1.

EXECUTIVE SUMMARY
In

India, Training as an activity has been going on a distinct field

with its own rules, structure and budgets. But it is still Young. This field
is however expanding fast but controversy seems to envelop costs of
training.
No man is perfect. There is always something lacking in
every man, which he tries to learn and in the process gain Knowledge.
Learning is a continuous process, which is never ending. Learning to
achieve perfection in oneself has been a long existing quest. Individual
learning for ones personal growth is a well-Known fact. This aspect has
extended to the organizations also where the employees are trained as per
the organizational needs and requirements. Organizations and individuals
should develop and progress simultaneously for their survival and
attainment of mutual goals.
Training is one of the most important interventions for
developing

human

resources.

Hence,

identification

of

training

competency profile in terms of vision, mission of the company would be

the strategic point of the Training and development strategy of the
company. Virtually every employee, from the clerk to President of the
company gets some Training when he joins the firm. Employees are
coached and instructed by Skill-co-workers by supervisors, by special
training instructors, they learn the job by observation and practice as well
as occasionally handling it.

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Training is a more systematic way of learning things and these

things are done they tend to be done differently and effectively .After
giving the training to the employees the organization will benefit in
return.
Nowadays training is of utmost importance because no
organization can get a candidate who exactly matches with the job and
the organizational requirements. Hence, it becomes important to develop
the employee and make him suitable to the job. Further, technological
changes, automation, require updating the skills and Knowledge and this
in turn requires training.
Providing training to the employees is not the end task. It is
equally important to evaluate the effectiveness of the training programme.
The most common reason for evaluating training is to provide quality
control over the design and delivery of training activities. Feedback to
trainers about the effectiveness of particular activities and the extent to
which objectives are being met will help in the development of the
programme being run and in the planning of future ones. The necessary
information required for this: Some details about the effectiveness of each learning situation
and the extent to which it was suitable for the purpose.
Before and after measure of levels of knowledge, Skills, attitudes
or behavior.

Some description of those for whom the activities were of most

and of least benefit (to define the target population more closely).
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 An assessment of the extent to which the objective set for the

programme (by the designers, the participants, the line mangers and the
organization) has been met. These objectives may be set at individual,
team, and departmental or organizational level.
Feedback evaluation will be of most benefit during the
pilot stage of a new programme or when new activities are being
introduced into older programmes. It may also be necessary if the target
population of trainees

changes. At T.T. Minerals, it is believed that

training is the most important technique of human resource development.

According to them the importance of human resource management to a
large extent depends on human resource development.

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2. INTRODUCTION
Indian industry is waking up to the challenges thrown in by
market economy. To survive in this highly competitive scenario,
managers are being pressurized to improve quality, increase productivity,
cut down waste and eliminate inefficiency. The collective efforts of the
employer and the employee assume relevance in this context .And this is
where human resource management can play crucial role.
Human

Resource

Management

(H.R.M)

is

management function that helps managers recruit, select, train and

develop members for an organization. Obviously, HRM is concerned with
the peoples dimension in organization. Since every organization is made
up of people, acquiring their services, developing their skills, motivating
them to higher levels of performance and ensuring that they continue
organizational objectives. This is true regardless of the type of
organization Government, Business, education, health or recreation.
Thus, HRM refers to a set of programmes, functions &
activities designed and carried out in order to maximize both employee as
well as organizational effectiveness.
2.1 SCOPE OF HRM
The scope of HRM is indeed vast .All major activities in the working
life of a worker- from the time of his or her entry into an organization
until he or she leaves-come under the purview of HRM. Specifically the
activities included are HR Planning ,job analysis and design,
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recruitment and selection , orientation and placement , training and

development, performance appraisal and job evaluation , employee and
executive remuneration, motivation and communication, welfare , safety
and health, industrial relations (IR) and the like.

2.2 OBJECTIVES OF HRM

The primary objective of HRM is to ensure the availability of
competent and willing workforce to an organization .Beyond this, there
are other four fold objectives Societal, organizational, functional and
personal.
Societal objectives: - To be ethically and socially responsible to the
needs and challenges of the society while minimizing the negative impact
of such demands upon the organization.
Organizational objectives:

To recognize the role of HRM in

bringing about organizational effectiveness. HRM is only a means to

assist the organization with its objectives.
Personal objectives:

To assist employees in achieving their

personal goals enhance the individuals contribution to the organization.

Personal objectives of employees must be met if workers are to be
maintained, retained and motivated .Otherwise, employee performance
and satisfaction may decline and employees may leave the organization.

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2.3 INDUSTRY PROFILE

A brief history of bottled water
As early as the mid-20th century, worldwide production had
already climbed to several hundred million bottles per year - and
remembers, this was way before the existence of the plastic container!
That came in 1968 when Vittel (yes, them again) introduced the first
plastic bottle, utilizing a successful gimmick. Basically, they marketed
spring water as the Viagra of its time. It wasn't until the '80s that bottled
water really took off though. Along with Duran Duran and MTV, in the
middle of that glorious decade came polyethylene terephthalate (PET) a
revolutionary new plastic that is still in use today. Recyclable, resistant to
moisture and a good insulator, PET was also lighter and stronger than
older forms of plastic. It proved the hit water bottlers had been looking
for. Nestl, of course, finishes its story with a happy ending straight out
of Hollywood mythology.
In 2002, 126 billion litres of bottled water were consumed
worldwide and consumers lived happily ever after. The industry has
grown at an astonishing rate of nine percent per year since 1997. It is now
the fastest growing segment of the beverage industry .So is all this true,
or is Nestl trying to pull the wool over our eyes by implying that the
invention of bottled water was all an innocent and nave process, that
there was no intentional hoodwinking involved? Is it really not the sordid
tail of consumer manipulation you would assume it was? Well, yes and
no. While no one can deny that drinking water has health benefits, and so

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conversely the abundance of bottled water can only mean that people are
more health conscious, is there not some sort of giant conspiracy going
on here? Case in point, water used to cost nothing. Now, many people
won't even drink tap water.
Some people even refuse to drink natural spring water, in favour of
the bottled stuff. What gives? Like anything else, just follow the money.
Someone figured out that if 50 people buy a bottle of water every day that
comes out to roughly $13,000 per year. A few quick calculations and you
find that the bottled water industry is easily worth almost $200 billion a
year. And that's the way the water flows.
In general, the global bottled water industry has become very
profitable in the past ten years. Huge multinational companies currently
make billions of dollars on water they simply extract from the ground,
slap a label on and sell at competitive prices. Examples of these
companies includ: Aquafina (Pepsi), Dasani (Coke), Perrier (Nestle),
Evian, and Fiji Water among hundreds of others. A short list of bottled
water companies within the U.S. can be found at Bottled Water Web and a
list of Canadian bottled water producers can be located at Canadian
Bottled Water Association.

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What is Drinking Water?

