Training & Development Verka

8/10/2019 Training & Development Verka

1/95

Project Report

on

Training and Development

In Verka milk plant, Ludhiana

Submitted in partial fulfillment of the requirements for the degree

Of

Bachlour of Business Administration (BBA)

(200!20"2)

PUNJAB TECHNICAL UNIVERSITY, JALANDHAR

Submitted To: Submitted B#$

%r&Rajdeep sharma Resham singh

'"'2'''

BBA *+,S-%

B&.&S .nstitute of -ngg& / +echnolog#

ARA (%OA)


2/95

ACKNOWLEGEMENT

Everybody in this world needs others assistance and cooperation to complete job

provided to him perfectly and easily. It is inhumane if the concern person

assistance went without appreciation and thanks. Here i got a chance to pay thisthanks to all of them whose direct and indirect cooperation has made this report

possible.

I express my sincere gratitude and indebtedness to my project guides mr.Rajdeep

harma for their ever willing and constant encouragement in exploration of my

present investigation and preparation of the project.

I am eternally thankful to the valuable assistance extended to me by therespondents of !erka "I#$ plant for providing me all the information needed for

our research. I express my heartiest gratitude to them for spending their valuable

time.

Resham singh

( )


3/95

1O+-+S

S&o& +.+3- PA- o&

1hapter " "&" 1ompan# Profile

"&2 .ntroduction

"&4 -lements in s#stem

"&' Objecti5es of training

"& +#pes of training

"&* %ethods of training

"& +raining process

"&6 -5aluation of training

"& Objecti5es of m# stud#

1hapter 2 Re5ie7 of 3iterature

1hapter 4 4&" Research %ethodolog#

4&2 3imitations of stud#

4&4 1hapter plan

1hapter ' Anal#sis and 8iscussion

1hapter 1onclusion and Suggestions

&" 9indings

&2 1onclusion

&4 Suggestions

Appendi: ;uestionnaire

Bibliograph#


4/95

1hapter "

"&"BR.-9 PRO9.3- O9


5/95

;>A3.+? A8 9OO8 SA9-+? PO3.1?

"ilkfed1milk plant #udhiana firmly believe that the only way to progress and prosper is to

provide total satisfaction to esteemed customer.

;e strive to achieve this goal through 7''-


6/95

+,- -+-S.O O9 +,- BRA8

"ilk production daily +.&' #ac #%/ and peak procurement 9.& #ac #%/. 3fter winning

faith of innumerable consumers( !erka did not stop. 0or there was a scope for more. 6hanging

times brought new trends( needs( tastes and hopes. !erka dynamic as ever( too ac,uired newer

forms. 5y adding value to milk to satisfy a ,uality B conscious society. 3nd what successC 0or(

consumers could have their own pick as we came up with varied varieties of cheese like the

%rocessed 6heddar 6heese( 6heese pread and 6heese ingles. 3nd there were milk powders

like /airy ;hitener( kimmed "ilk %owder and Infant "ilk %owder. Health drinks like !erka

!igour( !erka #assi( weetened 0lavoured "ilk and a mango drink called Raseela. 4hen there

were !erka 6urd and a whole lot of different flavours of Ice 6reams. "ilk had never meant so

much before.


7/95

-1-SS.+? 9OR PRO8>1+.O -,A1-%-+

-. "ilk production in the area increased manifold with the result. Resultantly startedreceiving daily +.&' $%/ of milk.

+. 4o increase the participation of women -+' exclusively women societies are organiDed

with -&)'' women members through %unjab ;omen /airy %roject ( a 6entral :ovt.

sponsored scheme.

). "ilk production in the area increased manifold with the result. Resultantly started

receiving daily +.&' #ac #%/ of milk and peak procurement 9.& #ac #%/.

9. 4o cater to the increased demand( necessity of expansion of milk plant arose.

&. 6apacity of milk plant enhanced from - lac to 9 lac litres with additional powder plant of

)' "4s.

*. %lant is having latest tate of 3rt 4echnology with "!R ="echanical !apour

Reprocesses? along with a drier with fludiDed bed through which agglomerated powder is

manufactured.

8. 4his improved with socio1economic conditions of marginal and poor farmers.

2. 4he profitability of the plant and turnover of the plant improved a lot.

7. o. of societies increased from 79 to 8&- and its membership from &9'' to 82'''.

-'. 3ll the societies are in net profit and distributing bonus to its members.


