.1 Nandini Toned Milk Karnataka’s most favorite milk, Nandini Toned Milk is a Fresh and pure milk containing 3.0% fat and 8.5% SNF. Available in 500ml and 1 liter packs. Better to use within a day from the date of pack. Maximum Retail Price is Rs. 13/- per liter. 2.3.2 Nandini Homogenized Toned Milk Nandini Homogenized Milk is pure milk containing 3% Fat and 8.5% SNF. This is homogenized and pasteurized. Consistent right through, it gives you more cups of tea or coffee and is easily digestible. Available in 500 ml packets HR Institute of Higher Education, Hassan 22
  23. 23. Employees perception towards training 2.3.3 Nandini Curd Nandini Curd made from pure milk. It’s thick and delicious giving you all the goodness of homemade curds. Available in 200 grams and 500 grams packs. Nandini butter is rich smooth and delicious. Nandini Butter is made out of fresh pasteurized cream. Rich taste, smooth texture and the rich purity of cow’s milk, makes any preparation a delicious treat. Available in 100 grams, 200grams and 500grams cartons both salted and unsalted. 2.3.4 Nandini Ghee A taste of purity, Nandini Ghee made from pure butter. It is fresh and pure with a delicious flavor. Hygienically manufactured and packed in a special pack to retain the goodness of pure ghee, having Shelf life of 6 months at ambient temperatures. Available in 200ml, 500ml, 1000ml, sachets and also in 5lts tins and 15.0 kg tins. HR Institute of Higher Education, Hassan 23
  24. 24. Employees perception towards training 2.3.5 Nandini Butter Nandini spiced buttermilk is a refreshing health drink. It is made from quality curds and is blended with fresh green chillies, green coriander leaves, asafetida and fresh ginger. Nandini spiced butter promotes health and easy digestion. It is available in 200ml packs and is priced at most competitive rates, so that it is affordable to all sections of people. 2.3.6 Nandini Butter Milk Nandini butter milk is Rich, smooth and delicious. Available in 100 grams (salted), 200 grams and 500 grams cartons both salted and unsalted. HR Institute of Higher Education, Hassan 24
  25. 25. Employees perception towards training 2.3.7 Nandini Peda No matter what you are celebrating! Made from pure milk, Nandini ‘Peda’ is a delicious treat for the family. It is maintained at room temperature, for approximately 7 days. Available in 250grams pack containing 10 pieces each. HR Institute of Higher Education, Hassan 25
  26. 26. Employees perception towards training 2.4 ORGANIZTION CHART Board of Directors- Chairman Managing Director (CEO) Administrat Finance Procureme Production Marketing Purchase MIS (3) ion (15) (23) nt and input – Dairy (25) (3) (69) plant (275) HR Institute of Higher Education, Hassan 26
  27. 27. Employees perception towards training 2.4.1 Personnel Department It plays a crucial role in an organization which is always referred as the strength of the organization. 2.4.1.1 Recruitment: Recruitment is made as per the cader strength approved by Registrar of co operatives. And the said cader strength is within the preview of co operative act and rules. Reservation policies of the government are being followed for recruitments. Whenever Union goes for recruitment the necessary steps are being taken as per the guidelines stated in its Bye law and proper advertisement will be given in the State News papers for the posts required and all the processes are made as per Govt . norms and Suitable candidates will be called either for written test or interview or both. 2.4.1.2 Training: HAMUL is a well established organization working for the socio-economic development of the rural folk. It is a healthy organization with a vision and an ISO certified Dairy. Demography of this organization is very well balanced and the experience gap is very well managed and the Employees of the organization have been very well exposed. HAMUL has adopted unique methodology of training facilities to its employees. The need of the training to their employees will be identified by the section heads based on the analysis through skill matrix furnished by the administration department. Then the training centers will be asked to conduct the training program required by the union to their employees. Based on the recommendations of the section heads, CEO approves for training the concerned officers and the staff. HAMUL is having training facilities for its employees at various reputed training centers and for new employees, they will be facilitated with one month on the job training at their respective areas. CTI (Central training institute), a unit of KMF, Bangalore, is one of the best training centers having its own facilities with residential facilities providing training to skilled and unskilled employees as well. Management development program to middle level HR Institute of Higher Education, Hassan 27
  28. 28. Employees perception towards training management officers of the milk union on various subjects related to dairy, marketing, administration and procurement and input. In addition to this, HAMUL deputes its officers and personnel for different technical and non technical training in the following training centers: 1. SRDTC(Southern regional demonstration and training center) for both technical and non technical training. 2. Mansinh institute of training, Mahsana, Gujrat, only for technical training. 3. Vaikunt Mehta institute, Pune. For management development programmes. 4. Institute of rural management, Anand. 5. Regional institute of co operative management, BANG 6. CII- Confederation of Indian industries, institute for quality- for food industrial platforms are created. 2.4.1.3 Orientation program: The new employees are given 3 to 4 days orientation training program at CTI, Bangalore, a unit of KMF. This particular training is given to the newly recruited employees irrespective of their cader. 2.4.1.4 Employee promotion: It is clearly stated in the cadre and strength document which is approved by registrar of co-operative societies. The employee promotion is dependent on the merit and seniority basis. It is the mandatory method followed. To decide on this, the employee education, obedience, carrying of the job and attendance are taken into consideration. 2.4.1.5 Record maintenance: HAMUL is having well establishment section under the administration department which maintains and updates records and other details of each employee with individual record book and file. HR Institute of Higher Education, Hassan 28
