Employees perception towards training conducted at hamul

Employees perception towards training

CHAPTER-1

INTRODUCTION

Employee training tries to improve skills or add to the existing level of knowledge so that
employee is better equipped to do his present job or to prepare him for a higher position
with increased responsibilities. Organizational growth need to be measured along with
individual growth.
Training refers to the learning activities done for the primary purpose of helping
employees of the organization to acquire and apply the knowledge skills, abilities and
attitudinal needs required by that organization to acquire and apply. Broadly speaking
training is the act of increasing the knowledge and skill of an employee for doing a
particular job.
In today’s scenario change is the order of the day and the only way to deal with it is to
learn and grow. Employees have become vital part to success or failure of an organization
they are the cornucopia of ideas. So it is high time the organization realize that “train and
retain is the mantra of new millennium.”

Title of the Project:

“A study level on the Employees perception towards training in HAMUL”

HR Institute of Higher Education, Hassan 1


Problem Statement

Every organization needs to have well trained and experienced employees to perform the

activities that have to be done. If current or potential job occupants can meet this

requirement, training is not important. When this not the case, it is necessary to raise the

skill levels of employees through training.

A study on “employees perception towards training” at HAMUL.

• Training is about knowing where you stand at present, and where you will be after
some point of time.
• Improves skills sets of an individual
• Develops technical capabilities
• Enhances competitiveness
• Develops confidence
• Increases organizations growth
• Enhances overall competency of the organization

Above all will help to go through positive changes in behavioral activities which helps
attitudinal changes.



OBJECTIVES
The objective of the study is classified into primary and secondary objectives.

Primary objective
The primary objective of this study is to study the employees perception towards training
and to suggest measures.

Secondary Objectives

• To know how well the employees of HAMUL are using the training facilities.

• To know how the training activities are conducted at HAMUL.

• To know whether the HAMUL employees are really beneficial with the training
provided by the organization.

• To know how the employees are implementing what they have learnt at training in
their work life.

• To know whether the employees are interested in participating in the training
activities.



SCOPE OF THE STUDY

• The study covers employees of HAMUL.

• Survey was conducted on the method of effectiveness of training that was used in
“HAMUL”.

• The study focuses on evaluation of design, implementation, feedback,
participation only.

• To help management plan for development and growth.

• The target samples of 50 employees were selected at random from the same level.

• 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.

• This report may be useful to the management students for reading and may be
useful in preparing their report on employees perception towards training.

• It provides me a great opportunity to relate theoretical concepts learnt in my
course to the actual happenings in the organization.

• I got an opportunity to provide suggestions.



RESEARCH METHODOLOGY

There are 3 types, they are:
1. Explorative
2. Descriptive
3. Experimental
The study is a descriptive study.

EMPLOYEES PERCEPTION TOWARDS TRAINING:

1. Design: Personal interaction.

Questionnaire.

2. Observation: Personal observation.

Indirect observation.

TYPE OF THE STUDY:

The study is a descriptive study. It is based on data collected through structured
questionnaire from the respondents.

SOURCES OF DATA:

The study requires both primary and secondary data.

Primary data:

 Questionnaires

 Personal interviews



 Indirect observation

Secondary data:

 Library and research works

 Internet, web portals and blogs

 Books.

Secondary data will be used to analyze the primary data in the light of real world
situation.



SAMPLING DESIGN:

Sampling is the process of obtaining information about an entire population by
examining only a part of it. Sampling plan calls for three decisions.

a) Sampling unit

b) Sampling size

c) Sampling procedure

The design to be adopted for the study will be based on convenient sampling. The
population for the study will consist of employees in the HAMUL.

Sampling unit:

The research was conducted at HAMUL.

Sample Population:
There are totally 415 employees working in the organization.

Sampling size:

Out of the total population, the sample taken among respondents is 50.

Sample Method:
The research was made by the survey in accordance to the convenience of the employees.
So the sample type is convenient sampling.



Tools Used for analysis:

Instrument:
A structured Questionnaire is used, and the type of questionnaire is target questions.

Method:
The research was conducted by using contact methods through Questionnaire, Interview
and Observation.

Data Analysis Techniques:
The data is analyzed through simple analysis technique. The data tool is percentage
method.
Percentage method is used in making comparison between two or sense of Data. This
method is used to describe relationship.
Percentage of Respondents = No. of Respondents/ Total no of Respondents X 100



LIMITATIONS OF THE STUDY:

• The study is confined to HAMUL only.

• The study was conducted on the assumptions that the information is given by
respondents all are correct.

• Due to the limitation of the time the research could not be made more detailed.

• Due to confidentiality of some information accurate response was not revealed by
some of the respondents.

• Some of the replies of the respondents may be biased.

• Respondents had marked the answers in questionnaires which may be socially
incorrect irrespective of their actual feelings.



CHAPTER-2

COMPANY PROFILE

2.1 INDUSTRY PROFILE

India is called the “country of villages” where it covers nearly 70% of its total area. In
this relation we can say that Indian economy is base on rural activities and their
development. Therefore we have to give prime importance to the rural activities.
A dairy is a place for handling milk and milk products. Technology refers to the
application of scientific knowledge for practical purposes. Dairy technology has been
defined as that branch of dairy science which deals with the processing of milk and the
milk products on an industrial scale. In developed dairying countries such as the USA the
year 1850 is seen as the dividing line between farm and factory scale production. Various
factors distribute to this change in these countries such as the concentration of the
population in cities where the jobs are plentiful, rapid industrialization, improvement of
transportation facilities, development of machines etc., The rural areas are identified for
the production, urban areas are for the processing of the milk.

2.1.1 ORIGIN OF DAIRYING IN INDIA
Around 1500 BC to 2000 BC the Aryans were first to domesticate cattle. Use them for
tilling their land obtain milk to be consumed as food. Again it were Aryans who priced
the milk of a cow more than its meat, forbade its slaughter, created legends about it and
even worshipped it. Hindus even to this day consider cow as sacred. Besides it were only
the East (India/China) which domesticated buffalo as milch animal succeeded so well that
today, more than half the total production of milk in India is obtained from buffalo.

Most of the farmers have one milk animal, they sell the milk through local milk
contractors or middlemen. These traders have always exploited the poor and uneducated
milk producers. It was in the late forties, when integrated approach for dairy development
based on farmers owned milk co-operative was first adopted at Anand. The system
includes milk procurement productions and marketing through farmer co-operatives. In
India, the market milk technology may be considered to have commenced in1950 with the
functioning of the Central Dairy of Aarey Milk Colony and milk product technology in



1956 with the establishment of AMUL dairy, Anand. The system of collective ownership,
operation and control of milk trade by farmers came to be known as ANAND PATTERN.
Anand pattern has given them an opportunity to have access to the modern technology.

The premises institution NDDB and IDC for application of the Anand pattern through out
the country. The whole project under which replication was envisioned, is named as
“operation flood”. The success of Anand pattern depends as establishing a strong co
operative infrastructure at the grass root level, making economically viable to strengthen.

