MBA Programme

HUMAN RESOURCE MANAGEMENT

INTRODUCTION
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 resource 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 longterm perspective where as personnel is a short- term perspective. Human
resources 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.

Definition of HRM:
Personal Management may be defined as a set of programs
functions and activities designed to maximize both personal and
organizational goals.
-

M.R. Carrell & F.E. Kuzmits

Human Resource Management is a process consisting of four

functions acquisition, development, motivation and maintained of human
resources.
-

David A. Decenzo & Stephen P. Robbins

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.

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OBJECTIVES OF HUMAN RESOURCE MANAGEMENT:
The created and utilize an able and motivated work force, to accomplish
the best organizational goals.
The establish and maintain sound organizational structure and
desirable work in relationships among all the members of the
organization.
To secure the integration of individual and groups within the
organization by To create facilities and opportunities for individual
or group development so as to match it with the growth of the
organization.
To attain an effective utilization of human resources in the
achievement of organizational goals
To maintain high employee morel and sound human relations by
sustaining and improving the various conditions and facilities.
To strength and appreciate the human assets continuously by
providing training and development Progammes.
To provide an opportunity for expression and voice in
management.
To provide fair, acceptable and efficient leader ship.

INTRODUCTION
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After employees have been selected for various positions in

organizations, training them for the specific task to which they have been
assigned assumed greater importance. Training is an important task in
many organizations. Just equipment needs a breaking period; the new
employee also needs a training period to adjust to the new environment.
Before we go further, it is essential that are define some terms
used about training & development of our common understanding.
The H.R. management function includes variety of activities and
key among them is deciding what staffing needs to have & whether to use
independent contractors or to hire employees ensuring that they are high
performers, dealing with performance issues, and ensuring personnel
management practices confirm to various regulations.
Human resources can be viewed as a sum of attitudes,
commitments, values and the like of the people of an organization.
Development is the acquisition of capabilities that are needed to do the
present job, or the future expected job, Development of human resources,
in order to contribute to the well being of the employees, organizations,
and society. Human resources development includes the broader range of
duties to develop personnel inside the organizations, including career
development, training, organization development etc.

TRAINING AND DEVELOPMENT:

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It is any attempt to improve current or future employee performance

by increasing an employees ability to perform through learning, usually
by changing the employees attitudes or increasing his or her skills&
knowledge.
The need for training& development is determined by the
employees performance deficiency, which as computed as follows.
Training

and

development

need

=standard

performance-actual

performance.
Since huge sums of money of spent on training and development
how far has been useful must be determined very carefully. Successful
candidates placed on jobs need training to perform their duties effectively.
Workers must be trained to operate machines, reduce scrap and avoid
accidents. It is not only the workers who need the training but also
supervisors, managers and executives also need to be developed in order
to enable them to grow and acquire maturity of thought and action.
Training and development constitute an ongoing process in any
organization.

NATURE OF TRAINING & DEVELOPMENT:

In simple terms, training and development refers to the imparting
of specific skills, abilities and knowledge to an employee. Any training
and development program must contain inputs which enable the
participants to gain skills, learn theoretical concepts &help acquire vision
to look into the distant future.
Growth renders stability to the work force. Further, trained
employees tend to stay with the organization. They seldom leave the
company. Training makes the employees versatile in operations. All
rounders can be transferred to any job. Flexibility is therefore ensured.
Training becomes almost essential when managers or acquisitions take
place.

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Training and development leads to improved profitability and more
positive attitudes towards profit orientation. It improves morale of work
force, fosters authenticity, openness & trust. It also improves relationship
between boss and subordinate. It also aids in organizational development
helps to create a better corporate image. Training and development
imparts the basic knowledge and skill to the entrants and enable them to
perform their jobs well. It also enables the employees to face higher level
tasks and buildup a second line of competent managers.

MEANING AND DEFINITION OF TRAINING:

Training is an art or process of increasing the knowledge and skills
of an employee for doing a specific job. It helps the trainees acquire new
skills, technical knowledge, problem solving ability etc., it also gives
an awareness of the rules and procedures to guide their behavior thereby
improving the performance of employees on present job and prepares
them for taking up new assignments in future.
,
Training is the organized procedure by
which people learn knowledge or skills for definite purpose.
According to DALE.S.BEACH
The act of increasing the knowledge and
skill of an employee for doing a particular job
According toEDWIN.B.FLIP,

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DEVELOPMENT:
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 growth of the
employee.
DISTINCTION BETWEEN TRAINING AND DEVELOPMENT:
s.no Training
1
Short term process
2
Systematic and
procedure
managerial

by

Development
Long term process
organized Systematic
and

which

personnel

organized

non procedure by which managerial

learn personnel

learn

conceptual

technical knowledge and skills. theoretical knowledge for general

3

purpose.
Training tries to improve a Development aims at improving
specific skill relating to a the

total

personality

of

the

particular job.
individual.
Training seeks to meet the It is future oriented training,
current requirements of the focusing on the personal growth

individuals.
of the employee.
Training is only to instruct in It refers to psychological and
technical

and

mechanical theoretical concepts.

operations.

OBJECTIVES OF TRAINING:

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The training objectives are laid down keeping in view the companys
goals and objectives.

To impart the basic knowledge and skill to the new entrants and
enable them to perform their jobs well.
To equip the employee to meet the changing requirements of the
job and the organization.
To teach the employees the new techniques and ways of
performing the job or operations.
To prepare employees for higher level tasks and build up a se3cond
line of competent managers.
To bridge the gap between what the employee has and what the job
demands.
To improve the employee performance.
To update the knowledge and skills of the employee.
To motivate and there by retain the employees for longer times.

PROCESS OF TRAINING AND DEVELOPMENT

TRAINING PROCESS:
A training plan essentially involves seven steps as follows:

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1. Determining training needs
2. Establishing training policies

3. Setting goals and objectives of training

4. Preparing the training budget

5. Deciding about the training venue

6. Deciding the methods and techniques to be developed

in training
7. Determining methods of evaluating training
1)Determining training needs:
The first step in training is to determining what training, if any, is
required. The main task in assessing the training needs of the new
employees is to determine what the job entails and to break it down into
subtasks, each of which is then taught to the new employee. Assessing the
training needs of the current employees can be more complex. Since there
is an added task to decide whether or not training is the solution.
According to Thayer & McGee Model training needs can be identified
through the following types of analysis:
Organizational analysis: It involves a study of entire organization in
terms of its objective, it resources, resource allocation and utilization,
growth potential and its environment. Its purpose is to determine where

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training

emphasis

should

be

placed

within

the

organization.

Organizational analysis consists of the following.

i.

Analysis of objectives:
This is a study of short term and long term Objectives and the

strategies followed at various levels to meet these objectives. General

objectives need to be translated into specific and operational targets. It is
also necessary to continuously review and revise the objectives in the
lighting of the changing environment.
ii.

