Employee perception towards training at kerala feeds

A PROJECT REPORT ON
“EMPLOYEES PERCEPTION TOWARDS TRAINING AT KERALA
FEEDS LTD, KALLETTUMKARA”
In partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
University of Calicut
Malappuram (District), PIN 673 635
Calicut University PO, Kerala, India
Submitted by
Bharath Chandran Nair
HGAPMBA028
Under the guidance of
Prof. Jessy Ummer
HOLY GRACE ACADEMY OF MANAGEMENT STUDIES
Affiliated to University of Calicut & Approved by AICTE, New Delhi
Kuruvilassery P.O. Mala, Thirssur Dist,Kerala-680 732
2015-17

2015-17
CERTIFICATE
This is to certify that the project report titled “Employees Perception Towards Training at
Kerala Feeds Ltd, Kallettumkara” submitted to the University Of Calicut, in partial
fulfillment of the award of the Degree of Master Of Business Administration is a record of
original work done by Mr Bharath Chandran Nair (HGAPMBA028)
during the period of his study in Holy Grace Academy Of Management Studies, Mala, Thrissur.
Prof.Dr.R.Saravanan
Director
Place:
Date:

2015-17
CERTIFICATE FROM FACULTY GUIDE
This is to certify that Mr. Bharath Chandran Nair (HGAPMBA028) student of Holy
Grace Academy Of Management Studies, Mala, Thrissur, has done the project titled
“Employees Perception Towards Training at Kerala Feeds Ltd, Kallettumkara” under my
guidance as a requirement for the completion of MBA programme under Calicut University.
Prof. Jessy Ummer
Place:
Date:

2015-17
DECLARATION
I hereby declare that the project work titled “Employees perception towards training at
kerala feeds ltd, Kallettumkara” submitted to the Calicut University, is a record of an original
work done by me under the guidance of Prof. Jessy Ummer, Faculty of Holy Grace Academy
of Management Studies, Mala, Thrissur and this project work is submitted in the partial
fulfilment of the requirements for the award of the degree of Master of Business Administration
(MBA). The results embodied in this thesis have not been submitted to any other University or
Institute for the award of any degree or diploma.
Place : Bharath Chandran Nair
HGAPMBA028
Date :

ACKNOWLEDGEMENT
This project itself is an acknowledgement to the intensity drive and technical competence of
many people who guided me for its completion. Let me assert beyond the confines, a simple of
gratitude to them.
I thank Almighty for his profane grace and blessings.
I express my deep sense of indebtedness to my institute, HOLY GRACE ACADEMY OF
MANAGEMENT STUDIES, MALA and the esteemed organization Kerala Feeds LTD,
Kallettumkara, Thrissur, for giving the unique opportunity of pursuing the project.
I am really obliged and wish to place my sincere gratitude to Ms. Jessy Ummer (Lecturer,
MBA ) who have guided me during the study.
I express with deep sense of gratitude, the kind co-operation and assistance received at Kerala
Feeds Ltd, especially to Mr. Biju (HR manager) for giving me the opportunity and permitting
me to do the project. My sincere thanks to all members of administration and employees for the
help and co-operation extended.
I express my thanks to Mr. VAKKACHAN THAKKOLKKARAN (chairman of MBA) and
Dr. R. SARAVANAN (director of MBA) for giving me the opportunity to undertake the study.
I would also like to express my earnest gratitude to my parents, friends and all others who
have helped me at various stages in the preparation and submission of the project on time.
Bharath Chandran Nair
HGAPMBA028

CONTENTS
Page no:
Chapter 1 Introduction 1
1.1 Introduction 2
1.2 Statement of the problem 3
1.3 Purpose of the study 4
1.4 Objectives of the study 4
1.5 Hypotheses of the study 5
1.6 Significance of the study 5
1.7 Scope and Limitations of the study 5
1.8 Industry profile 6
1.9 Organizational profile 15
Chapter 2 Review of literature / Theoretical Profile 28
Chapter 3 Research methodology 32
3.1 Introduction 33
3.2 Research Design 33
3.3 Population of the study 34
3.4 Sampling 34
3.5 Data collection 34
3.6 Statistical Tools 35
3.7 Software used of analysis 35
Chapter 4 Data Analysis 36
4.1 Introduction 37
4.2 Tables and their interpretation and Demographic information 37
Chapter 5 Discussion 59
5.1 Summary of the findings 60
5.2 Discussions on findings 61
5.3.Conclusion 62
5.4 Recommendations 63
Appendix
Bibliography

LIST OF TABLES
Table no: Title Page no:
4.1 Age of respondents 38
4.2 Gender of respondents 39
4.3 Salary of respomdents 40
4.4 Shared policy 41
4.5 Based on strategy 42
4.6 Training duration 43
4.7 Training within and outside organisation 44
4.8 Classroom setting 45
4.9 Trainers are experts 46
4.10 Training materials 47
4.11 Modern aids 48
4.12 Relevent topics 49
4.13 Trainers are reliable 50
4.14 Oppertunity for interaction 51
4.15 Reduces supervision 52
4.16 Retraining needed 53
4.17 Feedback 54
4.18 Separate department 55
4.19 Training is enough 56

LIST OF CHARTS
Chart no: Title Page no:
1.8 Organisation structure 27
4.1 Age of respondents 38
4.2 Gender of respondents 39
4.3 Salary of respomdents 40
4.4 Shared policy 41
4.5 Based on strategy 42
4.6 Training duration 43
4.7 Training within and outside organisation 44
4.8 Classroom setting 45
4.9 Trainers are experts 46
4.10 Training materials 47
4.11 Modern aids 48
4.12 Relevent topics 49
4.13 Trainers are reliable 50
4.14 Oppertunity for interaction 51
4.15 Reduces supervision 52
4.16 Retraining needed 53
4.17 Feedback 54
4.18 Separate department 55
4.19 Training is enough 56

Holy Grace Academy of Management Studies
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1.1 INTRODUCTION
Training is the process for providing required skills to the employee for doing the job
effectively, skilfully and qualitatively. Training of employees is not continuous, but it is
periodical and given in specified time. Generally training will be given by an expert or
professional in related field or job.
Training is required at every stage of work and for every person at work. To keep oneself
updated with the fast changing technologies, concepts, values and environment, training plays a
vital role. Training programmes are also necessary in any organisation for improving the quality
of work of the employees at all levels. It is also required when a person is moved from one
assignment to another of a different nature. Taking into account this context, this unit aims at
providing insight into the concept, need and methods of training, also areas of evaluation of
training, retraining and dimensions of organisational learning.
Training is a process of learning a sequence of programmed behavior. It is the application
of knowledge & gives people an awareness of rules & procedures to guide their behavior. It
helps in bringing about positive change in the knowledge, skills & attitudes of employees.
Training is investment in getting more and better quality work from your talent.
Thus, training is a process that tries to improve skills or add to the existing level of
knowledge so that the employee is better equipped to do his present job or to mould him to be fit
for a higher job involving higher responsibilities. Since training involves time, effort & money
by an organization, so an organization should to be very careful while designing a training
program. The objectives & need for training should be clearly identified & the method or type of
training should be chosen according to the needs & objectives established.