Drinking Water is according to the FDA water that does not have any
added sweeteners or additives (other than flavors, extracts or essences). It
must not contain calories and must be sugar-free. Any flavors or extracts
that are added to the water must be less than 1% of the final product. If it
is more than 1% then the beverage is no longer considered drinking
water, but is considered a "soft drink".
What is Fluoridated Water?
Mineral Water is water that contains no less than 250 parts per million of
dissolved solids. This water is different from other bottled water by its
constant level and proportions of mineral and other trace elements at the
point of its emergence from source. For water to be considered mineral
water, no minerals can be added to the product. If the total dissolved
solids is below 500 parts per million or it is greater than 1,500 parts per
million, then the statement "low mineral content" or "high mineral
content" must appear on the label. It should be noted that this is different
than the European definition. In Europe all Natural Spring Waters with
dissolved solids of 0 to 500 mg/liter are considered Mineral Water with
Low Mineral Content.
What is Mineral Water?
Bottled water containing not less than 250 parts per million total
dissolved solids may be labelled as mineral water. Mineral water is
distinguished from other types of bottled water by its constant level and
relative proportions of mineral and trace elements at the point of
emergence from the source. No minerals can be added to this product. If
the total dissolved solids (TDS) content of mineral water is below 500
ppm, or it is greater than 1,500 ppm, the statement "low mineral content"
or "high mineral content," respectively, must appear on the principal
display panel. If the TDS of mineral water is between 500 and 1,500 ppm,
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no additional statements are needed. Note: this contrasts to the European

definition, where all natural Spring Waters with a TDS of 0 to 500
mg/liter are considered Mineral with Low Mineral Content (or just
mineral waters).

Bottled Water Consumption

Bottled water consumption has grown exponentially over the past ten to
fifteen years. This growth has taken place globally, but particularly in
Europe and North America. The bottled water industry has literally
created its own water culture. For example, when one enters a gas station,
grocery store or a restaurant in any country of the world, one is bound to
find at least a few different brands of bottled water. Bottled water is
somewhat less likely to be found in developing countries, where public
water is least safe to drink. Many government programs regularly
disperse bottled water for various reasons. Distributing small bottles of
water is much easier than distributing large bulk storages of water. Also
contamination from large water storage containers is much more likely
than from single 12-20 ounce bottles of water.
Many countries have become very oriented toward bottled water.
According to a 2001 World Wildlife Fund survey, individuals around the
globe consume some 89 billion liters of bottle water annually, worth
roughly $22 million. Citizens of the U.S. alone consume about 13 billions
liters of bottled water. A 2000 report conducted by Yankelovich Partneers
of the Rockefeller University discovered that 2.3 eight-ounce servings of
the total 6.1 servings of water that are consumed daily are bottled water in
the U.S. Bottled Water Consumption. So which areas of our world are
consuming the largest amounts of bottle water? Splash's website provides
a wealth of knowledge regarding who, what type, regulations and an
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overview of the market. Below is a graph of 1999 Bottled Water

Consumption in liters per person, courtesy of Splash's Freshwater
Newsletter. Surprisingly, Western Europe consumes almost 50% of the
world's bottled water. Many claim that this is due to European culture,
since the continent has had very polluted waters due to agriculture and
industry dating back to the Industrial Revolution.

The chart showing consumption of water in different regions

The above graph states that roughly 59% of bottled water that is
consumed is purified, while the 41% is spring or mineral water. Most
bottled water (about 75%) originates from protected sources such as
underground aquifers and springs. Increases in bottled water consumption
is also a major issue. Below is a graph that explores the increase from
1999-2001 for eight different regions globally.

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Graph compliments of World Wildlife Survey

Health Benefits and Drawbacks

Although there are relatively few regulations on what bottled water can
contain, people have very differing opinions on possible benefits and
drawbacks of bottled water. Currently there are multiple studies showing
numerous bottled water brands containing harmful substances. According
to a four-year scientific study by the Natural Resources Defense Council,
over a third of the tested brands contain contaminants such as arsenic and
carcinogenic

compounds.

This

study

of

103

different

brands

encompassing over 1,000 bottles showed that one-third of the water in

these bottles exceeded state or industry safety standards.
An earlier study by Ohio State University (found at Common Dreams
News Center) found that 39 out of 57 bottled water samples did indeed
have "purer" water than tap water. However, 15 samples had significantly
high bacteria samples. The scientists agreed that all of the water was safe
to drink, but the study clearly showed how claims of bottled water purity
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can be misleading. While one can evaluate the chemical contents of

water, most consumers choose bottled water for its taste. A large majority
of bottled water consumers drink bottled water because they believe it has
better health benefits, and many consume such large quantities due to its
taste. Globally most people associate bottled water with tasting better.
However, when Good Morning America conducted a taste test of its
studio audience, New York City tap water was chosen as the heavy
favorite over the oxygenated water 02, Poland Spring and Evian
(Environmental News Network).
Some global agencies such as the World Health Organization have neutral
feelings regarding possible health benefits or drawbacks from the
consumption of bottled water. On WHO's website they claim that many
European consumers believe that natural mineral waters have medicinal
or other health properties. WHO respects these beliefs, but has been
unable to find convincing evidence to support the mineral water
consumption benefits. There have been few quality studies regarding
health effects of drinking bottled water. Many researchers believe that the
benefits of bottled water are based mainly on a common ideology.

Public Opinion and Acceptance

Globally almost every country is accepting the "bottled water
culture." Millions of people get parts or all of their daily water values
from bottled water. A study done by Green Nature suggests that over half
of Americans drink bottled water, spending 240-10,000 times more than
tap water. At the University of Wisconsin-Eau Claire, where I attend
college, the "bottled water culture" definitely is in full swing. One cannot
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glance at a random student or faculty member book bag without finding a

bottle of water stowed inside. Drinking bottled water is essentially a part
of our culture today. We can look at any local, national or international
sporting event and see the prevalence of bottled water. Apparently regular
tap water in a bottle or cup has slowly begun to be looked down upon.
Although many individuals will carry a reusable water bottle such as a
Nalgene, most bottled water containers are thrown away after just one
use. This may be due to the convenience of bottled water, as it is almost
more readily available than tap water.
David Ozonoff, of the Environmental Health Department at Boston
University, claims that the bottled water versus tap water debate boils
down to a mentality issue. He states, " I think the problem today is that
turning on your tap is an act of faith, and I'm not sure that that act of faith
is particularly well-placed." If you drink from the tap, there are several
recent studies you should know about because they may change the way
you think about your water.
I grew up in Central Wisconsin surrounded by very high quality
groundwater. With small creeks and a Class A trout stream running
through my familys property, I always felt safe drinking the surface
water. I have been raised on high-quality tap water from underground
aquifers and test after test has proven our water is safe for consumption. I
do understand why more urban residents are more prone to drinking
bottled water, but I do agree with Mr. Ozonoff that it is largely a
mentality issue. After traveling extensively in over 15 countries in Asia
and Europe, drinking water from a tap or bottle is essentially the same
thing. I believe many people just view "regular" tap water as not having
the best taste or question its source. In reality however, all water flows

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regularly threw the hydrologic cycle in only a short number of years, so

source has very little bearing after the purification processes. See the
related link How Groundwater Works for more information.

