SYMBIOSISCOLLEGE OF ARTS AND COMMERCE

An Autonomous College
Under to The SavitribaiPhule Pune University

A PROJECT REPORT ON

TRAINING AND DEVELOPMENT PRACTICES FOR

EMPLOYEES & EXECUTIVES IN
"KATRAJ DAIRY PUNE"
BY
PUJA SHRINATH
Roll No. 8328
YEAR 2018-19
IN PARTIAL FULFILLMENT OF
Post graduate in Commerce (M. Com. II)
Project Work in:

Recent Advances in Business Administration

Under the Guidance of

Dr. NARENDRA PARCHURE
 ACKNOWLEDGEMENT

A work will began is half done. These encouraging words from my project supervisor and
guide led me to chum out this concise yet comprehensive study.

I take the opportunity to express my gratitude to DR. NARENDRA PARCHURE for being
constant source of guidance and inspiration throughout the project work.

His profound knowledge and vast experience saw through various stages of the project.

I would like to thanks MR. INGULKAR SIR, MR. Sanjay RAUT and office staff of the
college for their cooperation.

I would also like to thank individual salaried assesses for their co-operation, and for giving
me valuable time and information for my project completion.

Heartfelt thanks to my parents and all my well-wishers who made this project possible.

Your contributions have been immensely helpful.

PUJA SHRINATH

I
 DECLARATION

I here declare that the project work entitled “TRAINING AND DEVELOPMENT
PRACTICES FOR EMPLOYEES AND EXECULTIVES” submitted to the SAVITRIBAI
PUNE UNIVERSITY, is a record of an original work done by me under the guidance of Prof.
DR. Narendra parchure, faculty Member, SYMBIOSIS COLLEGEE OF ARTS &
COMMERCE, PUNE, and this project work is submitted in the partial fulfillment of the
requirement for the award of the degree MASTER OF COMMERCE.

The results embodied in this thesis have not been submitted to any other institute or
university for the award of any degree or diploma.

PUJA SHRINATH

Place: PUNE

Date: 29/03/

II
 INDEX

Chapter No. Chapter Name Page No.

1.1 INTRODUCTION
1.2 Difference between training and development
1.3 Importance of training and development
1.4 Steps in training an employee
1.5 Need of training
1.6 Objective of training and development 1-19

1 1.7 Development procurement

1.8 Training and development methods
1.9 Executive development process
1.10 Important consideration in designing training programmes
1.11 Evaluation of management training development programme
1.12 Dairy industry

COMPANY PROFIL: KATRAJ DAIRY PUNE

2.1 History of the company

2.2 Basic information about Katraj Dairy
2.3 Organization structure
2 20-34
2.4 Profile of katraj dairy
2.5 Quality, food safety and environment policy of Katraj Dairy
2.6 Service provided by Katraj Dairy
2.7 Training provided by Katraj Dairy

III
 REVIEW OF LITERATURE

3 35-41
3.1 Introduction

3.2 Review of literature

RESEARCH METHODLOGY

4.1 Introduction
4.2 Objective
4 42-54
4.3 Research methodology
4.4 Research design
4.5 Limitation

ANALYSIS AND INTERPRETATION OF DATA

5
5.1 Introductions 55-78

5.2 Data analysis And interpretations

6 FINDING, SUGGESTION AND CONCLUSION 79-82

7 BIBLIOGRAPHY I

8 ANNEXURE I – IV

IV
 CHAPTER 1

INTRODUCTION
 CHAPTER 1

INTRODUCTION

Training and development activities are the heart of any organization’s growth. They are
valuable tools because they are seen as an investment to the organization, it helps
organizations to improve, profitability, reduce costs, increase the commitment and
motivation of its people and release their potential. According to Dessler, (2003:187)
training is a hallmark of good management, and a manager overlook it his peril. Having high
potential employee doesn’t guarantee they’ll succeed. Instead they have to know what you
want them to do and how you want them to do it and also to know what’s good for people is
good for organizations performance, quality, customer satisfaction, effective management
and control, and, therefore profit too.

Training and development guide is oriented chiefly around what’s good for people, rather
than chiefly what’s profitable for organizations. Organizations which approve training and
development from this stand point inevitably foster people who perform well and progress,
and importantly, stay around for long enough to become great at what they do, and to help
others become so, training is a very commonly used word, it traditionally ‘belongs’ to the
trainer or the organization, it should be about whole person development-not just
transferring skills, the traditional interpretation of training at work. Being realistic, corporate
attitudes and expectations about what ‘training’ as being limited to work skills, classrooms
and power point presentations however, when your start to imagine and think and talk about
progressive attitudes of developing people beyond and traditional skill training. The
objectivity of training and development and its continued learning process has always been
leverage with an organization and now it has become rather an over archiving trend of social
needs, emphasizing that organizations must inculcate learning culture as a social
responsibility. It has been also proved by many studies in the past that there are sound
connections between various training and development for practices and different measures
of organizational performance.
employees, designing work, rewarding employees, and employee relations.
Training refers to a planned effort by a company to facilitate employees’ learning of job-

1
related competencies. These competencies include knowledge, skill or behaviors that are
critical for successful job performance. The goal of training is for employees to master the
knowledge, skill and behaviors emphasized in training programs and to apply them to their
day-to-day activities. Companies today are trying to adapt to high-leverage training to create
working conditions that encourage continuous learning. Employees under this system are
expected to acquire new skill and knowledge, apply them on the job, them on the job, and
share this information with other employees. Managers are expected to take an active role in
identifying training needs and help to ensure that employees use knowledge acquired from
training in their work. To run an organization, be it big or small, requires staffing the
organization with efficient personnel. Specific job skills, ability, knowledge and competence
needed in the workplace are not efficiently taught in the formal education. As such, most
employees need extensive training to ensure the necessary to bring out substantive
contribution towards the company’s growth. For employees to be flexible and effective in
their job, they need to acquire and develop knowledge and skill, and for them of
management commitments to their training needs. Each new employee must be properly
trained not only to develop technical skills, but to make them an integral part of the
organization. Training and development is an aspect that must be faced by every
organization, and its major aim is to improve the employees’ competencies such that the
organization can maximize effectiveness and efficiency of their human resources. It can be
an advantage for an organization if they win the “hearts and minds” of their workers, getting
them to identify with the organization

The HR manager recruits, selects and places the employees on the right job after careful
considerations, since human resources are the most vital assets of the organization, should
takes the utmost care in developing them to their full potential. No employee is fully capable
of performing his job responsibilities properly at the time of procurement. Therefore, some
training is essential to enable him to gain knowledge and learn job skills so that he becomes
a productive addition to the workforce. Organizations view training and development
programs as an investment in employees and not as expense because of the long-term
benefit such programs provide. Training is the act of increasing the knowledge and skill of
an employee for doing a particular job. Employees are imparted specific skills to perform
the job better and to overcome their shortcomings. On the hand, development is an effort to
provide employees with the abilities the organization will need in future.

2
There is a basic distinction between education and training. Training can be described as a
short-term process utilizing a systematic and organized procedure by which non-managerial
personnel acquire technical knowledge and skills for a definite purpose. It refers to
instructions in technical and managerial operations and designed primarily to suit non-
managerial operations and designed primarily to suit non-managerial personnel to perform
specific jobs. As employees are to be trained according to the changes taking place in the
organization generally training programs have short duration.

Training is a process of increasing knowledge and skill for a specific job. Training is aimed
at improving the behavior and performance of a person.

Table 1: Difference between training and development

TRAINING DEVELOPMENT

FOCUS Current job Current and future job

SCOPE Work group or organization

Individual employees

TIME FRAME Immediate Long-term

GOAL Prepare for current job Prepare for future work

3
Importance of training and development:

Most employees have some weaknesses in their workplace skills. A training program allows you
to strengthen those skills that each employee needs to improve. A development program brings
all employees to higher level so they all have similar skills and knowledge.

 Performance improvement:
A properly trained employee becomes more informed about procedures for conducting
various tasks. The worker’s confidence is also boosted by training and development. This
confidence comes from that fact that the employee is fully aware of his/her roles and
responsibilities. It helps the worker carry out the duties in a better way and even find new
ideas to incorporate in the daily execution of duty.

 Converting weakness into strengths:

Professional and personal weakness hinders a person from giving the best services. Training
assists in eliminating these weaknesses, by strengthening workers skills. A well organized
development programs help employees gain similar skills and knowledge, thus bringing
them all to a higher uniform level. This simply means that the whole workforce is reliable,
so the organization doesn’t have to rely only on a few employees.
 Minimal wastage:
Wrong use of machinery lead to wastage of resource and it can also cause accidents at times.
Training results in optimal utilization of resources of an organization and reduction in
accidents. All the machines and resources are used economically, reducing expenditure.
 Increase productivity:
Thought training and development, the employee acquires all the knowledge and skill
needed for his day to day tasks. Workers can complete their task at a faster rate and with
efficiency thus increasing overall productivity of the company. Employees also learn new
tactics of overcoming challenge they face.
 Creating a highly skilled, motivated and enthusiastic workforce:
The existing workforce is trained to increase their best towards the organizations. The
employee will be more efficiently and thereby increase productivity.

4
 Healthy work environment:
Training and development programs help to modify the thought and behavior process of the
employees in such a way that is conducive to building a healthy career growth.
 Reduction in supervision:
Employees become more confident when the gain the necessary skill and knowledge. They
become self-reliant and require little guidance when they perform their task. The supervisor
can depend on the employee’s decision for quality output. This relives supervisors from the
burden of constantly giving directive on what should be done
 Personal growth of employees:
Development programs provide opportunities to the employees to enhance their skills and
knowledge and help them to achieve better career growth.
 Optimum utilization of human resource :
Human resource need to be published and trained to enhance their potential. Training and
development of employees helps to make the best use of the employee’s overall worth to the
organizations.
 Improve employee morale:
When employees are trained to become better performers, they feel a sense of
accomplishment. They realize that they are effectively contributing towards organizational
goals and those get a morale boost.
 Promote learning culture:
The employees are encouraged to continuously learn new concepts and update their talents.
This helps to promote a learning culture within the organization which would greatly help in
its future sustenance and growth.
 Reduce employee turnover:
A well trained employee will take more interest in his job and will be a more efficient
worker. He will get more job satisfaction. People who love their jobs are more loyal towards
the organization.

5
 Implementing the Identifying
training in field training needs

Monitoring
Selecting
trainees
participants
progress

Defining
expectations
from a program

(Fig no.1 Steps in training an employee)

Need of training:

Before designing a suitable plan training programming for enhancing the skill of employee, it is
necessary to identify their training and development needs. A performance appraisal should be
conducted to analyze and train them according to their requirement. Steps for recognizing
training and development need.

1. Performance appraisal:

The manager should review the performance of different employee in each field of work and
identify those areas where the performance is not up to the mark. The difficulty level of each job
and the skills required to performs that job should be analyzed to understand why the employees
had been unsuccessful in performing it.

6
2. Identify and discuss weakness:

After the performance review, the manager should identify those areas where their performance
has been poor. He should study the weakness of the employees and focus on how these could be
overcome

3. Decision regarding on-the-job training:

Many employees have lower productivity because they do not have proper knowledge about the
work processes. In such cases, on the job training with an experienced co-worker can help the
trainees to grasp important aspects of the job.

4. Training programs:

The HR department should design relevant training programs that would benefits the employees.
The methods of training should be chosen carefully according to the strength, weaknesses and
requirements of the employees. Time and date for such programs should be informed to various
departments so that interested employee can participate.

