1.

1 INTRODUCTION

Training & Development is the field concerned with workplace

learning to improve performance. Such training can be generally categorized as
on-the-job or off-the-job. On-the-job describes training that is given in a normal
working situation, using the actual tools, equipment, documents or materials that
they will use when fully trained. On-the-job training is usually most effective for
vocational work. Off-the-job training takes place away from normal work situation
which means that the employee is not regarded as productive worker when
training is taking place. An advantage of off-the-job training is that it allows people
to get away from work and totally concentrate on the training being given. This
type of training is most effective for training concepts and ideas.
TRAINING

The term training refers to the acquisition of knowledge, skills,

and competencies as a result of the teaching of vocational or practical skills and
knowledge that relate to specific useful competencies. It forms the core of
apprenticeships and provides the backbone of content at technical colleges and
polytechnics. In addition to the basic training required for a trade, occupation or
profession, observers of the labor-market[attribution needed] recognise today the need to
continue training beyond initial qualifications: to maintain, upgrade and update
skills throughout working life. People within many professions and occupations
may refer to this sort of training as professional development.

Some commentators use a similar term for workplace learning to improve

performance: training and development. One can generally categorize such
training as on-the-job or off-the-job:

• On-the-job training takes place in a normal working situation, using the

actual tools, equipment, documents or materials that trainees will use when
fully trained. On-the-job training has a general reputation as most effective
for vocational work.
• Off-the-job training takes place away from normal work situations —
implying that the employee does not count as a directly productive worker
while such training takes place. Off-the-job training has the advantage that
it allows people to get away from work and concentrate more thoroughly on

1
 the training itself. This type of training has proven more effective[citation needed]
in inculcating concepts and ideas.

Training differs from exercise in that people may dabble in exercise as an

occasional activity for fun. Training has specific goals of improving one's capability,
capacity, and performance.

Education – formal and informal – is the part of learning which is concerned

with development general knowledge, understanding and background of our total
environment and may continue throughout human life. The manpower service
Commission’s Glossary of trading terms(1981) defines education as activities
which aim at developing the knowledge, skills, moral values and understanding
required in all aspects of life rather than a knowledge and skill relating to only a
limited field of activity. The purpose of education is to provide the conditions
essential to young people and adults to develop an understanding of the traditions
and ideas influencing the society in which they live and to enable them and make
a contribution to it. It involve to study to there own culture and of the laws of
nature. As well as aquatic and linguistic and other skills which are basic to
learning, personnel development, creativity and communication “Depending upon
the nature of knowledge contained in the education, it is classified into various
disciplines at different levels like arts science and commerce which are in turn
divided into social sciences, physical science engineering, medical and so on.
Further depending on the nature of skill, education is put into several categories
like technical, non-technical and management education.

2
 1.2 SCOPE OF THE STUDY

 It helps to understand the training methods

 It gives valuable suggestions to improve the training methods

 It helps to find the need for change in training methods

 It helps to find the whether the training program helps to increase

productivity

3
 1.3 NEED FOR THE STUDY

Management needs information on employee satisfaction in

performance appraisal; the benefit from the survey is that, they will give to
management an indication of general level of satisfaction regarding the
effectiveness of appraisal. Hence this study titled “A STUDY ON TRAINING AND
DEVELOPMENT AAVIN AMBATTUR, CHENNAI“

4
 1.4 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:-

 To study the effectiveness of Training and Development Program

SECONDARY OBJECTIVE:-

 To ascertain the need for training programme.

 To create the awareness among the employees towards training

programme

 To identify the effectiveness of training programme

 To know the training methods adopted in the company.

 To ascertain the relationship between working process and the training

programme.

 To draw the opinion of employees towards training programme

5
 1.5 METHODOLOGY OF THE STUDY
The research instrument used in this study “structured questionnaire”.
Structured questionnaire are those questionnaire in which there are predetermined
question relating to the aspect for which the researcher collects data. The
questions are presented with exactly the same wording and in the same order to
all the respondents.

QUESTIONNAIRE DESIGN

The structured questionnaire for Appraisal System with the following types
of questionnaires open ended, closed ended, multiple choice, types of questions.

DATA COLLECTION

Data refers to information or facts. It includes numerical figures, non –

numerical figures, descriptive facts, and qualitative information. The task of data
collection begins after research problem has been defined and research plan has
been decided.
The nature of the data is both Primary and Secondary data.

PRIMARY DATA

The primary data are those that are collected through questionnaire and
direct personal interview. The questionnaire was framed in such a manner to
obtain correct information, graded suitably for the study.

SECONDARY DATA

The secondary data has been collected through oral communication.

Secondary data about the company profile and other details were collected from
the company website.

PERIOD OF STUDY

The study was under taken for a 3 months during January 08 to MARCH
08. During the period the following steps were taken:
6
  Objectives were set and questionnaire was finalized.
 Data were collected and recorded
 Data were analyzed and interpreted
 Reports were generated

SAMPLING SIZE

Due to time and resource constraint the sample size has been taken as
100. In consultation with the company guide and the project guide.
SAMPLING PROCEDURE

Convenience sampling ha been used in this study. Convenience sampling is

used for selection of homogeneous sample for the study. It refers to selection a
sample of study. It is a non-probability sampling. Thus research study may
include study objects, which are conveniently located. Research findings based
on convenient sampling however, cannot be generalized.

PILOT SURVEY

A pilot survey with 20 samples from employees was conducted for testing
the validity of the questions. It was found that there was no need for changes in
the questionnaire and hence the same questionnaire was used for final survey
also.

7
 1.6 LIMITATION OF THE STUDY

 Time was the main constraint. The project should be completed within
stipulated time limit.

 Since the project is of qualitative nature there was the participant’s bias in
some cases.

 Some information cannot be accessed due to its confidential nature.

 Cost is also the main constrain as this research involves massive amount
for the purpose of meeting the employees in different branches.

8
 1.7 CHAPTERISATION

Chapterisation includes the following contents

• Chapter one consist of introduction, scope of study, need for study,

objectives of study, methodology of study, limitations of study and
chapterisation.
• Chapter two includes industry profile, company profile and product profile.
• Chapter three includes review of literature.
• Chapter four includes analysis and interpretation.
• Chapter five includes findings, suggestions and conclusions.

9
 2.1INDUSTRY PROFILE

National Diary Development Board (NDDB)

Diary co-operative account for the major share of processed liquid milk
marketed in the country. Milk is processed and marketed by 170 milk producers’
co-operative unions, which federate into 15 state co-operative milk marketing
federations.

The diary development board’s programmes and activities seek to

strengthen the functioning of diary co-operatives, as producer-owned and
controlled organizations. NDDB supports the development of diary co-operatives
by providing them financial assistance and technical expertise, insuring a better
future for Indian farmers.

Over the years, brands created by co-operatives have become synonymous

with quality and value. Brands like Amul (GCMMF), Vijaya (AP), Verka (Punjab),
Saras (Rajasthan), Nandini (Karnataka), Milma (Kerala), Gokul (Kolhapur),
Aavin(Tamilnadu), are those that have earned customers confidence.