Resource utilization analysis:

How the various organizational resources viz. financial, physical and

human are put to use is the main focus of this analysis. The contributions
of various departments are also examined by establishing efficiency
includes for each unit. These indices will help to determine the adequacy
of specific work flows as well as contribution of human resources.
iii.

Environmental scanning:
In this analysis, the economic, social, political and technological

environment of the organization is examined. This is necessary to identify

the environmental factors which the organization can influence and the
factors which it cannot control.
iv.

Organizational climate analysis:

The climate of an organization reflects the employees attitudes. It also

represents the managements attitude towards the employee development.
Without adequate management support and appropriate supervisory

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styles, a training programme cannot be successful. Analysis of
organizational climate can reveal its strengths and weaknesses also.
v.

Task or role analysis:

Task analysis is used to determine the training needs of employees

who are new to their jobs. Particularly with lower level workers, it is
common to hire inexperienced personnel and trained them. Here the aim
is to develop the skills and the knowledge required for effective
performance and so the training is usually based on task analysis. This is
a detailed study of the job to determine what specific skills, the job
requires. Job description and job specification are helpful here. These list
the jobs specific duties and skills and provide the basic reference point in
determining the training required for performing the job.

vi.

Manpower analysis:
In manpower analysis, the persons to be trained and the changes

required in the knowledge, skills and attitudes of an employee are

determined. There are three issues to resolve in the analysis:
Whether the performance is satisfactory and training is required.
Whether the employee is capable of being trained and the specific
areas in which training is needed.
Whether the training will improve the employees performance on
the job.
Other options of training such as modifications in the job or
process should also be looked into. Personnel observation, performance
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reviews, supervisory reports, diagnostic tests help in collecting the
required information and select particular training options that try to
improve the performance of individual workers.
It needs to be emphasized that all training must be directed towards
the satisfaction or group of employees or for individuals.
2) Establishing training policies:
Companys policies play a vital role in the formulation and
designing of a training programme. Every organization should have a
well established training policy. Such a policy represents the top
managers responsibility for training of its employees and comprises rules
and procedures governing the standard and scope of training and
development.
3) Setting Goals and Objectives of Training:
Once specific training needs have been determined and policies
relating thereto established, a stage comes for setting goals and objectives
of training for filling these needs. Broadly speaking, the immediate
objectives of training are help to an employee to improve performance on
his present job. Long range objectives are to guide the qualified man in
preparation for positions involving greater responsibilities.
Major Types of Goals and Objectives. Major types of goals and
objectives of training include:
Organizational objectives:
Mainly concerned with efficiency in organizational
working and outputs such as enhanced sales, reduced costs and improved
productivity.
Performance objectives:
Relate to individual performance in terms of both
efficiency and quality, organizations effecti9ve performance within
allocated funds also keeping in view the fulfillment of corporate
objectives and amount of benefits derived.
Instructional objectives:

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Pertain to the trainees grasp and applicability of the
lessons or instructions as received during the learning process, which can
generally be evaluated at the end of the training programme by some sort
of objective sets.
Reaction objectives:
These are primarily subjective in nature. Participants being
very much alive to the learning situation give expression to their feelings
and come out with reaction about the training programmes. This helps
improving programme content and instructional methods.
Personnel Growth objectives:
Indicative of stimulating feelings of self confidences, self competence,
self image and other aspects of self realization.
4) Preparing Training Budget:
Preparation of training budget is specially concerned with the
allocation of funds to be provided for the training for carrying out the
training activities as envisaged in the plan.
5) Deciding about the Training Venue:
The decision about the training venue depends invariably on the
type of training to be given. For in company and on the job training, the
venue naturally is the plant itself. In the case of-off-the job training and
training through external sources, the venue has to be somewhat away
from trainees working environments. The venue of the training will be
the place where the outside agency is located.
6) Deciding about the Methods and Techniques to be deployed in
Training:
Broadly speaking, the training methods and techniques vary from
unorganized from working colleagues to more systematic method of
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instruction through programmed texts. No wonder, training may range
from highly specified instructions in the procedures to be adopted while
performing a particular job, to very general instructions concerning
economy and society. Factors that generally matter in the selection or
choice of a particular method or technique for training are:
Depth of knowledge, nature of the skills called for in particular jobs to
be filled.
Background of the trainees for assessing their capabilities and
potential and ascertaining their aptitudes.
Various kinds of operative problems confronted by the organization or
for achievement of any other specific organization objectives which
compel them to bring in use particular methods and techniques.
Consideration of facilities by way of cost, time, material, equipments
etc. as available for particular training and particular situation.
Number of persons to be trained and developed.
The essential steps in the executive development programme are as
follows:
1. Analysis of development needs
The first step in the executive development programme is a close
and critical examination of the present and future development needs of
the organization, it should be clear as to how many and what type of
managers are required to meet the present and future requirements. A
critical analysis of the organizational structure in the light of the future
plans will reveal what organizational needs in terms of departments,
functions and key executive positions to know the type of the knowledge,
skills, training and experience required for each position.

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2.Appraisal of present managerial talent
After ascertaining the needs of the development, the management
should apprise the talent of its present staff by comparing the actual
performance with the standard performance. How to develop a person can
be judged only by evaluating his performance on various occasions in
performing his managerial duties.
3.Inventory of executive man
An inventory of qualified executive personnel should be prepared
to have complete information about each executive in each position.
For each member of executive team, a card is prepared listing such
data as name, age, length of service, education, work experience,
health record, psychological tests, results and performance appraisal
data etc. the selection of the individuals for a management
development programme is made on the basis of the kind of
background they possess.

1.Individual development programme

On the basis of the performance appraisal of each executive, the chief
executive should identify his strengths and weaknesses. Based on this
information, special programmes for development of executives may be
chalked out.
2. Establishment of training and development programme
The human resource should prepare comprehensive and well
conceived programmes. Accordingly, as for as possible, a systematic
procedure should be introduced for the development of executives. Crash
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programmes may be used for the purpose which includes development
programmes in the field of human relations, creativity, leadership
capacity etc.
3. Establishment of development programme
After completion of development programme, its evaluation should be
made, to see whether the objectives of the programme have been
achieved or not and if any, deficiency if any should be rectified.
Programme evaluation will reveal the relevance of the development
programmes and the changes that should be made to take these more
useful to the organizations. General results of the development
programmes can be measured in the long run. But some specific results
may be assessed during the short run.

DESIGNING A TRAINING PROGRAMME:

Once training objectives and policy are decided, an appropriate
training programme can be designed and conducted. The training
programme will consist of the following steps:
1. Responsibility for training:
To be effective, a training programme must be properly organized.
Training is quite a strenuous task which cannot be undertaken by a single

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department. The responsibility for training may be shared among the
following:
i.

The top management:

Should frame and authorize the basic training policy, review and

approve the training plans and programmes and approve training budgets.
ii.

The personnel department:

Should plan, establish and evaluate instructional programmes.

iii.

The line supervisor:

Should implement and apply the various developmental plans.

iv.

The employees:

Should provide feedback, revision and suggestions for improvements

in the programme.