Targeted Areas for Bottling Operations

Corporations primarily target just a few areas to implement new
bottling facilities. Each country varies where they allow new facilities to
be located. In general most communities fight against corporations taking
over local springs and over pumping of groundwater, according to
Alliance for Democracy. Huge companies seek this water to fuel the
demand for bottled water because regular tap water or municipal water is
deemed poor quality. The corporations then make huge profits on water
they paid nothing or very little for from Mother Nature.
Some countries and concerned citizens are bringing water bottling plants
to a halt. According to Ratna Bhushan of the Hindu Business Line, in
New Delhi, India the Bureau of Indian Standards (BIS) has clamped
down on some of the water bottling companies within their region. BIS
shut down the production of over 200 bottling plants in India in early
2004 because the plants did not submit test reports or had unsatisfactory
performance. Some of these plants included Bisleri, Coca-Cola's Kinly
and Kingfisher.
Hiroshi and Arlene Kanno have had similar battles with trying to prevent
Perrier from building a plant that would pump 500 gallons a minute from
the Town of Newport in central Wisconsin. The Concerned Citizens of
Newport won the battle even after the company tried to bribe the

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community, hired lobbyists to further its plans, and even had the support
of the governor. These two examples are just mere glimpses of what
companies will try to make millions from having a new bottling plant put
into operation. Perrier moved its bottling plans to Michigan, where it was
defeated in 2003

Global Bottled Water Companies

Worldwide there are thousands of companies bottling water for profit.
Many of these corporations have grown exponentially. Almost all of these
corporations make phenomenal amounts of money on a resource they pay
very little for. I believe it a shame that we have quantified water in so
many areas of the world. One only has to look at industry leaders such as
Thames Water, Perrier, Vivendi, Suez, Pepsi and Coca-Cola to see how
their profit margins have been on a steady increase over the last decade,
in their bottled water divisions. Bottled water companies fight not only
concerned citizens within local areas, but also fight each other in hopes of
being the first to establish their own bottling plants.
German energy conglomerate RWE and French transnational Vivendi
currently are the two largest water corporations globally. These giants
control almost 40% of the existing water market shares as they are ranked
51st and 53rd among Fortune's Global 500 List. Vivendi alone operates in
over 100 countries while the third largest bottling water giant, Suez,
operates in more than 130 countries. Suez and Vivendi combined annual
revenues push $70 billion. (Public Citizen)

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Global bottled water companies have been criticized for their methods.
For example, in Massachusetts and New Hampshire, after American
Water Works had been sold to German based RWE, the managers of
Nashua's water company Pennichuck decided to post the local company
for sale. Then in April 2004, Pennichuck announced that it had received a
$106 million purchase offer from Philadelphia Suburban. This company
is the second largest investor-owned water utility in the United States.
Not surprisingly Vivendi, the huge French conglomerate and one of the
world's leading bottled water producers, owned 17% of Philadelphia
Suburban. Now the citizens of the greater area of Nashua, New
Hampshire are extremely concerned with who will own their public water
supply. See American Friends Service Committee for more information
on this and other related stories. This example just goes to show how
these huge multimillionaire global bottled water corporations will try and
get into any place of the water market to further extend their economic
domination.

Kingfisher in the context

The kingfisher Company was the largest bottle water manufacturer
in the country. Kingfisher has 10 manufacturing units spread across
different locations. Kingfisher packaged drinking Water had got 40
contract packers in various cities.
The origin of Kingfisher in India the brand owes is named its
founder Mr.Vital Malya an Indian entrepreneur. He first brought the idea
of selling water in India. In1957, kingfisher set up a plant in Bangalore
for bottling and marketing actual mineral water, which did not quite
worked. By 1959 Kingfisher wanted to exit the company.
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Being a returnable package owing to various other problems such

as breakage and weight, in 1962-63, Kingfisher was made available in
PVC (Poly Vinyl Chloride) bottles. After this plastic packaging was
introduced, things started to change, and sales increased rapidly.

The Indian packaged drinking water market is worth Rs.1500

Crores and it is growing at the rate of 30- 70% a year. In the last one
year, the world largest colour water companies Coco Cola and Pepsi have
made in road into a market previously dominated by Mr. Mallya Brothers.
In March 2000, Pepsi, Aquafina had negligible presence in the
market, Coke Kinley was yet to be launched and Ramesh Chauhans
Bisleri and Prakash Chauhans Bailley accounted Three out of every Four
bottle of water sold. A year later, in March 2001 Kinley had a 20% share
of the market, Aquafina 14% and share of King Fisher had come down to
10%.

By June 2001, number provided by the companies to Business

Today indicates that it had come down to 7%. Not only Coke and Pepsi
the worlds largest water player Danone and Nestle have a presence in the
Indian market too.

In March 2003, Kinley had a 30% share of the

market, Aquafina 16% and share of Bisleri had come down to 30%,
Bailley 10% and other local brands like Cauvery, Ganga Crystal had 10%.
The following figures showing the declining market share due to impact
of Coke and Pepsi in the Indian water market.
At present, coke having 8 bottling plants, by the end of 2007 the
company would have doubled number of water bottling plant to 16.
Kinley boosted a market share of 19% in June 2001.

It already

contributes 5% to Cokes revenue in India and available in 5 Lakhs retail

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outlet across the country. The company expects to invest Rs.70 75

Crores in its water business in the next three years. Pepsi would have
added 7 Crores, a 5% share of the market and contributing
revenue in the country.

7% Pepsi

It is having 2,50,000 retail outlets and the

company will invest Rs.80-100 Crores in its water business in the next
three years.

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2.4 COMPANY PROFILE

This section deals with the nature of the Company and its area,
departments. It also includes a study about the organization. It also
includes brief introduction about the Company.
The King Fisher, United Breweries Company is one of the best
companies today. It offers many products like bear, packaged drinking
water and also it is offering its new airline services. The Company has
given the rights of its brand name to T.T minerals for manufacture of
King Fisher packaged drinking water and the company profile is limited
to T.T Minerals. King fisher has 10 manufacturing units spread across
different locations.
Origin of kingfisher
Mr. Vittal Malya an Indian Entrepreneur, he bought the idea of
selling bottled water in India. King Fisher planned to set up a plant in
Bangalore for bottling and marketing the drinking water, which did not
quite worked. Later King Fisher wanted to exit the Company, but later
things started to change and it gave its brand rights to company called T.T
Minerals which is the only company in Karnataka for manufacturing
King Fisher packaged drinking water. The bottling and marketing plant in
Bangalore was set up with work force.
. Distribution muscle of T.T Minerals
Distribution plays a crucial role in successful marketing of the
bottled water. The consumer has the tendency of picking up whatever is

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conveniently available. T.T Minerals has indeed a strong distribution

network. The company is presently using distribution channel which
involves;
Distribution muscle of T.T Minerals

Manufacturer

Distributor

Retailer

Consumer

As we already know that the distribution is the key factor, and the
consumer tends to pick up whatever is conveniently available and is
pushed by the retailer. Therefore, a lot depends on the availability of the
product and the profit margin given to the retailers. Thus, T.T Minerals
introduces attractive schemes for One Litre, 2 Litre and 20 Litre can. The
T.T Minerals Company has got 40 distributors in various areas in
Bangalore.