Some of the major diary co-operatives federations include

a) Andra Pradesh Diary Development Co-operative Federation Ltd.,(APDDCF)
b) Bihar State Co-operative Milk Producers Federation Ltd.,(COMPFED)
c) Gujarat Co-operative Milk Marketing Federation Ltd.,(GCMMF)
d) Hariyana diary Development Co-operative Federation
e) Himachal Pradesh state Milk Producers Federation Ltd., (HPSCMPF)
f) Karnataka co-operative Milk Producers Federation Ltd., (KMF)
g) Kerala state co-operative Milk Producers Federation Ltd., (KCMMF)
h) Madhya Pradesh state co-operative Dairy Federation Ltd., (MPCDF)
i) Maharastra Rajya Shakari Maryadit Dugdh Mahasangh
j) Orissa State Co-operative Milk Producers Federation Ltd., (OMFED)
10
k) Prdeshik Co-operative Dairy Federation Ltd., (UP PCDF)
l) Punjab State Co-operative Dairy Federation Ltd., (MILK FED)
m) Rajasthan co-operative Dairy Federation Ltd., (RCDF)
n) Tamilnadu co-operative Dairy Federation Ltd., (TCMPF)
o) West Bengal co-operative Milk Producers Federation Ltd., (WBCMPF)

ACHIEVMENT OF DIARY CO-OPERATIVES:

Commitments to help rural help themselves has guided the diary boards
work for more than 30 years this commitment has been rewarded with
achievements made by co-operative diaries in milk production, employment
generation, percapital availability of milk, foreign exchange Savings and increased
farmer incomes.

REACH:
The Diary Co-operative Network.
 Include 170 milk unions.
 Operates in over 285 districts.
 Covers nearly 96,000 village level societies.
 Is owned by nearly 10.7 million farmer members.

MILK PRODUCTION:
1. India’s milk production increased from 21.2 million MT in 1968-69 to 78.1
million MT in 1999-2000.Per capita availability of milk presently is 213 grams
per day, up from 107 grams per day in 1969-70

11
2. India’s 4% annual growth of milk production surpasses the 2% growth in
population. The net increase in availability is around 2% per year.

MARKETING:
1. Diary Co-operatives now market milk in about 200 classes 1 town and
some 550.
2. During the last decade, the daily milk supply to each 1000 urban Indians
has increased from 17.5 to 43.5 liters.

INNOVATION:

1. Bulk − vending − saving money and environment.

2. Milk travels as far as 2200 Kms to deficit areas, carried by
innovative and road milk tanker.
3. 95% of diary equipment is produced in India, saving valuable foreign
exchange.

MACRO IMPACT:
1. The annual value of India’s milk production amounts to Rs.780
billion.
2. Diary co-operative generate employment opportunities for some
10.5 million farm families.

PERSPECTIVE 2010:
The perspective 2010 plan of the Diary Board maps the future of dairying in
India, setting realistic goal for strengthen co-operative business, production
enhancement, assuring quality, and creating National Information Network. The
plan was realistic with the successful completion of the operation flood program
and has developed by the State milk Marketing Federation and the Milk Producer’s
Co-operative Unions in consultation with the diary Board. The perspective 2010
goals and strategies to meet them have been drawn by its actual implementers-

12
federation and unions and supported by NDDB. (National Diary Development
Board)

PERSPECTIVE 2010 GOALS:

1. Increase liquid milk procurement by co-operatives to 33% (488 lakhs
kilograms per day) of the marketable surplus in operation Flood Areas
constituting 80% of the National Milk Produced (i.e. quadruple liquid
milk procurement by the year 2010)

2. Increase liquid milk sales to 365 lakhs kilo grams per day, more than
60% of the market shares in metros, and on average of close to
50%in class 1 cities served by Co-operative (i.e. triple fluid milk
marketing by the year 2010)

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 2.2 COMPANY PROFILE

INTRODUCTION:

TCMPF ltd. Is an apex co-operative federation in Tamilnadu government of

India formulated milk supply scheme developed in 1963. This scheme was taken
over by the Dairy Development Department which was subsequently taken over by
the establishment, while Tamilnadu Dairy Development Corporation (TNDDC) the
government of Tamilnadu under taken in ANAND (place in Gujarat-AMUL) pattern.
And apex Federation was formed on 1-2-1981, with 3-tier system. Village level
milk producers, society district level unions and state level federation. The
federation has to arrange for marketing of surplus milk and milk products.

FEDERATION AND OVERVIEW:

Diary sector has assumed much significance by generating income not only
to rural but also to the urban population the state especially to the women folk by
providing self- employment opportunity. TCMPF was registered as a “co-operative
under Tamilnadu co-operative societies act 53 of 1961” on 15-12-1980 and the
federation took over the activities of the diary development department are
organizing registration supervision and control of milk co-operatives.

14
OBJECTIVES:
The main objective of TCMPF is to make available quality milk and milk
products to urban consumers as reasonable products.

FEATURES OF FEDERATION:
 To carry out act for promptly production, procurement, processing and
marketing of milk and milk products for the economic development of
farmer’s community.
 Purchase diary products and commodities from the members or from other
source without affecting the interest of members.
 Establish the quality control.
 Provide vetnary aid and artificial insemination services.
 To purchase or to erect building, plant, machinery and other ancillary
equipment to carry equipment to carry out the business of the federation.
 Encourage folder production by members, union and societies.
 The commissioner for milk production of any diary development is the head
of the diary development department in Tamilnadu.
 He has been appointment as the registrar of milk co-operatives under the
Tamilnadu co-operatives societies act 53 of 1961.

DAIRY
The Tamilnadu Cooperative Milk Producers Federation Ltd. constituted on
the 1st February 1981 is handling the entire commercial activities of procurement,
processing and marketing of milk and milk products.
The Federation had implemented the Dairy Development activities with the
funds provided by the National Dairy Development Board under Operation Flood
Programmed in 24 Districts and in Non-operation Flood Districts Dairy
Development activities are implemented by the Dairy Development Department
through budgetary support both under State/Central Plans.

To facilitate, better administration and qualitative improvement of integrated

Dairy Development, there are 17 Districts Cooperative milk Producer’s Unions
covering all 28 Revenue Districts except Chennai. The normal activities of milk
15
procurement and distribution are being attended to by the District Unions.
However, for genetic improvement of milch animals, the Federation through the
two bull mother farms owned and managed by TCMPF carries out the production
of frozen semen both for white cattle and black cattle.