  29. 29. Employees perception towards training 2.4.1.6 Leave: Casual leave of 15 days per year and for new entrants 1 day per month for one year is followed. Employees of the HAMUL are eligible for 30 days earned leave in each year during their service and also once in 2 year block period they will be given the option facility for surrender of leave of one month and to avail the encashment facility. The accumulation of leave days at present is restricted to 240 days. HPL(Half pay leave) facilities are available. If any accident takes place during the working hours the special leave is given: • Special leave: the rabies leave is given for the infected dog bite. And also the blood donation leave for 1 day is given. • Maternity leave: on condition, with payment. • Extra-ordinary leave: depending on the service or any major health issues. 2.4.1.7 Conveyance Allowance: The Hassan Milk Union is providing conveyance allowance to its employees who are having two wheeler vehicles and and commuter charges for those who are dependent on public transport per month is fixed. 2.4.1.8 Uniform: Uniform will be provided to the employees who are working in the factory and this facility is extended to only up to the cader of Technical Officers. 2.4.1.9 Transfer: The transfer facilities are given. It is in the hands of Managing Director. If the transfer is on the request, employee is not entitled for cash benefits but if it is not on request, he is entitled for cash benefits. HR Institute of Higher Education, Hassan 29
  30. 30. Employees perception towards training 2.4.1.10 Retirement: The retirement age is 60 years. But on health grounds there is a consideration. And the 3 months prior notice is a must before leaving the job anytime before the retirement. 2.4.1.11 Retirement benefits: A salary of 15 days per year of completed years of service. 3.5 lakh ceiling is applicable and all the gratuity announcements are according to government notifications. Provident fund is as per the government norms. 12.5% toward provident fund contribution per all the employees. HR Institute of Higher Education, Hassan 30
  31. 31. Employees perception towards training 2.4.2 Production Department: The dairy works in 3 shifts to receive milk in the morning and evening shifts. The milk received from DCS in cans will be tested for quality and weight is recorded. The payment will be made based on the quality and the quantity. The milk received in tankers will be weighed and tested and pumped into chiller and stored in insulator storage tank. The local market needed quantity will be pasteurized and stored in insulated HMST for packing toned milk, double toned milk and standardized homogenized milk. Apart from this, union also produces ghee, peda, flavored milk, curds and butter milk. The excess fat in the milk will be separated in the form of cream and issued for butter making. The cream breaks into butter and butter milk where butter is issued for ghee making and butter milk is tested for fat/COB (clout on boiling) and it will be reprocessed or will be drained out. Based on the market demand, butter is drawn for ghee production and same will be packed as per requirement. 2.4.2.1 Power The KPTCL supplies the power upto 325 kilo watts per month. In case of shortage in supply diesel generator is used. HR Institute of Higher Education, Hassan 31
  32. 32. Employees perception towards training 2.4.3 Marketing Department: Marketing should be considered as the core business function in this competitive world as it establishes, develops, and commercializes long term customer relationships and helps in meeting organizational goals. Pricing is a federal policy and KMF decides the marketing price of the milk end the milk products. KMF has adopted pricing mainly on four categories namely: • Double Toned Milk – Rs 14/100ml • Toned Milk – Rs 16/1000ml • Standardized (homogenized) Milk – Rs 18/1000ml • Full Cream Milk – Rs 20/1000ml As HAMUL is procuring 4 lakhs milk per day and its local market requirement is 1.2 lakhs kgs/day. As such the excess milk is being sent to sister unions and Interstate federations and balance if any will be sent for conversion into butter and SNP. HR Institute of Higher Education, Hassan 32
  33. 33. Employees perception towards training 2.4.3.1 CHANNELS OF DISTRIBUTION The network of distribution of milk was formed to be very systematic and has made distinct role in the successful marketing of milk. The processed and pasteurized milk is first packed and stored and then distributed to the target customers. Processing and manufacturing Storage Dealers or Retailers Consumer HR Institute of Higher Education, Hassan 33
  34. 34. Employees perception towards training 2.4.4 Procurement Department: The milk co operative societies will be organized in villages where there is excess milk production. The extension staff of the union will visit the villages and conducts the survey about the village population, animal population and the availability of the surplus milk and report to the office for consideration. The office will issue necessary instructions to organize the societies. Then the first Gramasabha meeting will be conducted and select the promoters to promote the Dairy cooperative in the village and with the permission of Registrar of Cooperative with the recommendation of Milk union the Village Chief promoter will permitted to collect the share capital and with all fulfillment of required norms then proposal will be sent to registrar of co operative department for registration. On registration, milk co operative society will be commissioned and starts procuring milk from the producers. The milk procured will be transported through trucks to near by chilling centers and dairy where milk is processed further. The society will be provided with veterinary services, AH services, feed and fader services, training and extension services. The village dairy Cooperatives will receives payments for the milk supplied to Union once in a week and the same will be distributed among its produce members every week and day is fixed which is convenient to the concerned village. HR Institute of Higher Education, Hassan 34