8/95

;>A3.+? O9 %.3= A8 %.3= PRO8>1+S

-. 4o improve the ,uality of raw milk( 6lean "ilk %roduction %rogram started in *&'villages and resultantly the ,uality of products increased.

+. "ilk plant( #udhiana was the first in India in dairy sector to get I> certification.

). Fnder I> certification and H366% =I -&'''? "ilk union started export of :hee( "%

to :ulf countries %hilippines( "anila( outh 3frica( ingapore( 5angladesh etc. 4he

export is more than &.& crore during the last year.

9. 4o further improve the ,uality of raw milk( milk union started )*& 3utomatic "ilk

6ollection stations at village level.

&. 4o meet the challenges of ;4> "ilk Fnion started 4I036 program with the help of

"inistry of information.

*. ++ bulk milk coolers have been installed at village level to chill the milk on this spot and

to check bacterial count.

8. +2 model dairy demonstration farms have been established including milking machines in

district of #udhaina which has encouraged the farmers to adopted dairy on large scale.

2. "ilk union( #udhiana is first in India which has installed 5ectoscan worth 8' lacs and

omatic cell count machine have been installed at milk plant( #udhiana.

7. 0urther +) 5"6 has been approved under 6entral :ovt. scheme on 8& grant to be

installed in societies.


9/95

PR-S-+ S+A+>SA1,.-


10/95

C,? 11-SS9>3

trengths of !erka1+.OA3 1,AR+

CHAIRMAN

VICE CHAIRMAN

DIRECTOR

MARKETING

MANAGER

FINANCE

MANAGER

QUALITY

MANAGER

PRODUCTION

MANAGER

STAFF

WORKER

STAFF

WORKERS

STAFF

WORKERS

STAFF

WORKERS


12/95

SA.3-+ 9-A+>R-S

i. "ilk plant has got I>17''+ International Guality 6ertification "ark.

ii. "ilk rate paid you the producers among all the unions highest in the state.

iii. "ilk procurement highest among all the unions in the state.

iv. "ilk procurement per societyday highest among all the unions in the state.

v. -'' milk producers co1operative societies are in profit.

vi. 3ggregate profit of the societies in any year is the maximum among all the unions in the

state. Ever since inception( customer satisfaction and consistency in ,uality is the keythrust area of this organiDation.

vii. 6attle feed sold to societies maximum among all the unions in the state.

viii. 0."./. vaccination maximum among all the unions in the state.

ix. "ilk transportation cost lowest among all the unions in the state.

x. "ilk chilling cost lowest among all the unions in the state.

xi. 3verage daily city supply maximum among all the unions in the state.

xii. Embryo transfer technology introduced in the field for the first time in north India.

umber of milko testers =new technology for fat testing at village level? provided to milk

societies is the maximum in the state.

xiii. "ilk products selling at premium rates and ghee exported to gulf countries %hilippines

.".%. exported to 5angladesh.

xiv. 6apacity utiliDation is the maximum on yearly basis.

xv. 0uel cost per kg. milk is lowest among all the unions in the state.

xvi. Electricity cost per kg. milk is lowest among all the unions in the state.


13/95

xvii. #eading union to start cooperative development program to strengthen cooperative base

at the village level and to introduce progeny testing program for improvement of animal

breed.

xviii. 3nnual turnover more than Rs. 2' 6rores among all the unions in the state.

xix. 3nnual profitability among all the union in the state.

PRO8>1+ S+OR-

4he whole of the product from the production plant comes in the product store and this

whole work of products from the point of production to store comes according to the and by

filling the vouchers on to which the demand is mentioned.

4he dealers can pick up the material from the product store by showing their demand to

the marketing manager on the demand voucher and by paying the payment at the accounts

section and then showing the payment receipt to the store in1charge( they can get their demanded

products.

4hey transportation of the product from plant to dealers place may be on dealers vehicle

or may be on plants vehicles. 4he charges will be according to it.


14/95

1.+? S>PP3? 8O1=

4he city supply dock is also very important part of the milk plant because without it you

cannot get the milk and milk products. 4he demand for the products can be directed to the city

supplies dock in1charge.

;hen the dealer receives the milk or its demand at that time he puts his next demand to

the city supply in1charge( this process goes in this way according to the demand. 4he city supply

dock is further divided into three departments.

4hese are as followsrganiDations are facing great pressure to change these days 1 to facilitate and encourage whole1

person development and fulfillment 1 beyond traditional training.