The Federation owns four dairies, one at Ambattur with a capacity of 4.00
lakh liters per day, one at Madhavaram with a capacity of 1.75 lakh liters per day,
a third dairy at Sholinganallur with a capacity of 4.00 lakh liters per day. These
dairies cater to the processing, packing and distribution of liquid milk in and around
Chennai City. The fourth dairy, a product dairy at Ayyanavaram with a capacity of
12000 liters per day, is engaged in the manufacture of milk by-products such as
yogurt, ice-cream and khova The Federation supervises and coordinates the
activities of the District Unions and provides technical expertise as and when
required and also undertakes planning and erection/expansion of Dairies and
Chilling Centers of the unions on turnkey basis. The Federation helps the Unions
in marketing their milk products like Skimmed milk powder, Ghee, Butter and
Cheese both within and outside the state.

OBJECTIVES OF THE DAIRY

Assure a remunerative price for the milk produced by the milk producers'
societies through a stable, steady and well organized market support.
Distribution of quality milk and milk products at reasonable prices to the
consumers.
Bearing the above two objectives in mind, the following major multifarious
activities are undertaken by the Dairy Development Department.
Provision of free veterinary health cover to all animals owned by the
members of milk cooperatives, implementation of Artificial Insemination
Programmed, supply of balanced cattle feed and inculcation of farmers with the
modern animal husbandry methods and practices.
All activities, which are essential for the up gradation of the milch animals
and improving their productivity in the long run, are also to be imparted on them.
Provision/creation of necessary infrastructure facilities for the enhancement of
processing and marketing has been made by way of establishing new chilling
centers, pasteurization plants and adoption of modern marketing system in order
to supply quality milk to the consumers.

16
FUNCTIONS OF THE DAIRY
The main functions of the Dairy Development Department are Organization
of societies, registration of societies, supervision and control of primary milk
cooperatives, District Cooperative Milk Producers Union and Tamilnadu
Cooperative Milk Producers Federation.

The Dairy Development Department exercises statutory function - like

Inquiry, Inspection, Surcharge and Super session, appointment of special officer’s
liquidation and winding up of dormant Societies etc.
The Commissioner for Milk Production and Dairy Development, Deputy Milk
Commissioner (Co-operation), and Circle Deputy Registrars (Dairying) are vested
with quasi-Judicial powers in respect of settlement of disputes, appeal, revision
and review under various provisions of Tamilnadu Cooperative Societies Act 1983
& the rules made there under.
The Commissioner for Milk Production and Dairy Development has been
designated as the State Registering Authority for the state of Tamilnadu, under the
provisions of Milk and Milk Products Order'92. All the Dairy units including private
Dairies handling more than 10,000 lpd of milk or Milk Products containing milk
solids in excess of 500 Metric tones per annum has to obtain registration
certificate under the provision of Milk and Milk Products Order'92.
The Commissioner for Milk Production and Dairy Development / State
Registering Authority has been conferred with powers to register the dairy units
having handling capacity from 10,000 LPD to2 lakh LPD.
The Commissioner / State Registering Authority / Deputy Milk
Commissioner (Co-operation) / District collector and Deputy Registrars have
been authorized to carry out supervision and periodic inspection of the dairies

HISTORY OF AAVIN AMBATTUR DIARY:

The Aavin Ambattur dairy was established in Ambattur Industrial Estate at
an area covering 47.25 acres on 16.04.1946 by his Excellency shri Fakruddin Ali
Ahmed, President of India.

17
 The dairy was designed, erected, and commissioned by National dairy
development Board Under Operation Flood I on turkey basis Ambattur dairy is an
ISO 9001:2000 and HACCP certified dairy is an and comes under NDDB’s
pneumonic symbol. In addition for getting ISO14001.

DAIRY DEVELOPMENT DEPARTMENT

The Dairy Development Department was established in 1958 in Tamilnadu.

The administrative and statutory controls over all the milk cooperatives in the State
were transferred to the Dairy Development Department on 1.8.1965. The
Commissioner for Milk Production and Dairy Development was made as the
functional Registrar under the Tamilnadu Cooperative Societies Act. With the
adoption of 'Anand pattern' in the State of Tamilnadu, Tamilnadu Co-operative Milk
Producers' Federation Limited was registered in the State on 1st February 1981.
The commercial activities of the Department such as Milk Procurement,
Processing, Chilling, packing and sale of milk to the consumers etc., hitherto dealt
with by the Tamilnadu Dairy Development Corporation Ltd., were transferred to the
newly registered Tamilnadu Co-operative Milk Producers' Federation Limited,
popularly in the wake of liberalization policy, private dairies have also entered into
the field of dairying. As per the directions of the Hon'ble Chief Minister of
Tamilnadu high priority has been given for improving the performance of milk Co-
operatives by adopting a systematic approach and proper strategy in Milk Co-
operatives. Significant achievement has been made by Milk Producers'
Cooperative Societies, Unions and Federation in the State of Tamilnadu.

The cattle population in India is approximately 15% of total cattle population

in the world. India stood no. 1 position in milk production. Tamilnadu is one of the
leading states in milk production. The milk production in Tamilnadu per day is
145.88 Lakh litres.

OBJECTIVES OF THE DAIRY DEVELOPMENT DEPARTMENT

(1) Assure a remunerative price for the milk produced by the member of the Milk
Producers' Co-operative Societies through a stable, steady and well organized
market support.

18
(2) Distribution of quality milk and milk products to the consumers at reasonable
price.

Keeping these objectives in mind, a number of activities are undertaken by the

Dairy Development Department, viz., Provision of free veterinary health cover to
all animals owned by the members of milk cooperatives, implementation of
Artificial Insemination Programme, supply of balanced cattle feed and inculcation
of farmers with the modern animal husbandry methods and practices.

All activities, which are essential for the up gradation of the milch animals and
improving their productivity in the long run, have been undertaken.

Provision of necessary infrastructure facilities for marketing milk and milk products
and supply of quality milk to the consumer has been made by way of establishing
new chilling centres, pasteurization plants and adoption of modern processing
system.

DEPARTMENTAL SET UP

The Commissioner for Milk Production and Dairy Development is the Head
of the Dairy Development Department. He is the functional registrar in respect of
Dairy Co-operatives in the State. He is also the Ex-officio Managing Director of the
Tamilnadu Cooperative Milk Producers' Federation Limited. i.e. Aavin.

The Commissioner for Milk Production and Dairy Development exercises all
the statutory powers with regard to the registration of societies, supervision,
inspection, inquiry, disputes, liquidation of milk cooperatives including the District
Cooperative Milk Producers' Unions and Federation under the relevant provisions
of the Tamilnadu Cooperative Societies Act, 1983 and Tamilnadu Cooperative
Societies Rules, 1988. While discharging the statutory functions, the
Commissioner for Milk Production and Dairy Development is assisted by the
Deputy Milk Commissioner (Co-operation) in the rank of Joint Registrar of
Cooperative Societies and a Deputy Registrar at the Headquarters besides 23

19
Deputy Registrars (Dairying) at the District level by way of conferring the powers of
the functional Registrar.

FUNCTIONS OF THE DAIRY DEVELOPMENT DEPARTMENT

The main functions of the Dairy Development Department include

Organization of societies, registration of societies, supervision and control of
primary milk cooperatives, District Cooperative Milk Producers Unions and
Tamilnadu Cooperative Milk Producers Federation.