5. Create an action plan:

The duration of the training programs should be specified. Standard should be set so that the
actual outcomes can be compared with the desired ones after completion of the programs. The
programs should be followed up from time to time for updating knowledge of the workers.

Functional objectives Social objectives

Department’s Ethically and socially responsible to
contribution at various Levels the needs and challenges of the society

Objectives of training

And development

Individual objectives Organizational objectives

Help employees in achieving personal goal.
Bringing individual effectiveness

(Fig no.2 Objectives of Training and Development)

7
 Competitive Environment

Stage 1

Organizational Strategy
Stage 2

Organizational Objective

Competency Mapping Identifying competency Gaps Career planning

Training Assessment

Annual Training Plan

Internal Training Program

External Training Program
Stage 3 Conduct of Training
Customize Training Program

Review of Training
Activities

(Fig no.3 Development Procedure)

8
Table 2: Training and development (T&D) methods

On-the-job-training Off-the-job-training Web based training

 Apprenticeship training  simulated training  Computer based

 Informal training  management games Training
 Job instruction training  outside seminars  Electronic
 T Group  Role playing performance support
 Job rotation  Behavior modeling system

 coaching  Corporate universities  Distance and internet

 Executive coaches based training

 Audio visual training  Virtual classrooms

Training methods

Once the organization realizes the need for training, the manager needs to design the training
programs and the training material. Some training needs actual machinery to practice whereas
some trainings are intellectual lectures. Training methods can be classified into three categories:

1. On-the-job training:

This refers to the methods of training in which a person learn a job by actually doing/performing
it. A person works on a job and learns and develops expertise at the same time. In most firms,
this is the only method applied for training. It includes orientation, job instruction, Internship,
Apprenticeship coaching and job rotations. OJT is the most dominant from of training in the
world today not just because it is safe or economical but also because in many instances it is the
only practical way of learning a job. It is a traditional and proven methodology. Numerous
studies indicate that it is the most effective from of job training

9
1. Apprenticeship training–

It is a process by which unskilled worked become skilled workers, with the combination of
formal leaning and long term on-job training.

Apprenticeship training “means a course of training in any industry or in pursuance of a contact

of apprenticeship and under prescribed terms and conditions which may be different for different
categories of apprentices”. Directorate General of Employment and Training Ministry of
Labour Government of India

2. Informal learning-

Majority of people learn effectively through informal learning while performing their jobs on a
daily basis in collaboration with their colleagues. It can take place in any organization.
Managers do not actually arrange informal training arranged informally where worker show
active interest in learning.

3. Job instruction training-

Manny jobs consist of a logical sequence of step and are best taught in step-by-step manner.
This step-by-step process is called job instruction training (JIT).

4. T group-

It is also known as sensitivity training. It is a small group of people generally of five to seven
accompanied by one or two trainers. The purpose of this training is to focus on and develop the
behavioral aspects of an individual’s personality. Focus is on developing decision making skills,
leadership skills and group dynamic of an individual.

5. Job Rotation-

This refers to shifting/movement of an employee from one job to another in regular intervals.
This helps an employee to have a general understanding of how the organization operates. The
purpose of this method is to provide trainees with a larger organizational perspective and a
greater understanding of different functional areas.

6. Coaching-

It is a kind of training which is performed on a daily basis where feedback is given to employees
by their immediate supervisors, it’s a continuous process of learning, supervisor explain things,

10
answers questions and throws light on how thing should be done. Coaching is very useful when
an employee demonstrates a new competency or expresses interest in different job with the same
organization. It involves observation, explanation, offering possible alternatives and follow up.

2. Off-the-job training:

This methods require trainees to leave their workplace and concentrate their entire time towards
the training the training objectives. In off-the-job methods, the development of trainees is the
primary task while everything else is secondary. Following are the main off-the-job training
methods:

1. Simulated training:

In this type of training the trainee learns on actual equipment which they need to operate but the
training is done off-the-job. It is provided when on-the-job training is costly and dangerous. It is
also called as vestibule training. It is understand in a separate room where all the equipment is
placed to provide training. It involves the use of simulators. Simulation present likely problem
situations and decision alternative to the trainee. For example, certain activities are simulated
and the trainee will be asked to make appropriate decision to support those activities. The results
of that decision are provided with an explanation of what would have happened if the given
decision was applied at the actual workplace. In this way trainee can judge the situation with the
given decision. Simulation can be exercised with the case study, role playing and vestibule
training.

2. Management games:

Various leadership, motivational, analytical and decisive games are organized for employees in
groups of five to six persons, Each group typically asked to decide how much to produce, how
much inventory to maintain and how much to spend on advertising etc.

3. Outsides seminars:

Many company and universities offers traditional as well as web-based classroom seminars on
management development. These bring professionals from different areas ranging from
accounting, finance, IT, TQM etc. and specialized seminars can be delivered

11
4. Role playing:

This creates a realistic situation and makes employees assume the role of a specific person in
that situation. The aim is to develop trainees in various areas such as leadership, delegating and
decision making.

5. Behavior modeling:

It includes educating on the right way of doing things and provides feedback on the trainee’s
performance. In this type, firstly, the trainees watch live or video example that shows the model
behaving effectively in a problem situation. A video helps to know the situation more clearly.
Secondly, trainees are given role to play in a simulated situation. They practice and rehearse
effective behaviors as shown in videos. And the trainer then provides detailed feedback based on
the trainees’ performance in a role play situation.

6. Corporate universities:

Many firms establish their in house-development centre which are also called as corporate
universities. They typically offer a catalogue of courses and special programs to support
employees for their different corporate training needs. Web based educational portals provide
added value to such corporate universities.

7. Executive coaches:

It is an outside consultant who questions the executive’s boss, peers, subordinates and family in
order to identify the executive’s strength and weaknesses and to counsel the executive so that he
or she can capitalize on those strengths and overcome weakness.

8. Audio-visual training:

It includes DVD’s, films, power point presentation, video conferencing and audiotapes which
are very effective and widely used. According to recent trends trainers mostly give presentations
through modern methods though it is very expensive as compared to conventional methods. But
audiovisual training gives more illustration on actual troubleshooting which helps the worker in
resolving problems easily.

12
3. Web based training:

1. Computer based training:

It is one of the interactive system which increases employees’ knowledge or skills. Many firms
have developed courses for their franchisee’s employees and made them available on DVDs.
Interactive multimedia training integrates text, video, graphics, photos, animations and sound to
produce a training environment with which the trainer interacts with the trainee. It includes:

a) Programmed instructions (PI): It consists of texts, graphics and multimedia that are
stored in a computer’s memory and are connected to one another electronically.
b) Computer managed instruction (CMI): It uses a computer to manager administrative
functions such as registration, record keeping, scoring, grading etc.
c) Intelligent tutoring system (ITS); It makes use of artificial intelligence for providing
tutoring.
d) Virtual reality: It is the advance form of computer simulation, creating a simulated
environment that is virtually same as physical environment. A trainee learns by
interacting with object in the electronic environment.

2. Electronic performance support system:

Electronic performance support systems are used for understanding the task and helps in
following procedures and processes. It also gives access to knowledge where users can find
information they need. Another important aspect is alternate form of knowledge representation
which may be video, audio, text, image and data.

3. Distance and internet based training:

Distance learning methods range from paper and pencil correspondence courses to Tele-training,
video-conferencing and modern internet based courses.

4 Virtual classrooms:

It is a software that enables multiple remote learners, using their C’s or laptops to participate in
the video based classrooms. It enables communication with the members of the training by two
way audio, video and charts. Apart from the above three methods there is programs leaning
which also helps to provide training to the trainees.

13
Executive Development Process

Executives:
Executives are the people who shape the policies, make the decision and see their
implementation in any business organization. They are the president, the vice-president, the
managing director, works manager, plant superintendent, controller, treasurer, office managers,
engineers, directors of functions such as purchasing, research, personnel, legal, marking etc.

Executive Development: may be stated as the application of planned efforts for raising the
performance standards of high level managers, and for improving the attitudes and activities that
enter into or influence their work and their work relations.

Following are the steps, which are involved in the development process of executives:

OBJECTIVES

1. Strength and weakness:

An inventory of managers is taken with special focus on their strength in term of
managerial skill and other attributes. Their unique capabilities, specialist knowledge and
achievement are listed down against cash. A comparison with the requirement of the
organization will bring the gap in knowledge and skills of existing executive. This is the
weakness.

2. Long-rang plans:
Here the management prepares long-term training and development plans for their
executive, which include the annual training targets, the annual budgets and the specific
area of training.

3. Short-term programme:
This programme specify the duration, starting time, ending time, number of ececutives
being trained, identify the resources etc.

14
Important considerations in designing training programmes

In order to meet the training and development needs of an organization, various training
programs are designed from time to time. It is a continuous process. Many organizations
organize their own training programmes with the help of training professionals, experts. But
arrangements are also made for the employees to attend the training programmes organized by
the outside professional organizations. There are some important considerations which are taken
into consideration while designing the training programmes.

1. Areas of training contents:

Information, acquisition of skills and abilities, decision making and problem solving skills are
important basic areas of training programme content and generally, training programme include
more than one of these content. The success of any training programme depends much on the
identification of proper areas of training content.

2. Characteristics of trainees:

Characteristic of trainees is another important area of consideration which affects the choice of a
training programme. While organizing training programmes, the number of trainees, their
abilities, skill, attitudes, needs and other such factors are required to be taken into consideration.
If an organization decides to bring about major changes in its objectives, policies, it is obvious
that every employee is required to be given the training.

3. Key learning principles:

Training is an organized procedure and people learn knowledge and also acquire various skills.
The training is rooted in the learning process. Learning is that process by which skills,
knowledge, habits, attitudes etc., are acquired and utilized by the learners in such a way so that
their behaviour is modified. Training programmes are expected to motivate the trainees to learn
these principles and therefore, training methods selected should incorporate important key
learning principles depending upon the area of training content.

15
4. Cost of training:

Cost of training is yet another consideration in designing a training programme. Budget size of a
training programme depends upon the number of trainees, methods adopted for completing
training programme etc. cost-benefit analysis is done while deciding the budget of a training
programme.

Evaluation of management training development programme

The process of examining training programmes to check whether the training has had the desired
effect is known as training evaluation. Once the training programme has been completed, the
organization evaluates the programme to check the effectiveness of the training efforts. This is
done to check whether the training programme has accomplished specific training objectives or
not and whether the candidates are able to implement their learning in their respective job or not
The evaluation development programme is an exercise of obtaining feedback on the impact of
the development programme and assessing the value of the training in the light of this feedback.

Feeback

Measurin Purpose
g success of Control
evaluation

Research

(Fig no.4 Purpose of Evaluation)

1. Feedback: The HR manager can give feedback to the employees by comparing the
desired results with the actual training outcomes.

16
2. Control: It helps in overcoming the problems and re-designing the training programmes in
case the training process is ineffective. It discloses the relevance of the programmes to an
organization’s needs.

3. Research: The manager can study the link between the training programme, the changes in
the employee behaviour and knowledge, and the changes in the quality of the work performed. It
ascertains whether the programmes should be continued, modified or replaced.

4. Measuring success: Training evaluation help the manager to compare the actual outcome
with the desired result and check whether the programme was successful or not. It reveals
whether the programmes have contributed to the effectiveness of an organization.

Dairy industry

Introduction

Majority of rural population are dependent on agriculture and allied activities. Dairying and
animal husbandry are very closely connected with agriculture in the country constituting over 26
per cent of agricultural output. Dairy sector alone accounts for about two third of animal
husbandry output. The dairy economy derives its strength of about 288 million of cattle and
buffaloes, accounting 19 per cent of the global and 51 per cent of Asian bovine population. India
ranked second in the world after the United States of America in milk production.