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Recurrent training is training that is scheduled at periodic intervals in order to keep
employee skill abilities at a maximum level. Recurrent training often occurs in certain industries,
like health care and aviation where human safety is involved. Recurrent training can be
outsourced, provided by a visiting instructor, or performed by instructors from a corporate
training.
In simple words, to provide ability to the employee to perform a specific job is called
training. Thus, the art. Knowledge and skill to accomplish a specific job in a specific way is
called training.
Human resource is the essence of development and the development largely lies with the
quality of human resources. Quality of human resource depends on so many factors and training
is one among the vital factors. Training is one of the most important investments because it
enhances the knowledge, skills, attitudes and behavior of employees: the human resource.
Training involves a combination of skills development, knowledge transfer, development and
support of understanding and sustained attitude change. It gives people an awareness of the rules
and procedure to guide their performance on the current job or prepare them for an intended job.
The organizations now have understood the importance of providing the training to their
employees so as to get the edge in the area of competition. There is now growing recognition that
training has significant role in gaining competitive advantage.
1.2 Statement of the problem
The purpose of the study is to identify the employees perception towards the training and
to recommend proper inputs for training.

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1.3 Purpose of the study
The perception and attitude of the employees have a greater impact on the success of any
organization. If the employees perceive the T&D practices in the positive sense, definitely it will
have positive impact on the enterprise. If the employees are satisfied with the HRD/T&D
practices they will have positive attitude towards the management. If the employees are not
satisfied, they will have negative attitude towards the management. The perception of the
employees basically depend on the knowledge, they derive from the training. It is found that the
previous researchers have concentrated on effectiveness of training employees.
In order to fill this gap the researcher is compelled to study about the perception of the
employees toward Training and Development (T&D).
1.4 Objectives of the study
Primary objective
 To identify the employees perception towards training at kerala feeds, Kallettumkara
Secondary objective
 To find out expectation of employees on T & D
 To assess the satisfaction level of employees on current training module
 To find our employees preference on place of training, duration of training and training
method.

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1.5 Hypothesis of the study
Hypotheis
Ho : Gender does not have any relation with the requirement of retraining for employees.
H1 : Gender have relation with the requirement of retraining for employees.
1.6 Significance of the study
Training and development programme must contain ingrediants which enable the participants to
gain skills, learn theoretical concepts and help acquire vision to look into the distant future.
1.7 Scope of the study
The study covers employees of Kerala Feeds at Kalletumkara. The target samples of 50
employees were selected at random from the 184 employees. This report is useful to the
management of the company to know the employees perception towards training and they can
take measures to increase productivity. It also helps in planning for development and
growth.This report may be useful to the management students for reading and may be useful in
preparing the report on employees perception towards training.

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Limitations of the study
 The study is limited to skilled employees in Kerala feeds limited.
 Lack of time constraints, took only 50 employee as sample even though the population is
184 employees
 The employees were busy in their routine schedule.which was a constraint in collection
of data.
 The researcher had to persistently approach a few personnel for administering the
questionnaire.
 The company was reluctant to reveal some of its official documents and reports which are
kept confidential.
1.8 Industry Profile
Cattle Feed Industry in India
Indian economy is basically an agricultural economy. Growth of Indian economy
depends on the growth of the agricultural sector. One of the thrust areas under agricultural
activities during the eighth plan was developed of animal husbandary and dairying. Some
challenges more acutely experienced in the agricultural sector are the countrys ability to maintain
food sufficiency capabilities to meet demands arising from improvements in income of masses
and problems of unemployment and under employment in the rural areas which call for the on
farm and off-farm support. Keeping in view the growth rate of population income, demand for
food, it is estimated that India would need around 215 million tons of food grains.

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Accordingly, augmentation of agricultural growth should be conditioned. One of the
trends to be followed is that productivity in livestock sector continues to be guided by
population, rather than increase in productivity levels per unit of production.
Agriculture and small industries which have potential to provide jobs to millions were
relatively marginalized. Mega industrialization approach necessarily leds to less employment
generation. This is because it implies very low labour capital ratio. High technology also
displaces labour. Consequently millions cannot get gainful employment. India has plentiful
manpower but less capital accumulation.
Defenition of Animal Feed:
Feed, also called Animal Feed, means food stuff grown or developed for livestock and
poultry, selected and prepared to provide highly nutritional diet that will both maintain the health
of animals and increases the quality of such end products as meat, milk and eggs. Feeds
produced today are the result of research or experimentation and chemical analysis, and are the
subject of continuing study by agricultural scientists.
According to Dr. BT Upase, feeding or high yielding dairy cow is markedly different
from that of the average milking or dry cow in the land. The cross breeds are high producing
animals. Their nutritional requirement is also proportionate to their level of milk production and
is essential to exploit and maintain her full inherent genetic milk production potential. Milk
production is governed by enviromental factors, and nutrition is the most important one among
them. The space is rumen is limited and once filled it cannot be refilled unless previous ingest is
digested, absorbed or propelled into the lower digested rack.

8
Full advantage of limited space available is taken by maintaining optimum rate of
fermentation in the rumen. The microbial activities in rumen and optimum rate of fermentation
can be controlled by adopting stable feeding and management practices. Scientific feeding of
diary cows has been practised for many years. The basis for scientific feeding is the
understanding that animals have two functions to perform.
Maintanance: This involves keeping all the bodly procees going and keeping the animal in good
hrealth without any weight loss.
Production: Any nutrients in the ration which are surplus to those needed for maintanance
will be available for their growth in young animals or increase in live weight gain in mature
animals, the production of milk in lactating cow or the performance of work in the case of bulls
and other work animals. The new system was concerned with the use of metabolisable energy as
a basis for production ration on the farm.
Feeding diary cows can be described in the simplest way by matching up two basic
factors. What does the cow need? How can farm food meet this requirement? The chief limiting
factor in the feed supply to the diary cow is energy. This value may be expressed in various
ways. To standardise the measurement of energy it must be measured on a dry matter basis.
Feeding Of Cow:
 Protein story: The protein is required to help chew. The required level is available in two
forms. Rumen degradable proteinand undergradable protein.
 Dry matter intake: The cows appetite in terms of dry matter intake per day is related to
body weight and also amount of milk being yielded, Incase of high yielding cows, the