The Dairy Development Department exercises statutory function - like

Inquiry, Inspection, Surcharge and Super session, appointment of special officers,
liquidation and winding up of dormant Societies etc. The Commissioner for Milk
Production and Dairy Development, Deputy Milk Commissioner (Co-operation),
and Circle Deputy Registrars (Dairying) are vested with quasi-Judicial powers in
respect of settlement of disputes, appeal, revision and review under various
provisions of Tamilnadu Cooperative Societies Act, 1983 & the Tamilnadu
Cooperative societies Rules, 1988 made there under.

The Commissioner for Milk Production and Dairy Development has been
designated as the State Registering Authority for the state of Tamilnadu, under the
provisions of Milk and Milk Products Order'92. All the Dairy units including private
Dairies handling more than 10,000 lpd of milk or Milk Products containing milk
solids in excess of 500 Metric tones per annum have to obtain registration
certificate under the provision of Milk and Milk Products Order'92. The
Commissioner for Milk Production and Dairy Development / State Registering
Authority has been conferred with powers to register the dairy units having
handling capacity from 10,000 lpd to 2,00,000 lpd. The Commissioner / State
Registering Authority, Deputy Milk Commissioner (Co-operation) / District
collectors and Deputy Registrars (Dairying) have been authorized to carry out
supervision and periodic inspection of the dairies.

PRIMARY DAIRY COOPERATIVES MILK SOCIETIES

20
 A minimum of 25 or more individuals competent to contract under section
11 of the Indian Contract Act of 1872, owning milch animals, can form a Primary
Dairy Cooperative Society, with one or more villages as its area of operation. Such
persons have to approach the Circle Deputy Registrar's (Dairying) office
functioning at the District for further guidance. The members of Primary
Cooperative milk society have to supply milk to the Society which will procure milk
on quality basis and they will receive milk cost once in 10 days / 15 days from the
Society. Milch animals are provided with free veterinary health cover, artificial
insemination and the supply of balanced cattle feed. Inductions of farmers on
modern animal husbandry practices are aimed at by upgrading the milch animals
and thereby improving their productivity in the long run for the benefit of the
members.

FUNCTIONS OF DISTRICT COOPERATIVE MILK PRODUCERS UNIONS

There are 17 District Cooperative Milk Producers' Unions functioning in the

State of Tamilnadu covering 30 Districts. There are 15 Dairies in District Co-
operative Milk Producers' Unions with an installed processing capacity of 19.42
llpd. There are 36 Chilling Centres (Functional) in District Co-operative Milk
Producers' Unions with installed chilling capacities of 13.55 llpd.

(1) Establishment of chilling centres

(2) Formation of new milk routes to collect milk produced by the members of the
societies.

(3) Collection of milk from societies, process and pack in modern dairy plants by
maintaining quality standards.

(4) Supply of quality milk to Chennai Metro under hygienic conditions.

(5) Fixation of procurement and selling price of Milk

21
(6) Increase of liquid milk sales by introducing innovative sales promotional
activities.

(7) Supply of inputs to the members of the societies.

(8) Render Veterinary Health Service and emergency service to the cattle of
members of primaries, to impart training on First aid and on Artificial insemination
to the staff of member societies.

(9) Extending Artificial insemination services to the cattle owned by the members
of Milk Cooperative Societies.

(10) Providing milk cans, Milk 'O' testers and LN2 containers.

(11) Salem, Erode, Madurai and Dharmapuri Unions are the Feeder Balancing
Dairies. Surplus milk in the District Unions, after meeting their local sales is
diverted to the nearest Feeder Balancing Dairies for conversion into milk products,
such as Skim Milk Powder, Butter and Ghee.

(12) The three Cattle Feed Plants at Madhavaram, Erode and Kappalur are run by
the Kancheepuram - Tiruvallur Union, Erode Union, Madurai Union respectively.
The production capacity of these cattle feed plants is 100 MT per day each. The
balanced cattle feed produced in the form of pellets and mash are supplied to the
members of the Milk Co-operatives, livestock farms manned by the Animal
Husbandry Department and to various local bodies including the Corporation of
Chennai.

MILK PROCUREMENT BY DCMPUs:

Most of the rural people especially women make their livelihood by rearing
milch animals and by supplying milk to the Co-operatives. Keeping this in view and
to improve the rural economy and to enhance the personal income of the stake
holders in rural area, Government of Tamilnadu directed the Tamilnadu Co-
22
operative Milk Producers’ Federation and District Co-operative Milk Producers’
Union to raise the procurement price of the cow's milk from Rs.10.50 to Rs.12.00
per litre and that of the buffalo’s milk from Rs.12.50 to Rs.14.00 with effect from
07.03.2007 and the milk cost as per the revised procurement price is being
disbursed to the Milk producers.

MARKETING:

The three wings are carrying out the marketing of milk and milk products of the
Federation namely:

1. Metro Liquid milk marketing.

2. Metro Milk Product marketing.
3. Up country marketing.

The product wing of the Federation located at Nandanam directly carries of

marketing of the products in Chennai Metro and suburbs. The products are stored
at the Godown at Ambattur and distributed to the outlets

The sales of milk in sachets is being carried out through 24 zones, 516
Depots, 364 Distribution Points, 35 Whole Sale Milk Distributors, 89 Milk Retailers
and 48 Milk Consumers’ Co-operative Societies. The sale of milk product is being
carried out through 42 parlours, 185 Franchise Retail Outlets (FROs), 12
Wholesale dealers, and 4824 Retailers. The Federation also caters to the needs
for functions like marriages by booking Special orders standardized milk, Buffalo
milk and double tonned milk
are being sold through 218 Automatic Vending Machines and 185 FRPs to the
city consumers. Milk products are also sold in certain AVM Units. Sachet milk
sales are also carried out in AVM units

STRENGTHENING INFRASTRUCTURE FOR QUALITY AND CLEAN MILK

PRODUCTION

Government of India sponsored a scheme called ‘Strengthening

Infrastructure for Quality and Clean Milk Production’ to strengthen infrastructure
facilities and to ensure Clean milk production at village level. The period of the
scheme is two / three years.

23
 Objective of the scheme is to train farmers on clean milk production
activities, to provide chemicals and utensils to pouring members, to strengthen
district union dairies / chilling centres laboratory and to install bulk milk coolers at
societies to improve initial quality of milk.

Government of India will release the entire amount as full grant for training,
provision of antiseptic solutions, supply of stainless steel utensils and
modernization of Quality Control Labs at Dairies / Chilling Centres. Government of
India will release 75 percent as grant for installation of bulk milk coolers and the
remaining 25 percent will be met by the concerned beneficiary District Unions.

Government of India so far has sanctioned Rs.1224.21 lakhs to Vellore,

Villupuram, Trichy, Dharmapuri, Salem Kancheepuram-Tiruvallur, Erode, Nilgiris
and Madurai milk Unions for the implementation of the scheme.