Traditionally milk is the most widely accepted and used animal product in India. But even the
satisfactory growth in dairy sector, it has only been able to raise the per capita milk availability
to a little over 200 grams per day in 1996-97 against the 220 grams requirement as
recommended by the ICMR and National Institute of Nutrition. In addition to it, there is also
another problem with regarded to the availability of milk. It has been largely varied across the
regions or States. The main constraint to less availability and large variation across the regions is
not only limited to the production of milk but also purchasing power of the people as well as
inadequate handling and processing facilities and marketing infrastructure.

Moreover, milk production at the micro level appears substantial but the extent of marketable
surplus constitutes a small proportion of the total production. Further, retention of milk depends
upon various parameters like food habits, family needs, and ceremonial

17
Dairying Meaning

In the narrow sense ‘dairying’ can he understood as an activity related to the production and
consumption of milk and milk products, Cattle and buffaloes, especially milch animals, with a
view to improvising the productivity and production of milk to be used in the production of milk
products. Dairying can also be construed as that which includes animal husbandry with the
ultimate objective of upgrading the cattle for better exploitation of drought power. Dairy
development consists of many kinds of changes. Changes in milk production (involving changes
in milch animals, their feeding and management), changes in milk handling and processing
(involving changes in transportation techniques of milk treatment and preservation), and
changes in milk marketing (involving packing, Storage, transport and related methods).One
common characteristic of all these kinds of changes is that a tangible set of inputs and outputs of
dairy system must undergo some technical change

History of Dairy Development

The agricultural strategy followed since the mid-1960s have by and large, left the small farmers
behind due to the alleged resource non-neutral nature of green revolution, In the light of this
experience and in view of the present emphasis on social justice in the planning documents.
Dairy farming is receiving scrupulous attention. The crucial role of dairying is highlighted by
the ever increasing demand for milk and milk products and the need to provide a nutrient food to
combat the widely prevailing malnutrition problem.

During the pre-independence period, dairy development was limited to a few pockets of
Calcutta, Madras, Bangalore and Gujarat. The most notable of this venture was an Anand
cooperative Milk producer Union Limited (AMUL) of Kaira district, Gujarat. But, after
independence, government set up the National dairy development board in 1965 to make the
ambitious project a success. Besides, the operation flood project was taken up in 1970 to balance
the demand and supply of milk through making additional income by replicating the ANAND
pattern.

18
Importance of the Dairy Industry

As stated earlier, the number of operational holdings in India is increasing and average size of
holding (about 1.68) is going down. There are about 96 million small and marginal holdings,
owning on an average less than two half of land. In addition, about 30 per cent of the rural
households are landless. There is extreme inequality in the present distribution of land in India,
which emphasizes the basic cause of problem of small Landholders. In contrast, significantly,
the distribution of milk animals in rural areas is less skewed, as compared to land and the
productivity of animals kept by small farmers doesn‘t compare unfavorably with that of large
farmers.

Increasing milk production is one way by which we can solve the problem of marginal and small
farmers or even the landless. But to make this venture a worthwhile proposition provision of a
remunerative market outlet is a must. Rural poor are mostly powerless. They do not have assets,
they are illiterate and unorganized and do not have sufficient skills.
Since, small farmers are not organized, the middlemen who came between the producers and the
final customer tend to exploit them and reap the fruits of the big margins available between what
the customers says for the final finished product and what the producers of the basic material
receivers.
The National Dairy Development Board (NDDB) made much needed interventions and
successfully. Conceptualized, designed, organized and implemented operation flood ensuring a
remunerative market outlet to milk producers round the year through the organization of Anand
pattern milk producers‘ cooperatives and providing regular supplies of milk to urban customers
at reasonable price.

19
 CHAPTER 2

COMPANY PROFILE
 CHAPTER 2

COMPANY PROFILE

KATRAJ DAIRY

History of Katraj Dairy:

Kartraj Dairy has an important place among all competitors present in pune market. In pune
market 72 different competitors are present dealing with milk processing product. Katraj
was incorporated in 1960 with an intension of providing an organized facility of milk
collection for the village level farmer situated in pune district. Katraj Dairy started with milk
collection of about 0.30 lakh (30.000) liters per day in the first year of operation and today,
steadily grown to over 2.00 lakh (0.20 million) liters per day and has a financial turnover of
over Rs.250cores .

Katraj Dairy has achieved ISO 22000:2005 certification from Det NorskeyVeritus.

Katraj with its nine chilling plants and 72 BMC spread almost all over the district has an
installed milk handling capacity of over 5 lakh (0.50 million) litres per day. The main plant
of katraj is equipped with modern Pasteurize, homogenizes, Cream separator, Ghee
processing, Milk clarifier, Condense Milk Plant, Automatic packing of milk and milk
products and other quality testing devices and well equipped labs. Katraj has an installed
processing capacity of 2lakh (0.2million) liter per day.

20
Katraj manufactures/ distributes products like pasteurized/ Homogenized-cow milk,/ Toned
milk, Double ,Standardized milk, Toned Milk, cream, Ghee, Shrikhand, Amrakhand,
Malaipaneer, Matkadahi, Flavored Milk, Lassi, JeeraTak, Table Butter,

Milk Powder, Softy Ice cream, Pedha, Khoa, sterilize milk in 200 ml bottle and hard ice-
cream with different flavours in different pack sizes and Mango, Anjeer & Malaiburfi,
kalakand & kajukatali.

All these products are available at katraj owned parlours at various locations in pune city and
through appointed distributors and retailing circuits. Very soon, Katraj plans to introduce an
online ordering system for its distribution/ retailers and consumers. During the last 45 years
of experience in daily products markets. Pune Zilha Sahakari Dudh Utpadak Sangh had gone
through various ups and downs of business and become a good competitor, which has near
40% market share in pune district.

Katraj products have been in use in thousands of homes in pune since 1961. Katraj Milk,
Katraj Ghee, Katraj shrikhand, katraj Softy Ice cream and Katraj Milk powder have made
Katraj a leading food brand in western Maharashtra. Today Katraj is a symbol of high-quality
milk products sold at reasonable prices, the genesis of a vast co-operative network triumph of
indigenous technology, the marketing survey of a farmers’ organization,

In Katraj Dairy, there is near about 1.25 lakh litre of milk is collected from the farmer every
day. Out of entire milk procure approximately 85% is sold as liquid milk and 15% is used for
value added product. Katraj dairy has developed strong procurement network of milk from
different villages in pune district and also has effective distribution network to distribute the
processed milk all over district.

The entire quantity of milk procured is either marketed as liquid milk or converted into value
added products has a wide range. There is near about 10 milk processed products are
produced in dairy. These are milk powder, Shrikhand, Amarkhand, Paneer, Flavour milk,
Ghee, Lassi, JeeraTak, Ice-cream, etc. all milk products in Katraj dairy at leading place and
having market popularity all over pune district. Pune Zilha Sahakari Dudh Utpadak Sang has
strong network of distribution of milk, which effectively work.

In 2006-2007, 11 working areas of tahsil in pune district come under Pune Zilha Sahakari
Dudh Utpadak sangh, There is near 1419 member in Pune Zilha Sahakari Dudh Utpadak

21
Sangh. Quality availability of processed milk of katraj dairy is only because of good quality
and wide experience in milk processing industry.

Katraj dairy have more than 100 parlous in different areas of pune city. These areas includes
Akurdi, Alanddi Moshi, Bibwewadi, Bavdhan, Chinchwad, Dhayari, Dhankawadi, Hadapsar,
Katrai-Amegaon, Kothrud, Kondhwa, Lonawala, Mulshi, Nigdi, Pimpri, Sangavi,
ShivaneKondhwe-Dhawade, Shivajinagar, Sinhagad Road, Vadgaonsheri, Vadgaon,
Vishrantwadi, Warje, Yerwada.

(Map2.1: Pune District Map)

The organization has a unique advantage of its strategic location as it is based in pune city, a
place with historic and culture importance and a major district place in Maharashtra, India
with a sound Educational and industrial infrastructure, located about 180 kilometer from
Mumbai (the financial capital of India).

22
BASIC INFORMATION ABOUT KATRAJ DAIRY:

 Establishment of katraj Dairy: 07th March 1960

 Registration Number:D-12,07th March 1960

 Name of Institution: Pune Zilla Sahakari Dudh Utpadak sangh limited

(Katraj Dairy)

 Telephone Number : (020)2430697, 24373453

 E-Mail : katraj@sify.com, katrajmilk@gmail.com

 F.P.O License No. : D-12

 I.S.O Certificate No. : ISO 22000-2005

 Type of ownership : co-operative

 Category of Processing Factory : large scale

 Item Processed/ Preserved: Milk, Flavour milk, JeesraTak, Table Butter,Ghee,

Softy powder, MalaiPaneer, Amrakhand, lassi, Ice Cream, Milk Shrirkhand,
MarkaDahi.

 ADDRESS: Pune Satararoad, opposite Rajiv Gandhi udyan, Pune (411046)

 Working hours: 9.00 am to 6.00 pm

 Holidays : Sunday

23
 DIRECTOR

PRODUCTION FINANCE MARKETING

DEPARTMENT DEPATMENT DEPARTMENT

PROUDUCT MANAGER FINANCE MANAGER MARKETING

MANAGER

PLANT ENGINEER

CHIEF ACCOUNTANT SALES MANAGER

PLANT OPERATION

CHIEF CHEMIST ACCOUNTANT MARKETING

RESEARCH
MANAGER

DAIRY SUPERVISOR

CASHIER SALES SUPERVISOR

ANIMAL HUSBENDARY
LABOUR
CLERK
SALES MAN
MIX COLLECTION
LABORS

STOOR KEEPERS

(Fig no.2.1 Organization Structure)

24
Profile of Katraj Dairy

India’s largest dairy products milk products selling organization. Katraj is an ISO
22000:2005 & HACCP certification manufacturer and exporter of milk, milk products. Katraj
is a co-operative milk union.

PRODUCTS

A. Milk:

Milk is an almost ideal food. It

has high nutritive value. It
supplies body building
proteins, bone forming
minerals and heath giving
vitamins and furnishes energy
giving lactose and milk fat. Besides supplying some essential fatty acids, it contains the
above nutrients in an easily digestible and assailable from. All these properties make milk an
important food for pregnant woman, growing children, adolescent, adults, invalids and
patients alike.

Milk may be defined as a whole, fresh, clean, lacteal secretion obtained by the complete
milking of one or more healthy Milch animals excluding that obtained within 15 days before
or 5 days after calving or such periods as may be necessary to render the milk practically
colostrums free and containing the minimum prescribed percentage of milk fat and milk-
solids-not-fats.

Pasteurization-

The term pasteurization refers to the process of heating each and every particle of milk to at-
least 630 C for 30 minutes, or 720 C for 15 second, in approved and properly operated
equipment. After pasteurization the milk is gradually cooled to 50 C or below.

Homogenization-

Homogenization refers to the process of forcing the milk through a homogenizer with the
object of sub dividing the fat globules.

25
Table 2.1 Standards of different Milks:

Class Of Milk Minimum

%M.Fat % SNF

Cow Milk 3.5 8.5

Standardized Milk 4.5 8.5

Toned Milk 3.0 8.5

Double Toned Milk 1.5 9.0

Skimmed Milk 0.1 8.7

Full Creamed Milk 6 6

Buffalo Milk 6 9

B. Ghee:

1. Agmark special grade products.

2. Granular and white colour.

3. Shelf life of 6 months at ambient

temperature.