  35. 35. Employees perception towards training 2.4.5 Stores/ Purchase Department: HAMUL is having a separate purchase department and purchases are made based on the requirements of various department and purchases are made as per the relation laid out. HAMUL is having a full pledged stores which supplies materials to various based on the indents or requirements and the people who are working in the stores are very well worked in inventory management. Both purchase and store departments are working under the supervision of manager dairy. The activity takes place in stores: Requisition letter: First the manager of concerned department depending upon the need for the goods sends a requisition letter to the manager dairy and then once approved the same reaches the stores in charge, the purchase section places an order. Purchase order: But for the goods regular nature depending upon the stock level , the stores in charge takes up the responsibility to place order and have the materials ready when ever required. Here in the co operative sector as per the transparency act if the goods and where the capital expenditure is involved, the enquire letters are sent the suppliers and who ever quotes the least and also with quality gets the order. And the same purchase order copy goes to 1. the supplier 2. the store in charge 3. Accounts section 4. concerned user section Purchase order also includes 1. Mode of payment after and before supply 2. Terms and conditions(taxes) 3. Delivery period 4. Mode of dispatch 5. Invoice: Against the purchase order the concerned supplier gives the invoice. Once the invoice is received the cross checking of materials as per the specifications purchase order is done. HR Institute of Higher Education, Hassan 35
  36. 36. Employees perception towards training 2.4.6 MIS The main activity of the MIS department in the organization is to act as the information source for all the levels of management for the decision making in different situation. Hence to say the integration of information from all the departments for the decision making for all the three levels which exist in the organization: 1. Top level 2. Middle level 3. Lower level The information collected from the dairy and various chilling units on on-line and information collected from Marketing on every day will be processed and send to KMF every day and also monthly procurement and input wing and the data related to artificial insemination and progress achieved in Fodder and Feeds division are collected and necessary information will be prepared and sent to various department as well will be submitted to CEO and other section heads to enable them to take necessary action and also with the help of these data MIS department will prepare the annual Targets to the Dept of Procurement and Input and Marketing. Also, All these data is given to the MIS department and the integration on monthly basis is taken up and the report as sent to the managing director and same place before the monthly meetings held of all the milk unions. HR Institute of Higher Education, Hassan 36
  37. 37. Employees perception towards training 2.4.7 FINANCE DEPARTMENT Source of finance to start KMF (previously known as KDDC) and its units is from World bank channels through agreement between NDDB under Tripartite agreement between NDDB, KMF and Government of Karnataka. Now, source of funds are share capital and realization from sale proceeds of milk and milk products. As on 31.03.2010 the paid up capital was 795.29 lakhs and 206.16 lakhs loan was taken for operating. HR Institute of Higher Education, Hassan 37
  38. 38. Employees perception towards training 2.5 ACHIEVEMENTS • Hassan milk union is procuring milk from all the 13 taluks of three districts and selling quality milk in all the taluks and small towns. • The union and all the dairy co operatives are being managed by the democratically elected boards from among the milk producers. • The technical input to dairy co operatives and the dairy plants are managed by well trained, committed professionals and technical team. • 91% of the milk co operative societies are operating under profit • The union has successfully implemented the animal induction program for SC ST and OBC since 1996 with the financial assistance from central and state governments and rendered direct loans to the beneficiaries at lower interest rates. • 254 women dairy co operatives (as on May 2009) have been organized since 1997 under support training and education program(STEP) • The union has also implemented mini dairy scheme and bring entrepreneurial environment in the rural area. • The union has set up Artificial insemination facilities for dairy co operatives. • The union has rendered emergency veterinary services round the clock. • Fertility camps are being conducted once in three months by inviting experts in the field. • The union supplies quality fodder slips and seeds through the year and facilitates the availability of green fodder. HR Institute of Higher Education, Hassan 38
  39. 39. Employees perception towards training • The union is insuring the life of milk producers and dairy co operative staff with the co ordination from Life insurance corporation and National insurance company since 1997-1998 under “samajika suraksha yojana”. • The union has launched the “YESHASHVINI” program to the milk producers wherein the milk producers are provided with the best available medical facility at free of cost. • The union has successfully implemented the Total energy management program and Total quality management program (quality excellence from cow to consumer) since 2001 respectively. • Quality awareness programs are being conducted regularly for school children, house wives and consumers. • The union has got ISO 9001:2000 certification from TUV India, Mumbai. • The union has got Energy Conservation Award. HR Institute of Higher Education, Hassan 39
  40. 40. Employees perception towards training 2.6 SWOT ANALYSIS 2.6.1 STRENGTHS • Procurement and Input( P&I) network • Goodwill- Brand network • ISO 9001:2000 certified dairy • Ambience of Union area is most suitable for Dairying. • Weather Facility • Geographical Area 2.6.2 WEAKNESSES • Advertisement execution in its early stages • Early stages of automation and computerization • Problematic distribution HR Institute of Higher Education, Hassan 40
  41. 41. Employees perception towards training 2.6.3 OPPORTUNITIES • Enter rural market • Exports-by developing tetra pack technology • Abundant area availability for milk procurement 2.6.4 THREATS • Entry of big players • Government policies • Stringent food hygiene policies • Competition HR Institute of Higher Education, Hassan 41