Dairy industry offers employment opportunity to the people so as to help the farmers to
get fair price of milk. The farmers are provided with medical facilities to their cattle. Milk
is becoming an alternative life line in our rural economy. With the advent of white
revolution that is “SKHEERA KRANTI” in the same pattern of Denmark and Holland.

Export of dairy products plays an important role in our foreign trade. It increases the
foreign exchange and national income of our country and also economic development of
our country.

2.1.2 History of Indian milk market industry
• Organized milk handling was made in India with the establishment of Military
Dairy Farms
• Handling of milk in co operative milk unions established all over the country on a
small scale in early stages.
• Long distance refrigerated rail-transport of milk from Anand to Bombay since
1945.
• Pasteurization and bottling of milk on a large scale for organized distributed was
started at:

Aarey - 1950
Calautta - 1958
Delhi - 1959
Mumbai - 1961
Madras - 1963



• Establishment of milk plants under the 3 year plans for dairy development all over
India. They were taken up the dual object of increasing the national level of milk
consumption and ensuring better returns to the primary milk producer.

Now India is one of the richest milk producing country in the world. In 1999 it produced
milk up to 770 lakhs tons and the milk valued up to 75000 crores and 13% of total
production in the world is produced by India itself.

2.1.3 Dairy Industry In Karnataka
In June 1974, an integrated project was launched in Karnataka to restructure and
reorganize the dairy industry on the co operative principle and to lay foundation for a new
direction in dairy development. Work on the first ever, World bank aided dairy
development project was initiated in 1975. Initially the project covered 8 southern
districts of Karnataka and Karnataka Dairy development corporation was set up to
implement the project. Dairy developmental activities was set up with dairy co operative
societies at grass root level, milk unions at the middle level and dairy development
corporation at state level as an apex body with the responsibility of implementing Rs.51
crores project.After the closure of operation flood II the dairy development activities
which continued under operation flood III ended on 1996. The post operation flood works
are financed by NDDB under different terms and conditions.

2.1.4 Scope of the union
As at the end of March 2009, a network of 972 Dairy Co operative Societies(DCS) have
been organized and are spread over 166 taluks of the total 175 taluks in all the 27 districts
of Karnataka. Unions are formed by federating societies in earmarked geographical area.

The Brand ' ' is the household name for Pure and Fresh milk and milk products.
KMF has 13 Milk Unions throughout the State which procure milk from Primary Dairy
Cooperative Societies(DCS) and distribute milk to the consumers in various
Towns/Cities/Rural markets in Karnataka.



Bangalore Belgaum
Dakshina Kannada Gulbarga
Shimoga Bijapur
Mysore Bellary
Mandya Dharwar
Tumkur Kolar
Hassan
The Corporate Office of the Karnataka Milk Federation is located on Dr.M.H.Marigowda
Road in Bangalore. The Federation has a Board consisting representatives of Milk
Producers and the Government nominees. The day to day functions of the Federation is
managed by a group of professional managers headed by the Managing Director
Karnataka Cooperative Milk Producers' Federation Limited (KMF) is the Apex Body in
Karnataka representing Dairy Farmers' Co-operatives. It is the second largest dairy co-
operative amongst the dairy cooperatives in the country. In South India it stands first in
terms of procurement as well as sales. One of the core functions of the Federation is
marketing of Milk and Milk Products.

Mother Dairy, Bangalore, a Unit of KMF, is set up by NDDB on 7.12.1984. The Dairy
which has expanded from 4LLPD to capacity of 7.00 LLPD has a unique nature of
homogenizing the milk and selling to its consumers through 50 Automatic Bulk Vending
Booths, 83 Shoppees and 70 FRP tanks. The Dairy also caters Milk in sachets and Milk
Products through its 289 retailers. The average sale of milk per day is 2.60 Lakh litres
during the year 2008-09. The entire requirement of milk is procured from Kolar Milk
Union. The Dairy produces Butter, Ghee, Curds, Ice Cream & Skim Milk Powder. The
activities of all the Departments at Mother Dairy are being carried out through an on-line
computer system.



2.2 COMPANY PROFILE

The Union was registered on 30th March 1977 with the operational jurisdiction extended
to 3 Districts namely Hassan, Kodagu & Chikkamagalur.

The Dairy was setup under the Operation Flood II & III and has a processing capacity of
1,20,000 Liters of milk per day. The Union also has a Dairy at Kudige with a capacity of
50,000 liters per day which is the first Dairy in Karnataka State started during January 1955.

The Union has three Chilling Centers at Birur(20,000 LPD), Holenarasipur(20,000 LPD)
and Channarayapatna(1,00,000 LPD) with total chilling capacity of 1,40,000 liters per
day respectively. The Union also produces Ghee, Peda, Curds, Khova and Butter Milk.
The Union procures on an average 3,86,462 liters of milk and sells 1,09,578 liters per
day. There are 5 Bulk Milk Coolers & 46 Automatic Milk Collection Units in the Union.

Hassan Dairy was established under the world bank aid with an initial handling capacity
of 60,000 KGPD and was being managed by the then Karnataka dairy development
corporation.

In the year 1987 with an idea of bringing all milk allied activities such as milk
procurement, milk processing and milk marketing the Hassan dairy and the Kudige dairy
(the first commission dairy plant) were handed over to Hassan Co operative Milk
Producers Societies Union. The integrated system of monitoring the milk procurement,
processing and marketing activities by milk producers themselves was established.

2.2.1 MISSION STATEMENT

Hassan milk union aims to render the best services at normal cost to its members to
increase milk production and produce good quality milk by paying remunerative price
through out the year, there by improving their economic and social condition while
ensuring high quality milk and milk products to the delighted level of the consumers at
competitive price.



2.2.2 VISION STATEMENT

The union thrives hard to adopt the modern and eco friendly technologies to produce milk
and milk products of international standards to make our presence prominent in the global
market.

2.2.3 AIMS AND OBJECTIVES

Hassan co operative milk producers societies union is completely an autonomous body
consisting of representatives from milk producers as policy makers

• To produce continuous and remunerative market for the surplus milk in the rural
areas.
• To supply quality milk to customers in the urban areas at a competitive price.
• To provide the technical inputs necessary to produce good quality milk and to
facilitate increase in milk yield.
• To provide self employment to rural folk and to make them economically self
sustainable by which the migration of rural folk to urban areas is minimized.
• To prevent the role of the middle men in the milk business and to increase their
returns.
• To establish a bridge between rural and urban folk and to play a vital role in
changing he social and economic status of the rural folk.

2.2.4 ROLE OF DAIRY CO OPERATIVE SOCIETY

The dairy co operatives are organized in rural areas for the milk producers keeping in
view the domestic principles and values. These societies educate, guide, support the milk
producers in dairy development activities.



2.2.5 FUNCTIONING OF DAIRY CO OPERATIVES

The dairy co operative function all through the year in two shifts, this will provide
continuous market for the surplus milk produced and the payment for the milk supplied
will be distributed to the producers on the predetermined day. And provides employment
to the rural folk.