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ability to eat is far more than theoretical quantity. The calculated ration is 50kg of silage,
2kg of beet pulp, 5.5kg of medium energy and 4% of protein concentrate
 Importance of minerals: A mineral mixture needs to be incorporated in mixed food. Most
oil cakes are rich in phosphorous and low in calcium whereas grass land products are rich
in calcium and less in phosphourous.
 Vitamins: The cow and the calf both manufacture their own vitamin D. Deficiency can be
avoided by feeding cod liver oil or vitamin A and D in powder form.
Value of home grown fibrous food. Inorder to concentrate the diet of high yielding cows use
feeding stuff high in digestable nutrients and low in fibre. Such foods are commonly known as
concentrates and they include cereal grains and oil cake. The current practice of feeding very
large number of low yielding cattle is to allow them to graze on quality grass or to feed them on
grains mixed with hay, fallen leaves, dry stack of maize, jowar, bajara, paddy and wheat straw
and agro based such as vegetable or fruit some times dressing of cakes and brand are also given.
Feeding cheap pallet containing 9-10% protein 20%fibre and high sand silica is quite common.
This will destroy the productive pottential of the milk animals causing deficiency.
Balanced Food Ration:
Inorder to balance the ration and to feed a lactating cow properly it is important to know the
factors that affect the nutrient requirement of the cow. The most important are:
 Body weight
 Milk production
 Composition of milk(% of fat)
 Stage of lactations of the cow

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For all feeds in the ration it is important to know the following:
 Moisture content and chemical composition on a dry matter basis.
 The specific attributes of the feed and the maximum percentage
allowed in the diet.
The following shold be known about the purchased feed :
 Local availability
 Cost per unit of the nutrient
 Quality of the feed
 Degree of processing
Calculations are needed to balance the nutrients supplied by the ovation with the cows need.
some other aspeccts feeding a cow are important but difficult to quantify. The following is a
series of characterestics of a feeding program that shows how a balanced ration is utilised bya a
cow .
 Palatability of the ration
 Frequency of feeding
 Method of feeding
 Individual or group feeding and
 Frequency of cleaning the manager.

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Growth of cattle feed industry in India:
The Indian feed Industry is about 35 years old. It is mainly restricted to diary and poultry
feed manufacturing. Feed production got to a head start after the introduction of planned process
of economic development. In the early sixties with a handfull of feed factories ata bout a
production of 50000 tons of feed animals it rows to production of 2.5 million tons of, 5000% in
three decades.
At present, in India production is about 3 millions tons which represent only 5 % of the
total pottential, and feed exports are not very high. The feed industry has modern computerised
plants and the lastest equipments for analytical procedures and least cost ration formulation and
it employs the latest manufacturing technology. In India, most research work on animal feed is
practical and focuses on the uses of by products, the upgrading of ingredients and the enhancing
of productivity.
Quality standards of Induan feeds are high and upto international level. Our
country has a number of animal feed manufactures in small medium and large scale sectors. Feed
manufactures in the public, corporative and private sectors having small, medium and large scale
production unit through out the length and bedth of the country are members of CLFMA.
Cattle feed industry in Kerala:
The first cattle feed production setup in Kerala in the year under the animal husbandry
department in the name of Live stock and poultry feed plant with a capacity of 30 tonnes per day
near malampuzha. Subsequently the plant was handed over to Kerala Live stock development
board and the prosduction capacity was enhanced to 100 metric tonnes per day in 1977. On

12
implementation of diary activities of the state under operation fled programme by national diary
development board, the plant was handed over to Kerala Cooperative milk federation in 1983.
The plant production capacity was enhanced to 200metric tonne per day in 1996.
Mean while in 1976 Kerala solvent extraction limited, located at Irinjalakuda started
production of cattle feed ehich was initially started as the first silvent extraction plant in Kerala
in 1963. The last three decades have seen KSE became the leader in solvent extraction and ready
mix cattle feed in the state. It started cattle feed production with a capacity of 50 metric tonne per
day which was enhanced to fully automatic and modern life stock feed plant of 120 MT per day
capacity in 1983. In 1987 the production capacity per day increased to 180 metric tonne per day
and now there are four units, three in kerala and one in Tamil nadu. The total capacity comes to
156000MT per day year.
The future of the Indian feed industry- winds of changes:
At the beginning of the 21st
century India had a population of 1 billion people. Although
the annual growth has showed from 2 – 1.8 % the base is so broad that changes in
populationdynamics are perceptible. The population may stabilize may some times between 2030
and 2040 if all sections of society support family planning whole heartedly. The purchasing
power of the middle class is growing and food habits are also changing.
The Indian economy is growing at the rate of 6-8% per annum. The live stock industry in
India is the largest contributer to gross domestic product, after agriculture, and accounts for 9%
of the total. Consumption is likely to increase as follows:

13
Per capita milk from 240 to 450 gram per year, per capita eggs from 40-100%, and per capita
broiler and meat from 1000 to 2000 gram per year.
A major change is occuring in India in the economic front. The country has adopted a
model that lays between liberal and public sector production, but growth has been affected by the
poor performance of most of the public sector units, rising government cause and fiscal deficict,
and the economy has suffered. A process of liberalization was set in motion by the government
and has been implemented for the last 8-10 years. This has caused India to open up and invite
investment from multinationals, liberalize inputs, reduce government expenditure and remove
public sector business. It also means that the days of nationalisation, and necessary government
controls and restrictions will soon be over. Thanks to progress in the countrys economy.
India has entered into an agreement with its trade partners under the world trade
organization. The changes brought about by the liberalization process will slow but certain. The
government is opening up imports in phased manner, and is expected that this process will be
completed by 2003. In the mean time about 930 items including agriculture products will be
opened for imports under the open general license from 2001. Making it possible to import
dressed chicken, milk and milk products.
Various live stock industry associations have taken issue with such imports in an attempt
to protect their members. If the live stock industry is affected, the feed industry will also be
affected. The government of India has raised the tariff on all the poultry and pouultry products
from 35% to 100%. It therefore appears that their will be a level playing field.

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In view of the expected raise in the per capita consumption of the chicken meet, eggs and
milk livestock production and productivity will grow. The diary industry, which is cooperative
based, in growing with the increased capacities of milk processing units. The population cross
breed cattle and buffalows is also growing. The milk is very popular in India. The poultry
industry is developing towards vertical integration anf=d new multi national companies have
already entered the indian poultry business although the live bird market currently accounts for
about 90% of the total market, it is expected that the consumption of dressed chicken will grow
in the next five years from the existing 10-25% . Thia would meen establishing very hygienic
and scientific processing units. Cold chain, branded chicken cuts etc will be introduced and
depending on the success and consistent quality consumer preference for meet will grow.
The next decade will see significant changes in restructuring, mergers, acqusitions,
amalgamations, joint ventures, diversification, integration and efficient service chains commerce
and use of latest information technology in global tenders, trading import and other commercial
activities. At the root of all these developments will be scientific developments of feed
manufacturing technology. The Indian feed industry will increasingly use biotechnology, more
scientific formulations, new molecules and natural and herbal products to improve animal
productivity, Indian agriculture will also use bio technology and genetically modified organisms
to support the feed industry which is entering a very exciting face of growth for the next decade.