  42. 42. Employees perception towards training CHAPTER -3 REVIEW OF LITERATURE 3.1 Human Resource Management: 3.1.1 Introduction • The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. • HRM means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirement. • Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. • The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. • HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989). • The basic premise of HRM is that humans are not machines, they are the assets in the organization, therefore we need to have an interdisciplinary examination of people in the workplace. • HRM is a humanistic concept. • Human resources help in transforming the lifeless factors of production into useful products. HR Institute of Higher Education, Hassan 42
  43. 43. Employees perception towards training • They are capable of enlargement ie capable of producing an output that is greater than the sum of inputs. • Once they get inspired, even ordinary people can deliver extraordinary results. • They can help organization achieve results quickly, efficiently and effectively. 3.1.2 DEFINITION 1. Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. 2. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. 3. It is proposed that we take human resource management to be that part of management concerned with: • all the decisions, strategies, factors, principles, operations, practices, functions, activities and methods related to the management of people as employees in any type of organisation (including small and micro enterprises and virtual organisations); • all the dimensions related to people in their employment relationships, and all the dynamics that flow from it (including in the realisation of the potential of individual employees in terms of their aspirations); • all aimed at adding value to the delivery of goods and services, as well as to the quality of work life for employees, and hence helping to ensure continuous organisational success in transformative environments. HR Institute of Higher Education, Hassan 43
  44. 44. Employees perception towards training 3.1.3 NATURE OF HRM • Pervasive force • Action oriented • Individually oriented • People oriented • Future oriented • Development oriented • Integrating mechanism • Comprehensive mechanism • Auxiliary service • Inter disciplinary function • Continuous function 3.1.4 OBJECTIVES OF HRM • To help the organization reach its goals. • To employ the skills and abilities of the work force efficiently. • To provide the organization with well trained and well motivated employees. • To increase to the fullest the employees job satisfaction and self actualization. • To develop and maintain a quality of work life. • To communicate HR policies to all employees. • To be ethically and socially responsive to the needs of society. HR Institute of Higher Education, Hassan 44
  45. 45. Employees perception towards training 3.1.5 IMPORTANCE OF HRM 1. At the enterprise level: • Help in attracting and retaining the best people in the organization. • Helps in training people for challenging roles, developing right attitudes towards the job and the company. 2. At the individual level: • Promote team spirit and team work among employees. • Offers excellent growth opportunities to people. 3. At the society level: • Employee opportunities multiply • Scarce talents are put to best use. 4. At the national level: • Helps in exploitation of natural, physical and financial resources in a better way. • Helps the nation to compete with the best in the world leading to better standard of living and better employment. HR Institute of Higher Education, Hassan 45
  46. 46. Employees perception towards training 3.1.6 SCOPE OF HRM • Personnel aspect: Concerned with manpower planning, recruitment, selection, placement, transfer etc. • Welfare aspect: Deals with working conditions and amenities such as canteens, crèches etc. • Industrial relations aspect: Covers union management relations, joint consultation, collective bargaining etc. 3.1.7 FUTURE OF HRM • Size of workforce • Composition of work force • Employee expectations • Changes in technology • Life style changes • Environmental challenges • Personnel function in future • Changes in 21st century impacting HRM HR Institute of Higher Education, Hassan 46
  47. 47. Employees perception towards training 3.1.8 Core roles in Human Resource Management The core roles of human resource management are grouped below into four categories. The titles of the clusters are tentative, and are open for comment. • Planning and organizing for work, people and HRM. • Strategic perspective • Organisation design • Change management • Corporate Wellness management • People acquisition and development • Staffing the organisation • Training & development • Career Management • Performance Management • Industrial relations • Administration of policies, programmes and practices • Compensation management • Information management • Administrative management • Financial management 3.1.9 Specialist Personnel Functions • Recruitment - advertising for new employees and liaising with employment agencies. • Selection - determining the best candidates from those who apply, arranging interviews, tests, references. • Promotion - running similar selection procedures to determine progression within the organization. • Pay - a minor or major role in pay negotiation, determination and administration. HR Institute of Higher Education, Hassan 47
  48. 48. Employees perception towards training • Performance assessment - coordinating staff appraisal and counseling systems to evaluate individual employee performance. • Grading structures - as a basis for pay or development, comparing the relative difficulty and importance of functions. • Training and development - coordinating or delivering programmes to fit people for the roles required by the organization now and in the future. • Welfare - providing or liaising with specialists in a staff care or counseling role for people with personal or domestic problems affecting their work. • Communication - providing an internal information service, perhaps in the form of staff newspapers or magazines, handouts, booklets, videos. • Employee Relations - handling disputes, grievances and industrial action, often dealing with unions or staff representatives. • Dismissal - on an individual basis as a result of failure to meet requirements or as part of a redundancy, downsizing or closure exercise, perhaps involving large numbers of people. • Personnel administration - record-keeping and monitoring of legislative requirements related to equal opportunities and possibly pensions and tax. Thus the main concept of HRM is to treat the human beings as assets of the organization rather than treating them as machines. HR Institute of Higher Education, Hassan 48