Under these schemes, 48001 members will be benefited, 90 Bulk Milk

Coolers will be installed and the chilling capacity will be increased by another 3.71
lakhs LPD.

CO-OPERATIVE DISTRICTS:

To facilitate better administration and qualitative improvement of integrated

dairy development, there are 17 district co-operative milk producer’s unions
covering all 28 revenues districts except Chennai. The district covered under each
co-operative milk producer’s unions is furnished below:

OPERATION FLOOD DISTRICTS:

1. Kancheepuram
2. Villupuram
3. vellore
4. Dharmapuri
5. Salem
6. Erode

24
 7. Coimbatore
8. Madurai
9. Dindugal
10. nilgiris
11. Trichy
12. Tanjavur
13. Pudukottai

NON-OPERATION FLOOD DISTRICTS:

1. Sivagangai
2. Virudunagar
3. Thirunelveli
4. Kanyakumari

The district Unions attend to the normal activities of milk procurement and
distribution.

The Federation supervises and coordinate the activities of the district

unions and provides technical expertise as and when required and also
undertakes planning and erection/expansion of diaries and chilling centers of the
unions on turnkey basis. The federation also helps the unions in marketing their
milk products like skimmed milk powder, ghee, butter and cheese both within and
outside the state.

QUALITY POLICY:

TCMPF is committed to continually improve the process of meeting and

exceeding the customer expectations by providing hygiene, safe environment and
competent work force throughout the organization.

QUALITY OBJECTIVES:

1. Involve all the employees.

2. Improve the processes.
3. Meet and exceed the expectation of customers.
4. Achieve high standard in hygiene.
5. Achieve high stranded in food safety.
25
 6. Continual Improvement.

2.3 PRODUCT PROFILE

PRODUCT RANGE

MILK:
The federation is engaged in production of both milk and milk products. The
federation sells the following type of milk to customers in Chennai metro:
 Standardized Milk
 Toned milk
 Full cream milk
 UTH milk
These products are marked under the brand name “AAVIN”

MILK PRODUCTS:
1. Yogurt
2. Ice creams
3. Butter Milk
4. Khova
5. Skimmed milk powder
6. Ghee
7. Butter
8. Cheese
9. Flavoured milk
10. Mavin mango drink

26
PRODUCT DETAILS:

Product diary is situated next to the Ambattur dairy. It is controlled by the

manager (production and maintenance). The milk which is received through load
tankers are pumped into raw milk storage tank, then taken for different product
processing. The various products produced here are as follows:
 Ice Creams
 Khalakhad
 Yoghurt/ fermented milk
 Curd
 Buttermilk
 Gulabjamun
 Flavoured Milk
 Khoa (sweetened)
 Khoa (unsweetened)
 Mysorepak.

MARKET COMPETITORS:
Aavin stands first in the production and distribution of milk in Tamilnadu. Its
competitors are:
 Arokya
 Heritage
 Thirumala

27
MARKETING: MILK AND MILK PRODUCTS

The Chennai dairies have marketed an average of 7.19LLPD of milk

to customers up to march 2001.
Milk is sold in bulk to institutional consumers and to individual consumers
and to individual consumer through 196 automated vending units(AVM), 182 fiber
reinforcement plastic (FRP) tanks and in sachets through 512 boots and 34
parlours, 34 consumers cooperate societies are functioning in and around Chennai
supplying milk to consumers.
Aavin milk cards are available liberally to the consumers throughout the
month. Apart from the above, 5 liter milk cards are also being issued to tea shops,
canteens and retail outlets through the city’s zonal offices. Further, sale of milk has
been introduced through milk distributors in Chennai. At present 25 milk
distributors have been appointed and around 70,000 litres of milk are being sold
through to the milk distributors, everyday. TCMPF also caters to the needs of
consumers by booking special orders for the supply of milk in connection with
marriage functions and special requirement.

28
 3.1 REVIEW OF LITRATURE

Training and Development- Distinctions.

Training is a part of learning which essentially improves job knowledge,
skills and attitudes in a person and is concerned with work life of human beings.
The manpower service Commission’s Glossary of training terms (1981) defines
training as a planned process to modify attitude, knowledge or skill through
learning experience to achieve effective performance in the activity or range of
activities. Its purpose, in the work situation, is to develop the ability of the
individual and to satisfy the current and future manpower needs of learning and its
directly related to organization. Thus performance improvement is basic to
training. Organization jobs are divided into technical and managerial jobs. This
division of jobs provides the concept of technical training and management
training.
Technical training is concerned with those jobs which are structed,
repetitive in nature and involve direct application of human energy like clerical
jobs, manufacturing and production jobs. Management training is associated with
those jobs which are semi-structured, unstructed and involves indirect application
of human energy in leadership position. It is concerned with the management of
total organization or a part of it in relation to its environment. Management training
also refers to improving managerial practices with that of modern management
practices in the organization.
Training specified the work behaviour of the trainee at the end of this
training. In other words, training objectives can be expressed in behavioral terms
while educational objectives are not amenable to definitions in behavioural terms
because they are very complex and in many cases they are unknown.
Training is concerned with performance, education is concerned with
personnel development and the learner is free to use his understanding in his own
way to specific situations. Hence, education is more oriented. Training is job
centered.

29
Training objectives can be achieved in short duration in his own way to specific
situations. Hence, education is more person oriented programme is of longer
period.

Training is mechanistic learning which is achieved as result of stimuli and

responses, reinforced by practices. Education is orient learning which involves
rather than what he can do. Thus, outcome of education is difficult to predict.

Basic principles of Training Programme

A training program in order to be effective should be based on the following
broad principles.
1. The training should be based in the field situation of trainers and should
be meaningful to them.
2. The training must start from the level at which the trainees are...
3. The training must give the opportunity for relevant experiences change, if
they are the ones who have to bring about changes in their field situation.

Prevailing concept
1. The acquisition of subject matter knowledge by a participant leads to
action.
2. The participant terms what the trainer teaches. Learning is a simple
function of the capacity of the participant to learn and the ability pf the
trainer to teach.
3. Individual action leads to improvement on the job.
4. Training is the responsibility of the training institution. It begins and
ends with the course
New Concept
1. Motivation and skills lead to action skills are acquired through practice.
2. Learning is the complex function of the motivation and capacity of the
individual participant, the norms of the training groups the training
methods and the behavior of the trainer and the general climate of the
institution.

30
 3. Improvement on the job is complex function of individual learning, the
norms of working group and the general climate of the organization.
Individual learning used, leads to frustration.
4. Training is the responsibility of three partners: The participant
organization, the participant and the training institution. It has a
preparatory pre-training and a subsequent, post training to the success
of training.