Input activities include:

• Veterinary services like regular vaccination
• Artificial insemination services
• Supply of balanced cattle feed and fodder slips
• Training facilities

2.2.6 GROWTH OF THE UNION

The milk union which was established in the year 1977 with 100 functional dairy co
operatives collecting 10,300Kgs of milk per day is procuring on an average 3,86,482 Kgs
per day from 1122 co operatives as on date with the increase in milk production the
Hassan dairy with the initial capacity of 60,000 KGPD was expanded to 12,0,000 KGPD
during 1996.

2.2.7 ACTIVITIES OF HASSAN MILK UNION

1. Organization of dairy co operative societies: As at the end of March 2010, 1197
societies have been registered. Out of functional societies, 330 women societies
are functioning.
2. Membership Enrolment: As on 30th March 2010, 1,73,396 members have been
enrolled of which 71,046 are small farmer, 48,866 are marginal farmers, 22,199
are agriculture laborers and 31,285 are other farmers.
3. Milk procurement activities: The present average milk procurement from 1122
milk societies is 3,86,462 Kgs/day at the end of March 2010.



2.3 PRODUCTS/ SERVICES
Milk is marketed under Nandini brand name in different types. The pricing adopted is
mainly on four categories namely:
• Double Toned Milk – Rs 14/100ml
• Toned Milk – Rs 16/1000ml
• Standardized (homogenized) Milk – Rs 18/1000ml
• Full Cream Milk – Rs 20/1000ml

The union produces toned milk, homogenized milk, ghee, peda, flavored milk, curds and
butter milk.



2.3.1 Nandini Toned Milk

Karnataka’s most favorite milk, Nandini Toned Milk is a Fresh and pure milk containing
3.0% fat and 8.5% SNF. Available in 500ml and 1 liter packs. Better to use within a day
from the date of pack. Maximum Retail Price is Rs. 13/- per liter.

2.3.2 Nandini Homogenized Toned Milk

Nandini Homogenized Milk is pure milk containing 3% Fat and 8.5% SNF. This is
homogenized and pasteurized. Consistent right through, it gives you more cups of tea or
coffee and is easily digestible. Available in 500 ml packets



2.3.3 Nandini Curd

Nandini Curd made from pure milk. It’s thick and delicious giving you all the goodness
of homemade curds. Available in 200 grams and 500 grams packs. Nandini butter is rich
smooth and delicious. Nandini Butter is made out of fresh pasteurized cream. Rich taste,
smooth texture and the rich purity of cow’s milk, makes any preparation a delicious treat.
Available in 100 grams, 200grams and 500grams cartons both salted and unsalted.

2.3.4 Nandini Ghee

A taste of purity, Nandini Ghee made from pure butter. It is fresh and pure with a
delicious flavor. Hygienically manufactured and packed in a special pack to retain the
goodness of pure ghee, having Shelf life of 6 months at ambient temperatures. Available
in 200ml, 500ml, 1000ml, sachets and also in 5lts tins and 15.0 kg tins.



2.3.5 Nandini Butter

Nandini spiced buttermilk is a refreshing health drink. It is made from quality curds and is
blended with fresh green chillies, green coriander leaves, asafetida and fresh ginger.
Nandini spiced butter promotes health and easy digestion. It is available in 200ml packs
and is priced at most competitive rates, so that it is affordable to all sections of people.

2.3.6 Nandini Butter Milk

Nandini butter milk is Rich, smooth and delicious. Available in 100 grams (salted), 200
grams and 500 grams cartons both salted and unsalted.



2.3.7 Nandini Peda

No matter what you are celebrating! Made from pure milk, Nandini ‘Peda’ is a delicious
treat for the family. It is maintained at room temperature, for approximately 7 days.
Available in 250grams pack containing 10 pieces each.



2.4 ORGANIZTION CHART

Board of Directors- Chairman

Managing
Director
(CEO)

Administrat Finance Procureme Production Marketing Purchase MIS (3)
ion (15) (23) nt and input – Dairy (25) (3)
(69) plant (275)



2.4.1 Personnel Department
It plays a crucial role in an organization which is always referred as the strength of the
organization.

2.4.1.1 Recruitment:
Recruitment is made as per the cader strength approved by Registrar of co operatives.
And the said cader strength is within the preview of co operative act and rules.
Reservation policies of the government are being followed for recruitments.
Whenever Union goes for recruitment the necessary steps are being taken as per the
guidelines stated in its Bye law and proper advertisement will be given in the State News
papers for the posts required and all the processes are made as per Govt . norms and
Suitable candidates will be called either for written test or interview or both.

2.4.1.2 Training:
HAMUL is a well established organization working for the socio-economic development
of the rural folk. It is a healthy organization with a vision and an ISO certified Dairy.
Demography of this organization is very well balanced and the experience gap is very
well managed and the Employees of the organization have been very well exposed.
HAMUL has adopted unique methodology of training facilities to its employees.

The need of the training to their employees will be identified by the section heads based
on the analysis through skill matrix furnished by the administration department. Then the
training centers will be asked to conduct the training program required by the union to
their employees. Based on the recommendations of the section heads, CEO approves for
training the concerned officers and the staff.

HAMUL is having training facilities for its employees at various reputed training
centers and for new employees, they will be facilitated with one month on the job training
at their respective areas.
CTI (Central training institute), a unit of KMF, Bangalore, is one of the best training
centers having its own facilities with residential facilities providing training to skilled and
unskilled employees as well. Management development program to middle level



management officers of the milk union on various subjects related to dairy, marketing,
administration and procurement and input.
In addition to this, HAMUL deputes its officers and personnel for different technical and
non technical training in the following training centers:
1. SRDTC(Southern regional demonstration and training center) for both
technical and non technical training.
2. Mansinh institute of training, Mahsana, Gujrat, only for technical training.
3. Vaikunt Mehta institute, Pune. For management development programmes.
4. Institute of rural management, Anand.
5. Regional institute of co operative management, BANG
6. CII- Confederation of Indian industries, institute for quality- for food
industrial platforms are created.

2.4.1.3 Orientation program:
The new employees are given 3 to 4 days orientation training program at CTI, Bangalore,
a unit of KMF. This particular training is given to the newly recruited employees
irrespective of their cader.

2.4.1.4 Employee promotion:
It is clearly stated in the cadre and strength document which is approved by registrar of
co-operative societies. The employee promotion is dependent on the merit and seniority
basis. It is the mandatory method followed. To decide on this, the employee education,
obedience, carrying of the job and attendance are taken into consideration.

2.4.1.5 Record maintenance:
HAMUL is having well establishment section under the administration department which
maintains and updates records and other details of each employee with individual record
book and file.



2.4.1.6 Leave:
Casual leave of 15 days per year and for new entrants 1 day per month for one year is
followed.
Employees of the HAMUL are eligible for 30 days earned leave in each year during their
service and also once in 2 year block period they will be given the option facility for
surrender of leave of one month and to avail the encashment facility. The accumulation
of leave days at present is restricted to 240 days.
HPL(Half pay leave) facilities are available.
If any accident takes place during the working hours the special leave is given:
• Special leave: the rabies leave is given for the infected dog bite. And also the
blood donation leave for 1 day is given.
• Maternity leave: on condition, with payment.
• Extra-ordinary leave: depending on the service or any major health issues.