2.Selection and motivation of trainees:

Proper selection of trainees is of great importance to obtain permanent
and gainful results. It is necessary to decide who are to be trained-new or
old employees, unskilled or semi-skilled workers, supervisors or
executives. Selection of candidates for training should be made only after
careful screening of the prospective employees for the effectiveness of
the programme. It is also necessary to create a desire for learning. The
employees will interest in training if they believe that it will be benefit
them personally.

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A trainee should be given proper background information before he
starts learning new job skills and gets knowledge. The trainer should
explain to the trainee the importance of the job, its relationship with the
workflow and the importance of learning. The trainer should not forget
the newness of the trainee to the training programme.
3.Preparation of trainer:
The success of the training programme depends upon the trainer or the
instructor. Trainer must be well qualified and may be obtained from
within or outside the organization. It should be decided before hand what
is to be taught and how. He should be able to divide the job into logical
parts so that he may teach one part at a time without losing his
perspective of the whole.
4.Training material:
Training material may include study notes, case studies, pamphlets,
charts, brochures, manuals, movie slides etc. the material may prepared in
the training section with the help of supervisors. The written material
should be distributed among the trainees so that they may come prepared
in the lecture class and May able to understand the operation quickly and
remove their doubts.
5.Training period:
The length of the training period depends upon the skill of the
trainees, purpose of the training, trainees learning capacity and the
training media used. The time of training, whether before or after or
during the working hours, should be decided by the personnel manager
taking in view the loss of production and benefits to be achieved by
training.
6.Performance tryout:

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The training is asked to do the job several times slowly. His mistakes
are corrected and if necessary the complicated steps are explained again.
As soon as the trainee demonstrates that he can do the job rightly he is
put on his own and training is over.
7.Follow up:
In this step, the effectiveness of the training programme is
assessed. The feedback generated through follow up will help to reveal
weakness or errors, if any. The supervisor should have a constant vigil on
the person and his performance. If he is still facing any difficulty on the
job, he must be given full guidance by the immediate supervisor and
should be initiated to ask questions to remove the doubts. If necessary,
instruction may be repeated until the trainee learns whatever has been
taught to him. Follow up action reinforces the learning process. It also
helps in designing future training programmes.
Areas of training:
Training enhances the overall performance of an organization in
various ways. Training imparted in one area can benefit the organization
in several areas.

Company policies and procedures:

This is a part of the induction of new employee. The objective is to
oriental new employees with the set of rules, procedures, management,
organizational structure, environment and products which the firm deals
with.
a)Skill based training:
Employee should provide training to match the skill of the job they
perform. Such training helps in improving the employees job
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effectiveness, skill based training should also be imparted to enable the
employees adapt to technological changes.
b)Human relations training:
Human resource training is essential to improve the employees
skills in the areas of self learning, inter personal skills, group dynamics,
perception, leadership, styles, motivation, disciplinary procedures and
grievance redress.
c)Problem solving training:
Every employee encounters problems in the course of his work in
an organization. These can range from operational problems to major
decision making problems. Training in problem solving skills equips an
employee to deal successfully with such problems.
Benefits of training:
1.Increased job satisfaction and morale among managers.
2.Increased employee motivation.
3.Increased efficiencies in process, resulting in financial gain.
4Increased capacity to adopt new technologies and methods.
5.Increased innovation in strategies and products.
6.Reduced employee turnover.

METHODS OF TRAINING AND DEVELOPMENT

EMPLOYEE TRAINING METHODS
On-the-job training

Job

Coaching

Job rotation

instruction

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Committee
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Classroom
Role

Off-the-job

Vestibule

plays
lectures

training

training

MBA Programme

Programmer
Simulation
Case study

exercise

instruction
Computer
modeling

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 trainee learns by experience, making him highly
competent. This is suitable for all levels of employees- workers,
supervisors and executives. This method is also called learning by doing
method.
Some of the job training methods are job instruction training,
coaching, job rotation, committee assignments.
Job instruction training:

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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/ supervisor/ coworker act 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 to clear his doubts and help them when ever
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.

Job Rotation:
Under this method the trainee moves from one job to
another. This trainee receives job knowledge and gain experience from
his supervisor or trainer in each of the different job assignments. 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.

OFF-THE-JOB-TRAINING:

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These methods are designed and intended to impart training by
supplying required knowledge and skills to the employees way from the
job and work places.
The various techniques of off-the-job training are classroom
lectures, simulation exercise, programmed instructions, 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 will be asked
to analyses 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 relationshipmanagerial skills of the trainees.
Simulation exercise:
In this method the trainee is exposed to an artificial work
situation that closely resembles the actual work situation. The simulation
exercises are case studies, computer modeling and role playing etc.

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Computer modeling:
It is a technique where by the dimensions of the job are
programmed in to a computer working with 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.
Programmed instructions:
In this method of training the trainee is given a series of
questions

after

he

studies

the

relevant

material

required

for

accomplishment of the job.

TRAINING AND DEVELOPMENT

The term training has been traditionally used to describe the
acquisition of technical knowledge and skills. Management development
refers to the methods and activities designed to improve the skills of
managers or prospective managers.
Management development activities mainly focus on a broad range
of skills while training programs concentrate on a limited number of
technical skills. For ex: training program for a software developer
involves enhancing their technical skills, where as a development
program would involve in wide variety of interpersonal skills and

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managerial skills, like planning, organizing, leading, communication,
motivating and decision making.
Management development
Management development is a systematic and continuous process
of improving the performance and potential of managers. It helps in the
managerial skills and people management skills of managers.
Management development is a key component of the organization is
efforts to prepare its employees to successfully handle new challenges.
On-the-job- development methods
Management development methods which help
employees to improve their skills in actual work
environment during the course of their work are termed as
on-the-job- development methods. 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, analysis, 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.

The

persons

are

moved

from

one

managerial position to another. This method facilitates

interdepartmental co-operation and co-ordination.
Understudy assignments:

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The understudy assignments involve 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 temporarily or permanently, depending on the
organization needs.
Multiple Management:
Multiple management technique is also called juniorboard of executive system. Under this system a junior board of young
executives is constituted. Major problems area 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 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 to have the opportunity to acquire the knowledge of various
aspects of business.
Project assignments:
Under this method a number of trainee executive are
put together to work on a project directly to their functional area. The
group called project tem will study the problems 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 work procedures and
techniques of budgeting. This is flexible training device due to temporary
nature of assignments.
Off-the-job development methods
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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.
Simulation exercise:
Simulations 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 problems or situations demanding
solution is presented in writing to trainees. The trainees
are required to identify and analyze the problems, suggest
and evaluate alternative coerces of action and choose the
most appropriate solution. By this method the trainees
become

aware

of

managerial

concepts

and

their

application to specific situation.