  49. 49. Employees perception towards training 3.2 TRAINING 3.2.1 INTRODUCTION • It is a learning process that involves the  Acquisition of knowledge  Sharpening of skills, Concepts, rules  Changing of attitudes and behaviors to enhance the performance of employees. • Training is activity leading to skilled behavior. • A process by which people acquire knowledge and skills needed for performance in their current assignments. • Training is about knowing where you stand at present, and where you will be after some point of time. • Training refers to planned effort by the company to facilitate employees job related competencies. • It’s not what you want in life, but it’s knowing how to reach itIt’s not where you want to go, but it’s knowing how to get there. • It’s not how high you want to rise, but it’s knowing how to take off • It may not be quite the outcome you were aiming for, but it will be an outcome • It’s not what you dream of doing, but it’s having the knowledge to do it. • It's not a set of goals, but it’s more like a vision. • It’s not the goal you set, but it’s what you need to achieve it HR Institute of Higher Education, Hassan 49
  50. 50. Employees perception towards training • Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. • Training is about the acquisition of knowledge, skills, and abilities(KSA). . 3.2.2 IMPORTANCE OF TRAINING • Improves skills sets of an individual • Develops technical capabilities • Enhances competitiveness • Develops confidence • Increases organizations growth • Enhances overall competency of the organization • Improves quality of the workforce • Creates healthy work environment • Optimum Utilization of Human Resources • Development of Human Resources – Personal growth & expansion of overall personality • Development of skills of employees – technical skills, behavioral skills • Enhancement of job knowledge • Expansion of the horizons of human intellect • Increases productivity • Develops team spirit, zeal to learn within employees • Organization Culture – Organizational health & effectiveness • Creates learning culture within the organization • Organization Climate –Builds positive perception & feeling about the organization • Quality of work and work-life • Morale of the work force • Image – creating a better corporate image • Profitability – leads to improved profitability HR Institute of Higher Education, Hassan 50
  51. 51. Employees perception towards training • Helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. 3.2.3 Training objectives Training objectives are one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training plan in less time because objectives focus specifically on needs. Training objective tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number stake holder perspective. 1. Trainer 2. Trainee 3. Designer 4. Evaluator Trainer – The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training. HR Institute of Higher Education, Hassan 51
  52. 52. Employees perception towards training Trainee – The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainee’s mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training. Designer – The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then he’ll buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. HR Institute of Higher Education, Hassan 52
  53. 53. Employees perception towards training Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training programthat will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. Therefore, without any guidance, the training may not be designed appropriately. Evaluator – It becomes easy for the training evaluatorto measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants. 3.2.4 ADVANTGES OF TRAINING • Building confidence in both employees and the organization • Reduce errors and resulting complaints • Reduce liability risk to the organization • Improve job satisfaction and motivation • Reduce employee conflict • Increase morale • Decrease turnover and absenteeism HR Institute of Higher Education, Hassan 53
  54. 54. Employees perception towards training 3.2.5 MODELS OF TRAINING Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs). Three models of training are: 1. System Model 2. Instructional development model 3. Transitional model 3.2.5.1 SYSTEM MODEL The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows: 1. Analyze and identify the training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated. 2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying the learning steps, sequencing and structuring the contents. HR Institute of Higher Education, Hassan 54
  55. 55. Employees perception towards training 3. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives. 4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program. 5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices. HR Institute of Higher Education, Hassan 55
  56. 56. Employees perception towards training 3.2.5.2 Instructional System Development model The Instructional System Development model comprises of five stages: 1. ANALYSIS – This phase consist of training need assessment, job analysis, and target audience analysis. 2. PLANNING – This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc. 3. DEVELOPMENT – This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary. 4. EXECUTION – This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories. HR Institute of Higher Education, Hassan 56
  57. 57. Employees perception towards training 3.2.5.3 Transitional model Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed. Vision – focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines. Mission – explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders. Values – is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc HR Institute of Higher Education, Hassan 57
  58. 58. Employees perception towards training The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented. 3.2.6 Training Need Analysis • Training needs analysis is the first stage in the training cycle • Training needs analysis is an important part of the training system • It is an important skill for any training consultant • There are many aspects to training needs analysis, but the essential activity involves: HR Institute of Higher Education, Hassan 58
