galla foods

A STUDY ON TRAINING AND DEVELOPMENT

INTRODUCTION

INTRODUCTION TO TOPIC:

Dale S. Beach defines the training as “organized procedure by

which people learn knowledge / or skills for a definite purpose”.

Employee training is the most important subsystem of human

resource development. Training is the specialized function and is

one of the fundamental and operative functions of resource

management.

Hence my study is “Training and Development” i.e., how for

the organization is able to achieve the goals, improving its

productivity and also employee efficiency. What are the benefits the

employees are getting from training? How is the training

policy .procedure and budget, what are various view points of the

employees on the training and development programs .Their

interest about training and development, how much time require for

the training and development. How for it is useful, are you

decreasing of job tension, stress like this, all the aspects are

covered in my study.

The study helps to the effectiveness of training and

development programs and also helps the organization to design

the training and development programs in a much more effective

and efficient manner.

DEFINITIONS:

In simple terms training refers to imparting to specific skills,

abilities and knowledge to a particular job.

Meaning of training of the different author has explained the

meaning of the training in the following ways.

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“Training is the act of increasing the knowledge and skills of

employee for doing particular job”.

Edwin –B. Flippo.

“The organized procedure is which people learn knowledge

and skills for definite purpose”.

Dale

S.Beach.

The term of training is used to indicates the process by which

aptitudes skills and abilities of employees to perform specific

jobs are increased.

Michal J.

Jucius.

Training in a short process utilizing systematic and organized

procedure by which non - managerial personnel learn

technical knowledge and skills for a definite purpose.

L. L. Feinmetz.

THE IMPORTANCE OF TRAINING AND DEVELOPMENT:

The importance of human resources management to a large

extends depends on human resources developing and training

is its important technique.

Training works towards value addition to the company through

HRD.

No organizations can a candidate who exactly matches the job

and the organizational requirements. Hence training is

important to develop the employee and may him suitable to

the job.

Trained employees would be a valuable asset to an

organization. Organization efficiency, productivity, progress

and development to a greater extend depend on training. If

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the required training is not provided, it leads to performance

failures of the employee.

Organizational objectives like viability, stability and growth

can also be achieved through training.

OBJECTIVES OF THE STUDY

To study the status of the employees based on the past

training and development from the employer.

To give better idea to the management regarding the

employee performance on the basic of past training and

development.

To study the opinions of the employees regarding training

programmers.

To know the satisfaction and dissatisfaction levels of the

employees with the training programs in GFL.

To study the various training and development programs

conducted in GFL.

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NEED FOR THE STUDY

Now a days the study is utmost important in the corporate

sector to identify and at the same time to fulfill the needs of the

needs of the employees at various level. The study has a vital role in

the organization science the top management only on this bases

can take the training decision.

Need for the study is to know how the department adopts

training and development activities in the organization. The need for

training and development is determined by the employee

performance deficiency computed as

Training and development= standard performance – actual

performance

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SCOPE OF THE STUDY

This study is conducted to know the various types of

training and development programmes in Indo National

Limited.The study includes managers and workers of all

departments excluding contract labours.

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RESEARCH METHODOLOGY

Research is scientific and systematic search pertinent

information on a specific topic the meaning of research is a careful

investigation (or) inquiry especially through search for new facts in

any branch of knowledge.

1. Research Design : Descriptive type

2. Data Sources:

One of the important tools for conducting research is

the availability of necessary and useful data collection is more of an

art that science. The source of information fall under two categories.

a) Primary Data:

Primary data is the data which has been collected directly

from the people of the organization it is also called as first hand data.

Primary data constitutes collecting data from all

officers and supervises in different departments to know their view

about existing system and recommendations and suggestions

through prepared questionnaires. It constitutes direct approach to

the employees and knowing there personal views and suggestions.

b) Secondary Data:

Secondary data is those which have been already collected by

some agency and which have been processed.

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Secondary data constitutes organizations profiles, HR

systems in the organization and collecting data from various records

maintained by the personnel department and manuals of the

organizations.

Collection of the data was commenced on 2ndJune and

completed on 5th July 2009.

3. Research Instrumen : structured undisguised

questionnaires

4. Sampling plan

i. Sampling size : 100

ii. Sampling Unit : Executives

iii. Sampling Method : Simple Random Method.

5. Contact method : Personal interview with the

help of understand

quetionnaires

TOOLS OF ANALYSIS:

The collected data was first codified and then crystalised

into tables which are further elucidated by dint and by pie chats.

The conventional statistical techniques used in this survey are the

percentage analysis and the graphical representation. Percentage

analysis has been used as the main tool and graphs are helpful to

analysis and interpret the data. Suggestions and recommendations

were made at the end of the report.

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LIMITATIONS OF THE STUDY

This study limited to the time factor it is difficult to examine

all the employees with in 8 weeks of time.

Different views and suggestions provided by the respondents

are subjected to personal bias.