Through distributors the company tries to distribute its

product and increase the sales as well as acquire the market. From the
production unit, the stock is transferred to the warehouse, which is known
as crystal marketing and operates distribution function by using their
vehicles. A salesman and one delivery boy accompany each vehicle.
They visit daily according the requirement of the market.

The company King Fisher provides variety of services to the customers to

attain maximum satisfaction. They also deal with other services like
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Airline services, beverages etc. but since i am doing my project in T. T.

Minerals the information has been restricted. The kingfisher as given its
brand rights to T.T.Minerals for the manufacture of the packaged drinking
water and the marketing rights to Ice Berg Foods Ltd. The varieties of
packaged water is available but in them 20 litre is said to provide more
profit since it is re-usable. The cost of the jar is Rs.120, 1 litre bottle costs
around Rs.5.75, 2 litre costs Rs.6.30. 200 ml is specially manufactured
for the purpose of Airlines and not sold any where.
PACKAGED DRINKING WATER WITH QUANTITY AND THEIR
PRICES

Quantity

Prices (in Rs.)

200 ml

3-50

500 ml

8-00

1 Ltrs

13-00

2 Ltrs

20-00

5 Ltrs

35-00

20 Ltrs

60-00

Procedure involved in product manufacture.

1. The water from the bore well is passed through sand filters to remove
sediments and dust particles.
2. Then water is made to pass through activated carbon filters which has
highly porous bituminous coal carbon for the removal of tastes, odour,
chlorine, colour and other organic materials from water.

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3. Then this water is made to pass through uv sterilization. Further the

water is passed through micron filters for more filtration.
4. Then finally this water is treated with ozonisation which is an
oxidation agent which is easily soluble in water and eliminates
completely the micro organisms.
5. The main purpose of the above step is to increase the life of the water.
After this chlorination and reverse osmosis is done. At last the treated
water is bottled and marketed.
Kingfisher is a Indian standard company which works for the satisfaction
of the customers. The service provided is good and they take required
precautions to meet their customers.
The product certification is as follows- BIS operates a product certification scheme
under which licences are granted to manufacturers who wish to claim conformity of
these products to relevant Indian Standards. It enables manufacturers to use the
Standard Mark (popularly known as ISI Mark) under BIS Act . The scheme was
voluntary in nature and aimed at providing third party assurance to the customer but
after the Union Ministry of Health and Family Welfare issued a Notification No. 759
(E) an amendment to the Prevention of Food Adulteration Rules 1954, the BIS
certification Mark has become mandatory for packaged drinking water. Separate
standards have been formulated for packaged drinking water (IS 14543: 98) and for
packaged natural mineral water (IS 13428:98). These standards give parameters to be
tested and the requirements to be met in respective category of packaged water.
According to the standards the manufacturers should see that the total pesticide
residue is not more than 0.0005mg/l.

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Production statement from 22-04-06 to 21-04-07

SL NO.

YEAR

MONTH

LTRS

2006

April

168150

2006

May

522750

2006

June

487100

2006

July

546140

2006

August

607950

2006

September

759750

2006

October

612950

2006

November

681450

2006

December

700600

10

2007

January

757050

11

2007

February

750150

12

2007

March

846580

13

2007

April

722050

TOTAL

8162670

(Calculation 8162670 ltrs equal to 8163 units and marking fees will
be obtained on the basis of RG 1 register

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3. DESIGN OF THE STUDY

The Design of the Study is the conceptual within which research/
study is conducted. It constitutes the blue print for the collection,
measurement and analysis of data.
3.1 TITLE OF THE STUDY
A Research on Effectiveness of Training & Development
Programmes at T. T. Minerals Pvt. Ltd.
3.2 BACKGROUND OF THE STUDY
Many training programs today are aimed at educating employees
about the firms most cherished values and ( it is hoped) convincing
employees that these should be their values as well.
A training program should be established only when it is felt that it
would assist in the solution of specific operational problems. The most
important step in the first place is to make a through analysis of the entire
organization, its operations and man power resources available in order
to find out the trouble spot where training may be needed.
3.3 STATEMENT OF THE PROBLEM
Management development is aimed at preparing employees for
future jobs with the organization or at solving organization wide
problems concerning, Acquiring or sharpening capabilities required
performing various tasks and functions associated with their present or

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expected future roles. The motive behind this study is to understand and
learn the impact of training and development programmes on the
employees of T .T. Minerals Pvt. Ltd. Hence the study is under taken up
to measure effectiveness of Training & Development at Executive and
Non- executive level at SSS, Pvt Ltd Bangalore. Training cannot be
measured directly but change in attitude and behavior that occurs as a
result of Training. So employee assessment should be done after Training
session by the management, to know the effectiveness of Training given
to the employee.
3.4 OBJECTIVES OF THE STUDY
To know and evaluate the skills of the employees required to
perform his/ her job or operate a machine.
To study the various training programmes organized by the
company.
To understand the programmes and their impact on the employees
of T .T. Minerals Pvt. Ltd
To analyze the views and opinions of the employees regarding the
programmes provided at T .T. Minerals Pvt. Ltd.
To find out the satisfaction levels of the employees.

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3.5 SCOPE OF THE STUDY

The study is conducted on the employees in T .T. Minerals Pvt. Ltd
Bangalore.
The study will help the organization;
To

Know the present condition of the Training & Development

programmes .
To know the expectations of the employees towards Training and
Development programmes.
To know the willingness of the employees towards Training and
development programmes.