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1.8 ORGANISATIONAL PROFILE
KERALA FEEDS LIMITED, KALLETUMKKARA
Kerala feeds limited: A kerala government company was setup in 1995 incorporated under the
companys act 1956. The total project cost was 35 crores. The cattle feed plant with 500 PD
capacity was commisioned in 1998 and commercial production started in jan 1999 and july 2000
respectively. The unit is located in Kalletumkara village in Mukundapuram talluk of Thrissur.
The company headed by chairmanship of secreatery to government of kerala. The
organisation has procured and developed material handling systems in une with its requirements
to lighten the burden of the employs. The design of the plant is based on european standards.
Only dumping of raw materials and stacking of finished goods is manual.
Some of the machineries installed in the plant are important and this machines have
helped the company to produce quality pellets and capture the market, which was not in the
hands of private sector companies ble in the market but also able to still spiralling tendency of
the feed prices.
Features:
 The first cattle feed manufacturing company in Kerala which introduced M.M.C.P
technology.
 Cooking of the feed up to 80 C removes the moisture hence increases the shelf-life of
feed and helps easy digestion of the feed.
 The raw materials are tested for quality at the fully equipped laboratory which also
ensures that least loss occurs while handling the feed, which in turn ensures cleanliness.

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 For increasing the milk yield protein, fat, vitamin and minerals are included in the correct
proportion.
 Kerala Feed Ltd., being a govt. undertaking is committed to continual improvement of
the product
 For increasing the milk yield protein, fat, vitamin and minerals are included in the correct
proportion.
 Uniformity in M.R.P. throughout Kerala
Vision:
Kerala feed is commited to provide quality live stock feed and services to farmers at a reasonable
cost.
Mission:
 Increase the production of balanced compunded cattle feed in pellete from 650MT to
950MT per day
 To produce 300MT perday of the other live stock feed and poultry feed.
 To manufacture appropriate type of feed and feed suppliments for different stage of live
stock
 To become a market driving company from market driven company.
 Educate and train the live stock farmers to practice scientific feeding to optimise live
stock productivity.
 To support the development on knowledge based network on feed related activties.
 To offer consultancy services for procurement of feed ingredients, logistics, feed
manufacturing setup feed analytical labs.

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Quality Policy:
A companies quality policy is to produce and distribute compounded cattle feed in pellet
form, mineral mixture and other foded materials through a quality system commercial
improvement by setting and receiving functional quality objective aimed to create enhanced
customer satisfaction. The quality policy will be reviewed periodcally for commercial stability.
The management and staff are determined and commited to achieve this quality policy and to
make diarying.
Qulaity Management Principles:
 Customer focus
 Dealership
 Involvement of people
 Process approach
 System approach to management
 Continual improvement
 Factual approach in decission making
 Mutually beneficial supplier relationship
The management of KFL recognises that measurement and monitoring customer satsfaction
as a vital tool for evaluating the performance of KFL. Customer complaints received by
customer care cell is properly monitored for prompt redressed in the best possible way to ensure
customer delight and thus keep up the quality level.

18
The finance and accounts department tries to improve the effectiveness and efficiencies
of quality management systems providing positively by the financial result to the concerned and
suggest them for suitably improvemnt actions in the monthly performance review meeting.
Plant design and technology:
The design of the plant is based on European Standards. The plant is fully automated and
controlled from the Control Room.The specialty of the plant is the high levels of automation that
has been incorporated and this automation has been helpful in attaining the consistency in quality
through the repeatability of the formulation during the batching process. The technology is a
tried, tested and proven one. It has been successful in producing high quality pellet This
technology has been marketed by us in the form of MMCP.
In our effort to ensure the repeatability in the composition of the batches and with an intention to
prevent an aberration in the quality due to the malfunction of an equipment an interlock
arrangement is provided wherein the machinery gets started before the machinery that follows.
Milling:
The post milling technology is used for ensuring that all granules are used and screamed by 3mm
sieve. The materials are fed into grinder and powdered by the rotating beaters and passed and
though the screens (3mm) provided at the bottom side of the grinding chamber. Two hammer
mills of 30T together are used.

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Mixing:
The raw materials will be mixed thoroughly with an accuracy of 1:1 lakh by using horizzontal
mixer of capacity 6m.
Cooking:
Stream for cooking is produced using 3Mt Boiler. Cooker is out a temperature of 80% using high
pressure dry started steam.
Pelletizing:
The pellete mill die, by rotating drays the mixture of mash and steam towards the rollers, which
press it and consequently in compels it out pass through the hole of due to pellet mills of the
capacity 15T/hr each, is used.
Plant Site:
The plant is situated in 27 acres of land and has sufficient scope for further expansion. The site
comprises of main plant buildings, Raw Material and Finished Product Godowns, silo, Molasses
tanks, Administrative Office, Quality Control Laboratory, Worker’s rest rooms, Canteen, Guest
House and Quarters, Generator Room, Boiler House and 2 Weigh Bridges.The Location Map
will give you more precise details.
Value addition process:
The value addition of the product takes place at the Pellet Mill where the steam is being injected
at high temperature and this induces carmelisation of the sugar in the molasses. We are providing
facemasks and safety shoes to our employees of the plant to safeguard them from the dust and
other adversities.

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Feed analytical lab:
Quality control, Feed Analytical Lab is located inside the Kerala feeds ltd campus. This
department was started functioning from 1998. The department function starts from incoming
raw material quality assurance, during processing product quality assurance and finished product
quality assurance and considering customers needs. The department lab equipped with latest
&most modern analytical instrument for analyzing Moisture, Crude Protein, Crude Fibre, Ether
Extract, Sand & Silica and Aflatoxin for the coded samples of raw material , in process product
and finished product .
Compay Policy:
" To improve dairy farming in Kerala by providing quality feeds and supplements at reasonable
cost. ”
Kerala Feeds Limited is a Public Sector Undertaking under the control of Government of Kerala.
The Company is committed to produce and sell good quality compounded cattle feed and feed
supplements to dairy farmers at affordable rates. The manufacturing technology and the Plant &
Machinery of the Company are one of the best in the country and consequently we are able to
supply consistent good quality feed in the form of pellets to dairy farmers. Imported equipments,
advanced technology and commitment to produce good quality of pelletized cattle feed provides
a cutting edge to the Company in the market as compared to its competitors. Owing to its
excellent quality, Company’s products have got very good demand in the market and always the
demand exceeds the production capacity. Being a Public Sector Undertaking, the Company has a
definite role in fulfilling the social obligation as well and consequently the Company’s

21
intervention and presence in the market has saved the farmers from the exorbitant price increase
of cattle feed. This point is particularly worthy of mentioning especially for the period 2006 to
2009 when the cattle feed industry in India faced a turbulent period owing to unprecedented
increase in the price of raw materials. Companies in the private sector are mainly operating on
profit motive and consequently they increased the selling price of cattle feed many times in tune
with the increase in raw material cost during this period. However Kerala Feeds Limited, being a
Public Sector Undertaking has the dual responsibility of profit motive as well as social obligation
to support the dairy farmers in their crisis period. Hence unlike a company in private sector,
Kerala Feeds Limited has not made matching increase in the price of its cattle feed in line with
the increase in raw material cost and to a large extent Company’s presence in the market saved
the dairy farmers from exorbitant price increase of cattle feed.
DEPARTMENTS
1 PROJECTS
Functions:
 Project identification
 Project preparation
 Poject appraisal
 Project programming
 Project implementation
 Project completion and commisioning