2.4.1.7 Conveyance Allowance:
The Hassan Milk Union is providing conveyance allowance to its employees who are
having two wheeler vehicles and and commuter charges for those who are dependent on
public transport per month is fixed.

2.4.1.8 Uniform:
Uniform will be provided to the employees who are working in the factory and this
facility is extended to only up to the cader of Technical Officers.

2.4.1.9 Transfer:
The transfer facilities are given. It is in the hands of Managing Director. If the transfer is
on the request, employee is not entitled for cash benefits but if it is not on request, he is
entitled for cash benefits.



2.4.1.10 Retirement:
The retirement age is 60 years. But on health grounds there is a consideration. And the 3
months prior notice is a must before leaving the job anytime before the retirement.

2.4.1.11 Retirement benefits:
A salary of 15 days per year of completed years of service. 3.5 lakh ceiling is applicable
and all the gratuity announcements are according to government notifications. Provident
fund is as per the government norms. 12.5% toward provident fund contribution per all
the employees.



2.4.2 Production Department:
The dairy works in 3 shifts to receive milk in the morning and evening shifts.
The milk received from DCS in cans will be tested for quality and weight is recorded.
The payment will be made based on the quality and the quantity. The milk received in
tankers will be weighed and tested and pumped into chiller and stored in insulator storage
tank. The local market needed quantity will be pasteurized and stored in insulated HMST
for packing toned milk, double toned milk and standardized homogenized milk. Apart
from this, union also produces ghee, peda, flavored milk, curds and butter milk.

The excess fat in the milk will be separated in the form of cream and issued for butter
making. The cream breaks into butter and butter milk where butter is issued for ghee
making and butter milk is tested for fat/COB (clout on boiling) and it will be reprocessed
or will be drained out. Based on the market demand, butter is drawn for ghee production
and same will be packed as per requirement.

2.4.2.1 Power
The KPTCL supplies the power upto 325 kilo watts per month. In case of shortage in
supply diesel generator is used.



2.4.3 Marketing Department:
Marketing should be considered as the core business function in this competitive world as
it establishes, develops, and commercializes long term customer relationships and helps
in meeting organizational goals.
Pricing is a federal policy and KMF decides the marketing price of the milk end the milk
products.
KMF has adopted pricing mainly on four categories namely:
• Double Toned Milk – Rs 14/100ml
• Toned Milk – Rs 16/1000ml
• Standardized (homogenized) Milk – Rs 18/1000ml
• Full Cream Milk – Rs 20/1000ml

As HAMUL is procuring 4 lakhs milk per day and its local market requirement is 1.2
lakhs kgs/day. As such the excess milk is being sent to sister unions and Interstate
federations and balance if any will be sent for conversion into butter and SNP.



2.4.3.1 CHANNELS OF DISTRIBUTION
The network of distribution of milk was formed to be very systematic and has made
distinct role in the successful marketing of milk.

The processed and pasteurized milk is first packed and stored and then distributed to the
target customers.

Processing and manufacturing

Storage

Dealers or Retailers

Consumer



2.4.4 Procurement Department:
The milk co operative societies will be organized in villages where there is excess milk
production. The extension staff of the union will visit the villages and conducts the survey
about the village population, animal population and the availability of the surplus milk
and report to the office for consideration. The office will issue necessary instructions to
organize the societies.

Then the first Gramasabha meeting will be conducted and select the promoters to promote
the Dairy cooperative in the village and with the permission of Registrar of Cooperative
with the recommendation of Milk union the Village Chief promoter will permitted to
collect the share capital and with all fulfillment of required norms then proposal will be
sent to registrar of co operative department for registration. On registration, milk co
operative society will be commissioned and starts procuring milk from the producers. The
milk procured will be transported through trucks to near by chilling centers and dairy
where milk is processed further. The society will be provided with veterinary services,
AH services, feed and fader services, training and extension services.

The village dairy Cooperatives will receives payments for the milk supplied to Union
once in a week and the same will be distributed among its produce members every week
and day is fixed which is convenient to the concerned village.



2.4.5 Stores/ Purchase Department:
HAMUL is having a separate purchase department and purchases are made based on the
requirements of various department and purchases are made as per the relation laid out.
HAMUL is having a full pledged stores which supplies materials to various based on the
indents or requirements and the people who are working in the stores are very well
worked in inventory management. Both purchase and store departments are working
under the supervision of manager dairy.

The activity takes place in stores:
Requisition letter: First the manager of concerned department depending upon the need
for the goods sends a requisition letter to the manager dairy and then once approved the
same reaches the stores in charge, the purchase section places an order.
Purchase order: But for the goods regular nature depending upon the stock level , the
stores in charge takes up the responsibility to place order and have the materials ready
when ever required. Here in the co operative sector as per the transparency act if the
goods and where the capital expenditure is involved, the enquire letters are sent the
suppliers and who ever quotes the least and also with quality gets the order.
And the same purchase order copy goes to
1. the supplier
2. the store in charge
3. Accounts section
4. concerned user section
Purchase order also includes
1. Mode of payment after and before supply
2. Terms and conditions(taxes)
3. Delivery period
4. Mode of dispatch
5. Invoice:
Against the purchase order the concerned supplier gives the invoice. Once the invoice is
received the cross checking of materials as per the specifications purchase order is done.



2.4.6 MIS
The main activity of the MIS department in the organization is to act as the information
source for all the levels of management for the decision making in different situation.
Hence to say the integration of information from all the departments for the decision
making for all the three levels which exist in the organization:
1. Top level
2. Middle level
3. Lower level

The information collected from the dairy and various chilling units on on-line and
information collected from Marketing on every day will be processed and send to KMF
every day and also monthly procurement and input wing and the data related to artificial
insemination and progress achieved in Fodder and Feeds division are collected and
necessary information will be prepared and sent to various department as well will be
submitted to CEO and other section heads to enable them to take necessary action and
also with the help of these data MIS department will prepare the annual Targets to the
Dept of Procurement and Input and Marketing.

Also, All these data is given to the MIS department and the integration on monthly basis
is taken up and the report as sent to the managing director and same place before the
monthly meetings held of all the milk unions.



2.4.7 FINANCE DEPARTMENT
Source of finance to start KMF (previously known as KDDC) and its units is from World
bank channels through agreement between NDDB under Tripartite agreement between
NDDB, KMF and Government of Karnataka.

Now, source of funds are share capital and realization from sale proceeds of milk and
milk products. As on 31.03.2010 the paid up capital was 795.29 lakhs and 206.16 lakhs
loan was taken for operating.



2.5 ACHIEVEMENTS
• Hassan milk union is procuring milk from all the 13 taluks of three districts and
selling quality milk in all the taluks and small towns.

• The union and all the dairy co operatives are being managed by the democratically
elected boards from among the milk producers.

• The technical input to dairy co operatives and the dairy plants are managed by
well trained, committed professionals and technical team.