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4. OPERATIONAL DEFINITIONS AND CONCEPTS

4.1 INTRODUCTION:
Successful candidates placed on the 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 training. Supervisors, managers and executives also need to be
developed in order to enable them to grow and acquire maturity of
thought and action .Training & Development constitute an ongoing
process in any organization.
In simple terms, Training & Development refer to the imparting of
specific skills and abilities and knowledge to an employee. Thus, it is an
attempt to improve current or future employee performance by increasing
an employees attitude or increasing his or her skills and knowledge. The
need for Training and Development is determined by the employees
performance deficiency, computed as follows:
Training and Development need = Standard Performance
Actual Performance
The term learning experience prefers to purposeful or intentional
learning not incidental learning. Training and Development is one of the
tools of HRD. Organization and individual should develop and progress
simultaneously for their survival and attainment of mutual goals. So

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every modern management has to develop the organization through

Human resources development. Employee training and Management
development are the important sub-systems of Human resource
development.
Employee Training:Employee training is a specialized function and is one of the
fundamental operative functions for Human resources Management. After
an employee is selected, placed and introduced he or she must be
provided with training facilities. Training is the act of increasing the
Knowledge and Skill of an employee for doing a particular job. Training
is a short-term educational process and utilizing a systematic and
organized procedure by which employees learn technical knowledge and
skills for a definite purpose.
Management Development:
Management Development is systematic process of growth and
development by which the managers develop their abilities to manage.
So it is the result of not only participation in formal courses of instruction
but also actual job experience. It is concerned with improving the
performance of the managers by giving them opportunities for growth
and development.
Employee Training is distinct from management development
or executive development. While the former

refers to training given to

employees in the areas of operations, technical and allied areas, the latter

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refers to developing an employee in the areas of principles and techniques

of management, administration, organization and allied areas.
4.2 ASSESSMENT OF TRAINING NEEDS
Training needs are identified on the basis of organizational analysis
and manpower analysis. Training programme, training methods are
course content are to be planned on the basis of training needs. Training
needs are those aspects necessary to perform the job in an organization in
which employee is lacking attitude or aptitude, knowledge and skill.
Benefits of Needs Assessment.
Needs Assessment help diagnose the causes of performance
deficiency in employees? Causes require remedial actions. There are
certain specific benefits of needs assessment. They are:
Trainers may be informed about the broader needs of the training
group and their sponsoring organizations.
The sponsoring organizations are able to reduce the perception
gap between the participant and his or her boss about their needs and
expectations from the training programme.
Trainers are able to pitch their course inputs closer to the specific

needs of the participants.

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4.3 NEEDS ASSESSMENT METHODS

The following methods are useful for needs assessment. They are
organizational level needs assessment and individual level needs
assessment.
Group or Organizational Analysis

Organizational goals and objectives

Personal / skill inventories

Organizational climate indices

Efficiency indices

Exit interviews

MBO or work planning systems

Quality circle

Customer survey or satisfaction data

Consideration of current and projected changes

Individual analysis

Performance appraisal

Work sampling

Interviews

Questionnaires

Attitude survey

Training process

Rating scales

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4.4 IMPORTANCE OF TRAINING & DEVELOPMENT

Training & Development programmes, as was pointed our earlier,
help remove performance deficiencies in employees. This is true when,

The deficiency is caused by a lack of ability rather than a

lack motivation to perform

The individuals involved have the aptitude and motivation

needed to learn to do the job better ,and

Supervisors and peers are supportive of the desired

behaviors.
Employee becomes efficient after undergoing training .Efficient
employees contribute to the organization. Growth renders stability to the
workforce.

Further

trained

employees

tend

to

stay

with

the

organization .They seldom leave the company thereby decreasing

employee turnover.
4.5 OBJECTIVES OF TRAINING

To prepare the employee, both new and old to meet the

present as well as changing requirements of the job and organization.

To improve the obsolescence.

To provide the basic knowledge and skills to the new

entrants.

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To prepare employees for higher level of tasks.

To assist the employees to function more effectively in their

present position by making them aware of the latest concepts, information

and techniques and developing skills they will need in their particular
fields.

To develop the potentialities or people for the next job.

To ensure smooth and efficient working of a department.

To ensure economical output of required quality.

4.6 METHODS OF TRAINING

A Multitude of methods of training are used to train employees. The
most commonly used methods are:o On the- job training
o Off the job training

ON THE- JOB TRAINING

Majority of industrial training is of the on the job training type.
OJT is conducted at the work site and in the context of the job. Often, it is
informal, as when an experienced worker shows a trainee how to perform
the job tasks.
OJT has advantages. It is the most effective method as the trainee
learns by experience, making him highly competent. Further, the method
is least expensive since no formal training is organized. The trainee is
highly motivated to learn since he or she is aware of the fact that his or
her success on the job depends on the training received. Finally, the

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training is free from an artificial situation of a classroom. This contributes

to the effectiveness of the programmme.
OJT suffers from certain demerits as well. The experienced
employee may lack expertise or inclination to train the juniors. The
training programme itself is not systematically organized. In addition, a
poorly conducted OJT programme is likely to create safety hazards, result
in damaged products or materials, and bring unnecessary stress to the
trainees.
This method consists of:
oJob instruction training
oApprentice training
oJob rotation
oCoaching
Job Instruction
This method is also known as training through step-by-step. Under
this method, the trainer explains to the trainee the way of doing the job,
job knowledge and skills and allows him to do the job.
Apprenticeship
Apprenticeship is formal programs used to teach various skilled
trades. Typically, the trainee receives both classroom instruction and
supervision from experienced employees on the job.
The original purposes of apprenticeship training
programs were formulated in 1937, by the National Apprenticeship Act,

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which created the Federal Bureau of Apprenticeship and training (BAT)

as part of Department of labor.

Job Rotation
This type of training involves the movement of the trainee from one
job to another. The trainee receives job knowledge and gains experience
from the supervisor or trainer in each of the different job assignments.
Coaching
The trainee is placed under a particular supervisor who functions as
a coach in training the individual. The supervisor provides feedback to
the trainee on his performance and offers him some suggestions for
improvement.
Apprenticeship:
OFF-THE JOB TRAINING
Off-the Job training simply means the training is not a everyday
job activity. The actual location may be in the company classrooms or in
place, which are owned by the company, or in universities, or
associations, which have no connection with the company. Under this
method of training, the trainee is separated from the situation and his
attention is focused upon learning the material related to his future job
performance. The trainee is not distracted the job requirements, he can
place his entire concentration on learning the job rather than spending his
time in performing it. Off- the- Job training methods are as follows:

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This method consists of:

Lectures.

Conferences

Case studies

Role play

T-group training

Programme instruction.

Lecture Method
Lectures are regarded as one of the simplest way of imparting
knowledge to the trainees, especially when facts, concepts or principles,
attitudes, theories and problem solving abilities are to be taught. Lectures
are formal organized talks by the training specialties, the formal superior
or other individual specific topics. This method used to give training for
every large groups which are to be trained within a short time, thus
reducing the cost for training.
Conference Method
In this method the participating individuals confer to discuss
points of common interest of each other. A conference is basic to most
participative group-centered methods of development. It is a formal
meeting, conducted in accordance with an organized plan.
Case studies

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The case study method which is popularized by the Harvard

Business School USA is one of common form of training to the
employees. In this method instructor describes the actual situations or
problems of a specific concern and the participants are encouraged to
taken part in the objective discussion of the problem. This method
increases the trainees power of observation and also his analytical ability.
Role-playing
Role-playing primarily involves employee-employer relationship.
Role playing is especially useful in providing new insight and in
presenting the trainees with opportunities to develop international skills.
T Group training
One of the significant methods of sensitivity training is the T group
training. T Groups lead to understanding of the self and contribute
towards organizational change and development through training in
attitudinal changes in the participants and creating better team work
Programmed Instructions
These instructions involve a sequence of steps, which are often
setup through the central panel of an electronic computer as guides in the
performance of a desired operation or series of operations.