18/95

"&4 eed of +raining and 8e5elopment

:ood communications and consultation are essential for efficient operation in any organiDation.

However( their impact is often diminished by a lack of skill or knowledge on the part of the

participants.

4raining can help employees better understand the information they are given and can encourage

them to play a fuller part in the way the organiDation conducts its affairs. 4raining cources in

particular can be a useful way of giving employees factual information about their employment

because of they necessarily include a substantial element of explanation and provide

opportunities for ,uestions to be answered.

>ld employees need refresher training t enable them to keep abreast of changing

techni,ues and the use of sophisticated tools and e,uipment.

4raining is necessary when a person has to move from one job to another because of transfer(

promotion or demotion.


19/95

"&4 -lements in S#stem$

a? Input

b? %rocess

c? >utput

d? 0eedback control.

.nputs$ 4he resources like information( human resources that are applied to the processing

function.

%rocesses< 4he activities and the function that are performed to transform the resources.

Outputs$4he products and services that come out of the system.

It means trainee with the other resources such as physical facilities reading material(

resources persons design and conduct of course constitute process and trained employee is the

output. Improvements are made in subse,uent courses in feedback.


20/95

Learning Curve

Figure-1

Learning prinip!e"#

Ideally( training development are more effective when the training method mach the

learning styles of the participants and the types of job needed by the organiDation. Fnfortunately(

learning cannot be observedL only its results can be measured. However researchers have

sketched a broad picture of the learning process and have developed some tentative learning

principles. %erhaps the best way to illustrate learning is through the use of the learning curve

shown in the figure -.

3s the curve indicates( learning takes place in bursts =from point 3 to 5? and on plateaus

=from 5 to 6?. 4rainers have two goals related to shape of each employees learning curve. 0irst(


21/95

they want the learning curve to reach a satisfactory level of performance( shown as a dashed line

I the figure. econd they want the learning curve to get to the satisfactory level as ,uickly as

possible. 3lthough the rate at which people learn depends on the individual( learning principles

help speed up the learning process.

Rationale:

The Balance between New employee capabilities and job

demands.

Figure-2


22/95

%lacing employees in jobs does not ensure their success. ew employees are often

uncertain about their roles and responsibilities. 3s figure + shows( job demands and employees

capabilities must be balanced through orientation and training programme. 5oth are needed.

4raining is the part of Human Resource /evelopment it is a short term process of ac,uisition

of specific skills. 6hanging assignments and rapid change in organiDational growth pattern

governed by various factors internal as well as external.

-. Helps in building up satisfactory organiDation structure.

+. Reduce employee dissatisfaction

). Eliminate need of an constant supervisor

9. "anpower obsolescence due to age

&. 4emperament or motivation or inability of a person to adapt himself to technological

changes.

o the managing people in such type of atmosphere is very challenging job to maintain the

people with their desires ( feelings( sentiments and simultaneously see the organiDational growth(

productivity.

4he main principle of the training is it should be conducted in the actual job environment

to the maximum possible extent.


23/95

"&' Objectives of Training:

In selecting training and development techni,ues( trade1offs exist. 4hat is no single techni,ues is

always bestL the best method depends on

6ost effectiveness

/esired programme content

#earning principles

3ppropriateness of the facilities

4rainee preferences and capabilities

4rainer preferences and capabilities

-. 4he production of work re,uired standards of ,uality( ,uantity( cost and time of each

work.

+. %repare employee for the job meant for them on first appointment( transfer( promotion or

demotion.

). /evelopment of staff( by skill knowledge to meet the foreseeable needs of the

organiDation B higher productivity( increase efficiency( a safe harmonious working

environment.

3ssist the employee to function more effectively in their present position exposing them to latest

concepts( information techni,ues and developing skills


24/95

1.5 Types of Training:

>n the basis of purpose( several types of training programmes are offered to the employees. It

should be noted that these programmes are not mutually exclusive. 4hey invariably overlap and

employ many common techni,ues. 4he important types of training programmes are as followslder workers were in some agreement with employers that were difficult to

train( less willing to learn and afraid of new technology. >lder workers saw provision of training

as a concern( with --.* reporting discrimination with regard to training. ignificantly( skilled

older workers saw the provision of training as a signal by employers that they were to be taken as

serious contributors.

Ross +aplin

"urdoch Fniversity( ;3( 3ustralia

4his paper explores the provision of human resource disclosure =4/? in the annual reports of

the %acific Island countries =%I6?( and compares and contrasts %I6 user and preparer needs of

HR/ through the medium of mailed survey.