• 91% of the milk co operative societies are operating under profit

• The union has successfully implemented the animal induction program for SC ST
and OBC since 1996 with the financial assistance from central and state
governments and rendered direct loans to the beneficiaries at lower interest rates.

• 254 women dairy co operatives (as on May 2009) have been organized since 1997
under support training and education program(STEP)

• The union has also implemented mini dairy scheme and bring entrepreneurial
environment in the rural area.

• The union has set up Artificial insemination facilities for dairy co operatives.

• The union has rendered emergency veterinary services round the clock.

• Fertility camps are being conducted once in three months by inviting experts in
the field.

• The union supplies quality fodder slips and seeds through the year and facilitates
the availability of green fodder.



• The union is insuring the life of milk producers and dairy co operative staff with
the co ordination from Life insurance corporation and National insurance
company since 1997-1998 under “samajika suraksha yojana”.

• The union has launched the “YESHASHVINI” program to the milk producers
wherein the milk producers are provided with the best available medical facility at
free of cost.

• The union has successfully implemented the Total energy management program
and Total quality management program (quality excellence from cow to
consumer) since 2001 respectively.

• Quality awareness programs are being conducted regularly for school children,
house wives and consumers.

• The union has got ISO 9001:2000 certification from TUV India, Mumbai.

• The union has got Energy Conservation Award.



2.6 SWOT ANALYSIS

2.6.1 STRENGTHS

• Procurement and Input( P&I) network
• Goodwill- Brand network
• ISO 9001:2000 certified dairy
• Ambience of Union area is most suitable for Dairying.
• Weather Facility
• Geographical Area

2.6.2 WEAKNESSES

• Advertisement execution in its early stages
• Early stages of automation and computerization
• Problematic distribution



2.6.3 OPPORTUNITIES

• Enter rural market
• Exports-by developing tetra pack technology
• Abundant area availability for milk procurement

2.6.4 THREATS

• Entry of big players
• Government policies
• Stringent food hygiene policies
• Competition



CHAPTER -3

REVIEW OF LITERATURE

3.1 Human Resource Management:

3.1.1 Introduction

• The terms "human resource management" and "human resources" (HR) have
largely replaced the term "personnel management" as a description of the
processes involved in managing people in organizations.
• HRM means employing people, developing their resources, utilizing,
maintaining and compensating their services in tune with the job and
organizational requirement.
• Human resource management (HRM) is the strategic and coherent approach to
the management of an organization's most valued assets - the people working
there who individually and collectively contribute to the achievement of the
objectives of the business.
• The goal of human resource management is to help an organization to meet
strategic goals by attracting, and maintaining employees and also to manage
them effectively.
• HRM approach seeks to ensure a fit between the management of an
organization's employees, and the overall strategic direction of the company
(Miller, 1989).
• The basic premise of HRM is that humans are not machines, they are the
assets in the organization, therefore we need to have an interdisciplinary
examination of people in the workplace.
• HRM is a humanistic concept.
• Human resources help in transforming the lifeless factors of production into
useful products.



• They are capable of enlargement ie capable of producing an output that is
greater than the sum of inputs.
• Once they get inspired, even ordinary people can deliver extraordinary results.
• They can help organization achieve results quickly, efficiently and effectively.

3.1.2 DEFINITION

1. Human Resource Management (HRM) is the function within an
organization that focuses on recruitment of, management of, and
providing direction for the people who work in the organization. Human
Resource Management can also be performed by line managers.

2. Human Resource Management is the organizational function that deals
with issues related to people such as compensation, hiring, performance
management, organization development, safety, wellness, benefits,
employee motivation, communication, administration, and training.

3. It is proposed that we take human resource management to be that part of
management concerned with:
• all the decisions, strategies, factors, principles, operations,
practices, functions, activities and methods related to the
management of people as employees in any type of
organisation (including small and micro enterprises and
virtual organisations);
• all the dimensions related to people in their employment
relationships, and all the dynamics that flow from it
(including in the realisation of the potential of individual
employees in terms of their aspirations);
• all aimed at adding value to the delivery of goods and
services, as well as to the quality of work life for employees,
and hence helping to ensure continuous organisational
success in transformative environments.



3.1.3 NATURE OF HRM

• Pervasive force
• Action oriented
• Individually oriented
• People oriented
• Future oriented
• Development oriented
• Integrating mechanism
• Comprehensive mechanism
• Auxiliary service
• Inter disciplinary function
• Continuous function

3.1.4 OBJECTIVES OF HRM

• To help the organization reach its goals.
• To employ the skills and abilities of the work force efficiently.
• To provide the organization with well trained and well motivated employees.
• To increase to the fullest the employees job satisfaction and self actualization.
• To develop and maintain a quality of work life.
• To communicate HR policies to all employees.
• To be ethically and socially responsive to the needs of society.



3.1.5 IMPORTANCE OF HRM

1. At the enterprise level:

• Help in attracting and retaining the best people in the organization.

• Helps in training people for challenging roles, developing right attitudes towards
the job and the company.

2. At the individual level:

• Promote team spirit and team work among employees.
• Offers excellent growth opportunities to people.

3. At the society level:

• Employee opportunities multiply
• Scarce talents are put to best use.

4. At the national level:

• Helps in exploitation of natural, physical and financial resources in a better way.
• Helps the nation to compete with the best in the world leading to better standard
of living and better employment.



3.1.6 SCOPE OF HRM

• Personnel aspect:

Concerned with manpower planning, recruitment, selection, placement, transfer etc.

• Welfare aspect:

Deals with working conditions and amenities such as canteens, crèches etc.

• Industrial relations aspect:

Covers union management relations, joint consultation, collective bargaining etc.

3.1.7 FUTURE OF HRM

• Size of workforce
• Composition of work force
• Employee expectations
• Changes in technology
• Life style changes
• Environmental challenges
• Personnel function in future
• Changes in 21st century impacting HRM



3.1.8 Core roles in Human Resource Management

The core roles of human resource management are grouped below into four
categories. The titles of the clusters are tentative, and are open for comment.

• Planning and organizing for work, people and HRM.
• Strategic perspective
• Organisation design
• Change management
• Corporate Wellness management
• People acquisition and development
• Staffing the organisation
• Training & development
• Career Management
• Performance Management
• Industrial relations
• Administration of policies, programmes and practices
• Compensation management
• Information management
• Administrative management
• Financial management

3.1.9 Specialist Personnel Functions
• Recruitment - advertising for new employees and liaising with employment
agencies.
• Selection - determining the best candidates from those who apply, arranging
interviews, tests, references.
• Promotion - running similar selection procedures to determine progression within
the organization.
• Pay - a minor or major role in pay negotiation, determination and administration.