4.7 SELECTION OF TRAINEES

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Although it is true that in selecting persons for training a

company generally gives primary consideration to its benefits and
secondary consideration to the benefits accruing to the individual, yet the
standards used for selecting training programme, participants should be
carefully demised and communicated widely throughout the organization.

4.8 HR POLICY OF T. T. MINERALS PVT. LTD. (Bangalore)

T. T. Minerals Pvt. Ltd. has adopted the CARES model as the
framework for development & administration of its HR policies,
strategies and systems.
As per the CARES model, an organization is healthy if it
possesses:
Customer Orientation: Organizations ability to understand
customers expectations develops high quality products and services,
establish competitive market positioning and brand preference. This
orientation will ensure a competitive advantage.
Achievement Orientation: Organizations ability to deliver its
promises

through

effective,

manpower

utilization,

goal

clarity,

empowerment, global performance standards, effective leadership and

team building processes. This orientation will ensure achievement of
financial performance, customer satisfaction and business growth.
Recognition Orientation: Organizations ability to retain
outstanding performers through effective performance appraisal, career
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growth, compensation, benefit, speak-up and suggestion systems. This

orientation will ensure retention of achievers.
Educational Orientation: Organizations ability to enhance
human capital through effective learning and management information
systems and a development culture.
Social Orientation: Organizations ability to enhance human
capital through effective public relation and corporate governance. This
orientation will ensure high reputation score for the organization.
In order to build the Five Health Orientations , the company has
outlined Sixteen Key Result Areas which include

Strategic Plan,

Customer satisfaction , Product Focus, Quality focus , Values / Vision ,

Financial Performance , Growth , Performance Appraisal , Retention,
Awards , Suggestion, Speak up , Career Growth / Compensation ,
Training , Information system & Statutory Compliance. Every Member
will be responsible for achieving goals in the concerned Key result areas
and thereby, contribute to the achievement of the organization Objectives.

4.9 TRAINING IN T. T. MINERALS PVT. LTD. (BANGALORE)

T. T. Minerals Pvt. Ltd. Follows a special pattern of training which
is effective for the organization as well as the individual. The forms and
types of employee training methods are inter-related. It is difficult if not
impossible, to say which of the methods or combination of methods are
more useful than the other. The industry provides both On the Job
training and Off- the Job training to its employees. The personnel and
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industrial relations are responsible for coordinating the training activities.

The employees are provided with all the facilities needed for the
programmes. Once the identifier finds out needs, informs the department
in charge , who in turn see the further requirement . The training
programmes are commonly used to train operative and supervisory
personnel. These programmes are classified on the Job training and
off- the Job training programmes.
4.10 TRAINING PROCEDURE
Every training procedure covers structural training activities for
all persons performing work , effecting product quality at all levels of
organization including trainees engaged for more than six months with
due attention given to customer specific requirements a well as to
continue achievement of quality objectives . Persons working less than
six months and under contracts are trained on the job itself before pulling
them on job by the supervisors and above; the record is put up on a card.
In- charge personnel and industrial relations is responsible for
coordinating the training activities. The following procedures are
involved in organizing a training programme at T. T. Minerals Pvt. Ltd.

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Training procedure

Determine the competency and analyze gap

Identify Training need

Plan and schedule the training

Conduct training

Conduct training

Evaluate effectiveness

Communicate to management
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Determine the Competency and Analyze Gap

Determine in- charge, the identifier determines job specific
competency levels on his / her area of control. This leads to identification
of training needs. Following points are considered while filling up the
form:

Use appropriate techniques.

Competency level can also be target fixing and is revisable.

Form filling can be electronic media.

Gap is measured between actual performance of the person

and competency level

Identify Training Need
The identifier, after the gap analysis, identifies training needs
either classrooms or on the job against the person, for specific job needs
by filling the form No: - PE FR 02. Gap between 1 and 3 is considered
as that the person is competent while structured training is required.
Identifier also takes the opportunity of identifying the needs based on
already available training performance courses including seminars or
internal. In such case, PE assists identifier. Identifier hands over this form

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to PE for the planning and scheduling. PE informs Vice Chairman and

Managing Director , Executive Director and concerned appropriate senior
management person of the identification of training needs through email
or otherwise.

4.11 Plan and Schedule the Training

PE compiles all the needs .He groups all persons specific to
training programme. The faculty can be in house or external. PE can
interact with identifier himself for identifying the faculty. A yearly plan is
prepared. Programme specific plan is converted to scheduling with details
of programme, list of trainees, faculty date, time, duration, location and
arrangements such as LCD, OHP, Screens, furniture, etc. A circular with
details of scheduled programme is put up to all concerned including
notice board. Faculty member prepares for the programme with course
material as required with the help of PE for copying and distribution of
materials. Yearly plan can be reviewed and revised by PE as and when
required.
Conduct Training
The faculty conducts the training with the assistance of PE and in
the presence of specific invitees, if any. The attendance sheet (Form No: PE-FR- 03) is filled up and collected by PE for records. After the
programme, he fills up completion details in the form No.PE-FR-04 and
sends a copy to the identifier for his evaluation of effectiveness of
training person specific in subsequent period. If there are any charges to

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involve in such case PE sends a copy to costing section for their

compilation against cost of training
Evaluate Effectiveness
The identifier initiates evaluation by monitoring the improvement
trend over a period of time, maximum six months.

In case the

effectiveness found not satisfactory, identifier takes appropriate corrective

action such as retraining or guiding on the job itself. PE follows up with
the identifier for the status on evaluation preferably once in a month.
Where effectiveness of training cannot be measured, for example,
awareness of programme, the identifier would denote the same while
identifying the need.

PE maintains records person and programme

specific, leading to data compilation for management information on

performances.
Communicate to Management
PE puts up updated performance chart or table to Executive Director
in electronic media periodically. The number of programmes planned and
executed and number of persons for whom training become effective are
also informed .Executive Director compiles the data towards indexing the
performance for the periodical apex meets.
4.12 RESEARCH DESIGN
Research design has characteristics, problem definition, specific
methods of data collection and analysis, time required for research
project, descriptive research design is used to collect the information

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4.13 LIMITATIONS OF THE STUDY

As the study is carried out for academic purpose, due to

constraints of time and cost, a comprehensive study was not possible.

The Sample size was restricted to only 50. If it were increased

many more varied answers and suggestions would have been expected.

Fear of expressing the true facts among the respondents could

be a limitation.

The employees found difficult to understand few questions.

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5. METHODOLOGY OF RESEARCH
Survey method is adopted for the study, and both primary and
secondary data is collected to carry out the process.
5.1 SOURCES OF DATA

Primary Data is collected by interviewing the employees at

various levels, using a questionnaire.

Secondary data is collected through the books, articles in

magazines, companys publications and previous reports, websites etc.