4. Hygienically manufactured and packed

on automatic FFS M/C.

5. Available in 200gm, 500gm and 1 kg polypacks.

26
C. Shrikhand and Amrakhand:

 Shrikhand is an age old tradition product popular

in western india.

 It is a fermented product containing useful lactic

acid bacteria and is made by mixing concentrate
cur (CHAKKA) with sugar condiments, fruits, nuts
etc.

 It is a product having nutritional advantage of

fermented milk product and is rich in milk protein.

 Available in 100gm. 250gm, and 500gms in plastic

cups

 Amrakhand: The product is made from concentrated curd sugar and alphanso mango
pulp. The product is fermented product having nutritional advantage and district
flavor due to use of Alphanso mango.

 Available in 200gms and 500gms. Plastic cups.

D. Lasi:

 IT is a popular Indian fermented drink similar to

drinking yoghurt. The product is made from fresh
cow milk by using lactic acid bacteria and mixing
sugar. It is then pasteurized, homogenized and
packed in pouches using from fill seal machine.
 The technology of lassi marking is however
confirmed to only households.
 Lassi has a great potential in the Indian market.
 Available in poly packs.

27
 E. Paneer:

 Paneer a milk product prepared by the detoriated Or fermented

milk

 For fermentation lactic acid bacteria are used so the quick

fermented.

 Now a day’s paneer becoming popular rapidly in most part of

the country.

F. Table Butter:

 Butter is now a day’s commonly used in

the breakfast with bread and many more
things.

 Butter is generally used in the restaurants

for the different receipts like PavBhaji,
soups, curries and cookies
 Butter is also used in the biscuits, roasted
products like toast, breads
 Butter is available in 100gm, 500gm pa

28
G.MatkaDahi:

Matkadahi is a fermented milk beverage. Dahi

originally was set using mud pots snice ancestral
days for the purpose of getting that unique flavor
and taste gained due to the porous property of mud
pots allowing filter air flow.

H. Cream:

When milk fat is concentrated into a fraction of the

original milk, that portion is known as cream.

Cream is a rich portion of milk fat. Cream is the

product of cow or buffalo milk or a combination

there of which contains not less than 25% milk fat.

I. Jiratak:

Tak is also called chhas or mattha refers to

desi buttermilk.

29
 J. Ice cream:

This product is marketed in a soft condition and is ready for consumption shortly after it is
drawn from the freezer. Katraj dairy has soft churner in their milk factory in the Pune city.
Among milk products ice cream is also rich source of calcium, phosphorus and other
minerals of vital important in building good bones and teeth. It is a very desirable food item
for growing children and person who need to put on weight. It is excellent source of vitamin
E. The digestibility and palatability of ice cream is also very high.

Quality, Food Safety and Environment Policy of Katraj Dairy

Katraj Dairy is determind and committed to product quality and safe milk, raw materials,
packing material. Katraj dairy process in hygienic conditions and deliver the quality and safe
milk and milk products as per the Food Safety Standars Acts and customers requirements in its
traditional taste with afforable price to amplify the customer satisfaction and ensuring fair retrun
to the products and iprove enviroment performance continually.

To meet commitment, Katraj Dariy ensures:

1. Manufacture and deliver product that meet the highest food safety and quality standers.
2. Meeting customer expectations of required standards of the product in the time and at a
competitive price.
3. To comply with both statutory and regulatory requirement and with mutually agreed
food safety requirements of the customer. Maintennce of personal and plant hygiene.
4. Effective internal and external communciation.
5. Manage air, water and noise pollution, minimization of pollutants having adverse
environmental impact.

30
 6. Efficient utlization of all resources. Conservation of water, electricity and all available
natural resources.
7. Compliance with applicable environmental laws and other requirements.
8. To review and communciate their Quality, Food Safety and Enironment Pocliy to all
interested parties.

Continuous monitoring and improvement of the product and service quality and
environmental context. Continuous improvement are the integral part of their Food Safety
Management System and Environmental Management System to earn and retain full
confidence of their all interestedd parties.

Services Provided By Katraj Dairy

Katraj Dairy provides the following services to the milk supply farmers through Inputs/PIT
Divisions of sangh

 Artificial insemination facilities at concessional rates.

 Supply of cattle feed at fair prices to maintain good health of the livestock.
 Supply mineral mixture with 25% subsidy.
 Arrange common programme for tick, gadfly and worm eradication.
 Supply of machines for hay, straw, fodder, seeds and milking machines to milk
supplying farmers with 25% subsidy.
 Supply of medicines for the cattle at fair prices.
 Guidance on Azolla, Murghas.
 Give fodder cutting machines on rental basis.
 Arrange camps for medical check up of barren cattle, on demand.
 Provide guidance of experts in the field of veterinary science and arrange seminars.

Under National Dairy Scheme 1:

 Ration balanced programme

 Fodder development programme

 Village based milk procurement programme at village level

 Clean milk production programme

 Environmental and social activities

31
Balanced animal feeding programme:
Under this programme and using the software developed by NDDB, the farmers get
knowhow of making balanced cattle feed, at the minimum cost, from the available feed in
their cowshed/byre and to suit the animal weight, fat, milk quality & quantity, capability etc.

Today 70 % of the total expenditure is spent on the animal feed. Apart from the reduction in
these expenses, there are improvements seen in the milk quantity and quality in terms of fat,
SNF. Moreover the animal health and fertility improve. This programme is regularly in
operation in the area under Pune District Co-operative Milk Producers’ Association. Under
the programme, 10 days’ training is imparted to persons from each village in the area, along
with the training material. These individuals have been assigned to the Dudh Utpadak Sangh
in their respective village. Those desirous of having the programme in their village or in their
Society, are requested to contact our Input Division.

Fodder Development Programme:

The programme includes demonstrations of various machines, construction of Biomass
Bunker, Murghas preparation and information about fodder & seeds. The machinery is made
available to the farmers on nominal rent.

Village based milk procurement programme at village level:

Objective of the programme is to strengthen the old DCS as well as to form new DCS.
Necessary equipment and material is made available under the aegis of NDDB. Construction
of Bulk Cooler and supply of stainless steel cans is made as per the related guide lines and
rules & regulations. Training is also given to the board of directors of newly formed DCS.

Clean Milk production programme:

Training is imparted to Milk Producing farmers in their village. Maintaining cleanliness of
the cowshed, that of the person milking the animal, of the utensils, of the collection centre,
inspection and awareness regarding udder related diseases are some of the topics covered in
the programme.

Environmental and Social Activities:

In this porogramme, milk producing farmers from SC & ST categories are given training on
milk business, by organizing mela’s. Awareness also is created in them regarding damage to
environment caused by excessive use of pesticides, insecticides, use of organic manures
rather than chemical fertilizers, integrated pest control, harvest protection, water

32
 management, social afforestation etc.
Our farmer brethren are requested to make use of this programme.

Benefits of Ration Balancing Programme

 Proper use of locally available feed resources to balance the ration of animals at least cost
 Increases milk production with more fat and solids-not-fat
 Helps increasing the net daily income
 Improves reproduction efficiency
 Helps reducing inter-calving period, thereby increasing the productive life of animals
 Improves the general health of animals
 Improves the growth rate in growing calves, leading to early maturity.

Training provided by Katraj Dairy

Katraj Dairy has established a new training center in the dairy campus, in which they, provide
organize various trainins like-

a) Industrial training for college students:

Katraj Dairy provide training to student’s form Dairy Technology, B. Teach Food
Technology, Mechanical Engineering, MBA: (Manufacturing, Marketing, Human resource,
finance ),PhD projects etc

Katraj Dairy allows school and clloege industrial visits for students so that they can see the
working of the Katraj dairy and make their projects. In this screening of documentary,
visit to various dairy sections are been made like Milk Processing, Boiler, Refrigeration,
Effluent Treatment Plant (ETP) etc are included.

b) Commercial Training:
This training is been provide to both new and old existing employees and worker of katraj
Dairy, commercial training programmes help employees to understand the business they
work in, so that they can work efficiently and effectively in the dairy .

33
 Commercial training is given on the following fields:
 Clean Milk Production
 Processing of Milk and Packaging
 Dairy Machinery Maintenance
 Quality and Food Safety
 Hygiene and Sanitation for Dairy plant

c) Training for framers:

Training is been giving to framers about how to milk cows, making balanced cattle
feed at minimum costs, maintain cleanliness in the cowshed, how to use organic
manures in the farms, water management, information about new equipments and
materials are also provided to the farmers at concessional rates.
d) Training on marketing:
Training on marketing the dairy products are given to various person involved in
marketing.

34
 CHAPTER 3

LITERATURE REVIEW
 CHAPTER 3

REVIEW OF LITERATURE

INTRODUCTION

Research is common parlance refers to a search for knowledge. Once can also define research
as scientific and systematic search for pertinent information on a specific topic. In fact,
research in an art of scientific investigation. Whenever a company on a firm needs to
investigate a particular area of their business dealing, they need to adopt the most suitable
research methodology for the job. Research is an academic activity and as such the term
should be used in a technical sense. Research is thus, an original contribution to the existing
stock of knowledge making for its advancement. It is the persuit of truth with the help of
study, observation, comparison and experiment. In short, the search for knowledge through
objective and systematic method of finding solution to a problem is research. The systematic
approach concerning generalization and the formulation of a theory is also research. As such
the term ‘research’ refers to the systematic method. This would include the procedures and
techniques used to perform the research, as well as any of the terminology and explanation of
the review of literature, the statement of the problem, its objectives for undertaking the study,
the hypothesis formulate, why the study is important, problem that has been faced during the
study, how the information needed has been gathered and the concept of research
methodology.

REVIEW OF LITERATURE

In order to complete this project on training and development several books and journals are
referred and gone through thoroughly. Following are the source on the project topic that has
been reviewed for the completion of the project:

Deloyd S. Steinmter (1976) in his -The History of Training‖ in Training and Development
Handbook, dealt with the following aspects. History of Training -Man had ability to pass on
to others, the knowledge and skill gained in mastering circumstances. This was done signs
and words. Through training, learning took place and knowledge was transferred.

Richard B. Johnson (1976) in his Organisation and Management of Training‖ in the training
and development handbook stated that: An organisation, whether public or private, exists and

35
grows because it provides the community with services or goods. The community sees it as
worthwhile. To do this effectively, the organization must function at an optimum level of
productivity. This level is a direct result of collective efforts of the employees. Yet not every
employee works at the level 42 established by the standard of the performance for the job he
or she holds. Similarly groups of employees may not consistently produce up to the
standards. When there is a gap between actual performance and what is needed, productivity
suffers. Training can reduce if not eliminate this gap. It does so by changing the behaviour of
individuals by giving them whatever additional specific items of knowledge, skill, and
attitude they need to perform up to that standard. Changing behaviour is the function of
training.

UdayPareek and Venkateswara Rao (l991) in their Designing and Managing Human
Resources Systems‖, dealt with various aspects of the training of employees, involving the
employees in decision making on various facets of training peripherally, expectations of
training, the status given to training at different levels of the organisation, the nonprofessional
image of training, the role of training in productivity in the organisations evaluation of
training and control etc.

SushilaSinghal (l990) in her publication Banks and Customers -A Behavioural Analysis‖,

emphasised the need to strengthen personnel management function involving recruitment,
training, promotion, placement and performance appraisal of employees. Performance
appraisal should aim at objective assessment of what the employee does and how his/her
capability can be used. She further stressed that a process of convenient evaluation, follow up
and feedback should be introduced at stages of recruitment, training and promotion. The
management of banks can seek the help of behavioral scientist to mould their employee
attitude/behavior to tone up their efficiency etc. The author of this publication attempted at
analysing the job behavior of the employees in the banking industry and its relationship with
the quality of customer service.