• Performance assessment - coordinating staff appraisal and counseling systems to
evaluate individual employee performance.
• Grading structures - as a basis for pay or development, comparing the relative
difficulty and importance of functions.
• Training and development - coordinating or delivering programmes to fit people
for the roles required by the organization now and in the future.
• Welfare - providing or liaising with specialists in a staff care or counseling role
for people with personal or domestic problems affecting their work.
• Communication - providing an internal information service, perhaps in the form of
staff newspapers or magazines, handouts, booklets, videos.
• Employee Relations - handling disputes, grievances and industrial action, often
dealing with unions or staff representatives.
• Dismissal - on an individual basis as a result of failure to meet requirements or as
part of a redundancy, downsizing or closure exercise, perhaps involving large
numbers of people.
• Personnel administration - record-keeping and monitoring of legislative
requirements related to equal opportunities and possibly pensions and tax.

Thus the main concept of HRM is to treat the human beings as assets of the organization
rather than treating them as machines.



3.2 TRAINING

3.2.1 INTRODUCTION

• It is a learning process that involves the

 Acquisition of knowledge
 Sharpening of skills, Concepts, rules
 Changing of attitudes and behaviors
to enhance the performance of employees.

• Training is activity leading to skilled behavior.

• A process by which people acquire knowledge and skills needed for performance
in their current assignments.

• Training is about knowing where you stand at present, and where you will be after
some point of time.
• Training refers to planned effort by the company to facilitate employees job
related competencies.

• It’s not what you want in life, but it’s knowing how to reach itIt’s not where you
want to go, but it’s knowing how to get there.

• It’s not how high you want to rise, but it’s knowing how to take off
• It may not be quite the outcome you were aiming for, but it will be an outcome

• It’s not what you dream of doing, but it’s having the knowledge to do it.

• It's not a set of goals, but it’s more like a vision.

• It’s not the goal you set, but it’s what you need to achieve it



• Training is about knowing where you stand (no matter how good or bad the
current situation looks) at present, and where you will be after some point of time.

• Training is about the acquisition of knowledge, skills, and abilities(KSA). .

3.2.2 IMPORTANCE OF TRAINING

• Improves skills sets of an individual
• Develops technical capabilities
• Enhances competitiveness
• Develops confidence
• Increases organizations growth
• Enhances overall competency of the organization
• Improves quality of the workforce
• Creates healthy work environment
• Optimum Utilization of Human Resources
• Development of Human Resources – Personal growth & expansion of overall
personality
• Development of skills of employees – technical skills, behavioral skills
• Enhancement of job knowledge
• Expansion of the horizons of human intellect
• Increases productivity
• Develops team spirit, zeal to learn within employees
• Organization Culture – Organizational health & effectiveness
• Creates learning culture within the organization
• Organization Climate –Builds positive perception & feeling about the
organization
• Quality of work and work-life
• Morale of the work force
• Image – creating a better corporate image
• Profitability – leads to improved profitability



• Helps in developing leadership skills, motivation, loyalty, better attitudes, and
other aspects that successful workers and managers usually display.

3.2.3 Training objectives
Training objectives are one of the most important parts of training program. While some
people think of training objective as a waste of valuable time. The counterargument here
is that resources are always limited and the training objectives actually lead the design of
training. It provides the clear guidelines and develops the training plan in less time
because objectives focus specifically on needs.

Training objective tell the trainee that what is expected out of him at the end of the
training program. Training objectives are of great significance from a number stake
holder perspective.

1. Trainer
2. Trainee
3. Designer
4. Evaluator

Trainer – The training objective is also beneficial to trainer because it helps the trainer to
measure the progress of trainees and make the required adjustments. Also, trainer comes
in a position to establish a relationship between objectives and particular segments of
training.



Trainee – The training objective is beneficial to the trainee because it helps in reducing
the anxiety of the trainee up to some extent. Not knowing anything or going to a place
which is unknown creates anxiety that can negatively affect learning. Therefore, it is
important to keep the participants aware of the happenings, rather than keeping it
surprise.

Secondly, it helps in increase in concentration, which is the crucial factor to make the
training successful. The objectives create an image of the training program in trainee’s
mind that actually helps in gaining attention.

Thirdly, if the goal is set to be challenging and motivating, then the likelihood of
achieving those goals is much higher than the situation in which no goal is set. Therefore,
training objectives helps in increasing the probability that the participants will be
successful in training.

Designer – The training objective is beneficial to the training designer because if the
designer is aware what is to be achieved in the end then he’ll buy the training package
according to that only. The training designer would then look for the training methods,
training equipments, and training content accordingly to achieve those objectives.
Furthermore, planning always helps in dealing effectively in an unexpected situation.



Consider an example; the objective of one training program is to deal effectively with
customers to increase the sales. Since the objective is known, the designer will design a
training programthat will include ways to improve the interpersonal skills, such as verbal
and non verbal language, dealing in unexpected situation i.e. when there is a defect in a
product or when a customer is angry.
Therefore, without any guidance, the training may not be designed appropriately.

Evaluator – It becomes easy for the training evaluatorto measure the progress of the
trainees because the objectives define the expected performance of trainees. Training
objective is an important to tool to judge the performance of participants.

3.2.4 ADVANTGES OF TRAINING
• Building confidence in both employees and the organization
• Reduce errors and resulting complaints
• Reduce liability risk to the organization
• Improve job satisfaction and motivation
• Reduce employee conflict
• Increase morale
• Decrease turnover and absenteeism



3.2.5 MODELS OF TRAINING
Training is a sub-system of the organization because the departments such as, marketing
& sales, HR, production, finance, etc depends on training for its survival. Training is a
transforming process that requires some input and in turn it produces output in the form
of knowledge, skills, and attitudes (KSAs).

Three models of training are:
1. System Model
2. Instructional development model
3. Transitional model

3.2.5.1 SYSTEM MODEL
The system model consists of five phases and should be repeated on a regular basis to
make further improvements. The training should achieve the purpose of helping employee
to perform their work to required standards. The steps involved in System Model of
training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department, job, employees
requirement, who needs training, what do they need to learn, estimating training cost, etc
The next step is to develop a performance measure on the basis of which actual
performance would be evaluated.

2. Design and provide training to meet identified needs. This step requires developing
objectives of training, identifying the learning steps, sequencing and structuring the
contents.



3. Develop- This phase requires listing the activities in the training program that will
assist the participants to learn, selecting delivery method, examining the training material,
validating information to be imparted to make sure it accomplishes all the goals &
objectives.

4. Implementing is the hardest part of the system because one wrong step can lead to the
failure of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent
work performance. Making necessary amendments to any of the previous stage in order to
remedy or improve failure practices.



3.2.5.2 Instructional System Development model
The Instructional System Development model comprises of five stages:

1. ANALYSIS – This phase consist of training need assessment, job analysis, and target
audience analysis.
2. PLANNING – This phase consist of setting goal of the learning outcome, instructional
objectives that measures behavior of a participant after the training, types of training
material, media selection, methods of evaluating the trainee, trainer and the training
program, strategies to impart knowledge i.e. selection of content, sequencing of content,
etc.

3. DEVELOPMENT – This phase translates design decisions into training material. It
consists of developing course material for the trainer including handouts, workbooks,
visual aids, demonstration props, etc, course material for the trainee including handouts of
summary.

4. EXECUTION – This phase focuses on logistical arrangements, such as arranging
speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and
other training accessories.