There are two approaches to identify training needs accurately for different
categories of personnel particularly managerial. They are role analysis and job
analysis. Role may be defined as set expected behavior of a person occupying a
leadership position in an organization. It is highly personnel and dynamic. The
important factors determining the role are personnel qualities like growth,
perceptions, values, ambitions, organizational internal and external integration and
environment sensitivity. This concept is more suitable for suitable for those in top
management positions whose jobs are generally
Unstructured job may be defined as a set of tasks assigned to a position.
Organization expects at least a fair behavior from the position holder in line with
the assigned job and tasks. Job, thus is static an impersonal. The factors
determining role also determine job but with some limitations. This concept is
suitable for middle, supervisory and technical level personnel descriptions are
prepared generally structured. In order to identify training needs role and job
individual capabilities and qualities occupying the position are analyzed in the light
of role and job are generally specifications to find out performance deficiencies.
Following organizational analysis individual capabilities and qualities occupying
the position are analyzed in the light of role and job specifications to find out
performance deficiencies constituting training needs.

The process of job oriented training analysis

Organization analysis reveals various job positions requiring training
interview. These jobs are selected for job-oriented training analysis. All Such jobs-
managerial of non-managerial are analyzed in stages as given below.

Job and task description

31
 Job description is a statement of duties and responsibilities assigned to a
position. Hence, all the jobs of a position are described and further each job is
broken down into independent responsibilities, duties or tasks. This may be
recorded from the duty chart of a position or through discussion with the position
holder his superior and subordinate. While writing job and task description care is
taken that no job is left out.
There are three alternatives to this exercise viz., comprehensive job analysis,
critical job analysis and problematic job analysis. In comprehensive jobs analysis,
all the jobs of a position are taken and detailed inventory of tasks involved in each
job is prepared. The critical job analysis concentrates on major of a position
having critical importance keeping minor jobs. This stage is a combination of job
description of job description and task analysis

Job Specification
It is an organized statement of human qualities required to perform a job
effectively, Therefore, each task of a job is examined to visulise requirements of
human qualities for its effective performance. Form the task narration, an attempt
is made to derive desired level of knowledge, skill and attitude categorically
required to perform each task.

Training Specification

This stage will give three types of statements – list of tasks, standard level of
competence to the corresponding task and existing level of competence. First the
standard gaps causing usually expressed in negative terms and are further
expressed in passive statements in terms of knowledge, skill and attitudes which
denote training needs are specifications on which a training programme is
developed.

Identifying training needs involves five steps.

1. List the duties and responsibilities or tasks under considerations, using job
description as a guide.
2. List the standards of work performance in the job.
3. Compare actual performance against the standards.

32
 4. Determine what parts of the job are giving the employees trouble. Where is
he falling down in his performance?
5. Determine what kind of training is needed to overcome the specific
diffuculity or difficulties.

Essentials of Training
Some special equipments, and aids are important prerequists of a training
program. They facilate in imparting the training contents and make the training
progress more lively and effective. The following are some of the points which may
be kept in mind while planning a training program.
1. The planning should take into consideriation the needs of training in the
areas which should be assessed through field visit, survey reading of
material/ scanning of literature, discussion with field officers, etc..
2. The subject and scope of the training should be very clear to the training
instution trainers and trainers and the agencies who are to utilize training of
their functionaries.
3. Different methods that are likely to be used in the training program should
identify and clearly lay down against each topic/ session lesson.
4. Nature and type of audio-visual aids of the traditional teaching aids to be
used should be planned well in advance.
5. Library facilities including books, newspapers, magazine, newspaper
clipping should be provided.

On the Job Training

A large number of management development methods and techniques are
used in training and development. These include lectures, conferences, seminars
or groups discussions, case studies, film and slides, outside reading, private study
panels, forums, role playing and workshop.
The other techniques used are: understudy, job – rotation, coaching and
counseling, position rotation, professional classes, membership, professional and
technical associations, committee assignments, management courses in colleges,
and professional institutes and universities, multiple management syndicates
project management, or in basket, business game and sensitivity training.

33
Merits of On- The – job Training
1. The main advantage of the on the job training is that the trainee learns on
the actual equipment in use and in the true environment of his job
2. It is highly economical since no additional personnel or facilities are
required for training
3. The trainee learns the rules, regulations and procedures by observing their
day to day applications. He can therefore, be easily sized up by the
management.
4. This type of training is a suitable alternative for a company in which there
are almost as many jobs as there are employees.
5. It is most appropiacte for teaching the knowledge and skills which can be
acquired in relatively short period, say, a few days of weeks.

Off The Job Training

“Off the job training” means that training is not a part of every day job
activity. The actual location may be in the company calss rooms of in places which
are owned by the company, or in universities or association which hae no
connection with the company.
A number of on the job management development programme are in vogue. Yet
they are considered inadequate for a number of reasons. And , hence, the need
for off-the-job techniques. The limitations of on-the-job techniques are already
stated in the precious lesson.
There are a wealth of executive development techniques that managers partake
in off-the-job. Of, these, the more popular ones are:

1. Conferences
2. Lectures
3. Role Playing
4. Case Study
5. Panel Discussion
6. Seminars
7. Participating Method
8. Exercise-Programme instruction
9. In basket method

34
 10. Management Games
11. Simulation
12. Syndicate
13. Sensitivity, Laboratory of T. Group Training.

4.1 DATA ANALYSIS AND INTER PRETATION

TABLE NO 4.1

TABLE SHOWING THE INFORMATION REGARDING THE AGE OF LABOURS

NO OF
SL NO AGE RESPONDENTS PERCENTAGE
1 20-30 0 0
2 31-40 1 1
3 41-50 53 53
4 ABOVE 50 46 46
TOTAL 100 100%

Source: Primary data

Inference:

From the above table it is inferred that

0% of the labours are aged betwen20-30

1% of the labours are aged between31-40

53% of the labours are aged between41-50

46%of the labours are aged above 50

35
 CHART NO 4.1

CHART SHOWING THE INFORMATION REGARDING THE AGE OF THE

LABOURS

60 53
50 46

40
no of
30
r e sp o n d e n ts
20

10
0 1
0
2 0 -3 0 3 1 -4 0 4 1 -5 0 A B O V E 50
age

36
 TABLE NO 4.2

TABLE SHOWING THE INFORMATION REGARDING THE SEX OF THE

LABOURS.

Sl particulars no of respondents %
1 Male 98 98
2 female 2 2
Total 100 100

Source: Primary data

INFERENCE:

From the above table it is inferred that

98% of the respondents are male

And 2% of the respondents are female

37
CHART NO 4.2

CHART SHOWING THE INFORMATION REGARDING THE SEX OF THE

LABOURS.