  59. 59. Employees perception towards training o Determining what is required to complete the work activity; o Determining the existing skill levels of the staff completing the work; o Determining the training gap (if any) • The training gap is the difference between required and existing skill levels • The word "skill" is generic in this case - it includes the knowledge, skills, attitude and aptitude required to undertake the activity efficiently and effectively • There are three levels of needs assessment: Organizational analysis Task analysis Individual analysis • The assessment begins with a "need" which can be described as a gap between what is currently in place and what is needed, now and in the future • Gaps can include discrepancies/differences between: What the organization expects to happen and what actually happens Current and desired job performance Existing and desired competencies and skills HR Institute of Higher Education, Hassan 59
  60. 60. Employees perception towards training 3.2.7 TRAINING INPUTS There are three basic types of inputs; (i)Skills (ii)Attitude (iii)Knowledge. The primary purpose of training is to establishing a sound relationship is at its best when the workers attitude to the job is right, when the workers knowledge of the job is adequate, and he has developed the necessary skills. Training activities in an industrial organization are aimed at making desired modifications in skills, attitudes and knowledge of employee so that they perform their jobs most efficiently and effectively. 3.2.8 BEST TIME TO IMPART TRAINING TO EMPLOYEE 3.2.8.1 NEW RECRUITS TO THE COMPANY These have a requirement for induction into the company as a whole in terms of its business activities and personnel policies and provisions, the terms, conditions and benefits appropriate to the particular employee, and the career and advancement opportunities available. 3.2.8.2 TRANSFEREES WITHIN THE COMPANY These are people who are moved from one job to another, either within the same work area, i.e. the same department or function, or to dissimilar work under a different management. Under this heading we are excluding promotions, which take people into entirely new levels of responsibility. HR Institute of Higher Education, Hassan 60
  61. 61. Employees perception towards training 3.2.8.3 PROMOTIONS Although similar to the transferee in that there is a new job to be learned in new surroundings, he is dissimilar in that the promotion has brought him to a new level of supervisory or management responsibility. The change is usually too important and difficult to make successfully to permit one to assume that the promotes will pick it up as he goes along and attention has to be paid to training in the tasks and the responsibilities and personal skills necessary for effective performance. 3.2.8.4 NEW PLANT OR EQUIPMENT Even the most experienced operator has everything to learn when a computer and electronic controls replace the previous manual and electro-mechanical system on the process plant on which he works. There is no less a training requirement for the supervisors and process management, as well as for technical service production control and others. 3.2.8.5 NEW PROCEDURES Mainly for those who work in offices in commercial and administrative functions but also for those who we workplace is on the shop floor or on process plant on any occasion on which there is a modification to existing paperwork or procedure for, say the withdrawal of materials from stores, the control of customer credit the approval of expense claims, there needs to be instruction on the change in the way of working in many instances, a note bringing the attention of all concerned the change is assume to be sufficient, but there are cases, such as when total new systems in corporating IT up dates are installed, when more thorough training is needed. 3.2.8.6 NEW STANDARDS, RULES AND PRACTICES Changes in any one these are likely to be conveyed by printed note or by word of mouth by the manager to his subordinates, and this can be the most satisfaction way of dealing with the change from the point of view of getting those affected to understand their new HR Institute of Higher Education, Hassan 61
  62. 62. Employees perception towards training responsibility. However not all changes under this heading can be left to this sort of handling. Even the simplest looking instruction may be regarded as undesirable or impracticable by whoever has to perform it he may not understand the purpose behind the change and lose confidence in a management which he now believes to be ‘messing about’, or he may understand the purpose and have a better alternative to offer if it is not too late. 3.2.8.7 NEW RELATIONSHIP AND AUTHORITIES These can arise, as a result of management decisions, in a number of ways. In examples, the recognition of the accounts department can result in a realization of responsibilities between the section leaders of credit control, invoicing and customer records, although there is no movement of staff between the sections (i.e. no transfers). Although the change in work content for each clerk and supervisor is defined clearly for each person in the new procedures, there is nevertheless a need for each person to know where he stands in the new set up, which is responsible for what, and where to direct problems and enquiries as they arise in the future. 3.2.8.8 MAINTENANCE OF STANDARDS We are here concerned with maintenance of standards through training, for it must be remembered that supervision and inspection and qualify control are continuously responsible for standards and exercise their own authorities to this end. Although it is generally agreed that some retraining from time to time, taking varied forms even for the on group of employees, does act as both a reminder and a stimulus, there is not much agreement on the next frequency and form that such retraining should take, of there is as yet little scientific knowledge on this subject which is of much use in industrial situations. 3.2.8.9 THE MAINTENANCE OF ADAPTABILITY Again, whilst there is little scientific study of the loss of ability to learn new skills in those cases where people spend a long time without change, and without the need to learn, there is increasing evidence in current experience to suggest that this is the case in HR Institute of Higher Education, Hassan 62