Business games:
In this method the trainees are divided into
different groups or teams. They play the roles of
competing firm in a simulated market. In this each team
studies,

discuss

and

arrives

at

decisions

regarding

production, advertising, pricing etc. this 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 to participant to gain better understanding
of people and business situations. It helps to improve

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human relation skills through direct experience and
practice.
Incident method:
In this method incidents 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
decision in the role of a person who has a cope with the
incident in actual situation. Later the group studies and
discusses the incident and takes decisions relating to
incident based on group interaction and decision taken by
each member. This method aims to develop the trainees in
the areas of intellectual ability, practical judgment and
social awareness.
In basket method:
\
in this method each trainee provided with 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 put down in the form
of report. For this purpose, such teaching methods, role playing methods
are used.
Sensitivity training:
This is 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
their relationship with others.
In this method a group of 10-15 employees assemble in an
unstructured manner. A major limitation of sensitivity training is that it
does not directly deal with business and financial goals. It also results in
lot of emotional involvement by trainee: it may result in psychological

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strain or disturbances. Hence it requires an experienced trainer, preferably
psychologist.
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 a simplest technique of presenting and
explaining a series of facts, principles and concepts. The lecture organizes
the relevant information and presents it to the trainees in the form of
lecture. It helps the managers to acquire knowledge and develop their
conceptual

and

analytical

skills.

These

are

direct

means

of

communication and can be used effectively for a large number of people.

NEED FOR THE STUDY:

Training and development can be initiated for a variety of reasons
for an employee or group of employees.
Newly recruited employees require training so as to perform their
task effectively.

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Existing employees require refresher training so as to keep abreast
of the latest developments in the job operations.
Training is necessary when a person moves from one job to
another.
Training is necessary to bridge the gap between what the
employees have and what the job demands.
Training is needed to make employees more productive and useful
in the long-run.

SIGNIFICANCE OF THE STUDY:

The basic purpose of the training and development is the process of
increasing the knowledge and skills of managers for doing the job.
Training and development activity is used to evaluate how to managers
update this knowledge and how the same can be implemented in the work
situations. It will also prepare the managers for future promotions.
Training and development mainly concerned with the manager.
Their needs of work as to knowledge and skills while doing the job.

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OBJECTIVES OF THE STUDY:

To identify the training activities and procedure of the organization.
To measure the effectiveness of training and development
programmes.
To determined the contribution of training and development
programmes to improve the behavior of employees.
To find out the perception of employees on training and
development.
To seek employees suggestions regarding the improvement in
training programmes.
To offer suitable findings, suggestions and conclusions for this
study.
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SOCPE OF THE STUDY:

The scope of the study includes:
Training and development programs in the organization relating to
only managers.
Determining whether the training and development programs are
effective or not.
Identify the key elements in implementing the training and
development areas.
Determine whether all the procedures of training and development
are in accordance with requirements.
To study the existing training and development procedures.

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METHODOLOGYOF THE STUDY:

A study on training and development of Idupulapadu Cotton mills
pvt limited is a descriptive study. The universe chosen for the study on
training and development include all managers. The study consists of
both primary and secondary data.

DATA COLLECTION
To get information about the satisfaction level of employees from
performance appraisal system and its effectiveness a simple random
sampling survey was conducted. For the present study the data has been
collected by the following ways.
Primary Data
Secondary Data
Primary Data :Data observed or collected directly from first-hand experience is
called primary data.
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Responses through questionnaires.

Conducted Personal interviews with the respondents.
Telephone interview.
Secondary Data:
Published Data and the data collected in the past or other parties
are called Secondary data.

Secondary data is collected through the

Company Websites
News papers
Journals
Textbooks
Records
Sample Unit:
The executives and employees at Maddi Lakshmaiah constitute the
entire universe of the present study. A part of its is taken as sample unit
for the present study. It includes senior executives, executives, other
employees and workers of Maddi Lakshmaiah.

Sample Size:
Samples are taken 50only.

Sampling Techniques:Simple Random sampling Technique is used in this project.

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LIMITATIONS OF THE STUDY:

1.Sample size is restricted to only certain limited employees
1. There may be a chance of personal bias.
2. The survey may not reflect the opinions of the entire employees.
3. Data analysis has done totally based on the information that was
collected by the questionnaire.
4. As the managers of the organization are busy with their work it was
difficult to collect the data.
5. Time was the major constraint as the prescribed period was not
enough to collect data in detail.

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INDUSTRY PROFILE
Cotton is a soft, staple fiber that grows around the seeds of the
cotton plant. It is a natural fiber harvested from the cotton plant. The fiber
most often is spun into yarn or thread and used to make a soft, breathable
textile, which is the most widely used natural-fiber cloth in clothing
today.
Processing of Cotton in India
In India the raw cotton, also called as Kapas is processed in
a multi-stage process described as below. The Products of processing are
I. Yarn.
II. Cottonseed Oil.
III. Cottonseed Meal.
I. Production of Yarn
KAPAS TO LINT: Kapas (also known as raw cotton or seed
cotton) is unginned cotton or the white fibrous substance covering the
seed that is obtained from the cotton plant. The first step in the process is,
the cotton is vacuumed into tubes that carry it to a dryer to reduce
moisture and improve the fiber quality. Then it runs through cleaning
equipment to remove leaf trash, sticks and other foreign matter. In
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ginning a roller gin is used to grab the fiber. The raw fiber, now called
lint.
LINT TO BALE: The lint makes its way through another series of
pipes to a press where it is compressed into bales (lint packaged for
market). After baling, the cotton lint is hauled to either storage yards,
textile mills, or shipped to foreign countries.
NOTE: The cotton seed is delivered to a seed storage area from
where it is loaded into trucks and transported to a cottonseed oil mill.
BALE TO LAP: Here the bales are broken down and a worker
feeds the cotton into a machine called a "breaker" which gets rid of some
of the dirt. From here the cotton goes to a "scutcher". (Operated by a
worker also called a scutcher). This machine cleans the cotton of any
remaining dirt and separates the fibers. The cotton emerges in the form of
thin "blanket" called the "lap".
LAP TO CARDING: Carding is the process of pulling the fibers
into parallel alignment to form a thin web.

High speed electronic

equipment with wire toothed rollers perform this task. The web of fibers
is eventually condensed into a continuous, untwisted, rope-like strand
called a sliver.
SLIVER TO ROVING: The silver is then sent to combing
machine.

Here, the fibers shorter than half-inch and impurities are

removed from the cotton. The sliver is drawn out to a thinner strand and
given a slight twist to improve strength, then wound on bobbins. These
Processes is called Roving.

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ROVING TO YARN (SPINNING) : Spinning is the last process
in yarn manufacturing. Spinning draws out the short fibres from the mass
of cotton and twists them together into a long. Spinning machines have a
metal spike called a spindle which the thread winds around.