3.2.5.3 Transitional model
Transitional model focuses on the organization as a whole. The outer loop describes the
vision, mission and values of the organization on the basis of which training model i.e.
inner loop is executed.
Vision – focuses on the milestones that the organization would like to achieve after the
defined point of time. A vision statement tells that where the organization sees itself few
years down the line. A vision may include setting a role mode, or bringing some internal
transformation, or may be promising to meet some other deadlines.
Mission – explain the reason of organizational existence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire, and
inform the employees regarding the organization. The mission statement tells about the
identity that how the organization would like to be viewed by the customers, employees,
and all other stakeholders.
Values – is the translation of vision and mission into communicable ideals. It reflects the
deeply held values of the organization and is independent of current industry
environment. For example, values may include social responsibility, excellent customer
service, etc



The mission, vision, and values precede the objective in the inner loop. This model
considers the organization as a whole. The objective is formulated keeping these three
things in mind and then the training model is further implemented.

3.2.6 Training Need Analysis

• Training needs analysis is the first stage in the training cycle

• Training needs analysis is an important part of the training system

• It is an important skill for any training consultant

• There are many aspects to training needs analysis, but the essential activity
involves:



o Determining what is required to complete the work activity;
o Determining the existing skill levels of the staff completing the work;
o Determining the training gap (if any)

• The training gap is the difference between required and existing skill levels

• The word "skill" is generic in this case - it includes the knowledge, skills, attitude
and aptitude required to undertake the activity efficiently and effectively

• There are three levels of needs assessment:

Organizational analysis
Task analysis
Individual analysis

• The assessment begins with a "need" which can be described as a gap between
what is currently in place and what is needed, now and in the future

• Gaps can include discrepancies/differences between:

What the organization expects to happen and what actually happens
Current and desired job performance
Existing and desired competencies and skills



3.2.7 TRAINING INPUTS
There are three basic types of inputs;
(i)Skills
(ii)Attitude
(iii)Knowledge.

The primary purpose of training is to establishing a sound relationship is at its best when
the workers attitude to the job is right, when the workers knowledge of the job is
adequate, and he has developed the necessary skills.
Training activities in an industrial organization are aimed at making desired modifications
in skills, attitudes and knowledge of employee so that they perform their jobs most
efficiently and effectively.

3.2.8 BEST TIME TO IMPART TRAINING TO EMPLOYEE

3.2.8.1 NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in terms of its
business activities and personnel policies and provisions, the terms, conditions and
benefits appropriate to the particular employee, and the career and advancement
opportunities available.

3.2.8.2 TRANSFEREES WITHIN THE COMPANY

These are people who are moved from one job to another, either within the same work
area, i.e. the same department or function, or to dissimilar work under a different
management. Under this heading we are excluding promotions, which take people into
entirely new levels of responsibility.



3.2.8.3 PROMOTIONS

Although similar to the transferee in that there is a new job to be learned in new
surroundings, he is dissimilar in that the promotion has brought him to a new level of
supervisory or management responsibility. The change is usually too important and
difficult to make successfully to permit one to assume that the promotes will pick it up as
he goes along and attention has to be paid to training in the tasks and the responsibilities
and personal skills necessary for effective performance.

3.2.8.4 NEW PLANT OR EQUIPMENT

Even the most experienced operator has everything to learn when a computer and
electronic controls replace the previous manual and electro-mechanical system on the
process plant on which he works. There is no less a training requirement for the
supervisors and process management, as well as for technical service production control
and others.

3.2.8.5 NEW PROCEDURES

Mainly for those who work in offices in commercial and administrative functions but also
for those who we workplace is on the shop floor or on process plant on any occasion on
which there is a modification to existing paperwork or procedure for, say the withdrawal
of materials from stores, the control of customer credit the approval of expense claims,
there needs to be instruction on the change in the way of working in many instances, a
note bringing the attention of all concerned the change is assume to be sufficient, but
there are cases, such as when total new systems in corporating IT up dates are installed,
when more thorough training is needed.

3.2.8.6 NEW STANDARDS, RULES AND PRACTICES

Changes in any one these are likely to be conveyed by printed note or by word of mouth
by the manager to his subordinates, and this can be the most satisfaction way of dealing
with the change from the point of view of getting those affected to understand their new



responsibility. However not all changes under this heading can be left to this sort of
handling. Even the simplest looking instruction may be

regarded as undesirable or impracticable by whoever has to perform it he may not
understand the purpose behind the change and lose confidence in a management which he
now believes to be ‘messing about’, or he may understand the purpose and have a better
alternative to offer if it is not too late.

3.2.8.7 NEW RELATIONSHIP AND AUTHORITIES

These can arise, as a result of management decisions, in a number of ways. In examples,
the recognition of the accounts department can result in a realization of responsibilities
between the section leaders of credit control, invoicing and customer records, although
there is no movement of staff between the sections (i.e. no transfers). Although the
change in work content for each clerk and supervisor is defined clearly for each person in
the new procedures, there is nevertheless a need for each person to know where he stands
in the new set up, which is responsible for what, and where to direct problems and
enquiries as they arise in the future.

3.2.8.8 MAINTENANCE OF STANDARDS

We are here concerned with maintenance of standards through training, for it must be
remembered that supervision and inspection and qualify control are continuously
responsible for standards and exercise their own authorities to this end. Although it is
generally agreed that some retraining from time to time, taking varied forms even for the
on group of employees, does act as both a reminder and a stimulus, there is not much
agreement on the next frequency and form that such retraining should take, of there is as
yet little scientific knowledge on this subject which is of much use in industrial situations.

3.2.8.9 THE MAINTENANCE OF ADAPTABILITY
Again, whilst there is little scientific study of the loss of ability to learn new skills in
those cases where people spend a long time without change, and without the need to
learn, there is increasing evidence in current experience to suggest that this is the case in



industrial employment. Add, of course, there is the inference arising from the laboratory
experiments of psychologists.

3.2.8.10 THE MAINTENANCE OF MANAGEMENT SKILLS & STANDARDS

Skills in supervising, employee appraisal, communications, leadership etc are important
in all companies. Some of these skills are seen to be critical to major developments in
company organization, culture, employee empowerment and so on. Initial training in
these skills is not uncommon in the largest companies on appointment into management
and supervision. But continuous training and performance monitoring is rare, despite the
common knowledge that standards are as varied as human nature.

3.2.8.11 RETIREMENT AND REDUNDANCY

Employees of any position in the company who are heading towards retirement will
benefit from learning about health, social life, work opportunities money management
etc. Internal or external courses are best attended a year or two before retirement date, in a
few companies a member of Personnel will act as a counselor as required.



CHAPTER 4

ANALYSIS AND INTERPRETATION

The analysis is based on the Questionnaire given to the employees working in HAMUL.
A questionnaire consisting of 17 questions were distributed in the company. The analysis
and interpretation are done on the following basis:

A question followed with four options were given that is
a) Strongly Agree
b) Agree
c) Disagree
d) Strongly Disagree

The respondent had to tick on whichever answer he or she found relevant.