The literature on Training and Development (T&D) is vast and growing. A considerable
number of individual studies and meta-analytic reviews of training and development have
taken a multi-dimensional perspective enveloping the needs of individuals, teams,
organizations and the society at large to document evidence of a positive impact on them.

A training and development program - an essential Human Resource Development (HRD)

function of any organization - addresses a discrepancy between the current performance of

36
the employee and what is expected of him. Training refers to a systematic approach to
learning and development to improve individual, team, and organizational effectiveness
(Goldstein & Ford, 2002).

Donald L. Kirk Patrick (l976) in his Evaluation of Training in Training and Development
Hand Book, stated that effective training directors will make an effort to evaluate all their
.training activities and the success of these efforts depends to a large extent on a clear
understanding of just what evaluation means.
1) To clarify the meaning of evaluation.
2) To suggest techniques for conducting the evaluation.
These objectives will be related in house class room programmes, one of the most common
forms of training.
Many of the principles and procedures can be applied to all kinds of training activities such as
performance review, participation in outside programmes, programmed instruction and the
reading of selected books.

Wagner S (2000) in his study on “Employees Speak out on Job Training: Findings of New
Nationwide Study,” highlighted employee development programs are experiencing higher
employees satisfaction with lower turnover rates although salary and benefits play a role in
recruiting and retaining employees, people are also looking for opportunities to learn new
things, the challenge of new responsibilities, and the prospect of personal and professional
growth. The Gallup Organization found that employee satisfaction and retention are high
when a company is willing to train its workers.

Becker (1964) observed that training efforts produce improvements in the quality of the labor
force, which in turn is one of the most important contributors to national economic growth.
Riding on the benefits as T&D efforts in many organizations continue to expand and grow,
there has been a greater than ever pressure to show the results of training. It is imperative to
focus and to adequately and properly demonstrate and communicate that training efforts are
making worthwhile contributions. As a result, there is a growing body of conceptual work on
measuring the effectiveness of T & D.

Hamblin (1974) defined the process of evaluating T&D as “any attempt to obtain information
(feedback) on the effects of a training program, and to assess the value of the training in the
light of that information”.

37
According Cole (2002:330), in his book Personnel and Human Resource Management,
training is a learning activity directed towards the acquisition of specific knowledge and
skills for the purpose of an occupation or task. The focus of training is the job or task for
example, the need to have efficiency and safety in the operation of particular machines or
equipment, or the need for an effective sales force to mention but a few.

McGhee et al (1996:54) wrote on the nature of learning and said learning is a term used to
describe the process by which behavioral changes results from experience. They also said the
fact that learning has occurred could only be inferred from a comparison of an individual’s
behavior prior to the experiences of specific kinds of task. This is not to say that there has
been no learning if there is no overt behavioral change. Since training generally is intended to
provide learning experiences that will help people perform more effectively in their jobs,
organizational training should follow the learning principle.

Training therefore can be explained as a planned and systematic effort by management aimed
at altering behavior of employees, in a direction that will achieve organizational goals. A
formal training program is an effort by the employer to provide opportunities for the
employee to acquire job-related skills, attitudes and knowledge, McGhee et al (1996:55).

The purpose of training is mainly to improve knowledge and skills, and to change attitudes or
behavior. It is one of the most important potential motivators which can lead to many
possible benefits for both individuals and the organization. Changing technology requires that
employees possess the knowledge, skills and abilities needed to cope with new processes and
production techniques, According to Cole (2002).

Lance Gray and Judy McGregor (2001) have compared 100 New Zealand surveys for
workers aged 55 years and over, and another one for employers. The issue of older workers
captured respondent attention with both studies receiving response roles of around 50%. The
congruence of attitudes among older workers and employers regarding the efficiency was
negative. Training stereotypes is a feature of the study. Older workers are in some agreements
that there is difficult to train less willing to lean and afraid of new technology older workers
saw provision of training as a concern with 11.6% reporting discrimination with regard to
training. Significantly, skilled older workers saw the provision of training was a signal by
employers that they are to be taken as serious contributors.

38
Training-related activities result in improved job performance and other positive changes that
serve as antecedents of job performance (Kraiger 2002). Barber (2004) found that training led
to greater innovation and tacit skills. Decker & Nathan (1985), Robertson (1990) in their
research found that training affects change in worker skills through a change in trainees’
knowledge structures or mental models.

OmarbinSayeed (1998) found that learning effect is a function of trainees’ ability to develop
meaningful expectation of career utility of training and a deep sense of job involvement as
most important variables contributing to training effectiveness.

According to Lawande (l980), who carried research in Glaxo, it would be better at the
individual level, if the person himself identifies the need for training and records it or the
appraisee discusses the individual‘s training needs in view of his deficiencies on the job.
Then, this process helps a great deal in making training useful to both the employees and the
organization.

Studies on the identification of training needs emphasise not only the organizational analysis
but job and individual role analysis as well. It is also useful to emphasise the need for training
in human resources management.

A more direct approach was used by Kanitkar et al. (1994) instead of going to HRM
Department, they approached section heads and senior managers of 73 milk unions associated
with National Dairy Development Board. Their study revealed five contents of training that
were identified 51 by a very large majority of respondents. These were cost consciousness,
loss control, marketing, sanitation and hygiene and operations and maintenance of utilities.

Saiyadain (1981) points out that astonishing list of activities have been carried out in the name
of HRD.

According to Monappa (1985) only HRD activities can achieve its ultimate aim of improving
quality of life.

The research of Gopalakrishnan and Achuthan (1985) can be called comprehensive, as it deals
with training needs, nature and duration of programmes and faculty mix.

Saiyadain (1987) conducted a survey of training functions in India covering 49 organizations.

These results suggest that organizations have taken the help of external consultants in estimating
the effectiveness of training programmes.

39
Subramanian, S. and Sajjan Rao, K. ―An integrated Training Intervention. New Perspective for
enhancing work effectiveness of low performances” , Indian Journal of Industrial Relations,
1997, 33 (1), pp 68-80.

Review of literature on Dairy Industry

In the lines that follow, a brief account on review of current literature on dairy development has
been provided with. Such type of review will provide enough access to the reader to understand
the recent trends and the underlying problems faced by the dairy industry, as well as farmers and
customers. This type of exercise would also provide to the researcher for identifying the research
gap and gives appropriate direction for the identification of the objectives of the study.

“Gupta in his study stated that the per capita consumption of milk in India is only 140 grams.
While in most of the European countries, it is between 1990 to 1698 grams per day. He also
stressed that market surveys have revealed that only 43 percent of milk available is consumed in
liquid form and the remaining is converted in to kova, dahi and other milk products.

Sharma et.al, worked out the economic demand for milk at 36.68 million liters in 1978 for India
as against the recommended level of 210 grams per capita per day. According to his study, the
milk production should increase at the rate of 3 metric tons. Annually up to 1978, thereafter at
the rate of 4 metric annually so as to bridge the ever increasing gap between the demand and
availability.

Muranjan identified key factors which affect the milk procurement viz., procurement price, Price
of related commodities growth of procurement agencies and changes in the overall productions
of milk in public sector diary plants in Maharashtra area.

Pillai considered the cost of fodder, cost of feed, labor cost (both family and hired labor)
veterinary and miscellaneous expenses as variable cost, and depreciation and interests on value
of animal, cow-shed and dead stock were treated as fixed cost. Among fixed costs the costs on
shed, cows were significant and feed cost ranks high among the components of variable cost.

Bhasin pointed in his article that feed alone accounts for 60 to 70 per cent of the total cost of
production in India. In Western countries, it accounts for 45 to 60 per cent. The difference is due
to the component of labor cost.

In his study Jayachnadra made an attempt to study the season-wise cost and returns from
dairying as well as the possibilities of employment

40
Girdhari started in his article “Dairy marketing”, that if dairying is to be organized in the country
on proper lines, proper marketing systems have to be developed. Effective marketing
organization of milk requires development of suitable systems viz. procurement, process,
pricing, packaging and distribution of milk and milk products.

David Avery Vose observe that the structure of the procurement market fluid milk served by a
single co-operative societies approximated to monopoly, while markets having more sellers
resemble a highly concentrated oligopoly where in the service constituted a source of product
differentiation sanitary regulation, milk marketing order, full supply contract, the perishable
nature of the product and transport cost influence this strength of barriers to entry.

Shaik studied milk-marketing practices and found that dairy industries, however in general, has
not given give importance to marketing so far. Professionalism is not observed in the marketing
of dairy products. He opined that this attitude needs to be changed especially when one
considers future potential of growth of the dairy industry.

In spite of increase in supply and demand for milk, the channels of trade have not under gone
any significant changing. Marketing of the middle men appear to have increased considerably

MahinderKaur and Gill seeks to examine the present system of milk marketing in Ludhiana
district of Punjab in terms of existing milk market channels, costs involved and profit margin in
different milk marketing channels. The study reveals that the direct channels (producer and
customer) in the most efficient from the point out view of producer and customers.

An economic study on intensive cattle development programmed in Bihar made by Ramakanti.

A brief review of the current literature on dairying in India reveals that much emphasis was laid
on economic aspects of the milk production and certain managerial aspects. However, scent
attention was given to customer preferences and satisfaction about milk and milk products and
certain of the important areas such as channels of distribution and promotional activities.
Against this back drop, an attempt is made in this study to deserve in to the introduced areas as
specified above

41
 CHAPTER 4

RESEARCH METHODOLOGY
 CHAPTER 4

RESEARCH METHODOLOGY

Introductions

Research is an inseparable part of human knowledge. Its role in human life is as precious as
that of salt in a vegetable. Life would lose its taste without research exactly in the same
manner as a vegetable without sale. Modern academics just cannot stand and meet the
aspirations of matured society, if it does not provide for research and investigation.

Research is an original contribution to the exiting stock of knowledge making for its
advancement. It is the pursuit of truth with the help of study, observation, comparison and
experiment. In short, the search for knowledge through objective and systematic method of
finding solution to a problem is research.

The process of research came into being due to man’s quest to be at tune with his
environment an also understand nature. To achieve this, man uses the tools of experience and
reasoning available to him. Man also makes use of experience and authoritative sources
beyond his immediate circle. Experience and authority are rich and major sources of
hypothesis, which are based mainly on common sense knowledge and haphazard events,
therefore it can be unjustified for drawing conclusions on events. Hence research hypothesis
formulation using experience and authority is judged to be unscientific. Research anchors on
scientific reasoning, which could be inductive and authority is judge to be unscientific.
Research is a combination of both experience and reasoning and can be said to be the most
appropriate way of discovering the truth, precisely in the natural sciences.

(Fig no 4.1 Research flow chart)

42
Research methodology

This is a set of systematic technique used in research. This simply means a guide to research
and how it is conducted. It describes and analysis methods, throws more light on their
limitations and resources, clarify their pre- suppositions and consequences, relating their
potentialities to the twilight zone at the frontiers of knowledge.

Research methodology is a way to systematically solve a research problem. It is science of

studying how research is done scientifically. Essentially it is the procedure by which the
researchers go about their work of describing, evaluating and predicting phenomenon. It aims
to give the work plan of research. It provides training in choosing methods materials,
scientific tools and techniques relevant for the solution of the problem.
Research methodology is –

 A science of studying how research is done scientifically

 A way to systematically solve the research problem by logically adopting various
steps
 Methodology helps to understand not only the products of scientific inquire but the
process itself
 Aims to describe and analyze methods, throw light on their limitation and resources,
clarify their presuppositions and consequences, relating their potentialities to the
twilight zone at the ‘frontiers of knowledge.