5.2 SAMPLING TECHNIQUE
The respondents are selected on the simple random sampling
technique. There are around 400 employees working in T .T. Minerals
Pvt. Ltd. Because of such large number, respondents are selected
randomly to collect the information.
5.3 SAMPLE SIZE

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A sample of 50 respondents is selected on the basis of random

sampling.
5.4 SAMPLING DESCRIPTION
The respondents selected for the purpose are all the permanent
employees of T .T. Minerals Pvt. Ltd, Bangalore. Most of the employees
interviewed are Machine Operators, Foremen and their assistant and very
few are of top level, which includes engineers, assistant engineers,
deputy managers, and managers.
5.5 TOOLS FOR DATA COLLECTION
Questionnaire is used for data collection. A pilot study is done by
administering a questionnaire to sample of respondents fond out the
validation of the study. After the study companys manager and the guide
was consulted and incorporated the ideas, in the final questionnaire. The
questionnaire contains the objective of the study.

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Table - 1
Commitment of management in promotion of training and
development programmes.

Particulars
Excellent
Good
Poor
Cant say
Total

EWCM/PKM/RC

Respondents
5
39
5
1
50

Percentage
10
78
10
2
100

47

INTERPRETATIONS:
The graphs shows that 10%of the respondents felt that the
commitment of SSS Pvt. Ltd; is promoting training and development
programme is Excellent, 78% of the respondents felt good, 10% of the
respondents felt poor, 2% of the respondents cant say.

Table 2
Training is conducted in off the job or on the job training
programme.

Particulars
On the Job
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Respondents
21

Percentage
42
48

Off the Job

Both
Not Applicable
Total

05
19
05
50

10
38
10
100

INTERPRETATIONS:
The graphs shows that 42% of the respondents are saying that the
company conducted on the job training, 10% of the respondents are
saying that the company conducted off the job training, 38% of the
respondents are saying that the company conducted on the job and off the
job training, the another 10% of the respondents are saying that not
applicable in this training and development programme.

Table 3
Training programme introduced by the organization.

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Particulars
Excellent
Very good
Good
Poor
Total

Respondents
2
20
27
1
50

percentage
4
40
54
2
100

INTERPRETATIONS:
The graphs shows that 4% of the respondents are rated excellent
training programme introduced by the organization, 40% of the
respondents are rated Very good training programme introduced by the
organization, 54% of the respondents are rated good training programme
introduced by the organization, 2% of the respondents are rated poor
training programme introduced by the organization,

Table - 4
The degree of interested employees to attend the training programme

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Particulars
Very interested
Fairly interested
Not interested
Total

Respondents
36
12
02
50

percentage
72
24
04
100

INTERPRETATIONS:
The graphs shows that 72% of the respondents are seems to be very
interested to attend training programme, 24% of the respondents are
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51

seems to be fairly interested to attend training programme, 4% of the

respondents are seems to be not interested to attend training programme.

Table 5
Degree of morale and motivation with effect to the training
programmes conducted by the organization has increased.

Particulars
Highly motivated
Somewhat motivated
Not at all motivated
Total

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Respondents
17
31
02
50

percentage
34
62
04
100

52

INTERPRETATIONS:
The graphs shows that 34% of the respondents feel that they are
highly motivated with the effectiveness of the training programmes
conducted by the organization, 62% of the respondents feel that they are
some what motivated with the effectiveness of the training programmes
conducted by the organization, 04% of the respondents feel that they are
not at all with the effectiveness of the training programmes conducted by
the organization.
Table 6
Training and development programmes are increasing Knowledge
to the employees.

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Particulars
Yes
No
Cant say
Total

Respondents
50
00
00
50

percentage
100
00
00
100

INTERPRETATIONS:
The graphs shows that100% of the respondents are feel that the
training and development programmes has increased their knowledge

Table 7
Training and development programmes cultivate the sense of
competition and competitiveness among you all.

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54

Particulars
Yes
No
Total

Respondents
46
04
50

percentage
92
08
100

INTERPRETATIONS:
The graphs shows that 92% the respondents are feel that the
training and development programmes cultivate the competition and
competitiveness among employees. While 8% of the respondents are feel
that the training and development programmes not cultivate the
competition and competitiveness among employees.
Table 8
Training programmes improve the Personality-development.

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55

Particulars
To a great extent
To a certain extent
Not at all
Total

Respondents
22
28
00
50

Percentage
44
56
00
100

INTERPRETATIONS:
The graph shows that 44% the respondents are feel that to great
extent training and development programmes improves the personality
development, 56% the respondents are feel that to certain extent training
and development programmes improves the personality development.

Table 9
Training and development programmes have increased the Skills &
talents towards assigned job.

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Particulars
Highly
Moderately
Not increased
Cant say
Total

Respondents
19
28
03
00
50

percentage
38
56
06
00
100

INTERPRETATIONS:
The graph shows that 38% of the respondents are feel that training
and development programme highly increased the skill and talents
towards assigned job, 56% of the respondents are feel that training and

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development programme moderately increased the skill and talents

towards assigned job, 6% of the respondents are feel that training and
development programme not increased the skill and talents towards
assigned job.
Table 10

Particulars
Excellent
Very good
Good
Poor
Total

Respondents
04
24
21
01
50

percentage
08
48
42
02
100

Training and development programmes conducted have helped in

improving the quality and productivity of your work.

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INTERPRETATIONS:
The graph shows that 8% of the respondents says that the training
given by the management is excellent which improves the quality and
productivity of work, 48% of the respondents says that the training given
by the management is very good which improves the quality and
productivity of work, 42% of the respondents says that the training given
by the management is good which improves the quality and productivity
of work, 2% of the respondents says that the training given by the
management is poor which improves the quality and productivity of
work.
Table 11
Training and development programmes introduced, has helped to
build up better teamwork.

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Particulars
Excellent
Very good
Good
Poor
Total

Respondents
04
26
19
01
50

percentage
08
52
38
02
100

INTERPRETATIONS:
The graph shows that 8% of the respondents says that the training
and development programme introduced has been excellent to build
better team work, 52% of the respondents says that the training and
development programme introduced has been very good to build better
team work, 38% of the respondents says that the training and
development programme introduced has been good to build better team
work, 2% of the respondents says that the training and development
programme introduced has been poor to build better team work.
Table 12
Undergone any training and development programmes recently
(within 6 months)

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Particulars
Yes
No
Total

Respondents
27
23
50

Percentage
54
46
100

INTERPRETATIONS:
The graph shows that 54% of the respondents are undergone any
training and development programmes recently (with in 6 months) while
46% of the respondents are not undergone any training and development
programmes.
Table 13
Balance between faculty and participants during the training
programmes.

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61

Particulars
Excellent
Very good
Good
Poor
Total

Respondents
00
15
29
06
50

percentage
00
30
58
12
100

INTERPRETATIONS:
The graph shows that 30% of the respondents says that yes
there is a very good balance between faculty and participant during the
training programme, 58% of the respondents says that yes there is a good
balance between faculty and participant during the training programme,
12% of the respondents says that yes there is a poor balance between
faculty and participant during the training programme.