22
2 PURCHASE
Functions:
Planning and procurement of raw materials and packing materials required for manufacture of
cattle feed and mineral mixture plant, spares and capital items reqiured for engineering store, lab
equipments, glass wears and chemicals, furniture and fixtures, and other miscellenious items.
All purchases of materials other than that of local purchase pertaining to the units are
centralised at the corporate office at Kalletumkara.
3 MARKETING
Functions:
 Advertisement, marketing and sales promotion activities comming under the perview of
marketing department shall be centralised.
 Preparation of proposals – Agenda for the board meeting relating to the area of work
alloted to him and implementation of Boards decission.
 Preparation of correspondentses with the govt relating to the area of work alloted to him
and submission of the same for managing directors apporoval.
 1 Selling and distribution activities of finished goods from various locations coming
under the perview of marketing department will be centralised.
 preparation of proposals – agenda items for the board meeting relating to the area of
work alloted to hum and implementaion of boards decission

23
4 PERSONNEL AND ADMINISTRATION
Functions:
The following corporate functions entrusted shall be centralised.
 Recruitment, Induction and placement
 Framing personal policies and rules
 Creation and abolitiojn of posts
 Promotions, transfers and postings
 Disciplinary actions
 Resignations, retirements and super annuation
 Annual performance appraisals
 Maintanance of service records and personal files
 Issue of salary- service – experience certificate to employees
 Framing and maintanance of gratuity of employees
 Framing of welfare sceems
 Trade union matters
 Industrial relations
 Administrative functions of the company
5 MATERIALS
Functions:
 Receipt of raw material
 Issue of raw material
 Receipt of spares

24
 Issue of spares
 Receipt of finished feed
 Despach of finished feed
6 PRODUCTION
Function:
The functions of production and maintanance department include planning and execution of
production schedule, maintanance of equipments and machineries. Department also to initiate
development works related to research and development for supporting plant activities and
undertake new projects.
7 QUALITY CONTROL
Function:
 1 Incomming raw material quality control
 Inprocess quality control
 Finished feed quality control
 Extension activities related to feeds and feeding
 Analysis of external feeds and raw material samples
 Research and development activities.

25
8 FINANCE AND ACCOUNTS
Finance Functions:
 Optimum utilisation of funds
 To ensure comtrol over exopenses by monitoring actual with budgeted figues.
 To find out room for cost reduction.
Accounting Functions:
 Receipt ans payments of money are accurately recorded
 Record assets and liabilities properly in accordance with the statuatory requirements.
 All income and expenses of particular period are recorded.
 To ensure truth and fairness of financial statements.
9 SECRETARIAL DEPARTMENT
Functions:
 To conduct board meeting, audit commity meetings and share holding meeting as per
companys act 1956.
 To file periodical return to the authorities concerne
10 IT DIVISION
Functions:
 EDP of the company vital areas such as purchase management marketing, management
information system tec.
 Development and maintanace of ERP solutions
 Maintanance of software aswell as hardware .

26
 Timely upgradation of software and hardware.
 Establishing high end communication
 Arrange adequate new technologies
PRODUCT PROFILE:
 Kerala feeds plus
Enrich with energy resources
 Kerala feeds special
 Keramin
Balanced mineral mixture for cattle
Mineral mixture helps to improve the growth in young calfs
Mineral mixture feeding improves milk and fat in daily cows.
Mineral mixture feeding regulates production functions
 Kerabbit
Rabbit feed
 KF Rich
 KF Elite
MARKETS
Important areas selling Kerala feeds major markets are;
 Co-operative societies
 Private dealers
 Government form

CHAPTER 2
REVIEW OF LITERATURE

29
2.1 Literature Review
Raymond A Noe (2008) investigated that ploicies, practices and system influence
employee behaviour, atitude and behaviour.He remarked that education is the presentation of
concepts and information to people for the purpose of imparting knowledge, while training is an
interactive exercise with a goal to develop skills and competencies within the workforce. The
employees should be part and parcel of what it communicates to applicants through all its
contacts with them. This would make applicants feel confident that the training foci are clear and
shows perceptive concern for people taking part in the program.
Janis Fisher Chan refers to the need to "keep the twin activities of training and
development in balance to develop capability [for future work] not just competence.He applied
an economic approach to training, looking at the incentives for funding training that apply to
employers and to employees in terms of the relative benefits and risks accruing to each. Also he
defined general training as that useful in many firms besides those providing it, and specific
training as that which increases the productivity of employees in that particular firm--but not in
others.
Blessing Adegoke defined an individual's competence as comprising knowledge, skill,
experience, value judgments and social network. He suggests that indicators are needed of
growth, of efficiency, and of stability for all the intangible assets of organizations, including staff
competence.

30
Stephen Machin (2011) stated that effective training techniques can produce significant
business results especially in customer service, product development, and capability in obtaining
new skill set. This linkage of training to business strategy has given many businesses the needed
competitive edge in today’s global market. Human Resource Management practices of training
and development enhance employee skills, knowledge and ability which in turn enhance task
performance of individual and in the long run increases the organisational productivity
Wood, (2002) argues that HRM practices are universal across organisations or whether
the effectiveness of human resources management is contingent upon factors. He argues that the
success of training is contingent upon the effectiveness of performance planning and measuring.
In addition to the basic training required for a trade, occupation or profession, observers of the
labor-market recognize as the need to continue training beyond initial qualifications: to maintain,
upgrade and update skills throughout working life.
Margaret Wan (2004) pointed out that the purpose of training is to empower associates
with the skills necessary to make decisions and accomplish their daily tasks and skills that help
them give extraordinary service to customers. In the business of customer service, training is
essential to the impact made on the customers. He emphasizes that training employees leads to
an increment in employees’ satisfaction, updating of skills and an increased commitment to the
organisation.

31
Kurt Kraiger (2015) states that training of employees in organisation increases higher
productivity through better job performance, more efficient use of human resources, goals and
objectives more effectively met, reduced cost due to less labour turnover, reduced errors, reduced
accidents and absenteeism, more capable, and mobile workforce and retention of the existing
staff. He also stated different ways to improve employees psycological concern over industry.