Identification of problem
Research objective
Sources of data
Data collection
Sample
Sample Size
Data interpretation
Data analysis
Finding and observation
Conclusion
Suggestion
(Fig no 4.2 Logical Flow of Research)

43
 OBJECTIVES

The objectives of the study are:

The research identified the effects of training and development on employee

performance of Katraj Dairy Pune. But specifically the research has following objective:

Major objectives

 To analyze the exiting training practices its effectiveness and recommend

measure to improve the training practices in kartraj dairy.

Minor objectives

 To find out training and development of employee contribute to the achievement of

the goals of Katraj Dairy.
 To get a feedback from the employees with respect to the usefulness of the training
programmes.
 To understand the present practices enforced in respect of training at the personnel
department and recommend any change if necessary.
 To examine how training and development contribute to individual employee
performance and productivity,
 To identify perceptions of the employee on how training and development provides
beneficial to them.
 To study the changes in behavioral pattern due to training.
 To investigate how training and development needs of employees are determined

44
Research Design

The formidable problem that follows the task of defining the research problem is the
preparation of the design of the research project, popularly known as the “research design”
decision regarding what, where, when, how much, by what means concerning an inquiry or a
research study constitute a research design. “A research design is the arrangement of
conditions for collections and analysis of data in a manner that aims to combine relevance to
the research purpose with economy in procedure.” In fact, the research design is the
conceptual structure within which research is conducted. It constitutes the blueprint for the
collection, measurement and analysis of data. As such the design includes an outline of what
the researcher will do from writing the hypothesis and its operational implications to the final
analysis of data.

Types of Research Design

A researcher must have a clear understanding of the various types of research design to select
which type of research design to implement for a study. Research design can be broadly
classified into quantitative and qualitative research design.

Qualitative Research Design:

Qualitative research is implemented in cases where a relationship between collected data and
observation is established on the basis of mathematical calculations. Theories related to a
naturally existing phenomenon can be proved or disproved using mathematical calculations.
Researchers rely on qualitative research design where they are expected to conclude “why” a
particular theory exists along with “what” respondents have to say about it.

Quantitative Research Design:

Quantitative research is implemented in cases where it is important for a researcher to have
statistical conclusions to collect actionable insights. Numbers provide a better perspective to
make important business decisions. Quantitative research design is important for the growth
of any organization because any conclusion drawn on the basis of numbers and analysis will
only prove to be effective for the business.

Research Design can be divided into five types –

45
1. Descriptive Research Design:
In a descriptive research design, a researcher is solely interested in describing the situation or
case under his/her research study. It is a theory based research design which is created by
gather, Analyze and presents collected data. By implementing an in-depth research design
such as this, a researcher can provide insights into the why and how of research.

2. Experimental Research Design:

Experimental research design is used to establish a relationship between the cause and effect
of a situation. It is a causal research design where the effect caused by the independent
variable on the dependent variable is observed. For example, the effect of an independent
variable such as price on a dependent variable such as customer satisfaction or brand loyalty
is monitored. It is a highly practical research design method as it contributes towards solving
a problem at hand. The independent variables are manipulated to monitor the change it has on
the dependent variable. It is often used in social sciences to observe human behavior by
analyzing two groups – effect of one group on the other.

3. Correlational Research Design:

Correlational research is a non-experimental research design technique which helps
researchers to establish a relationship between two closely connected variables. Two different
groups are required to conduct this research design method. There is no assumption while
evaluating a relationship between two different variables and statistical analysis techniques
are used to calculate the relationship between them.
Correlation between two variables is concluded using a correlation coefficient, whose value
ranges between -1 and +1. If the correlation coefficient is towards +1, it indicates a positive
relationship between the variables and -1 indicates a negative relationship between the two
variables.

4. Exploratory Research Design:

Exploratory research is done on the problems that are not enough research has been done in
the past. This type of research requires the researcher to do all the work on his own. He has to
study everything closely and do experiment to understand the most out of it.

46
 5. Explanatory Research Design:
In exploratory research design, the researcher’s ideas and thoughts are key as it is primarily
dependent on their personal inclination about a particular topic. Explanation about
unexplored aspects of a subject is provided along with details about what, how and why
related to the research questions.

Descriptive study was carried out to know the actual training and development method being
followed. The knowledge of actual training and development process is needed to document
the process and suggest improvements in the current system to make it more effective. The
tools used to carry out Descriptive study included both monitoring and interrogation

Sampling:

Sampling is concerned with the selection of a subset of individuals from within a defined
population to estimated characteristics of the entire population. Each individual variable
measures one or more properties (such as weight, location, color) of observable bodies
distinguished as independent object or individuals. In survey sampling, weights can be
applied to the data to adjust for the sample design, this is particularly seen in stratified
sampling. Results from probability theory and statistical theory are employed to guide
practice. In all the fields of research, sampling is widely used for gathering information about
a population.

Types of Sampling: Sampling Methods

Any market research study requires two essential types of sampling. They are:

1. Probability Sampling:
Probability sampling s a sampling method that selects random members of a population by
setting a few selection criteria, these selection parameters allow every member to have the
equal opportunities to be a part of various samples.

2. Non-probability Sampling:
Non probability sampling method is reliant on a researcher’s ability to select members at
random. This sampling method is not a fixed or pre-defined selection process which makes

47
 it difficult for all elements of a population to have equal opportunities to be included in a
sample.

Types of Sampling: Probability Sampling Methods

Probability Sampling
Is a sampling technique in which sample from a larger population are chosen using a method
based on the theory of probability. This sampling method considers every member of the
population and forms samples on the basis of a fixed process. For example, in a population of
1000 members, each of these members will have 1/1000 chances of being selected to be a
part of a sample. It gets rid of bias in the population and gives a fair chance to all members to
be included in the sample.

There are 4 types of probability sampling technique:

 Simple Random Sampling:

One of the best probability sampling techniques that helps in saving time and resources, is
the Simple Random Sampling method. It is a trustworthy method of obtaining information
where every single member of a population is chosen randomly, merely by chance and
each individual has the exact same probability of being chosen to be a part of a sample.

 Cluster Sampling:
Cluster sampling is a method where the researchers divide the entire population into
sections or clusters that represent a population. Clusters are identified and included in a
sample on the basis of defining demographic parameters such as age, location, sex
etc. which makes it extremely easy for a survey creator to derive effective inference from
the feedback.

 Systematic Sampling:
Using systematic sampling method, members of a sample are chosen at regular intervals of
a population. It requires selection of a starting point for the sample and sample size that
can be repeated at regular intervals. This type of sampling method has a predefined interval
and hence this sampling technique is the least time-consuming.

48
 Stratified Random Sampling:
Stratified Random sampling is a method where the population can be divided into smaller
groups, that don’t overlap but represent the entire population together. While sampling,
these groups can be organized and then draw a sample from each group separately.

Use of the Probability Sampling Method

There are multiple uses of the probability sampling method. They are:

 Reduce Sample Bias:

Using the probability sampling method, the bias in the sample derived from a population is
negligible to non-existent. The selection of the sample largely depicts the understanding
and the inference of the researcher. Probability sampling leads to higher quality data
collection as the population is appropriately represented by the sample.

 Diverse Population:
When the population is large and diverse, it is important to have adequate representation so
that the data is not skewed towards one demographic. For example, if Square would like to
understand the people that could their point-of-sale devices, a survey conducted from a
sample of people across US from different industries and socio-economic backgrounds,
helps.

 Create an Accurate Sample:

Probability sampling helps the researchers to plan and create an accurate sample. This
helps to obtain well-defined data.

Types of Sampling: Non-probability Sampling Methods

The non-probability method is a sampling method that involves a collection of feedback on

the basis of a researcher or statistician’s sample selection capabilities and not on a fixed
selection process. In most situations, output of a survey conducted with a non-probable
sample leads to skewed results, which may not totally represent the desired target population.
But, there are situations such as the preliminary stages of research or where there are cost
constraints for conducting research, where non-probability sampling will be much more
effective than the other type.

49
 Convenience sampling:
This method is dependent on the ease of access to subjects such as surveying customers at
a mall or passers-by on a busy street. It is usually termed as convenience sampling, as it’s
carried out on the basis of how easy is it for a researcher to get in touch with the subjects.
Researchers have nearly no authority over selecting elements of the sample and it’s purely
done on the basis of proximity and not representativeness. This non-probability sampling
method is used when there is time and cost limitations in collecting feedback. In situations
where there are the resource limitations such as the initial stages of research, convenience
sampling is used.
 Judgmental or Purposive Sampling:
It is a type of sampling where the members for a sample are selected according to the
purpose of the study. For example, if a researcher wants to study the impact of drugs abuse
on health. Every member of the society is not the best respondent for this study. Only the
drug addicts can be the best respondents for this study as they have undergone impacts of
drugs abuse on their health and they can provide the real data on this study

 Snowball sampling:
Snowball sampling is a sampling method that is used in studies which need to be carried
out to understand subjects which are difficult to trace.

 Quota sampling:
In Quota sampling, selection of members in this sampling technique happens on basis of a
pre-set standard. In this case, as a sample is formed on basis of specific attributes, the
created sample will have the same attributes that are found in the total population. It is an
extremely quick method of collecting samples.

Use of the Non-Probability Sampling Method

There are multiple uses of the non-probability sampling method. They are:

 Create a hypothesis:
The non-probability sampling method is used to create a hypothesis when limited to no
prior information is available. This method helps with immediate return of data and helps
to build a base for any further research.

50
 Exploratory research:
This sampling technique is widely used when researchers aim at conducting qualitative
research, pilot studies or exploratory research.

 Budget and time constraints:

The non-probability method when there are budget and time constraints and some
preliminary data has to be collected. Since the survey design is not rigid, it is easier to pick
respondents at random and have then to take the survey or questionnaire.

Non-probability sampling method was used here by researcher, as the research was made by
the survey, in accordance to the convenience of the employees of Katraj Dairy pune. So the
sample type was convenient. The population was the total employees working in
organization. The sample unit for this research was the employees from various departments
had taken into sample frame from middle and senior level. The proposed sampling size for
this study includes 30 workers/employees from different department and groups.

Data collection

Data collection is a process of collecting information from all the relevant sources to find
answers to the research problem, test the hypothesis and evaluate the outcomes. Data
collection methods can be divided into two categories: secondary methods of data collection
and primary methods of data collection.

TYPES OF DATA:
1. Primary Data –refers to the data that the investigator collects for the very first time.
This type of data has not been collected either by this or any other investigator before.
A primary data will provide the investigator with the most reliable first-hand
information about the respondents. The investigator would have a clear idea about the
terminologies uses, the statistical units employed, the research methodology and the
size of the sample. Primary data may either be internal or external to the organization.

2. Secondary Data – refers to the data that the investigator collects from another source.
Past investigators or agents collect data required for their study. The investigator is
the first researcher or statistician to collect this data. Moreover, the investigator does

51
 not have a clear idea about the intricacies of the data. There may be ambiguity in
terms of the sample size and sample technique. There may also be unreliability with
respect to the accuracy of the data.

PRIMARY DATA – METHODS OF COLLECTION OF DATA

1. Direct Personal Investigation

Direct personal investigation Consists of the collection of data by the investigator in a
direct manner. The investigator (or researcher) is responsible for personally approaching a
respondent and investigating the research and gather appropriate information. In other
words, the researcher himself enters the field and solicits data that he requires to take the
research forward. Thus, this method of data collection ensures first-hand information. This
data is all the more reliable for an intensive research. But in an extensive research, this
data is inadequate and proves to be unreliable. This method of collection of data is time-
consuming. Hence, it tends to get handicapped when there is lack of time resource.
However, the greatest demerit is that this method is very subjective in nature and is not
suitable for objective based extensive researches.