II. Production of Cotton Seed Oil

Processing of cottonseed in modern mills involves a number of steps.
They are as follows:
The first step is its entry into the shaker room where, through a
number of screens and air equipment, twigs, leaves and other trash
are removed.
The cleaned seed is then sent to gin stands where the linters are
removed from the seed (delinted). The linters of the highest grade,
referred to as first-cut linters are used in manufacturing nonchemical products, such as medical supplies, twine, and candle
wicks. The second-cut linters removed in further delinting steps,
are incorporated in chemical products, found in various foods,
toiletries, film, and paper.
The delinted seeds now go to the huller. The huller removes the
tough seed coat with a series of knives and shakers. The knives
cut the hulls (tough outer shell of the seed) to loosen them from
the kernels (the inside meat of the seed, rich in oil) and shakers
separate the hulls and kernels.

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The kernels are now ready for oil extraction. They pass through
flaking rollers made of heavy cast iron, spinning at high speeds.
These flakes then travel to a cooker where they are cooked at 170
degrees F to reduce their moisture levels. The prepared meats are
conveyed to the extractor and washed with hexane (organic solvent
that dissolves out the oil) removing up to 98% of the oil.

The refined cotton seed oil has several advantages other than edible
oils. It contains mere advantage over other edible oils. It contains a
large percentage of Poly Unsaturated Fatty Acids (PUFA) which
maintain cholesterol in the blood at a healthy level.
III. Production of Cotton seed Meal/Cake/Kapaskhalli
Kapaskhalli (cottonseed extraction/meal) is a byproduct of the
cottonseed industry.
Cottonseed is a by-product of the cotton plant, which is primarily
grown for its fiber. Although cotton has been grown for its fiber for
several thousand years, the use of cottonseed on a commercial
scale is of relatively recent origin.
Cottonseed was a raw agricultural product, which was once largely
wasted. Now it is being converted into food for people; feed for
livestock; fertilizer and mulch for plants

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The figure showing the products obtained from processing the raw
cotton
Diagram 2.1

Source: The
Cotton Corporation of India Ltd.
Cotton Varieties in India
Bengal Deshi mainly produced in the states of Punjab, Haryana,
Rajasthan.
Jayadhar mainly produced in the state of Karnataka.
Bunny (or) Brahma is mainly produced in the states of
Maharashtra, Madhya Pradesh, Andhra Pradesh, Karnataka.
Suvin is another variety produced in the state of Tamil Nadu.

Role of Cotton Industry in Indian Economy

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Over the years, country has achieved significant quantitative
increase in cotton production. Till 1970s, country used to import massive
quantities of cotton in the range of 8.00 to 9.00 lakh bales per annum.
However, after Government launched special schemes like intensive
cotton production programmes through successive five-year plans, that
cotton production received the necessary impetus through increase in area
and sowing of Hybrid varieties around mid 70s.
Cotton production Areas in India
India is an important grower of cotton on a global scale. It
ranks third in global cotton production after the United States and China;
with 9.50 million hectares grown each year, India accounts for
approximately 21% of the world's total cotton area and 13% of global
cotton production. The Cotton producing areas in India are spread
throughout the country. But the major cotton producing states which
account for more than 95% of the area under and output are:
1.

Punjab.

2.

Haryana.

3.

Rajasthan.

4.

Maharastra.

5.

Gujarat.

6.

Madhya Pradesh.

7.

Andhra Pradesh.

8.

Tamil Nadu.

9.

Karnataka.

Of the nine cotton producing States in India, average yields

are highest in Punjab where most of the cotton area is irrigated.
Contribution of Cotton industry for Textile Industry
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Cotton is the most important raw material for India's Rs.
1,50,000 crores textile industry, which accounts for nearly 20% of the
total national industrial production. The cotton Industry is the backbone
of our textile industry, accounting for 70% of total fiber consumption in
textile sector. It also accounts for more than 30% of exports, making it
India's largest net foreign exchange industry. India earns foreign
exchange to the tune of $10-12 billion annually from exports of cotton
yarn, thread, fabrics, apparel and made-ups.
The cotton Industry provides employment to over 15 million
people. And the area under cotton cultivation in India (9.5 million ha) is
the highest in the world, i.e., 25% of the world area.

Steps taken by the Cotton Producers in India

Now-a-days the Indian Cotton producers are continuously
working to up-grade the quality and increase the cotton production to
cope up with the increased global demand for cotton textiles and to meet
the needs of the 39 million spindles capacity of the domestic textile
industry which presently consumes about 12-14 million bales annually.
In India, cotton yields increased significantly in the 1980s
and through the first half of 1980s but since 1996 there is no increase in
yield. Besides low yield, Indian cotton also suffers from inconsistent
quality in terms of length, micronaire and strength.
Policy of Government of India towards Cotton Industry
The Cotton production policies in India historically have
been oriented toward promoting and supporting the textile industry. The
Government Of India announces a minimum support price for each
variety of seed cotton (kapas) based on recommendations from the
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Commission for Agricultural Costs and Prices. The Government Of India
is also providing subsidies to the production inputs of the cotton in the
areas of fertilizer, power, etc

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Markets for Indian Cotton
The three major groups in the cotton market are
Private traders,
State-level cooperatives,
The Cotton Corporation of India Limited.
Exports of Cotton
The main market for Indian cotton export is China. The other
markets also include Taiwan, Thailand and Turkey. In July 2001, the
union government removed all curbs on cotton exports. India exported
around 25 per cent cotton during 2006-07 and it is estimated nearly 62
per cent exported to China.
During the year 2006-07 the prices of Indian cotton in early
part of the season being lower than the international prices, had been
attractive to foreign buyers and there was good demand for Indian cotton,
especially S-6, H-4 and Bunny, which had resulted in sustained cotton
exports, which are estimated at 55.00 lakh bales
The Cotton Advisory Board estimated an 18-20 percent
increase in cotton exports to 65 lakh bales for Oct 2007- Sep 2008, as
against its Aug 2007 estimate of 58 lakh bales.
Imports of Cotton
India imported just 721,000 bales of cotton in 2003-04. The
imports rose to 1,217,000 lakh bales in 2004-05, 4,700,000 lakh bales in
2005-06 and the anticipated imports for the year 2006-07 are 550,000
lakh bales.
For the year 2006-07 the cotton imports into the country had
once again remained limited mainly to Extra Long staple cottons, like as
previous year, which were in short supply at around 6 lakh bales inclusive

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of import of around 2 lakh bales of long staple varieties contracted by
mills during April-May 2007.
Role of Cotton seed oil in Indian Economy
The global production of cottonseed oil in the recent years
has been at around 4-4.5 million tons. Around 2 lakh tons are traded
globally every year. The major seed producers, viz., China, India, United
States, Pakistan are the major producers of oil. United States (60000 tons)
is the major exporter of cottonseed oil, while Canada is the major
importer.
Cottonseed is a traditional oilseed of India. In India the
average production of cotton oil is around 4 lakh tons a year. It is
estimated that, if scientific processing is carried out the oil production can
be increased by another 4 lakh tons.
India used to import around 30000 tons of crude cottonseed
oil, before palm and soyoil became the only imports of the country.
Currently, the country does not import cottonseed oil.
Role of cotton seed meal in Indian Economy
India produces around 2 million tons of cottonseed meal a
year. However, in India mainly undecorticated meal is largely produced.
Several associations are promoting the production of decorticated cake in
India and the production of this is expected to increase in the country.
The

major

importers

of

Indian

cottonseed

meal

(undecorticated) used to be Thailand. India in 2002-03 exported only 50

tons of decorticated cottonseed meal. In 2003-04, too there have been no
significant exports. India does not import cottonseed meal.
The Organizations dealing with the promotion of Cotton Industry in
India

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The organizations that try to promote the quantity and quality of
Cotton in India are

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I.
II.