CHAPTER 3
RESEARCH METHODOLOGY

33
3.RESEARCH METHODOLOGY
3.1 Introduction
Research means search for knowledge.It aims at discovering the truth .Research methodology
deals with the research design used by the investigator,method used for data collection,sampling
techniques used, field work carried out by the researcher and tool used for data analysis and
interpretation.
In simple terms research methodology can be defined as, giving a clear cut idea on what methods
or process the researcher is going to carry out in his or her research to achieve research
objectives. In order to plan for the whole research process at a right point of time and to advance
the research work in the right direction, carefully chosen research methodology is very critical.
Research methodology maps out the whole research work and gives credibility to whole effort of
the researcher.
3.2 Research Design
A research design is a detailed outline of how an investigation will take place. A research
design will typically include what is the study about, where will the study be carried out, what
type of data is required, how data is to be collected, what instruments will be employed, how the
instruments will be used and the intended means for analyzing data collected.
In this study Descriptive Research Design is used. In descriptive research design the researcher
attempts to describe and explain conditions of the present by using many subjects and
questionnaires to fully describe phenomenon

34
3.3 Population of the study
All the employees working at Kerala Feeds are taken at random as the population study.
Among the 184 employees 50 were selected at random.
3.4 Sampling
Stratified sampling method is used to choose the respondents. The entire population was
divided into different subgroups or strata based on the department they are working, then randomly
selected the final subjects proportionally from the different strata.
Instrument for study
The research instrument used for study is Questionnaire method. The questions were
framed by considering some of the perception on training like duration, quality, class room
setting, modern training aids, relevance. The questionnaire includes 5 point rating scale questions
i.e., Likert Scale. As the study is based on population, the tool used for data collection is
stratified sampling method.
3.5 Data collection
Primary Data
Data collected or observed from first-hand experience is called primary data. Usually
these are collected from direct observation. In order to obtain the primary data for this study, the
researcher have used questionnaire which includes 21 questions.

35
Secondary Data
Published data and the data collected in the past or other parties in secondary data. The
secondary data sources used for the study is training system manual of Kerala Feeds journal and
calenders on training. Details on training was collected from early projects. Data was also
collected from the company website.
3.6 Statistical tool
In this project, percentage method was used as tool for analysis. The percentage method is used
to know the accurate percentage of the data. Tables and charts were used to represent data . For
checking the hypothesis Chi square is used.
3.7 Software used for analysis
SPSS and Microsoft exel are the two softwares used in this study .SPSS is software package
used for the statistical analysis.in adition to statistical analysis,data management and data
documentationmare the features of this software.
Microsoft excel provide good capabilities for doing certain basic,frequently used
statistical analysis.exel used for quantitative data analysis within the context of business and
management research project.

37
4.1 Data analysis and Interpretation
Data Analysis
Kerala Feeds Limited is committed to produce and sell good quality compounded cattle
feed and feed supplements to dairy farmers at affordable rates.The present study is an attempt to
understand the employees perception towards training.
The data required for the study were collected from a sample survey of 50 employees
randomly selected from 184 employee. The collected data were analysed using appropriate
statistical tools. The employees perception analysis refers to trainers, classroom setting, study
materials, modern aids etc. The data collected through survey were subjected to statistical
analysis and results are presented below.

38
Age of respopndents
TABLE 4.1 Showing age of respondents
Age Number of respondents Percentage
(20-25) 7 14
(26-35) 18 36
(36-45) 25 50
Total 50 100
CHART 4.1 Age of respondents
INTERPRETATION
From the above graph and chart it was found that 50% of respondants are of age between 36-45
and 36% are between 26-35. Only 14% are between the age 20-25.
(20-25)
14%
(26-35)
36%
(36-45)
50%
Age of respondents
(20-25)
(26-35)
(36-45)

39
Gender of respopndents
TABLE 4.2 Showing gender of respondents
Gender Number of respondents Percentage
Male 27 54
Female 23 46
Total 50 100
CHART 4.2 Gender of respondents
INTERPRETATION
From the above graph and chart it was found that 54% of the respondents are male and rest 46%
are females.
Male
54%
Female
46%
Gender of respondents
Male
Female

40
Salary of respondents
TABLE 4.3 Showing salary of respondents
Salary Number of respondents Percentage
(10000-20000) 6 12
(20000-30000)) 24 48
Above 30000 20 40
Total 50 100
CHART 4.3 Salary of respondents
INTERPRETATION
From the above chart and graph it was found that among the respondants 48% of the respondants
earns between 20000-30000, 40% earns more than 30000 and 12% between 10000-20000.
(10000-20000)
12%
(20000-30000))
48%
Above 30000
40%
Salary of respondents
(10000-20000)
(20000-30000))
Above 30000

41
There is well designed and widely shared training policy in the company
Table 4.4 Showing percentage of employees agreement with the shared training policy
Options Frequency Percentage
Strongly Agree 7 14
Agree 28 56
Neither agree nor disagree 13 26
Disagree 1 2
Strongly disagree 1 2
Total 50 100
Chart 4.4 Showing shared training policy in the company
INTERPRETATION
From the above graph and chart it was found that 70% of the respondants agrees that there is
widely shared policy in the company while 4% of them disagrees with this. 26% of them neither
agrees nor disagree with this.
Strongly Agree
14%
Agree
56%
Neither agree
nor disagree
26%
Disagree
2%
Strongly
disagree
2%
Training policy
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

42
Training needs identified are realistic, useful and based on business strategy
of organisation
Table 4.5 Showing percentage of employees agreeing training is based on business strategy of
organisation
Strongly Agree 8 16
Agree 21 42
Disagree 3 6
Total 50 100
Chart 4.5 Showing training based on business strategy
INTERPRETATION
From the above graph and chart it was found that 58% of the respondants agrees that training is
based upon business strategy while 8% of them disagrees with this. 34% of them neither agrees
nor disagree with this.
Strongly Agree
16%
Agree
42%
Neither agree
nor disagree
34%
Disagree
6%
Strongly
disagree
2%
Based on strategy
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

43
Do you think that training is of sufficient duration
Table 4.6 Showing percentage of employees agreeing training is of sufficient duration
Strongly Agree 6 12
Agree 20 40
Disagree 6 12
Total 50 100
Chart 4.6 Showing training is of sufficient duration
INTERPRETATION
of sufficient duration while 14% of them disagrees with this. 34% of them neither agrees nor
disagree with this.
Strongly Agree
12%
Agree
40%
Neither agree
nor disagree
34%
Disagree
12%
Strongly
disagree
2%
Duration of training
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

44
Training is given within the organisation and outside the organisation
Table 4.7 Showing percentage of employees agreeing training is given within and outside
the organisation
Strongly Agree 14 28
Agree 24 48
Disagree 2 4
Total 50 100
Chart 4.7
Showing employees agreeing training is given within and outside the organisation
INTERPRETATION
given within and outside organisation while 4% of them disagrees with this. 20% of them neither
agrees nor disagree with this.
Strongly Agree
28%
Agree
48%
Neither agree
nor disagree
20%
Disagree
4%
Strongly
disagree
0%
Inbound and outbound training
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

45
The classroom setting is a better atmosphere for me to learn
Table 4.8 Showing percentage of respondants agreement towards classroom settings
Strongly Agree 7 14
Agree 21 42
Disagree 4 8
Total 50 100
Chart 4.8 Showing classroom setting
INTERPRETATION
From the above graph and chart it was found that 56% of the respondants agrees that classroom
setting is good for them to learn while 8% of them disagrees with this. 36% of them neither
agrees nor disagrees with this.
Strongly Agree
14%
Agree
42%
Neither agree
nor disagree
36%
Disagree
8%
Strongly
disagree
0%
Classroom setting
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