"ultiple regressions testing for significance between the level of 4/ and ethnic background(

industry( entity and siDe attributes is not significant for the overall model. However( the results

indicate that there are low disclosure levels for the eight components of 4/( suggesting that

4/ is not central to prepares presentation of %I6 annual reports.

urprisingly( results show no significant difference between users and prepare rating of the

importance of eight components of 4/ issues. 3 partially significant result was found for the4/ component Employment minorities or women( but both users and preparers ranked this

lowest.

Alan @& eare

Fniversity of >tago( /unedin( ew Oealand

Empirical research on human resource management =HR"? practice has mainly assessed and

evaluated the activity from an employers perspective. 6oncern has been expressed about the

lack of empirical analysis conducted from the employees perspective. 4his exploratory study

begins to fill this gap in the literature by examining the current views that *+* ew Oealand

employees have about HR" in their organiDations. It identified those aspects of HR" that are


41/95

important to an employee in the employment relationship today( and highlighted a number of

shared concerns about practices in their organiDations. 4his study found that( from an employees

perspective( training and development is becoming an increasingly important issue. Employer

investment in this area may have the greatest potential to contribute beneficially to organiDational

performance.

4hese findings suggest that not all HR" practices are e,ually beneficial in terms of the

outcomes they produce( and practitioners may need to identify and implement those practices

that have the most usefulness. 4he results also provide insights for academics and practitioners to

use as they seek to develop new policies and practices that are aimed at maximiDing the potential

of people in the workplace.

3ee 8i %ilia

6entral Gueensland Fniversity and 6R6 for Integrated Engineering 3sset "anagement(

3ustralia(

4hree arguments were made for expecting changes in selection practice over the past decade3ARS O& O9

R-SPO8-+SP-R1-+A- (H)

Between 18 -25 years )9 +2.))

Between 26 -35 years 9- )9.-*

Between 36 -45 years +7 +9.-*

46 and above -* -).))

+otal "20 "00

.9-R-1-$

It is found from the table that +2.)) of the respondents are between -2 to +& years of age(

)9.-* of the respondents are between +* to )& years of age( +9.-* of the respondents are

between )* to 9& years of age( -).)) of the respondents are coming under the age of 9*

above.

1hart$ "


50/95

Age 8etails Of +he Respondents


51/95

+able$ 2

ender 8etails

Particulars o& of& respondents Percentage (H)

"ale 7' 8&

0emale )' +&

+otal "20 "00

.9-R-1-$

It is found from the table that 8& of the respondents are "ale and the remaining +& of

respondents are 0emale.


52/95

1hart$ 2

ender 8etails


53/95

+able$ 4

8esignation of the emplo#ee

Particulars o& of &Respondents Percentage (H)

6lerical workers +7 +9.-*

#abors 8& *+.&

"anagers 9 ).))

upervisors -+ -'

+otal "20 "00

.9-R-1-$

It is found from the table that +9.-* of the respondents are 6lerical workers( *+.& of

the respondents are labors( ).)) of the respondents are managers( and remaining -' of the

respondents are supervisors.


54/95

1hart$ 4

8esignation of the emplo#ee


55/95

+able$ '

-mplo#eesG A7areness of +raining Programs

Particulars o& of& Respondents Percentage (H)

Nes 2* 8-.*

o +9 +'

o ans7er "0 6&'H

+otal "20 "00

.9-R-1-$

4he above table shows that the 8-.* respondents are aware of training programs( +'

are not aware and 2.9 have no answer.


56/95

6hart< 9

Employees aware of 4raining %rogram


57/95

+able$

+raining department


Nes ' '

o -+' -''

+otal "20 "00

.9-R-1-$

4he above table shows that -'' of the respondents are dont have separate training

department.


58/95

1hart$

+raining department


59/95

+able$ *

+he training programs


High satisfaction -* -).))

atisfaction 7' 8&

/issatisfaction ' '

o idea -9 --.**

+otal "20 "00

.9-R-1-$

It is found from the above table that( -9 of the respondents are o idea about the

training programs provided by the organiDation( 8& of the respondents are satisfied and

remaining -* of the respondents are highly satisfied training programs provided by the

organiDation.