A.
1 .Your organization provides training to employees

Table-1

Organization
provides training Strongly Agree Agree Disagree Strongly
to employees Disagree

Percentage (% ) 18 80 0 2

Graph-1

80
70
60
50
40
30
20
10
0
Strongly Agree Disagree Strongly
Agree Disagree

Interpretation:

This table shows that the organization provides training to employees. From the data
collected it can be analyzed that 18% strongly agree, 80% agree, 0% disagree, and 2%
strongly disagree.



2. Your organization conducts TNA every year.
Table-2

Organization
Strongly Agree Agree Disagree Strongly
conducts TNA
every year Disagree


Graph-2

80
70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the organization conducts TNA every year. From the data collected
it can be analyzed that 8% strongly agree, 78% agree, 12% disagree, and 2% strongly
disagree.



3. Your organization provides training to every employees.

Table-3

Organization
provides training
to every Disagree
employees

Percentage (% ) 12 72 16 0

Graph-3

80
70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the organization provides training to every employees. From the
data collected it can be analyzed that 12% strongly agree, 72% agree, 16% disagree, and
0% strongly disagree.



4. Training is provided for all the new employees.

Table-4

Training is
provided for all
the new Disagree
employees


Graph-4

80
70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the training is provided for all the new employees. From the data
strongly disagree.



5. Your organization has all the infrastructure facilities required for the training program.
Table-5

Organization
has all the
infrastructure
facilities
required for
the training Disagree
program.


Graph-5

70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the organization has all the infrastructure facilities required for the
training program. From the data collected it can be analyzed that 24% strongly agree,
70% agree, 6% disagree, and 0% strongly disagree.



B.
6. The trainer are well educated and experts.

Table-6

The trainer are
well educated and
experts. Disagree


Graph-6

70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the trainers are well educated and experts. From the data collected it
can be analyzed that 26% strongly agree, 70% agree, 4% disagree, and 0% strongly
disagree.



7. The trainer always understand trainees and start his program.

Table-7

The trainer always
understand
trainees and start Disagree
his program.

Percentage (% ) 10 72 18 0

Graph-7

80
70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the trainer always understand trainees and start his program. From
the data collected it can be analyzed that 10% strongly agree, 72% agree, 18% disagree,
and 0% strongly disagree.

8. Trainer uses modern aids while training.



Table-8

Trainer uses
modern aids while
training. Disagree


Graph-8

80
70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the trainer uses modern aids while training. From the data collected
it can be analyzed that 22% strongly agree, 72% agree, 6% disagreed, and 0% strongly
disagree.

9. Trainer is always cool and responds to trainees in the courteous manner.



Table-9

Graph-9

Trainer is always
cool and responds
to trainees in the Disagree
courteous manner.


60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the trainer is always cool and responds to trainees in the courteous
manner. From the data collected it can be analyzed that 36% strongly agree, 60% agree,
4% disagree, and 0% strongly disagree.



10. Trainer encourages doubts and questions.

Table-10

Trainer
encourages doubts
and questions. Disagree


Graph-10

60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the trainer encourages doubts and questions. From the data collected
it can be analyzed that 44% strongly agree, 54% agree, 2% disagree, and 0% strongly
disagree.

11. Trainer gives and receives feedback from the trainees.



Table-11

Graph-11

Trainer gives and
receives feedback
from the trainees. Disagree


Interpretation:

80
70
60
50
40
30
20
10
0
Agree Disagree

This table shows that the trainer gives and receives feedback from the trainees.
From the data collected it can be analyzed that 8% strongly agree, 74% agree, 18%
disagree, and 0% strongly disagree.



12. Trainer gives practical exposure to trainees.

Table-12

Trainer gives
practical exposure
to trainees.
Disagree


Graph-12

80
70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the trainer gives practical exposure to trainees.
From the data collected it can be analyzed that 16% strongly agree, 78% agree, 4%
disagree, and 2% strongly disagree.



13. Trainer met his training objectives.

Table-13

Trainer met his
training objectives
Disagree

Percentage (% ) 10 74 14 2

Graph-13

80
70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the trainer met his training objectives. From the data collected it can
be analyzed that 10% strongly agree, 74% agree, 14% disagree, and 2% strongly disagree.



14. Trainer evaluated your performance/ effect after training.

Table-14

Trainer evaluated
your performance/
effect after Disagree
training.

Percentage (% ) 10 68 20 2

Graph-14

70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the trainer evaluated performance/ effect after training. From the
data collected it can be analyzed that 10% strongly agree, 68% agree, 20% disagree, and
2% strongly disagree.



C.
15. You are satisfied with the trainer.

Table-15

You are satisfied
with the trainer
Disagree


Graph-15

70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the satisfaction level with the trainer. From the data collected it can
be analyzed that 26% strongly agree, 68% agree, 6% disagree, and 0% strongly disagree.



16. You are satisfied with your company’s efforts to fill the gaps by organizing training
program.
Table-16

You are satisfied
with your
company’s efforts Disagree
to fill the gaps by
organizing
training program.


Graph-16

90
80
70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the satisfaction level with the company’s efforts to fill the gaps by
organizing training program. From the data collected it can be analyzed that 8% strongly
agree, 86% agree, 4% disagree, and 2% strongly disagree.



17. You are happy with the TNA done in your organization.

Table-17

You are happy
with the TNA
done in your Disagree
organization.


Graph-17

90
80
70
60
50
40
30
20
10
0
Agree Disagree

Interpretation:

This table shows that the happy with the TNA done in your organization. From the data
strongly disagree.



CHAPTER- 5

FINDINGS AND SUGGESTIONS

FINDINGS

Based on the analysis and interpretation, the following findings have been found.

• Maximum number of employees agreed that their organization provides training
to employees.

• KMF conducts TNA every year in order to know who requires training and what
type of training is required.

• Maximum number of employees agreed that the organization provides training to
every employee based on their skills and designation.

• Maximum number of employees agreed that their organization provides training
for all the new employees.

• KMF has all the infrastructure facilities required for the training program.

• Maximum number of employees are agreed the trainers are educated and experts.

• Maximum number of employees agreed that the trainer always understand trainees
and starts the program.

• While conducting the training program, the trainer uses modern aids.

• Maximum number of employees agreed that the trainer responds to trainees in the
courteous manner.

• Maximum number of employees are agreed that the trainer encourages doubts and
questions.



• After the training program, the trainer gives and receives feedback.

• Maximum number of employees are agreed that the trainer gives practical
exposure to trainees.

• Maximum number of employees are agreed that the trainer met his objectives but
some of them are disagreed.

• Maximum number of employees are agreed that the trainer evaluated performance
of trainees through tests etc. after training but some of them are disagreed.

• Maximum number of employees are agreed that they are satisfied with the trainer.

• Maximum number of employees are agreed that they are satisfied with the
satisfied with the company’s efforts to fill the gaps by organizing training
program.

• Maximum number of employees are agreed that they are happy with the TNA
done in the organization.


Employees perception towards training conducted at hamul

Employees perception towards training conducted at hamul

Employees perception towards training conducted at hamul

Employees perception towards training conducted at hamul

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