The Cotton corporation of India Ltd.,

Cotton Advisory Board.,

III.

Cotton Association of India.

IV.

Central Institute of Cotton Research.

The Current Scenario of Cotton Industry (2007-08)

The cotton production in the country has been increasing
continuously since last three years and the same has further gone up by
around 11% during cotton season 2007-08 at a record level of 270 lakh
bales as against 244 lakh bales during 2006-07. Gujarat has turned into a
largest cotton producing State with a record production-level of 93 lakh
bales constituting around 34% of the countrys total production. The area
under cotton cultivation during 2007-08 has also gone up by around 6%
at 91.58 lakh hectares as against 86.77 lakh hectares during 2006-07.
With wide usage of hybrid seeds throughout the country as
well as changed mindset of cotton farmers for adoption of better and
improved farm practices, the average productivity of cotton has crossed
503 kgs per hectare as against 478 kgs during the previous year. The
prices of Indian cotton in early part of the season being lower than the
international prices, had been attractive to foreign buyers and there was
good demand for Indian cotton.
Due to expectation of bumper crop, the mill demand in the
beginning of the season was subdued which put pressure on the cotton
prices right from the beginning of the season and has resulted into fall in
cotton prices between October 2007 & January 2008.
Cotton prices reached its peak level by end-March 2008 and
there was some correction in cotton prices in April and May 2007.
However, on the whole, cotton prices remained better by almost Rs.1000
per candy in almost all varieties as compared to previous year.
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Future of Cotton Industry in India
The Cotton Advisory Board (CAB) has estimated the cotton
crop at 310 lakh bales for the current season 2007-08. This is a historic
high and represents a 11% jump over last year's crop estimate of 280 lakh
bales. The increase in cotton production area is also expected to increase
to 95.30 lakh hectares for the season 2007-08 against 91.42 lakh hectares
for the season 2006-07.
Cotton Advisory Board expects exports to be higher at 65
lakh bales as against 55 lakh bales in 2006-07. Imports in 2007-08 are
projected at 6.50 lakh bales as compared to 5.50 lakh bales in 2006-07,
because mills have to rely on foreign growths to spin some finer counts of
yarn.It is also estimated that the cotton industry is going to provide 12
million new jobs mainly for the semi-skilled and unskilled labour.
Future Challenges for the Indian Cotton Industry
The challenges that are going to face by the cotton producers
in India for the season 2007-08 are:
Rupee appreciation
The increase in the value of the rupee gives only smaller
import orders to the cotton producers.
Cheaper Imports
The appreciated rupee value makes the cotton imports
cheaper when compared to past. So this aspect is also required to consider
by the cotton producers.
Low quality
The Quality of cotton is also far from satisfactory
considering the presence of a large number of contaminants. So the cotton
producers are also required to take care in this aspect.

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COMPANY PROFILE
Idupulapadu Cotton mills was established in 2000 with 13,000
spindles with the expansion of 10,000 spindles every year, it is now
equipped with 60,000 spindles capacity and have the capacity to produce
20 tons of ring spun, 6 tons of open and 4 tons of ring doubling and tfo
yarns 100% cotton yarns per day.
The mill has a complete range of Lakshmi Trumac Machinery from
blow room to spinning departments with Muratec and savio auto corners.
All the blow lines are connected to the cards with the chute system,
which inturn is connected with automatic waste collection system.
The company has a strong clientele based at different regions of
Andhra Pradesh, Gujarat, Karnataka, Maharastra, Rajastan and Tamil
Nadu.
MISSION
To manufacture a high quality yarn thereby withstanding high level
of competitiveness.
Developing a long term relationships with our customers and
suppliers.
To use latest technological strategies during production thereby
forming an innovative approach.
To provide a safe, fulfilling and rewarding work environment for
our employees.
Serving and supporting the communities in which we operate.
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Policy
Quality is integral to everything at Idupulapadu. We adopt a
holistic quality assurance, system and in integrated system which covers
the entire production process. All lots are tested before giving to the
mixing with high send machinery.
We believe quality is a continual process. With a focus clearly on
delivering quality products and services, we integrate to constantly
innovate and excel. As a result our clients are assured of top notch quality
that is consistent across our product range.
Value
By a clear comprehension of the market dynamics and the
assimilation of the cutting edge technology we assure the highest
standards are met at all times.
The company initially started with Agricultural procedure basis.
The company will procure cotton kappas from farmers as well as traders
from various market places in and around AP. Indirectly it is helpful to
farmers and small traders.
Now the company is doing cotton spinning with a spindle capacity
of 65,000 here at about 2000 No. of workers and 250 Nos of staff
engaged in the industry. The main motive of the company is to provide
more jobs for the poor and middle class people.
The company is supplying its products in various states like
Tamilnadu, Karnataka, Maharashtra, Gujarat, Bombay & Rajasthan.
There are product of yarn is useful for weaving industry. The company is
providing indirectly jobs in the textile industry.
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BUSINESS EXPERIENCE OF J.M.D:

The joint managing director of the company is Mr.K. Brahmanaidu
S/o. K. Subba Rao managing director & Chairman. He is qualified in
B.Tech (Textile) 1st Class. He joined in the company in may 2005 as a
Director. Later he was appointed as Joint Managing Director.
He was well trained in Spinning now he is looking weaving. Now
he is in Coimbatore he had taken some sizing & weaving units in and
around Coimbatore. With in a 2 months period under his supervision
1,00,000 mtrs of grey cloth produced and sold with a good quality and
rate.
MAJOR CUSTOMERS OF THE COMPANY:
1) Paramount Textiles Mills Pvt. Ltd

Madurai

2) Siva Sankari Mills

Coimbatore

3) PEC Ltd

4) Indus Fila Pvt. Ltd

Delhi
-

Bangalore

5) Alok Industries

Silvassa

6) R.M. Mohite Textilies

Kolhapur

7) Sachin Textiles

Lehalkaranji

8) Kayaar Exports

Tiruchengode.

9) GTN industries

Hyderabad

10) GTN Enterprises

Kochin

11) Prathibha Syntex

Ahmedabad

12) Mandhana Weaving House

13) Bombay Royan Fashions

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Cotton Manufactured
Product Range
Our major counts range from 40s to 60s 100% combed cotton
yarns. We manufacture carded counts from 30s to 40s cotton yarns.
Adding to these counts we have the setup of doubling of yarns in TFO
and RING DOUBLING Conditioning of yarns can be done with yarn
conditioning machine available in packing department.
Production Capacity
Ring spun yarns

20 tons

Open and spinning

6 tons

TFO

2 tons

Ring Doubling

2 tons

Contamination Removal
25% of the production is from in house processed material
which is free from contamination.
The total bales are opened manually and maximum care is
taken to remove the contamination.
People are educated with the type of contamination effects in
further

process.