  63. 63. Employees perception towards training industrial employment. Add, of course, there is the inference arising from the laboratory experiments of psychologists. 3.2.8.10 THE MAINTENANCE OF MANAGEMENT SKILLS & STANDARDS Skills in supervising, employee appraisal, communications, leadership etc are important in all companies. Some of these skills are seen to be critical to major developments in company organization, culture, employee empowerment and so on. Initial training in these skills is not uncommon in the largest companies on appointment into management and supervision. But continuous training and performance monitoring is rare, despite the common knowledge that standards are as varied as human nature. 3.2.8.11 RETIREMENT AND REDUNDANCY Employees of any position in the company who are heading towards retirement will benefit from learning about health, social life, work opportunities money management etc. Internal or external courses are best attended a year or two before retirement date, in a few companies a member of Personnel will act as a counselor as required. HR Institute of Higher Education, Hassan 63
  64. 64. Employees perception towards training CHAPTER 4 ANALYSIS AND INTERPRETATION The analysis is based on the Questionnaire given to the employees working in HAMUL. A questionnaire consisting of 17 questions were distributed in the company. The analysis and interpretation are done on the following basis: A question followed with four options were given that is a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree The respondent had to tick on whichever answer he or she found relevant. HR Institute of Higher Education, Hassan 64
  65. 65. Employees perception towards training A. 1 .Your organization provides training to employees Table-1 Organization provides training Strongly Agree Agree Disagree Strongly to employees Disagree Percentage (% ) 18 80 0 2 Graph-1 80 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the organization provides training to employees. From the data collected it can be analyzed that 18% strongly agree, 80% agree, 0% disagree, and 2% strongly disagree. HR Institute of Higher Education, Hassan 65
  66. 66. Employees perception towards training 2. Your organization conducts TNA every year. Table-2 Organization Strongly Agree Agree Disagree Strongly conducts TNA every year Disagree Percentage (% ) 8 78 12 2 Graph-2 80 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the organization conducts TNA every year. From the data collected it can be analyzed that 8% strongly agree, 78% agree, 12% disagree, and 2% strongly disagree. HR Institute of Higher Education, Hassan 66
  67. 67. Employees perception towards training 3. Your organization provides training to every employees. Table-3 Organization Strongly Agree Agree Disagree Strongly provides training to every Disagree employees Percentage (% ) 12 72 16 0 Graph-3 80 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the organization provides training to every employees. From the data collected it can be analyzed that 12% strongly agree, 72% agree, 16% disagree, and 0% strongly disagree. HR Institute of Higher Education, Hassan 67
  68. 68. Employees perception towards training 4. Training is provided for all the new employees. Table-4 Training is Strongly Agree Agree Disagree Strongly provided for all the new Disagree employees Percentage (% ) 20 78 2 0 Graph-4 80 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the training is provided for all the new employees. From the data collected it can be analyzed that 20% strongly agree, 78% agree, 2% disagree, and 0% strongly disagree. HR Institute of Higher Education, Hassan 68
  69. 69. Employees perception towards training 5. Your organization has all the infrastructure facilities required for the training program. Table-5 Organization has all the infrastructure facilities Strongly Agree Agree Disagree Strongly required for the training Disagree program. Percentage (% ) 24 70 6 0 Graph-5 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the organization has all the infrastructure facilities required for the training program. From the data collected it can be analyzed that 24% strongly agree, 70% agree, 6% disagree, and 0% strongly disagree. HR Institute of Higher Education, Hassan 69
  70. 70. Employees perception towards training B. 6. The trainer are well educated and experts. Table-6 The trainer are Strongly Agree Agree Disagree Strongly well educated and experts. Disagree Percentage (% ) 26 70 4 0 Graph-6 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the trainers are well educated and experts. From the data collected it can be analyzed that 26% strongly agree, 70% agree, 4% disagree, and 0% strongly disagree. HR Institute of Higher Education, Hassan 70
  71. 71. Employees perception towards training 7. The trainer always understand trainees and start his program. Table-7 The trainer always Strongly Agree Agree Disagree Strongly understand trainees and start Disagree his program. Percentage (% ) 10 72 18 0 Graph-7 80 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the trainer always understand trainees and start his program. From the data collected it can be analyzed that 10% strongly agree, 72% agree, 18% disagree, and 0% strongly disagree. 8. Trainer uses modern aids while training. HR Institute of Higher Education, Hassan 71
  72. 72. Employees perception towards training Table-8 Trainer uses Strongly Agree Agree Disagree Strongly modern aids while training. Disagree Percentage (% ) 22 72 6 0 Graph-8 80 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the trainer uses modern aids while training. From the data collected it can be analyzed that 22% strongly agree, 72% agree, 6% disagreed, and 0% strongly disagree. 9. Trainer is always cool and responds to trainees in the courteous manner. HR Institute of Higher Education, Hassan 72
  73. 73. Employees perception towards training Table-9 Graph-9 Trainer is always Strongly Agree Agree Disagree Strongly cool and responds to trainees in the Disagree courteous manner. Percentage (% ) 36 60 4 0 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the trainer is always cool and responds to trainees in the courteous manner. From the data collected it can be analyzed that 36% strongly agree, 60% agree, 4% disagree, and 0% strongly disagree. HR Institute of Higher Education, Hassan 73