Since the sample size limited and also due to time constraint,

the overall opinion of the study is not attributing to the total

organization.

Scope of the questionnaire was limited.

Employees feel fear of management, to reveal facts related to

the organization, so there may arise bias.

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COMPANY PROFILE

Amara raja group founded by Mr.Ramachandra.N Galla

with a vision of offer quality products/solutions to the power sector

by installing manufacturing facilities in Rural India.

Amara Raja Batteries Ltd

Amara Raja power Systems Ltd

Mangal Precisions Products Ltd

Amara Raja Electronics Ltd

Galla Foods Ltd

Amara Raja Batteries Ltd:

Amara Raja Batteries Ltd(ARBL) is the flagship company

of the group of as a joint venture with Johnson controls Inc

(USA).USD 35 Billion fortunes 500 organization. ARBL is a dominant

player in the Indian ocean Rim market under the renowned

“Amaron” brand also offering products in the industrial segment.

Amara Raja power System Ltd:

Amara Raja Power Systems Ltd (ARPSL), first company

to be established in the group offers the following.

Design and Development of power electronic

products

Power Electronics systems integration and testing

Magnetics manufacturing

Mangal Precisions Products Ltd:

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Mangal Precision Products Ltd (MPPL) are situated at

patamitta in Chittoor District in Andhra Pradesh. India. MPPL

manufactures the following products.

• Fabrication of advanced sheet metal products and fasteners.

• Plastic component and compounds with technological support

nedschroef.Belgium.

Amara Raja Electronics Ltd:

Amara Electronics Ltd (AREL) is located at

Diguvamagham near Chittoor in Andhra Pradesh. India . AREL

manufactures battery charges. Digital inverters and trickle chargers

and also provides solutions to the Parent company by offering its

services for assembly and testig.

Galla Foods Ltd:

Galla Foods Limited, belongs to an innovative, and

successful AmaraRaja Group Companies, is now progressing in

establishing a 100% Export Oriented World class food processing

Unit near RangamPet, Puthalapattu mandal, Chittoor dt, AP. The

Company is aiming to establish one of the best food processing

industry in India on par with the International Standards.

India is one of the largest producers of Tropical fruits in

the world and has established the image in the international

market. Due to its own advantages in climatic conditions, India can

produce wide variety of fruits and vegetables. Unfortunately, the

processing technologies and storage facilities, available are still

primitive and enough importance has not been accorded for this

industry, which has tremendous growth potential. Only recently,

both the central and state governments have realized the

importance and taken steps through wide variety of measures for

the growth of the industry. Andhra Pradesh, where the plant is

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coming up, is known for variety of quality fruits particularly for

Mango, Papaya, Guava, etc.,

With the support of Govt. bodies, many small-scale

industries (overall capacity of upto 1000M.Tons of fruit pulp by

canning process) have been established since 1970 by leading

formers and fruit traders for processing the tropical fruits. In the

early 1970’s India started exporting this tropical fruit products to

Gulf countries. However, could not able to meet advanced

international market requirements to enter into Europe and

American countries due to inferior product quality. Even the

response in the GULF countries has not seen the potential growth

year by year due to quality related issues. From the year 1995,

Indian manufacturers realized on the technological gap in meeting

the international standards when compared with competitive

producers of same products from North America, Peru, Brazil &

Ezypt. Necessary steps were then initiated in establishing the new

technologies called Aseptic Fruit Pulp to compete in international

markets. Nevertheless, today there are many small scale industries

producing low quality fruit pulps(canned pulp) and struggling to

approach advanced international markets. Though, the successful

organizations like Foods & Inns, Clean foods…etc could establish

Aseptic process with latest technologies at that point of time, the

plants have not been designed completely to meet international

standards.

Ever since, the AmaraRaja Group is committed to bring

innovative/advanced technologies/concepts/manufacturing practices

to India and produce premium quality products in any area

where ever we have been. This has been well demonstrated in our

earlier projects and group will continue to maintain its commitment

in all the projects…all the time. As part of Group’s business

diversification, GFPL is being established with latest technological

developments in Fruit processing. GFPL is confident that, this new

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approach will bring revolutionary changes in present Industry

practices and translates the benefits to Formers, Industry and

Nation.

SCOPE OF THE PROJECT:

GFL plans to process the Tropical fruits mainly such as

Mango, Guava and Papaya and produce natural fruit purees, By-

products and finished products. The total project will be established

in phased manner.

FIRST PHASE:

State-of –the –art fruit processing plant will be set up in

first phase to produce natural purees and concentrates from

Tropical fruits. These products are targeted to export into

international markets such as Europe, North America, Far East and

Southeast Asia for use in Food & beverage industries. The first

phase of the project is expected to be commissioned by January

2005 with an investment of about Rs.25 crores on Machinery,

building and working capital. Phase-1 will be established with the

high capacity line of 10Tons ripen fruit/hr, a overall yearly capacity

of 10000 M.Tons of natural fruit puree.