2. Indirect Oral Interview

Indirect oral interview Consist of the collection of data by the investigator in an indirect
manner. The investigator approaches (either by telephonic interviews) an indirect
respondent who possesses the appropriate information for the research. Thus, this method
of data collection ensures first-hand information because the interviewers can cross-
question for the right and appropriate information.

3. Mailed Questionnaire
Mailed questionnaire Consists of mailing a set or series of questions related to the
research. The respondent answers the questionnaire and forwards it back to the
investigator after marking his/her responses. This method of collection of data has proven
to be time-saving. It is also a very cost-efficient manner of collecting the required data.
An investigator who has the access to the internet and an email account can undertake this
method of data collection. The researcher can only investigate those respondents who also
have access to the internet and an email account. This remains the only major restriction
of this method.

52
 4. Schedules

Scheduling involves a face to face situation with the respondents. In this method of
collecting data, the interviewer questions the respondent according to the questions
mentioned in a form. This form is known as a schedule. This is different than a
questionnaire. A questionnaire is personally filled by the respondents and the interviewer
may or may not be physically present. Whereas, the schedule is filled by the enumerator or
interviewer after asking the respondent his/her answer to a specific question. And in
scheduling method of collecting data, the interviewer or enumerator is physically present.

5. Local agencies

In this method, the information is not directly or indirectly collected by either the
interviewer of the enumerator. Instead, the interviewer hires or employs a local agency to
work for him/her and help in gathering appropriate information. These local agents are often
known as correspondents as well. Correspondents are only responsible for gathering
accurate and reliable information. They work according to their preference and adopt
different methods to do so.

SECONDARY DATA – SOURCES OF DATA

1. Published Sources-There are many national organizations, international agencies and

official publications that collect various statistical data. They collect data related to
business, commerce, trade, prices, economy, productions, services, industries, currency and
foreign affairs. They also collect information related to various (internal and external)
socio-economic phenomena and publish them. These publications contain statistical reports
of various kinds. Central Government Official Publication, Publications of Research
Institutions, Committee Reports and International Publications are some published sources
of secondary data.

2. Unpublished Sources-Some statistical data are not always a part of publications. Such data
are stored by institutions a private firm. Researchers often make use of these unpublished
data in order to make their researches all the more original.

53
The method used for data collection for the study is primary data. For primary the researcher
had used questionnaire and schedules methods. The questionnaires are generally sent through
mail to informants. For This study 23 questionnaires were administered to about 30
workers/employees. The data collection through questionnaire is relatively cheap and
economical. As most of the workers were not adequately educated to understand questions
were translated to Marathi and were given to workers for obtaining their responses. For those
employees who are not even proficient in reading Marathi schedules method was used for
data collection. Schedules were administered to about 15 respondents personally by
researcher so as to ensure better control over data collection process.

Limitations:

The limitations to the study are as follows-

 The Time constraint was a major limitation to the study.

 The study period is very limited. The researcher had to collect the information in a
short period. Time is not sufficient to do a thorough study.
 The information collected solely depends upon the respondents answers and accuracy
of information could vary.
 Getting actual information from the respondents was difficult.
 Could not able to collect the information from all employees of organizations because
of busy schedule of employees.
 It is felt that some of the answers given by the employees to the questionnaires are
theoretical and the opinions expressed are dependent on the employees, union rules
and the management.
 This study is restricted to katraj dairy. Although there are some limitations to the
study this can be helpful for the understanding of the human resource policies and
practices of dairy industry.
 Some of the information given by the respondents may be bias.

54
 CHAPTER5

DATA ANALYSIS AND

INTERPRETATION
 CHAPTER 5
ANALYSIS OF DATA

DATA ANALYSIS AND INTERPRETATION

This chapter discusses about the analyses of the information gathered for the study in
different aspects. The questions about the research topic were asked to the worker and the
executive of the katraj dairy pune. The data was collected in the month of March 2019. The
data was collected in the form of questionnaires and through observations. The information
collected has to be processed and Analyse in accordance with the outline laid down for the
purpose at the time of developing the research plan. This is essential for a scientific study and
for ensuring that we have all relevant data for the marking of contemplated comparison and
analysis. Processing of data can be categories into editing, coding, classification and
tabulation of collected data so that they are amenable to analysis. The term analysis refers to
the computation of certain measure along with searching for pattern of relationship that exist
among data group thus, in the process of analysis, relationship or differences supporting or
conflicting with original or new hypothesis should be subjected to statistical test of
significance to determine with what validity data can be said to indicate any conclusion.
Analysis of data is a process of inspecting, cleaning, transforming, and modeling data with
the goal of discovering useful information, suggesting conclusion, and supporting decision-
marking. Data analysis has multiple facts and approaches, encompassing diverse techniques
under a variety of names, in different business, science, and social science domains.

I. Editing: This involves a careful scouting of the completed questionnaires or

schedules.
II. Coding: This is necessary for efficient and through it the several replies may be
reduced to a small number of class which contain the critical information required for
analysis. Coding decision should usually at the designing stage of the questionnaires.
III. Classification: The necessities classification of data which happen to be the process
of arranging data in group or classes on the basis of common characteristic of data
having a common characteristic are placed in the class and in this way the entire data
get divided into a number of group or classes.
IV. Tabulation: It is the process of summarizing row data and displaying the same in
compacts for form further analysis. In a broader sense, tabulation is an orderly
arrangement of data in columns and rows.

55
GENERAL QUESTIONS

AGE OF RESPONDENTS

Respondents Age No of Respondents

20 to 30 Years 18

30 to 40 Years 12

40 to 50 Years 4

No of respondents
0%

12%

20 to 30 Years
30 to 40 Years
53%
35% 40 to 50 Years

INTERPRETATION:

The sample consisted of 30 employees of which 53%(18) are under the age group of 20-30
and other 35% (12) are under the age group of 30-40 and the remaining 12%(4) are under the
group of 40-50.

56
RESPONDENTS DISTRIBUTION- GENDER

Gender No of respondents

Female 4

Male 26

No of respondents
0% 0%

13%

Female
male

87%

INTERPRETATION:

The sample consists majority of 87% are male and 13% are female.

57
RESPONDENTS DISTRIBUTION- DEPARTMENT WISE

Department No. of respondents

Plant maintenance 11

Training & development 15

Material management 9

No.of respondents
0%

26%
31%

Plant maintenance
Training & development
Material management

43%

INTERPRETATION:

In respondents 43% are from training and development, 31% are from plant maintenance
and 26% are from material management.

58
QUESTION ASKED:

1. How important is training to your role in the organization?

Importance of training No. of Respondents

Very important 13

Important 11

Somewhat important 4

Less important 2

Less important
6%
Somewhat
important
13%

Very important
47%

Important
34%

INTERPRETATION:

Among respondents 47% of employees feel training is very important for their role, 34% of
employees feel training is important, 13% of employees feel training is somewhat
important, 6% of employees feel training is less important.

59
2. Do you think training is essential for improving skills on the job?

Training for improving skills No. of Respondents

Yes 27

No 3

0%

No
10%

Yes
90%

INTERPRETATION:

Among the respondents 90% of them feel training is essential and helps them in performing
their duties while 10% of them feel that they can perform well without training. This indicate
that the training help the employees in improving the skills and helps them do their work in a
more efficient manner.

60
3. What type of training program you prefer?

Training method preferred No. of Respondents

On the job 14

Off the job 5

Combination of Both 11

No. of Respondents

0%

37%
46%
On the job
Off the job
Combination of Both
17%

INTERPRETATION:

Among the respondents 46% of them prefer on the job training, 37% of them prefer
combination of both and 17% of them prefer off the job training. The result are expected as
in the technology is in use on the job training methods train the people in better way and
also make them confident and better prepared for carrying out the job.

61
4. What mode of training method is normally used in your organization?

Options No. of Respondents

Job rotation 8

External training 5

Conference 7

Programmed instruction 10

No. of respondents
0%

27%
33%
Job rotation
External training
Conference
Programmed instruction
17%

23%

INTERPRETATION:

The above chart indicates that about 33% of programmed instruction method of training is
used in the organization.

62
5. How many training programmes will you attend in a year?

Training attended No. of Respondents

0- 10 14

10-20 12

20-40 4

More than 40 0

No. of Respondents
More than 40
0% 0%

20-30
13%

less than 10
47%

10 to 20
40%

INTERPRETATION:

In the above figure, 47% of the employee that they attend less that 10 training programmes
which indicates that there are less than 10 training programmes are held in the
organization.

63
6. To whom the training is given more in your organization?

Training preference No. of Respondents

Senior staff 4

Junior staff 6

New staff 10

Based on requirement 10

No. of respondents
Senior staff Junior staff New staff Based on requirement

0%

13%

33%

20%

34%

INTERPRETATION:

The above chart indicate that 34% of training is given to new staff, 33% of training is given
on the base of requirement of the organizations, 20% o training is given to the junior staff and
13% of training is been given to the senior staff of the organizations.

64
7. What are the general complaints about the training session?

Complaints during training No. of Respondents

Take away precious time of employees 10

Too much gaps between the sessions 12

Training sessions are unplanned 6

Boring and not useful 2

No. of Respondents

7%

Take away precious time of

20% 33% employees
Too much gaps between the
sessions
Training sessions are unplanned

Boring and not useful

40%

INTERPRETATION:

Among the respondents 40% of employees have the complain about the too much gaps
5between the sessions, 33% have problem about the taking of their precious time, 20% have
complain about the unplanned training sessions and 7% feel it’s boring and not useful.

65
8. Have come across any problem during the training sessions conducted in your organization?

Problem during training No. of Respondents

Interpersonal 4

Personal 6

External 7

No problem 13

No. of respondents

13%

Interpersonal
44%
20% Personal
External
No problem

23%

INTERPRETATION:

Among the respondents 44% of employees have no problem during training session, 23%
have external problems, 20% have personal problems and 13% have interpersonal
problems. As 44% had no problem while 56% had some kind of problem this area needs the
attention of the management.

66
9. Employees are given appraisal in order to motivate them to attend the training. Do you agree
with this statement?

Opinions No. of Respondents

Agree 20

Somewhat agree 4

Disagree 6

25

20

15

10

0
Agree Somewhat agree Disagree

INTERPRETATION

The above chart shows that employees are given appraisal in order to motivate them to
attend training.

67
10. How well the workplace of the training is physically organized?

Opinion No. of Respondents

Excellent 14

Good 6

Average 10

Bad 0

CHART-13

16
47%
14

12
33%
10

8
No. of respondents
20%
6

2
0
0
Excellent Good Average Bad

INTERPRETATION:

Among the respondents 47% of them feel the excellent workplace of the training is
physically organized.

68
11. Comment on the degree to which the training objectives are met during the training
sessions?

Effectiveness of training No. of Respondents

All the objectives are met 10

Some objectives are met 12

Met according to the need 8

None of objective are met 0

None of objective
are met
No. of respondents 0%
0%

Met
according All the
to the need objectives are
27% met
33%

Some objectives
are met
40%

INTERPRETATION:

Among the respondents 40% feel that training is useful in meting some of the objectives,
33% feel that training met all the objectives and 27% of employee feel training objective
met according to the need. The overwhelming majority opinion shows that the training met
some of the objective of the employees.

69
12. Enough practice is given for the training session? Do you agree with this statement?