98
100
90
80
70
60
no of
50
re sp o n d e n ts
40
30
20 2
10
0
m a le fe m a le
se x

38
 TABLE NO 4.3

TABLE SHOWING THE INFORMATION REGARDING THE MONTHLY INCOME

OF EMPLOYEES

monthly
Sl income no. of respondents %
1 below 5000 1 1%
2 5000-10000 58 58%
3 10000-15000 33 33%
4 above 15000 6 6%
Total 100 100%

Source: Primary data

Inference:

From the above table it is inference that

1% of the respondents are earning income below 5000

58% of the respondents are earning income ranging from

5000-10000

33% of the respondents are earning income ranging from

10000-15000

6% of respondents are earning income above 15000

39
 CHART NO 4.3

CHART SHOWING THE INFORMATION REGARDING THE MONTHLY INCOME

OF EMPLOYEES

a b o ve 1 5 0 0 0

1 0 0 0 0 -1 5 0 0 0
monthly income

5 0 0 0 -1 0 0 0 0

b e lo w 5 0 0 0

0 10 20 30 40 50 60

n o o f r e s p o n d e n ts

40
 TABLE NO 4.4

TABLE SHOWING THE INFORMATION REGARDING THE EXPERIENCE OF

EMPLOYEES

experience
sl no level no of respondents %
1 Below 5 yrs 1 1%
2 5-15 yrs 4 4%
3 15-25 yrs 53 53
4 above 25 yrs 42 42%
Total 100 100%

Source: Primary data

Inference;

From the above table it is inferred that

1%of the respondents are experienced below 5yrs

4%of the respondents are experienced between 5-15yrs

53%of the respondents are experienced between 15-25yrs

42%of the respondents are experienced above 25yrs

41
 CHART NO 4.4

CHART SHOWING THE INFORMATION REGARDING THE EXPERIENCE OF

EMPLOYEES

60

50 53

40
42
no of
30
re sp o n d e n ts
20
10
1 4
0
b e lo w 5 y rs
5 -1 5 y rs
1 5 -2 5 y rs
a bo ve 2 5 y rs
e x p e rie n c e le v e l

42
 TABLE NO 4.5

TABLE SHOWING INFORMATION REGARDING WHETHER TRAINING IS

CONDUCTED IN THE COMPANY OR NOT.

Sl Particulars no of respondents %
1 Yes 46 46
2 No 54 54
Total 100 100

Source: Primary data

Inference:

46% of the respondents say that training is conducted whereas

54% of respondents say that training is not conducted.

43
 CHART NO 4.5

CHART SHOWING INFORMATION REGARDING WHETHER TRAINING IS

CONDUCTED IN THE COMPANY OR NOT.

56
54
54

52
no of respondents

50

48
46
46

44

42
y es no
p a rticu la rs

44
 TABLE NO 4.6

TABLE SHOWING WHETHER TR AINING HAS IMPROVED THE

PERFORMANCE OF THE LABOURS.

Sl particulars no of respondents %
1 Yes 46 46
2 No 54 54
Total 100 100

Source: Primary data

Inference:

46% of people say that training has improved their performance whereas

54% people say that it has not improved.

45
 CHART NO 4.6

CHART SHOWING WEATHER TRAINING HAS IMPROVED THE

PERFORMANCE OF THE EMPLOYEES.

54

54

52

50
no of
48 46
re sp o n d e n ts
46

44

42
y es no
p a rticu la rs

46
 TABLE NO 4.7

TABLE SHOWING WHETHER TRAINING HELPS YOU IN MAINTAING GOOD

RELATIONSHIP.

Sl Particulars no of respondents %
1 Yes 46 46
2 No 54 54
Total 100 100

Source: Primary data

Inference:

46% of people say that training helps in maintaining good relationship whereas

54% people say that it does not help.

47
 CHART NO 4.7

CHART SHOWING WHETHER TRAINING HELPS YOU IN MAINTAING GOOD

RELATIONSHIP.

54

54
52
50
no of 46
48
r e s p o n d e n ts
46
44

42
ye s no
p a r tic u la r s

48
 TABLE NO 4.8

TABLE SHOWING WHETHER SUPERVISION IS REQUIRED FOR TRAINED

EMPLOYEES OR NOT.

Sl Particulars no of respondents %
1 Yes 45 45
2 No 55 55
Total 100 100

Source: Primary data

Inference:

45% of people say that supervision is not required for trained employees whereas

55% people say that they require supervision.

49
 CHART NO 4.8

CHART SHOWING WHETHER SUPERVISION IS REQUIRED FOR TRAINED

EMPLOYEES OR NOT.

no 55
particulars

yes 45

0 10 20 30 40 50 60
n o o f re sp o n d e n ts

50
 TABLE NO 4.9

TABLE SHOWING WHETHER TRAINING HELPED IN REDUCING WORK

STRESS OR NOT.

Sl Particulars no of respondents %
1 Yes 41 41
2 No 59 59
Total 100 100

Source: Primary data

Inference:

41% of people say that training helps them in reducing stress whereas

59% of people say that it does not help in reducing stress.

51
 CHART NO 4.9

CHART SHOWING WEATHER TRAINING HELPED IN REDUCING WORK

STRESS OR NOT.

59

60

50 41

40
no of
30
re sponde nts
20

10

0
y es no
pa rticula rs

52
 TABLE NO 4.10

TABLE SHOWING NUMBER OF TRAINING PROGRAMS EXPERIENCED IN A

YEAR

Sl Particulars no of respondents %
1 None 54 54
2 One 34 34
3 Two 10 10
4 Above3 2 2
Total 100 100

Source: Primary data

Inference:

54% of people say that they have not experienced training program in a year

34%of people say that they have experienced training program once a year

10%of people say that they have experienced training program twice a year

2%0f people say that they have experienced training more than three times a year

53
 CHART NO 4.10

CHART SHOWING NUMBER OF TRAINING PROGRAMS EXPERIENCED IN A

YEAR

60

50

40
no of
30
r e sp o n d e n ts
20

10

0
none one tw o a b o ve 3
tr a i n i n g e x p e r i e n c e d

54
 TABLE NO 4.11

TABLE SHOWING WHETHER YOU ARE SATISFIED THE TRAINING

PROGRAM GIVEN BY THE COMPANY

Sl Particulars no of respondents %
1 Yes 84 84
2 No 16 16
Total 100 100

Source: Primary data

Inference:

84%of the respondents are satisfied with training program

16%of the respondents are not satisfied with training program

55
 CHART NO 4.11

CHART SHOWING WHETHER YOU ARE SATISFIED THE TRAINING

PROGRAM GIVEN BY THE COMPANY

84
90
80
70
60
no of 50
r e sp o n e n4 0ts
30 16
20
10
0
y es no
p a r ti c u l a r s

56
 TABLE NO 4.12

TABLE SHOWING WHETHER COMPANY IS PROVIDING FREQUENT

TRAINING PROGRAM

Sl Particulars no of respondents %
1 Yes 79 79
2 Always 9 9
3 not always 10 10
4 no 2 2
Total 100 100

Source: Primary data

Inference;