Table 14
The class room training will helpful to practical work.

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Particulars
Excellent
Very good
Good
Poor
Total

Respondents
03
13
30
04
50

Percentage
06
26
60
08
100

INTERPRETATIONS:
The graph shows that 6% of the employees rated excellent with
regard to class room training which is more helpful for their practical
work, 26% of the employees rated very good with regard to class room
training which is more helpful for their practical work, 60% of the
employees rated good with regard to class room training which is more
helpful for their practical work, 8% of the employees rated poor with
regard to class room training which is more helpful for their practical
work.
Table 15
The facilities that are used for training like LCD, OHP,

Seating

arrangements etc.

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Particulars
Excellent
Very good
Good
Poor
Total

Respondents
05
12
30
03
50

percentage
10
24
60
06
100

INTERPRETATIONS:
The graph shows that 10% of the respondents say that the facilities
provided by the organization are excellent, 24% of the respondents say
that the facilities provided by the organization are very good, 60% of the
respondents say that the facilities provided by the organization are good,

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6% of the respondents say that the facilities provided by the organization

are poor,
Table 16
Satisfaction towards method of training implementing at present.

Particulars
Yes
No
Total

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Respondents
40
10
50

percentage
80
20
100

65

INTERPRETATIONS:
The graph shows that 80% of the respondents feel that they are
satisfied with the method of training implement at present while 20% are
not at all satisfied with the method of training implement at present.

Table -17
Training center taking any feedback from after the Training and
Development Programmes

Particulars
Yes
No
Total

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Respondents
42
08
50

percentage
84
16
100

66

INTERPRETATIONS:
The graph shows that 84% of the respondents say that the company
taking feed back from them, while 16% of the respondents say that the
company not taking feed back from them.

Table -18
Based on feedback from the trainee whether company has revised
training programmes suitably

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67

Particulars
Yes
No
Total

Respondents
36
14
50

Percentage
72
28
100

INTERPRETATIONS:
The graph shows that 72% of the respondents feel that the feed
back collected by the company has been revised properly for the next
training programme, 28% of the respondents feels that the feed back
collected by the company has not been revised properly for the next
training programme

Table 19
Effectiveness was the training programmes conducted by the
management in overall development of the employees.
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Particulars
Excellent
Very good
Good
Poor
Total

Respondents
02
17
27
04
50

60

percentage
04
34
54
08
100

54

50

40

Excellent
Very good
Good
Poor

34

30

20

10

0
Excellent

Very good

Good

Poor

INTERPRETATIONS:
The graph shows that 4% of the employees feels that training
programme conducted by the management is excellent that shape them
for their over all development as well as for the organization, 34% of the
employees feels that training programme conducted by the management
is very good that shape them for their over all development as well as for
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the organization, 54% of the employees feels that training programme

conducted by the management is good that shape them for their over all
development as well as for the organization, 8% of the employees feels
that training programme conducted by the management is poor that shape
them for their over all development as well as for the organization.
Table 20
The performance of your training & development division in
organizing relevant training programmes.

Particulars
Excellent
Very good
Good
Poor
Total

EWCM/PKM/RC

Respondents
03
17
27
03
50

percentage
06
34
54
06
100

70

INTERPRETATIONS:
The graph shows that 6% of the respondents rated excellent with
regard to training and development division in organizing relevant
training programmes. 34% of the respondents rated very well with regard
to training and development division in organizing relevant training
programmes. 54% of the respondents rated good with regard to training
and development division in organizing relevant training programmes.
6% of the respondents rated poor with regard to training and development
division in organizing relevant training programmes.

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7. SUMMARY AND CONCLUSIONS

7.1 FINDINGS
After analyzing and interpreting the data, certain findings have been
drawn to make it clear about the Effectiveness of Training &
Development programmes. organized in the company .

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 Most of the respondents are of the opinion that the company is

committed in promoting the training & Development programmes
is good , which shows that company should focus more on these
aspects .
Most of the respondents are highly satisfied with the Training
programmes introduced by the company.
The employees of T. T. Minerals Pvt . Ltd., Bangalore., show
great interest when they are selected for the training programme ,
which indicate that they all strive for the quality of production.

The majority of the respondents believe that training

&

development programmes is increasing knowledge to the

employees .
It is portrayed that 92 % of the respondents feel that Training &
Development programs cultivate the sense of competition &
competitiveness among employees.
Most of the respondents think that Training programmes to a
certain extent improve the Personality Development.
Most of the respondents feel that Training & Development
programmes have moderately increased the skills & talents towards
assigned job.

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 Most of the employees feel that the Training programmes motivate

them & build up better team work.
Many respondents have undergone Training & Development
programmes recently.
Survey reveals that 60% of the employee satisfied with the
Training programme conducted by the organization which is
helpful for the practical work.
It is also observed that majority of the employees are satisfied with
the facilities, types, methods, arrangements etc. given for the
programmes.
Most of the employees are satisfied with the method of Training
implementing at present.
The majority of the respondents feel that the feedback collected by
the company has been revised properly for the next training
programme.

7.2 SUGGESTIONS
Introduce more training, programmes which will benefit for both
employer & the employee.

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 Enhance good communication attitude among the workers and

employees.
The Management should provide an experienced trainer.
Visit to related companies will help to know about their method of
work, which will enable to better production.
Introduce good training programmes with selected topics related to
improve quality and production.
More training programme should include much of LCD, OHP, etc.
The

departments

Heads

should assess

the Training and

Development needs of subordinates. This assessment may increase

the level of training effectiveness by the enhancement of good
inter-personal relationship.
Identification of employees for Training and Development
programmes should be done strictly.

7.3 CONCLUSION
The employee in every organization works for the betterment of
the organization and so T. T. Minerals Pvt . Ltd., Bangalore. It is a
pioneer in the spring industries, has embedded its name in the field of

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Human Resources and its practices. To make work effectively the

concerned department should organize Training and Development
programmes.
The study concluded that the over all effectiveness at T. T.
Minerals Pvt . Ltd., Bangalore is good and it can also
achieve the level of excellence in the future by making
some possible changes in its process.
Employees

benefit

by

attending

Effective

training

programmes in the organization.

The organization benefits by having employees with more
skills who are more productive.
The company lays good foundation for career growth of
the

employees

through

Training

&

Development

programmes.
It is more important to increase employee satisfaction level
regarding Training & Development programmes.
It also helped to understand the motivation and morale
driven up by the training programmes among the
employees and their interest to attend the programmes for
Personality- Development.

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 The introduction of new or innovative process of Training

Program to the existing level will surely help this
organization to reach greater heights in the years to come.

BIBLIOGRAPHY

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Human Resource & Personnel Management

K. ASWATHAPPA
(Fourth edition,
Page No. 193-227)

Human Resource Management

Fisher (Page No.

370-410)
Personnel and Human Resource Management

A.M. Sarma
(Page No. 113-128)

Website

EWCM/PKM/RC

www.kingfisherindia.com

78