46
The trainers are well educated and experts
Table 4.9 Showing percentage of employees agreeing trainers are educated and experts
Strongly Agree 9 18
Agree 27 54
Disagree 1 2
Total 50 100
Chart 4.9 Showing employees agreeing trainers are educated and experts
INTERPRETATION
From the above graph and chart it was found that 72% of the respondants agrees that trainers are
well educated and experts while 2% of them disagrees with this. 26% of them neither agrees
nor disagrees with this.
Strongly Agree
18%
Agree
54%
Neither agree
nor disagree
26%
Disagree
2%
Strongly
disagree
0%
Trainers are educated
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

47
Study materials are given for training purpose and is easy to understand
Table 4.10 Showing percentage of employees agreeing study materials are given for training
Strongly Agree 5 10
Agree 30 60
Disagree 6 12
Total 50 100
Chart 4.10 Showing employees agreeing study materials are given for training
INTERPRETATION
From the above graph and chart it was found that 70% of the respondants agrees that study
materials are provided for training while 12% of them disagrees with this. 18% of them neither
Strongly Agree
10%
Agree
60%
Neither agree
nor disagree
18%
Disagree
12%
Strongly
disagree
0%
Study materials are provided
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

48
Trainers uses modern aids while training
Table 4.11 Showing percentage of employees agreeing trainers uses modern aids for training
Strongly Agree 5 5
Agree 30 60
Disagree 2 4
Total 50 100
Chart 4.11 Showing employees agreeing trainers uses modern aids for training
INTERPRETATION
From the above graph and chart it was found that 70% of the respondants agrees that trainers
uses modern aids for training while 6% of them disagrees with this. 24% of them neither agrees
nor disagrees with this.
Strongly Agree
10%
Agree
60%
Neither agree
nor disagree
24%
Disagree
4%
Strongly
disagree
2%
Modern aids
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

49
The topics covered are relevant in training programme
Table 4.12 Showing percentage of employees agreeing topics covered are relevant
Strongly Agree 3 6
Agree 34 68
Disagree 0 0
Total 50 100
Chart 4.12 Showing employees agreeing topics covered are relevant
INTERPRETATION
From the above graph and chart it was found that 74% of the respondants agrees that topics
covered in training are relevant while 6% of them disagrees with this. 20% of them neither
Strongly Agree
6%
Agree
68%
Neither agree
nor disagree
20%
Disagree
0%
Strongly
disagree
6%
Relevant topics
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

50
Trainers are highly reliable and dependable
Table 4.13 Showing percentage of employees agreeing trainers are reliable and depandable
Strongly Agree 7 14
Agree 24 48
Disagree 1 2
Total 50 100
Chart 4.13 Showing employees agreeing trainers are reliable and depandable
INTERPRETATION
From the above graph and chart it was found that 62% of the respondants agrees that trainers are
reliable and depandable while 4% of them disagrees with this. 34% of them neither agrees nor
disagrees with this.
Strongly Agree
14%
Agree
48%
Neither agree
nor disagree
34%
Disagree
2%
Strongly
disagree
2%
Trainers are reliable
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

51
There is an opportunity for interaction with trainers
Table 4.14 Showing percentage of employees agreeing there is an oppertunity to interact with
trainers
Strongly Agree 5 10
Agree 28 56
Disagree 5 10
Total 50 100
Chart 4.14 Showing employees agreeing there is an oppertunity to interact with trainers
INTERPRETATION
From the above graph and chart it was found that 66% of the respondants agrees that there is an
oppertunity to interact with trainers, while 12% of them disagrees with this. 22% of them neither
Strongly Agree
10%
Agree
56%
Neither
agree nor
disagree
22%
Disagree
10%
Strongly
disagree
2%
Oppertunity for interaction
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

52
Training reduces constant supervision.
Table 4.15 Showing percentage of employees agreeing training reduces supervision
Agree 20 40
Disagree 4 8
Total 50 100
Chart 4.15
Showing employees agreeing training reduces supervision
INTERPRETATION
From the above graph and chart it was found that 64% of the respondants agrees that training
reduces supervision while 10% of them disagrees with this. 26% of them neither agrees nor
disagrees with this.
Strongly Agree
24%
Agree
40%
Neither agree
nor disagree
26%
Disagree
8%
Strongly
disagree
2%
Reduces supervision
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

53
There are areas where re-training is required
Table 4.16 Showing percentage of employees who requires retraining
Agree 16 32
Disagree 7 14
Total 50 100
Chart 4.16 Showing employees who requires retraining
INTERPRETATION
From the above graph and chart it was found that 52% of the respondants agrees that there are
areas where retraining is required, while 18 % of them disagrees with this. 30% of them neither
Strongly Agree
20%
Agree
32%
Neither agree
nor disagree
30%
Disagree
14%
Strongly
disagree
4%
Need of retraining
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

54
Trainer gives / receives feedback from trainees
Table 4.16 Showing percentage of employees agreeing trainer gives / receives feedback
Agree 22 44
Disagree 1 2
Total 50 100
Chart 4.16 Showing employees agreeing trainer gives / receives feedback during training
INTERPRETATION
From the above graph and chart it was found that 72% of the respondants agrees that trainer
gives / receives feedback during training while 2 % of them disagrees with this. 26% of them
neither agrees nor disagrees with this.
Strongly Agree
28%
Agree
44%
Neither agree
nor disagree
26%
Disagree
2%
Strongly
disagree
0%
Feedback
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

55
A separate training and development department is necessary
Table 4.17 Showing percentage of employees agreeing separate T&D department
Strongly Agree 7 14
Agree 15 30
Disagree 3 6
Total 50 100
Chart 4.17 Showing employees agreeing need for separate T&D department
INTERPRETATION
From the above graph and chart it was found that 44% of the respondants agrees that they
require separate training and development department while 8 % of them disagrees with this.
48% of them neither agrees nor disagrees with this.
Strongly Agree
14%
Agree
30%
Neither agree
nor disagree
48%
Disagree
6%
Strongly
disagree
2%
Separate department
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

56
Training and development programmes are enough to update my skill and
knowledge
Table 4.18 Showing percentage of employees agreeing development programmes are enough
to update skills and knowledge
Strongly Agree 8 16
Agree 23 46
Disagree 3 6
Total 50 100
Chart 4.18 Showing employees agreeing development programmes are enough to update
skills and knowledge
INTERPRETATION
From the above graph and chart it was found that 62% of the respondants agrees that
development programmes are enough to update skills and knowledge while 8 % of them
disagrees with this. 30% of them neither agrees nor disagrees with this.
Strongly Agree
16%
Agree
46%
Neither agree
nor disagree
30%
Disagree
6%
Strongly
disagree
2%
Training is enough
Strongly Agree
Agree
Neither agree nor
disagree
Disagree
Strongly disagree

57
Hypotheis
Ho : Gender does not have any relation with the requirement of retraining for employees.
H1 : Gender have relation with the requirement of retraining for employees.
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Gender * Retraining 50 100.0% 0 .0% 50 100.0%
Gender * Retraining Crosstabulation
Count 1 2 3 4 5
Retraining Total
Strongly
Disagree Disagree
Neither agree
nor disagree Agree
Strongly
Agree
Strongly
Disagree
Gender Female 1 3 6 7 6 23
Male 1 4 9 9 4 27
Total 2 7 15 16 10 50
Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
Pearson Chi-Square 1.080(a) 4 .897
Likelihood Ratio 1.080 4 .897
Linear-by-Linear
Association
.422 1 .516
N of Valid Cases
50
a 5 cells (50.0%) have expected count less than 5. The minimum expected count is .92.