Their

effectiveness

is

monitored

meticulously by measuring the contamination level in the

final yarn. The contamination controllers in the blow room
help us to alarm the contamination level in the material.
Adequate care is taken for material in handling in order to
avoid contamination during the process.

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All the auto corners are equipped with siro cleaners to
remove the residual contamination in the yarn.

Ginning Division
Selection of raw materials is the important criterion in order to
produce high quality yarn. Moreover the cotton is selected personally by
the managing director or the director of the ginning mill.
Idupulapadu Cotton mills has been equipped with modern ginning
facilities. The important features are:
The ginning factory is equipped with automatic machinery.
The cotton pre-cleaner eliminates the cotton bolls and unopened
cotton in the feed material.
The seeds are collected through the seed conveyer and are dumped
in separate area.
The cotton lint is connected to chute system which connects to the
trash separator and the lint cleaner.
The lint cleaner eliminates the unginned cotton, if any, and reduces
the short fiber content in the ginned cotton fibre.
The entire chute system is designed in such a way that there
shouldnt be any harsh effect on the cotton fibers.
The lint is sent to be baleing to preserve the cotton properties for
later use.
Zero handling (human interference) of cotton in the ginning
process after the feed.

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ENVIRONMENTAL PROTECTION AND SAFETY A TOP

PRIORITY:
We believe that environmental protection requires attitude, action
and right application o technology. The group is an eco-friendly entity
whose concern is preservation of life and environment. The division does
not release any toxic wastes and pollutants. And, across every unit of the
group, humidity, moisture and temperature are constantly monitored to
ensure top most safety.
The very fact that we have made wearing of masks mandatory for
the personnel bears amp witness to our commitment to industrial safety. The
environmental protection commitment of the company firmly believes that
when we use the bounties of mother earth, we have to give back an
environment that is conductive to healthy living.
TEXTILE DIVISION:
The Division Units was equipped with modern imported
machinery. Presently we are running with 48 Brand New Looms. We have
sucker Wrapping and sizing. Total plant planned for 98 Looms. In phased
manner we are expanding the Looms capacity.

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Orienting Special
new

skills

Employee

Traini

ng

Safety

Creative

Sales

Educat Technical Admini

ion

and
Professio

Introduci

nal

ng

Educatio

Innovatio

ns in

ation

Superv

ry and

Manag
al

Educati

Products
and
services
1

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A.

On-the-job Methods
Orientation training

job instruction

training

---

---

Apprentice training

---

internships and

assistantships

job rotation

--

coaching

--

B. Off the job Methods

vestibule
Lecture
Special study
Films
Televisions
Conference or
Discussion
Case Study
Role Playing
Simulation

---

Programmed
instructions
Laboratory training

--

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--

--

Training Methods and the Activities for Which They are Used

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DATA ANALYSIS AND INTERPRETATION

1.How long you have been working for ICM?
TABLE-IV.1
Description

No. ofrespondents

% of respondents

Less than 5 years

5years

20
10

40
20

More than 5 years

Recently join

20

40

Total

50

100

GRAPH IV.1

INTERPRETATION:
From the above table 40% of the respondents stated that they have
been working below 5 years.
From the above table 20% of the respondents stated that they have
been working from 5 years.
From the above table 40% of the respondents stated that they have
been recently joinies.
2.Does your organization promote training for employees?
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TABLE- IV.2
Description

No. of

% of respondents

Yes

respondents
50

100

No

Total

50

100

GRAPH-IV.2

INTERPRETATION:
From the above table 100% of the respondents stated that they have
been agreeing that organization promote training for respondents.

3.To whom does the organization promote training for employees?

TABLE-IV.3
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Description

No. of respondents

% of respondents

New employees

31

62

Promoting employees

Existing employees

All the employees

16

32

Total

50

100

GRAPH IV.3

INTERPRETATION:
From the above table 62% of the respondents stated that the
organization promoting training for new employees.
From the above table 4% of the respondents stated that the
organization promoting training for promoting employees.
From the above table 2% of the respondents stated that the
organization promoting training for existing employees.
From the above table 32% of the respondents stated that the
organization promoting training for all the employees.
4.How the training need identified?
TABLE- IV.4

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Description

No. of respondents

% of respondents

Oral feedback

15

30

Discussion employees

20

40

Performanceemployee

10

20

s
Other way

10

Total

50

100

GRAPH-IV.4

INTERPRETATION:
From the above table 30% of the respondents stated that the training
need identified by oral feedback.
From the above table 40% of the respondents stated that the training
need identified by discussion of the employees.
From the above table 20% of the respondents stated that the training
need identified by the performance of the employees.
From the above table 10% of the respondents stated that the training
need identified by other way.
5.What type of training program did you attend?

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TABLE- IV.5
Description

No. of respondents

% of respondents

On the job

40

80

Off the job

10

20

Total

50

100

GRAPH-IV.5

INTERPRETATION:
From the above table 80% of the respondents stated that they have
been attended for on the job training.
From the above table 20% of the respondents stated that they have
been attended for on the job training

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6.Who does mainly involve in training program?
TABLE- IV.6
Description

No. of respondents

% of respondents

General manager

12

24

HR manager

Executive manager

Others

37

74

Total

50

100

GRAPH-IV.6

INTERPRETATION:
From the above table 24% of the respondents stated that general
manager mainly involved in training program.
From the above table 2% of the respondents stated that HR manager
mainly involved in training program.
From the above table 74% of the respondents stated that others
mainly involved in training program.
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7.The reason for attending such programmes was
TABLE- IV.7
Description

No. of respondents

% of respondents

Self interest

10

Out of interest

Training need

45

90

Total

50

100

GRAPH-IV.7

INTERPRETATION:
From the above table 10% of the respondents stated that the reason
for attending such programmes was self interest.
From the above table 10% of the respondents stated that the reason
for attending such programmes was when training is needed.

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8.Is there any improvement in your performance after attending the
training program?
TABLE- IV.8
Description

No. of respondents

% of respondents

Highly improved

10

Moderatelyimprove

d
Improved

43

86

No change

Total

50

100

GRAPH-IV.8

INTERPRETATION:
From the above table 10% of the respondents stated that their
performance was highly improved after attending the training
programme.
From the above table 4% of the respondents stated that their
performance was moderately improved after attending the training
programme.
From the above table 86% of the respondents stated that their
performance was improved after attending the training programme.
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9.Are there any training councils (or) committees in the
organization?
TABLE- IV.9
Description

No. of respondents

% of respondents

Yes

35

70

No

15

30

Total

50

100

GRAPH-IV.9

INTERPRETATION:
From the above table 70% of the respondents stated that there is
training councils (or) committees in the organization.
From the above table 30% of the respondents stated that there is no
training councils (or) committees in the organization.