Enough practice during training No. of Respondents

Strongly agree 11

Agree 9

Somewhat agree 7

Disagree 3

No. of respondents
Disagree
10%

Somewhat Strongly agree

agree 37%
23%

Agree
30%

INTERPRETATION:

Among the respondents 37% strongly agree that enough practices is given during training
sessions, 37% agree to this questions put to them, 23% agreed somewhat and 10%
disagreed. This show that 90% of employees agreed that they get enough practice training
sessions.

70
13. Does the training program influence the motivation level?

Opinion No. of Respondents

Highly motivated 22

Some motivated 8

Not all motivated 0

Chart Title
No. of respondents

73%

27%

0%

Highly motivated Some motivated Not all motivated

INTERPRETATION:

Form the above chat 73% of training program will influence the motivation level of the
employees and executives of the organization.

71
14. What is the main advantage of training and employee development that you see is?

Advantage of training No. of Respondents

Improvement productivity 9

Motivation to work 8

Increase in your market value 3

Opportunity for career development 10

12

Opportunity for
10 career
Improvement development, 10
productivity, 9
Motivation to work,
8
8
Axis Title

4
Increase in your
market value, 3
2

0
Improvement Motivation to work Increase in your Opportunity for career
productivity market value development

INTERPRETATION:

Among the respondents 33% strongly agree that training helps employees to get
opportunity for career development, 30% feel that training helps them in improvement
productivity, 27% feel it helps to get motivation to work and 10% feel that it increase their
market value. The overwhelming majority opinion shows training helps employees to
create opportunity for career development.

72
15. How long will it take to implement the trained process?

Opinion No. of Respondents

Less than 1 month 20

1-2 months 10

2-4 months 5

More than 4 months 0

25

20

15

No. of respondents
10

0
Less than 1 month 1-2 months 2-4 months More than 4
months

INTERPRETATION:

The above chart shows that it will take less than 1 month to implement the trained process.

73
 16. What impact does training and development have on organizational performance?

Opinion No. of Respondents

Positive 30

Negative 0

No. of Respondents
Positive Negative

0%

100%

INTERPRETATION:

The above chart show that all the respondent believed training and development
programs have a positive impact, considering organizational, department and personal
goal will greatly improve productivity in the long run.

74
17. What are the important barriers to training and development in your organization?

Opinion No. of Respondents

Time 14

Money 2

Lack of interest of staff 11

Non-availability of skilled trainer 3

No. of respondents
Time Money Lack of interest of staff Non-availability of skilled trainer

10%

46%

37%

7%

INTERPRETATION:

The above chart indicates that the important barrier to training and development in the
organization is the lack of interest of staff and the time factor.

75
18. How many promotion you have had after training?

Opinion No. of Respondents

One 14

More than one 10

No promotions 6

No. of Respondents No. of

Respondents,

No promotions
20%
One
47%

More than one

33%

INTERPRETATION:

47% of the employees have got one promotion and 33% have got more than Tone
promotion while 20% of the employees have not got the promotion, 80% of the
employees got the promotion. Training activity helps the employees in developing
opportunity for career development

76
19. Does the development activity help the management in identifying, analyzing, forecasting
and planning changes?

Opinion No. of respondents

30
Yes
0
No

No. of respondents
0%

Yes
No

100%

INTERPRETATION:

100% of employees feel that training also contributes for the personal growth of the
employees and help them to increases their market value and so helped the company to
achieve its objective.

77
20. That training was useful for your work?

Opinion No. of respondents

28
Yes
2
No

No. of respondents
0%
6%

Yes
No

94%

INTERPRETATION:

94% of the respondents feel that the training programmes were useful. 6% respondents
think that programmes were irrelevant to their objective of being useful\. The
organization must ensure programmes that are useful and prove to cater to the
development need of the workers.

78
 CHAPTER 6:

FINDINGS, SUGGESTION
AND
CONCLUSION
 FINDINGS

The data which was analyzed from the questionnaire of katraj dairy pune has the
following finding:
 Majority of employees are quite satisfied with the training programmes conducted in
katraj dairy pune.
 The organization considers the training as a part of organization strategy.
 Majority of employees are technically qualified, well experienced and between age
group of 20-30, all this increase the efficiency of employee.
 Training program helped the organization to achieve its objective. But in this period of
their service, yearly they are only 4-6 training programmes some of them have not
attended any training programmes.
 In the organization more training program are provide to the new staff and also as per the
requirement.
 Most of the employees agreed that training programmes help in achieving individual as
well as organization goals.
 In kartaj dairy more than half of the employees are given more responsibility after
training programmes, few are getting promotion or financial incentives, this may be the
reason the employees are not that interested in training programmes.
 In an organization employees are given enough practices during training session.
 In Katraj executives accepted that only some of the training objectives are met at present
but they are marking effort to meet all the objectives.
 Mostly the institutional programmes are conducts than in-house training programmes.
 Most of the time training program is conducted on- the job.
 Employees are given appraisal in order to motivate them to attend the training.
 Almost all the employees are satisfied with uniform provided by the company.
 Good relationship between the tram members.
 Management given more importance for the timely supply of product to the customers.
 Proper training should be provided to handle the machine carefully.
 Training prgrammes held so far gave satisfactory results.
 Periodical meeting is conducted at department level where employee problems are
discussed.

79
 SUGGESTIONS

 Marking training and development process and entirely in house activity to reduce cost.
 The employees should be given more motivational training programs and the trainings
that are conducted should be interesting because they are in the bore dome state.
 Stress management training should be given for the employees.
 The organizations should build up an effective communication system which can
enhance organizational effectiveness.
 Management can introduce a suggestion scheme, investing suggestion from employees.
 Employees should be involved in decision making process.
 Management should organize proper workshops.
 It was observed that the trainings were not held as per plan and the training programs
should be held regularly as per the requirement to get more advantage of the training.
 Many of the employees felt that induction training helped them in delivering better
results. Hence induction training should be given compulsorily to all the employees of
the organizations so that all the employees can understand better than companies and
management’s expectations from them and they can be better prepared to deliver the
expectations.
 Proper infrastructure facilities which can motivate the employees.
 After the successful training completion most of the employees got more responsibility
while some of them were promoted. Giving the employees incentives on successful
completion of the training should be thought of as motivational scheme as this increase
the interest of the employees in trainings. As the employees acquire new knowledge,
skills or aptitude and apply them on their job, they should be significantly reward to their
effort.
 The HR executives should try to meet all the objectives of training programmes when
they conduct a training programme.
 Some of the employees in the organization feel that they can perform well without
training programme which shows that the training could not meet up to their
expectations or the trainings did not add to their knowledge. So, an effort should be
made to make a careful planning of the training programmes and also to select
employees with uniform aptitude and knowledge levels so that the trainings can be made
interesting for all the participants.

80
 The training programme should be designed in such a way that fulfils organizational
requirement and individual needs.
 The management and the executives department should compulsorily take the opinion
and suggestions of the workers and the employees who participate in the trainings
programmes through written feedback or by interviewing them personally whenever
written feedback is not possible.
 The organization must conduct feedback analysis of training progrmme and take
immediate action and incorporate the suggestion so that the employees too feel their
inclusion in training programmes. This automatically increases participation an interest
of employees.
 Katraj dairy mostly concentrating on training programmes for new, skilled worked and
managers. They should take care of the training needs of the other employees and those
in support service as well.
 An executive should implement their training programmes in a manner that 100% of
their employees agree that their personal growth increase with training and development.

81
 CONCLUSIONS

In today’s corporate world, it is very important that the managers should plan, organize direct
and control the procurement, development, compensation, integration, maintenance and
separation of work force in order that the organization may accomplish its designed objective.
From this point of view, the work force is an instrument of the organization, and the HR
manager provides and shapes that instrument. Hence, the HR managers must assist the
organization in adopting the changes in mix and values. Thus, Global competition, customer
focus and need for speed and flexibility have transformed the business equation. But to get
the desired result, we must depend on HR to carry the day. We must select compete
individuals, develop, motivate, retain and provide them with the organizational culture and
process that will allow them to succeed.

I conclude that through proper training an employee can become multi skilled and this I have
practically noticed through my analysis. Thus, training endeavors to import knowledge, skill
and attitude necessary to perform job related task.

I have found out that because of the training employees are more able to perform their work
very effectively. By improving suitable training to employees the company achieves the
target of

 Low cost
 High quality
 Timely delivery
 Reliability
 Value for money
 Customer satisfaction

82
 BIBLIOGRAPHY

BOOKS
1. Rohan, S. &Madhumita, M (2012): “Impact of Training Practices onEmployess
Productivity: A comparative study”.
2. Effective planning in training and development : Leslie Rae
3. Human Resource Management : C.B.upta
4. TRAINING FOR DEVELOPMENT all you need to know- R.K Sabu
5. Handbook of Training and coaching Skill- Roger Buckley and Jim Caple

WEBSITES:

www.outsoure2india.com

www.tutor2u.net

www.katrajdairy.com

www.wikipedia.in

www.slideshare.com

I
ANNEXURE
 QUESTIONNAIRE

Based on the training you have received at Katraj Dairy Pune so far, please fill in the answers
to all the questions below. Be honest as possible. All information given will be strictly
confidential. All data collected is for academic purpose only.

1. Name:

2. Age:

3. Gender: Male ( ) Female ( )

4. Department wise

1. Plant maintenance
2. Training & development
3. Material management

5. How important is training in your role in the organization?

1) Very important
2) Important
3) Somewhat agree
4) Less important

6. How many training programmes will you attend in a year?

1) Less than 10
2) 10-20
3) 20-30
4) More than 40

7. What mode of training method is normally used in your organization?

1) Job rotation
2) External training
3) Conference
4) Programmed instruction

i
8. To whom the training is given more in your organization?

1) Senior staff
2) Junior staff
3) New staff
4) Based on requirement

9. Employees are given appraisal in order to motivate them to attend the training. Do you
agree with this statement?

1) Agree
2) Disagree
3) Somewhat agree
4) Can’t say

10. How well the workplace of the training is physically organized?

1) Excellent
2) Good
3) Average
4) Bad

11. Comment on the degree to which the training objective are met during the training
sessions

1) All the objectives are met

2) Some objectives are met
3) Met according to the need
4) None of the objective are met

12. Whether the training conducted by the management was on the job or off the job?

1) On the job
2) Off the job
3) Both
4) Not applicable

ii
 13. Does the training program influence the motivation level?

1) Highly motivated
2) Some motivated
3) Not at all motivated

14. What are the general complaints about the training session?

1) Take away precious time of employees

2) Too many gaps between the sessions
3) Training sessions are unplanned
4) Boring and not useful

15. Have come across any problem during the training sessions conducted in your
organization?

1) Interpersonal
2) Personal
3) External
4) No problem

16. How long will it take to implement the training process?

1) Less than 1 month
2) 1-2 months
3) 2-4 months
4) More than 4 months

17. Does the training course help you to work independently?

1) Yes
2) No

iii
18. What are the important barriers to training and development in your organization?

1) Time
2) Money
3) Lack of interest of staff
4) Non-availability of skilled trainer

19. What impact does training and development have on organizational performance?

1) Positive
2) Negative

20. What is the main advantage of training and employee development that you see is..?

1) Improved productivity and motivation to work

2) Opportunity for career development
3) Increase in your market value
4) Other

21. Does the development activity helps the management in identifying, analyzing,
forecasting and planning changes?

1) Yes
2) No

22. How many promotion you have had after training?

1) One
2) More than one
3) No promotion

23. The training was useful for your work?

1) Yes
2) No

iv
v