58
Case Processing Summary
Cases
Included Excluded Total
N Percent N Percent N Percent
Retraining * Gender 50 100.0% 0 .0% 50 100.0%
Report
Retraining
Interpretation:
From the chi square test it was found that there is no relationship between gender and
requirement of retraining for employees. Since the value is greater than significant level we
cannot accept the alternative hypothesis. Thus we conclude that there is no relationship between
these two factors.
Gender Mean N Std. Deviation
Female 3.61 23 1.158
Male 3.41 27 1.047
Total 3.50 50 1.093

60
5.1 Summary of the findings
To evaluate training, finding the employees perception towards training is a
good option. In this, majority of the respondents (population) are male. Half of the
respondents were between the age group 36-45. In the survey 48 % of respondents earns
between 20000-30000 and 40% earns more than 30000.
 70% of the respondants agrees that there is widely shared training policy in the
company
 Above half of the respondants agrees that training needs
identified are realistic, useful and based on business strategy.
 52% respondants says that training is of sufficient duration.
 Most of the respondants agrees that the training is provided within and outside the
organisation.
 56% of the respondants agrees that the classroom setting is good for them to learn.
 Most of the respondants are agrees that study materials are provided for training as
it includes 60% and 10%.
 Respondants agrees that trainers uses modern aids for training as it includes ludes
60% and 10%.
 Respondants agrees that topics covered are relevent as it includes 68% and 6%.
 Trainers are reliable as it includes 48% and 14%.
 Most of the respondants agrees that there is an oppertunity to interact with trainer as
it includes 56% and 10%.

61
 Respondants agrees that training reduces supervision as it includes 40% and 24%.
 More than half of the respondants (52%) says that they require retraining in certain
areas.
 72% of the respondants agrees that trainer gives and receives feedback
 It was found that 44% of the respondants require separate training and
development department. Only 8% disagrees with this
 Respondants agrees that development programmes are enough to update skills and
knowledge as it includes 62% of the respondants.
5.2 Discussions on findings
The problem of this study was to determine attitudes and perceptions employees
have toward training at Kerala feeds limited. To determine the answer to this problem,
research goals were established. This study was open to randomly selected 50
employees from 184 employees working in KFL. The population include the office
administrative assistant, IT personnel, accounting department, customer service, exports,
and imports personnel.
The instrument used to gather data was a 21 question survey. The measuring
scale used to interpret this data was the Likert Scale. The surveys were delivered to
employees on site. The response rate of returned surveys was seventy-three percent.
Surveys were anonymously returned by participants.

62
From the survey, it has been found out that employees are satisfied with the level
of training they are getting from KFL. Most of them are satisfied with the duration,
enviroment and about the trainer.
It was found that most of the employees like to have retraining in certain areas.
Retraining in the preffered areas could help in improving emploees performance. Also
many suggest to have a separate training and development department. It will help in
better monitoring the employees performance.
5.3. Conclusion
The present study focuses on the perception and attitude of the employees
towards T&D practices at Kerala feeds limited. Further the study is being carried out
with collection of review of literature and relevant information collected from the
employees of KFL. On the basis of the results obtained from the study, it is found that
the T&D practices followed by KFL have deep impact on workers motivate towards
their job in a commendable manner. It is concluded that the employees have positive
attitude towards the T&D practices. They perceive the T&D practice in a positive
manner. Besides it has also been found that the perception and attitude of employees’
assume paramount importance in the context of present industrial scenario.

63
5.4 Recommendations
 Retraining need to be provided for the better understanding and performance of
the employees.
 Offer additional/open training classes -KFLwould benefit from classes that
would develop and train high performance employees who would become the
future leaders of the company.
 It is suggested that there is a need for separate wing for training and development
department.
 Useful for the management for choosing the right training programme.
 Useful to the students for reading and may be useful in preparing the report on
employees perception towards training.

QUESTIONNAIRE FOR EMPLOYEE PERCEPTION
TOWARDS TRAINING CONDUCTED AT KERALA
FEEDS LIMITED
1. Name (Optional) :
2. Age : (20-25) (26-35) (36-45)
3. Gender : Male Female
4. Designation :
5. Salary : (10000-20000) (20000-30000)
(Above 30000)
6. There is well designed and widely shared training policy in the company
Strongly Agree Agree Neither agree nor disagree
Disagree Strongly Disagree
7. Training needs identified are realistic, useful and based on business strategy of
organisation
8. Do you think that training is of sufficient duration
9. Training is given within the organisation and outside the organisation

10. The classroom setting is a better atmosphere for me to learn
11. The trainers are well educated and experts
12. tudy materials are given for training purpose and is easy to understand
13. Trainers uses modern aids while training
14. The topics covered are relevant in training programme
15. Trainers are highly reliable and dependable
16. There is an opportunity for interaction with trainers

17. Training reduces constant supervision.
18. There are areas where re-training is required
19. Trainer gives / receives feedback from trainees
20. A separate training and development department is necessary
21. Training and development programmes are enough to update my skill and knowledge

BIBLIOGRAPHY
Books
 Borck, J., April 30, 2001. Skills-based managing offers insight to proactively
meet tomorrow’s work. InfoWorld.
 Kraiger, K. (2002). Creating, Implementing, and Managing Effective Training
and Development-State of the Art Lessons for Practice. San Francisco, CA:
Jossey-Bass.
 Noe, R. (2005). Employee Training and Development, 3rd
Edition, New York:
McGraw-Hill
Journals
 Raymond A Noe, Employee Training and development, Ohio state, Tata
McGraw-Hill Publishing, 2010, ISBN-13: 978-0-07-007807-9, volume four.
 Blessing Adegoke, Effect of training on employees productivity in public service
organisation, Auflage, Grin Verlag, 2010, ISBN 978-3-656-01479-9, Volume
one
 Janis Fisher Chan, Designing and Developing Training Programme, John willey
and sons, pfeiffer, 2010, ISBN 978-0-470-40469-0, Volume two
 Steven Machin, Employee training , Emphasis, 2011, ISBN 1 86030 016 2,
Volume one.
 Margaret Wan, Incidental Trainer, Boca Raton, Tailor & Francis Group, 2014,
ISBN 13: 978-1-4398-5790-8, Volume one.
 Kurt Kraiger, Psycology of training and development, Willy Blackwell, John
Willey & Sons, ISBN 978-1-118-73701-9, Volume two.

Websites
 www.keralafeeds.com
 www.managementstudyguide.com/training-of-employees.htm
 https://www.researchgate.net/publication/265424663_Modelling_Employee_Per
ception
 https://www.questia.com/library/journal/1P3-3332309981/employees-perception-
of-effectiveness-of-training

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