79%of the respondents say that company provides frequent training program

9%of the respondents say that company always frequent training program

10%of respondents say that company not providing training programs always

2%of respondents say that company is not providing training program

57
 CHART NO 4.12

CHART SHOWING WHETHER COMPANY IS PROWIDING FREQUENT

TRAINING PROGRAM

2
no

10
frequency of training

n o t a lw a y s
provided

a lw a y s 9

79
yes

0 10 20 30 40 50 60 70 80

n o o f re sp o n d e n ts

58
 TABLE NO 4.13

TABLE SHOWING TRAINING UNDER GONE BY THE EMPLOYEE

Sl Particulars no of respondents %
Internal
1 training 78 78
External
2 training 15 15
3 study tour 7 7
Total 100 100

Source: Primary data

Inference:

78%of respondents say that they have undergone internal training

15%of respondents say that they have undergone external training

7% of respondents say that they have undergone study tour to other factories

59
 CHART NO 4.13

CHART SHOWING TRAINING UNDERGONE BY THE EMPLOYEE

90
78
80
70
60
no of respondents

50
40
30
20 15
7
10
0
internal training ex ternal training s tudy tour
tra in in g u n d e rg o n e

60
 TABLE NO 4.14

TABLE SHOWING WHETHER TRAINING HELP IN COOPERATION BETWEEN

THE WORKERS

Sl Particulars no of respondents %
to a greater
1 extent 78 78
to some
2 extent 20 20
3 not at all 2 2
Total 100 100

Source: Primary data

Inference:

78%of respondents say that training had help toa greater extent in the co
operation between the workers

20%of respondents say that training had help to some extent in the co operation
between the workers

2% of respondents say that training had not at all helped in the co operation
between the workers

61
 CHART NO 4.14

CHART SHOWING WHETHER TRAINING HELP IN COOPERATION

BETWEEN THE WORKERS

78
80
70
60
50
no of
40
r e sp o n d e n ts
30 20
20
10 2
0
t o a g re a te r to s o m e e x te n t n o t a t a ll
e x te n t
c o -o p e ra tio n o f w o rk e rs

62
 TABLE NO 4.15

TABLE SHOWING WHETHER JOB ROTATION IS NECESSARY FOR

EMPLOYEES

Sl Particulars no of respondents %
1 Yes 74 74
2 Always 16 16
3 not always 5 5
4 no 5 5
Total 100 100

Source: Primary data

Inference

74% 0f the respondents say that they need job rotation

16% of respondents say that they need job rotation always

5% of the respondents say that there is no need of job rotaction

63
 CHART NO 4.15

CHART SHOWING WHETHER JOB ROTATION IS NECESSARY FOR

EMPLOYEES

80 74
70
60
50
no of
40
re sp o n d e n ts
30
20 16

10 5 5

0
y es alw ay s n o t a lw a y s no
jo b ro ta tio n

64
 TABLE NO 4.16

TABLE SHOWING WHETHER COMPANY CONDUCTS TRAINING SESSION

BEFORE STARTING A NEW PROJECT

Sl particulars no of respondents %
1 Yes 64 64
2 No 36 36
Total 100 100

Source: Primary data

Inference

64% 0f the respondents say that there are training section conducted before
starting a new project

34%of the respondents say that there is no training section conducted starting a
new project

65
 CHART NO 4.16

CHART SHOWING WHETHER COMPANY CONDUCTS TRAINING SESSION

BEFORE STARTING A NEW PROJECT

36

y es
no

64

66
 TABLE NO 4.17

TABLE SHOWING WHETHER COMPANY HELPS YOU IN PURSUING HIGHER

STUDIES

Sl particulars no of respondents %
1 Yes 76 76
2 No 24 24
Total 100 100

Source: Primary data

Inference;

76%of the responding say that company help them in pursuing their higher studies

24%of the responding say that company want help them in pursuing their higher
studies

67
 CHART NO 4.17

CHART SHOWING WHETHER COMPANY HELPS YOU IN PURSUING HIGHER

STUDIES

76
80
70
60
50
no of
40 24
re sp o n d e n ts
30
20
10
0
y es no
p a rticu la rs

68
 TABLE NO 4.18

TABLE SHOWING WHETHER TRAINING SHOULD BE COMPULSORY OR

NOT

Sl Particulars no of respondents %
1 Yes 86 86
2 No 14 14
Total 100 100

Source: Primary data

Inference;

86%of the respondents says that training should be made company for all

14%of the respondents says that training should not be made compulsory for all

69
 CHART NO 4.18

CHART SHOWING WHETHER TRAINING SHOULD BE COMPULSORY OR

NOT

90
80
70
60
no of 50 86
re sp o n d e n4 ts
0
30
20
10 14
0
y es no
p a rti c u la rs

70
 5.1 FINDINGS

 53% of the employees are aged between 41-50, 46% of the employees are
aged above 50, whereas the remaining 1% of employees are below 40
years

 98% of employees are male and remaining 2% are female.

 1%percentage of the employees are having below 5 years experience, 4%

of the employees are 5 -15 years experienced, 53% of the employees are
15-25 years and remaining 42% of the employees are working for 25 years
and above.

 It is seen that salary of most of the employees lie between Rs5000-

Rs10000 33% of employees salary lie betweenRs10000-Rs15000. An 6%
salary lie above Rs15000.

 46% of employees say that the company has given them training program
whereas 54% say that the company has not given training programs.

 46% of the employees says that training helps in increasing their

performance whereas 54% say that it does not.

71
 46% of the employees says that training helps in maintaining good
relationship whereas 54% say it does not help them.

 45% of employees say that there is need of supervision of trained

employees while 55% employees say that there is no need.

 41% of the employees say that training helped in reducing stress while 59%
say it does not

 Majority of the employees say that they have not experienced training
program in a year, 34% say that they have experienced once a year
whereas only 2% of employees have experienced more than 3 times a
year.

 84 % of employees say that they are satisfied with the training program
company has given them.

 Majority of the employees say that company is providing them frequent

training program.

 78% of employees say that they have undergone internal training, 15% say
that they have undergone external training, whereas 7% say that they have
undergone study tours

 Majority of the employees say that training has helped in cooperation

between the workers.

 Majority of the employees say that job rotation is necessary for employees.

 64% of employees say that there is training given before a new project
whereas 36% say that no training is given.

 Majority of employees say that company helps them on pursuing higher

education.
72
 Majority of employees say that training is compulsory for all.

5.2 SUGGESTIONS

 Training should be conducted regularly

 Training should be conducted department wise regularly

 Training should be conducted regularly on the introduction of new process

 There should be a proper schedule for training program

 The trainers should make the employees to attend the program regularly

 Training should be conducted more effectively.

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 5.3 CONCLUSION

The study has concentrated on the effectiveness of training and

development in AAVIN, The study has been conducted only for the employees
who have work experience above six months.

Training is a part of learning which essentially improves job knowledge,

skills and attitudes in a person and is concerned with work life of human beings.
The manpower service Commission’s Glossary of training terms (1981)
defines training as a planned process to modify attitude, knowledge or skill through
learning experience to achieve effective performance in the activity or range of
activities.
Effective implementation of this suggestion of this study will enhance the
process of increases the productivity by adopting the following suggestions given
by the employees.

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