60/95

1hart$ *

+he training programs


61/95

+able$

+he organiIation pro5ides training 7hen ne7 technologies or equipment is

implemented


Nes -+' -''

o ' '

+otal "20 "00

.9-R-1-$

4he above table shows that -'' of the respondents are satisfied by the trainings

when the new technologies or e,uipment is implemented.


62/95

1hart$

+he organiIation pro5ides training 7hen ne7 technologies or equipment is implemented


63/95

+able$ 6

+#pe of training method adopted b# the organiIation


>n the job training 2* 8-.**

>ff the job training '+ -.**

6lass room training -- 7.-*

6omputer based training +- -8.&

+otal "20 "00

.9-R-1-$

It is found from the table that 8-.** of the respondents are taking on the job training

methods( 7.-* of the respondents are taking class room training methods ( -8.& of the

respondents are taking 6omputer based training methods and other -.** of the respondents are

taking off the job training methods


64/95

1hart$ 6

+#pe of training method adopted b# the organiIation


65/95

+able$

+he effecti5eness of training program conducted hear so far


High satisfaction +' -*.**

atisfaction 89 *-.**

/issatisfaction -+ -'

o idea -9 --.**

+otal "20 "00

.9-R-1-$

It is found from the above table that( --.** of the respondents are o idea about the

effectiveness of training programs provided by the organiDation so far ( *-.** of the

respondents are satisfied(-' of the respondents are dissatisfied and remaining -*.** of the

respondents are highly satisfied training programs provided by the organiDation.


66/95

1hart$

+he effecti5eness of training program conducted hear so far


67/95

+able$ "0

+he training leads for an indi5idual promotion


Nes -'- 29.-8

o -7 -&.2)

+otal "20 "00

.9-R-1-$

It is found from the table that 29.-* of the respondents are training leads for an

individual promotion and remaining -&.2) of the respondents are not satisfied.

1hart$ "0


68/95

+he training leads for an indi5idual promotion

+able$ ""


69/95

+he training program helps #ou to learn more Fno7ledgeE sFills and attitudes


Nes 7' 8&

o 8 &.2)

o idea +) -7.-*

+otal -+' -''

.9-R-1-$

It is found from the table that 8& of the respondents are the training program

helps to learn more knowledge( skills and attitudes &.2) of the respondents are not satisfied

and remaining -7.-* have no idea.


70/95

1hart$ ""

+he training program helps #ou to learn more Fno7ledgeE sFills and attitudes


71/95

+able$ "2

Cho are all in5ol5ed 7hile pro5iding training


6ompany trainers -'' 2).))

6ompany line managers -& -+.&

External trainers '& 9.-*

+otal -+' -''

.9-R-1-$

It is found from the table that 2).)) of the respondents are trained by the

6ompany trainers( -+.& of the respondents are trained by the 6ompany line managers and

remaining 9.-* of the respondents are trained by the External trainers .


72/95

1hart$ "2

Cho are all in5ol5ed 7hile pro5iding training


73/95

+able$ "4

Satisfaction of promotion


High satisfaction )7 )+.&

atisfaction +' -*.**

/issatisfaction '+ -.**

o idea &7 97.-*

+otal "20 "00

.9-R-1-$

It is found from the table that )+.& of the respondents are High atisfied by their

promotion ( -*.** of the respondents are atisfied by their promotion ( 97.-* of the

respondents are o idea and remaining -.** of the respondents are /issatisfied about their

satisfaction of their promotions.


74/95

1hart$ "4

Satisfaction of promotion


75/95

+able$ "'

Satisfaction 7ith #our increment and bonus facilities


High satisfaction 9- )9.-*

atisfaction 99 )*.**


o idea )) +8.&

+otal "20 "00

.9-R-1-$

It is found from the table that )9.-* of the respondents are High atisfied ( )*.** of

the respondents are atisfied ( +8.& of the respondents are o idea and remaining -.** of

the respondents are /issatisfied about their increment and bonus facilities


76/95

1hart$ "'

Satisfaction 7ith #our increment and bonus facilities


77/95

+able$ "

Satisfaction 7ith #our career de5elopment


High satisfaction )) +8.&

atisfaction 9& )8.&


o idea 9' )).))

+otal "20 "00

.9-R-1-$

It is found from the table that +8.& of the respondents are High atisfied ( )8.& of the

respondents are atisfied ( )).)) of the respondents are o idea and remaining -.** of the

respondents are /issatisfied about theirwith career development facilities.