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10.Do you get any feedback of any training program?
TABLE- IV.10
Description

No. of respondents

% of respondents

Yes

41

82

No

18

Total

50

100

GRAPH-IV.10

INTERPRETATION:
From the above table 82% of the respondents stated that they get
feedback in the training program.
From the above table 18% of the respondents stated that they dont
get feedback in the training program
.

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11.To what extent the training program is useful at your job
TABLE- IV.11
Description

No. of respondents

% of respondents

Great extent

42

84

Some extent

At all extent

16

Total

50

100

GRAPH-IV.11

INTERPRETATION:
From the above table 84% of the respondents stated that the
training program is useful at their job.
From the above table 16% of the respondents stated that the
training program is useful at all extents.

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12.Training is essential for
TABLE- IV.12
Description
improveworkperformance
get promotion
Develop efficiency
All the above
Total

No. of respondents
15
8
12
15
50

% of respondents
30
16
24
30
100

GRAPH-IV.12

INTERPRETATION:
From the above table 30% of the respondents stated that the
training program is essential for to improve their work
performance.
From the above table 16% of the respondents stated that the
training program is essential for to get promotion.
From the above table 24% of the respondents stated that the
training program is essential for to develop efficiency.
From the above table 30% of the respondents stated that the
training program is essential for to get all these.
13.On what basis all the employees promoted for higher position?

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TABLE- IV.13
Description
No. of respondents
Experience
5
Performance
35
Innovation
0
Educationqualification
2
Above all
8
total
50
GRAPH-IV.13

% of respondents
10
70
0
4
16
100

INTERPRETATION:
From the above table 10% of the respondents stated that all the
employees promoted for higher position on the basis of their
experience.
From the above table 70% of the respondents stated that all the
employees promoted for higher position on the basis of their
performance.
From the above table 4% of the respondents stated that all the
employees promoted for higher position on the basis of their
education qualification.

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From the above table 16% of the respondents stated that all the
employees promoted for higher position on the basis of all the
above.

14.Are you satisfied with training and development facilities provided

by the company?
TABLE- IV.14

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Description
Highly satisfied
Satisfied
Dissatisfied
Highly dissatisfied

No. of respondents
7
43
-

% of respondents
14
86
-

Total

50

100

GRAPH-IV.14

INTERPRETATION:
From the above table 14% of the respondents stated that they are
highly satisfied with the training and development facilities
provided by the company.
From the above table 86% of the respondents stated that they are
satisfied with the training and development facilities provided by
the company.
15.Training should cover the jobs
TABLE- IV.15
Description
Present requirements

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No. of respondents
25

% of respondents
50

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Future challenges
Industryrequirement

10
5

20
10

s
All the above
Total

10
50

20
100

GRAPH-IV.15

INTERPRETATION:
From the above table 50% of the respondents stated that training
should be given on the present requirements of the job.
From the above table 20% of the respondents stated that training
should be given on the future challenges of the job.
From the above table 10% of the respondents stated that training
should be given on the industry requirements.
From the above table 10% of the respondents stated that training
should cover all the three areas.

FINDINGS
Most of the workers are from over and above 5 years and very less
are recently joined.
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The organization promote training programmes for employees.
The training programme will be conducted for the most of the
employees when they are joined.
The training programme became compulsory for every employee
for improving their skills and knowledge
80% of the respondents have been attend for the job training.
The training programme conducted by the involvement of HR and
other related professionals
Training programme facilitates the employees to improve their
performance time to time
More improvement is observed in employees performance after
attending the training programme
Yes there are training councils or committies in the organization
Feedback of any training programme is compulsory objective of
the company
84 % of the employees responded that the training programme is
useful at the job
The training is essential for improve the skills and knowledge of
the employees
On the basis of performance most of the employees are promoted
for higher position
Yes most of the employees are satisfied by the training programme
facility provided by the company.

SUGGESTIONS
At the present the company giving training for new employees only. It
is better to consider all the employees to provide proper training to
improve their capabilities and skills time to time to get their work
efficiency.

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Training is given to the employees not only to the present
requirements but also the future requirements.
It is suggested to the company conduct more training sessions for
employees improve their skills and talent.
It is suggested to the company to include practical training method
like role play, committee assignments in order to improve
interpersonal skills of the employees.
The company may be suggested to under taken off- the- job training
like vistible training, ,lecture method to certain areas along with onthe-job training and also improve the industrial relations.
Training period should be measurable with timing of trainee arranged
as for the convinced of trainee with regular intervals.
As the company follows employees are promoted for higher levels by
considering employees performance and seniority. This procedure has
to be implemented for all levels of the employees.

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CONCLUSION
After the findings have been enumerated the following conclusions
have been drawn. By these findings we can say that Idupulapadu cotton
mills pvt.ltd. is definitely providing better training process. But in some
areas it cannot satisfy employees and their needs. Managers should
concentrate and work on those areas which the employees as assets of the
company. So employer should always interact with the employees.

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QUESTIONNAIRES
1. How long you have been working for ICM
a) Less than 5 years

b) 5 years

c) More than 5 years

d) recently join

2. Does your organization promote training for employees

a) Yes

b) No

3. To whom does the organization provide the training

a) New employees

b) Promoting employees

c) Existing employees

d) all the employees

4. How the training need identified

a) Oral feedback

b) Discussion employees

c) Performance employees

d) Other way

5.What type of training program did you attend

a) On the job

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b) Off the job

i) Job instructions

i) visible training

ii) Coaching

ii) role player

iii) Job rotation

iii) lecture method

iv) Committee assignment

iv) conference

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6.Who does mainly involve in training program?
a) General manager

b) HR manager

c) Executive manager

d) others

7.The reason for attending such programmes was

a) Self interest

b) out of interest

c) Training need
8.Is there any improvement in your performance after attending the
training programme?
a) Highly improved

b) moderately improved

c) Improved

d) no change

9.Are there any training councils (or) committees in the organization

a) Yes

b) No

10.do you get any feedback of any training program

a) Yes

b) No

11.To what extent the training program is useful at your job

a) Great extent

b) some extent

c) at all extent

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12.training is essential for\
1. to improve work performance
2. to get promotion
3. to develop efficiency
4. all the above
13.On what basis all the employees promoted for higher position
a) Experience

b) performance

c) Innovation

d) education qualification

14.. Are you satisfied with training and development facilities provided
by the company?
a) Highly satisfied

b) satisfied

c) Dissatisfied

d) highly dissatisfied

15. What should be covered in training?

a) Present job requirements

b) Future challenges of the job

c) Industry requirements d) All the above

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BIBLOGRAPHY

Referred Books :

Authors

Human Resource Management

P. Subba Rao

And Industrial Relations

Human Resource and Personnel

Aswathappa

Management
Performance Management and Appraisal

Davendra

Sharma
Performance Management System

A.M. Sarma

Research Methodology

Ch. Kotari

Websites:
www.humanresource.com
www.ML.Company.com
www.google.com
www.Ask.com

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