  74. 74. Employees perception towards training 10. Trainer encourages doubts and questions. Table-10 Trainer Strongly Agree Agree Disagree Strongly encourages doubts and questions. Disagree Percentage (% ) 44 54 2 0 Graph-10 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the trainer encourages doubts and questions. From the data collected it can be analyzed that 44% strongly agree, 54% agree, 2% disagree, and 0% strongly disagree. 11. Trainer gives and receives feedback from the trainees. HR Institute of Higher Education, Hassan 74
  75. 75. Employees perception towards training Table-11 Graph-11 Trainer gives and Strongly Agree Agree Disagree Strongly receives feedback from the trainees. Disagree Percentage (% ) 8 74 18 0 Interpretation: 80 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree This table shows that the trainer gives and receives feedback from the trainees. From the data collected it can be analyzed that 8% strongly agree, 74% agree, 18% disagree, and 0% strongly disagree. HR Institute of Higher Education, Hassan 75
  76. 76. Employees perception towards training 12. Trainer gives practical exposure to trainees. Table-12 Trainer gives practical exposure Strongly Agree Agree Disagree Strongly to trainees. Disagree Percentage (% ) 16 78 4 2 Graph-12 80 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the trainer gives practical exposure to trainees. From the data collected it can be analyzed that 16% strongly agree, 78% agree, 4% disagree, and 2% strongly disagree. HR Institute of Higher Education, Hassan 76
  77. 77. Employees perception towards training 13. Trainer met his training objectives. Table-13 Trainer met his Strongly Agree Agree Disagree Strongly training objectives Disagree Percentage (% ) 10 74 14 2 Graph-13 80 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the trainer met his training objectives. From the data collected it can be analyzed that 10% strongly agree, 74% agree, 14% disagree, and 2% strongly disagree. HR Institute of Higher Education, Hassan 77
  78. 78. Employees perception towards training 14. Trainer evaluated your performance/ effect after training. Table-14 Trainer evaluated Strongly Agree Agree Disagree Strongly your performance/ effect after Disagree training. Percentage (% ) 10 68 20 2 Graph-14 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the trainer evaluated performance/ effect after training. From the data collected it can be analyzed that 10% strongly agree, 68% agree, 20% disagree, and 2% strongly disagree. HR Institute of Higher Education, Hassan 78
  79. 79. Employees perception towards training C. 15. You are satisfied with the trainer. Table-15 You are satisfied Strongly Agree Agree Disagree Strongly with the trainer Disagree Percentage (% ) 26 68 6 0 Graph-15 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the satisfaction level with the trainer. From the data collected it can be analyzed that 26% strongly agree, 68% agree, 6% disagree, and 0% strongly disagree. HR Institute of Higher Education, Hassan 79
  80. 80. Employees perception towards training 16. You are satisfied with your company’s efforts to fill the gaps by organizing training program. Table-16 You are satisfied Strongly Agree Agree Disagree Strongly with your company’s efforts Disagree to fill the gaps by organizing training program. Percentage (% ) 8 86 4 2 Graph-16 90 80 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the satisfaction level with the company’s efforts to fill the gaps by organizing training program. From the data collected it can be analyzed that 8% strongly agree, 86% agree, 4% disagree, and 2% strongly disagree. HR Institute of Higher Education, Hassan 80
  81. 81. Employees perception towards training 17. You are happy with the TNA done in your organization. Table-17 You are happy Strongly Agree Agree Disagree Strongly with the TNA done in your Disagree organization. Percentage (% ) 6 84 8 2 Graph-17 90 80 70 60 50 40 30 20 10 0 Strongly Agree Disagree Strongly Agree Disagree Interpretation: This table shows that the happy with the TNA done in your organization. From the data collected it can be analyzed that 6% strongly agree, 84% agree, 8% disagree, and 2% strongly disagree. HR Institute of Higher Education, Hassan 81
  82. 82. Employees perception towards training CHAPTER- 5 FINDINGS AND SUGGESTIONS FINDINGS Based on the analysis and interpretation, the following findings have been found. • Maximum number of employees agreed that their organization provides training to employees. • KMF conducts TNA every year in order to know who requires training and what type of training is required. • Maximum number of employees agreed that the organization provides training to every employee based on their skills and designation. • Maximum number of employees agreed that their organization provides training for all the new employees. • KMF has all the infrastructure facilities required for the training program. • Maximum number of employees are agreed the trainers are educated and experts. • Maximum number of employees agreed that the trainer always understand trainees and starts the program. • While conducting the training program, the trainer uses modern aids. • Maximum number of employees agreed that the trainer responds to trainees in the courteous manner. • Maximum number of employees are agreed that the trainer encourages doubts and questions. HR Institute of Higher Education, Hassan 82
  83. 83. Employees perception towards training • After the training program, the trainer gives and receives feedback. • Maximum number of employees are agreed that the trainer gives practical exposure to trainees. • Maximum number of employees are agreed that the trainer met his objectives but some of them are disagreed. • Maximum number of employees are agreed that the trainer evaluated performance of trainees through tests etc. after training but some of them are disagreed. • Maximum number of employees are agreed that they are satisfied with the trainer. • Maximum number of employees are agreed that they are satisfied with the satisfied with the company’s efforts to fill the gaps by organizing training program. • Maximum number of employees are agreed that they are happy with the TNA done in the organization. HR Institute of Higher Education, Hassan 83

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