78/95

1hart$ "

Satisfaction 7ith #our career de5elopment

Satisfaction with your career

development

27.50%

37.50%

1.66%

33.33%

0.00%

5.00%

10.00%

15.00%20.00%

25.00%

30.00%

35.00%

40.00%

High Satisa!tion Satisa!tion "issatisa!tion #o idea


79/95

+able$ "*

Satisfaction 7ith #our performance and career appraisal s#stem


High satisfaction +& +'.2)

atisfaction &) 99.-*

/issatisfaction ') +.&

o idea )7 )+.&

+otal "20 "00

.9-R-1-$

It is found from the table that +'.2) of the respondents are High atisfied ( 99.-* of

the respondents are atisfied ( )+.& of the respondents are o idea and remaining +.& of the

respondents are /issatisfied about with their performance and career appraisal system carrier

facilities.

1hart$ "*


80/95

Satisfaction 7ith #our performance and career appraisal s#stem

Satisfaction with your performance

and career appraisal system

20.83%

44.16%

2.50%

32.50%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

50.00%

High Satisa!tion Satisa!tion "issatisa!tion #o idea


81/95

+able$ "

9eed BacF Session


Nes -') 2&.2

o -8 -9.+

+otal "20 "00

.9-R-1-$

It is found from the table that 2&.2 of the respondents say that a feed back session is

provided by the company after every training but very few of them say that there is no feed back

session.

1hart$"

9eed BacF Session


82/95

+able$ "6

9eedbacFs are handled properl#


83/95


84/95

+able$ "

+he problems are sol5ed b# the management immediatel#


85/95


Nes 7& 87.-*

o -& -+.&

o idea -' 2.))

+otal "20 "00

.9-R-1-$

It is found from the table that 87.-* of the respondents are the problems are solved by

the management immediately( -+.& of the respondents are not satisfied and remaining 2.))

have no idea.


86/95

1hart$ "

+he problems are sol5ed b# the management immediatel#


87/95

+able$ 20

Percentage of emplo#ees 7ho liFe to attend more liFe to attend training programs


Nes -+' -''

o ' '

+otal "20 "00

.9-R-1-$

It is found from the table that -'' employees like to attend the training programs

1hart$20


88/95

Percentage of emplo#ees 7ho liFe to attend more liFe to attend training programs


89/95

1hapter

*.1 "$ND$NGS

)9.-* of the respondents are in the age group of +*1)& years.

8& of the respondents are male.

*+.& of the respondents are labors

8-.*& of respondents are aware of training programs

-'' of the respondents dont have training department.

8& of the respondents are satisfied by the training programs provided by the

organiDation.

-'' of the respondents are satisfied by the training programs when the new

technologies or e,uipment is implemented.

.8-.** of the respondents are trained under on the job training methods.

*-.** of the respondents are satisfied training programs conducted hear so far the

organiDation.

29.-* of the respondents are saying that the training leads for an individual

promotion.

8& of the respondents are saying that the training program helps to learn more

knowledge( skills and attitudes.

2).)) of the respondents are involved under the 6ompany trainers.

)+.& of the respondents are high satisfied with promotion facilities.

)*.** of the respondents are satisfied with increment and bonus facilities.


90/95

)8.& of the respondents are satisfied with carrier development.

99.-* of the respondents are satisfied with the performance and carrier appraisal

systems.

7).)) of the respondents are saying the feedbacks are handled properly.

87.-* of the respondents are saying the problems are solved by the management

immediately.

-'' of employees who like to attend more like to attend training programs

&21O13>S.O

"ost of the respondents are in favor of training and development program as

their impact on personality development and increases the production.

"ajority of employees satisfied with training and it help them individually.

4he training program provided completed in ade,uate time which employees

feel proper training will be possible.

"ajority of employees are trained under >n the job method of training.

4he employees are properly developed by providing them training.

*.3S&GGEST$ONS

0or better understanding and adaptability of the training imported( the company

should give more attention towards training programs.

4he employees can be classified in to skilled workers and unskilled workers

accordingly the training programme can be designed and implemented.

4hrough the company aggress that the training plays a vital role in the organiDation

development so the company should give more importance to the trainings.


91/95

External trainers can give more trainings rather than other trainers( because of their

closeness with the employees.

4hrough the on the job and class room training methods the company can get more

benefits in the organiDation but they should also use the off the job method.

4he main purpose of the training is to make the employees to understand training in

its own way( so the method of the training can be easy and adaptable.


92/95

+&EST$ONNA$RE

ame

Documents

Training & Development Verka