In-house R&D facility with the technical assistance

from fore front research institutes in food industry will be

established parallel to support the farmers in achieving the better

quality and higher yields. The farmers will be assisted technically in

deploying the gardening & harvesting techniques to achieve

improved yields from the present level of 3.5M.tons per acre.

SECOND PHASE:

Deployment of innovative technologies to produce By-

products from the waste generated in fruit processing. The present

estimated waste from the above process is about 45-50% of the

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fruits consumed and for which there is no price. Additionally the

waste is contributing to environment pollution. Focus is aimed in

this area to produce by products, which can support the industry

economics as well. Possibilities are being explored to consume the

waste generated even from the gardening stage. Our Preliminary

survey indicates, As such there is no established technology

available for adaptation anywhere from the world and GFL is

committed to put efforts on research and technology establishment

in association with renowned research institutes. The By-products

can be related to industrial products, edible products and Fertilizers.

The second phase is aimed to follow the establishment of first

phase.

THIRD PHASE:

This phase will be the key in whole project by

connecting former – manufacturer and end user in India. In India

there are about Billion people and if the products are affordable to

consume, there is no need for India to look for international market.

In addition to this with the recent developments in business

relations with Chaina, the market is open for India and potential

growth is expected for the fruit products. The value addition to the

tropical food products will create more wealth to the industry and

former as well. GFL has two concepts in bringing the end

products as indicated below.

A. Formulated mixed/blended/energetic fruit juices(all tropical

fruits) in pet bottles or tetra packs for direct consumption.

B. Expansion of operations in food industry by formulating and

bringing the packaged food product from the tropical

products starting from cereals, nuts to fruits/vegetables.

Infrastructure:

Facility:

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Galla Foods processing facility is located in Chittoor,

spread over an area of 150 acres. This place has been earmarked to

host an integrated food complex of international standards. The

facility currently has a tropical fruit puree/concentrate processing

plant and the pack house for preparing the fresh fruits and

vegetables.

Cutting-edge Technology:

Galla Foods plant is equipped with state-of-the-art fruit

puree processing aseptic filling line of SIG Manzini, Italy to produce

natural fruit pulps&concentrates. The plant has one of the India’s

single largest fruit processing line-10 TPH ripped fruit processing

with Aseptic packaging.

Galla Foods Technology Initiatives span the

following disciplines:

PLC operated equipments for better control over

monitoring and operations with supervisory units.

Two stage washing of fruits ensure HACCP quality

requirement.

Two stage Sterilization to retain the natural flavor and

aroma.

High speed advanced monoblock aseptic fillin

machine supplied.

Integrated Enterprise Resources Planning System is in

place to automate business processes and provide

data for analysis and reporting, allowing a closer

control on quality and operations.

Efficient Plant Layout:

Minimal drop in power and stream transfer.

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Straight line process flow design to maintain the

hygiene and control in respective areas.

Special food grade self leveling epoxy flooring to

maintain optimum hygienic conditions.

Curved corners and food grade epoxy painted walls

to avoid dust accumulation and to facilitate easy

washing.

Advanced high raise insulated roofing with double

layer GI sheeting with air extractors to maintain

temperature inside the plant.

Utility lines are routed otside the plant to keep the

interiors free from dust accumulation.

Valuable Industrial Expertise:

Galla Foods is backed with strong support and service

from its team of highly qualified technical personnel and domain

experts with perceptive knowledge and skill. Powered by priceless

hands on experience the professionals are upgrading themselves

continuously to identify and introduce improved and innovative

product offerings that would delight.

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Galla Foods Pvt.Ltd

E.O.U DTA

PULP PACK

HOUSE

PACKING BEVERAGES

PUREE CONCENT

RATE

VHT NON-VHT


Divisions in Galla Foods:

1)E.O.U:

Export oriented unit-this is for 100% export. This export

unit is divided into two segmentations as,

- Pulp division

- Pack house division

a)Pulp:

In pulp production we process two kinds of products

as,

Puree:

Galla Foods offers finest tropical fruit purees including

mango, Guava, Papaya ect. Fruits are carefully graded, sorted and

are directly sourced from the farmers to a large percentage. We

ensure direct interaction with the farmers and share knowledge on

pre & post harvesting practices, resulting in better quality, better

yield and highest satisfaction.

Mango

Totapuri

Alphanso

Guava

White Guava

Pink Guava

Papaya

Red Papaya

Yellow Papaya

Tomato

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Concentrate:

Galla Foods offers finest tropical fruit purees including

mango, Guava,Papaya etc. Fruits are carefully graded, sorted and

are

directly sourced from the farmers to a large percentage. We ensure

direct interaction with the farmers and share knowledge on pre &

post harvesting practices, resulting in better quality, better yield

and highest satisfaction.

Mango

Guava

Papaya

b)Pack house:

Pack house was divided into 3 sections as,

VHT:

To enable Fresh mango exports to countries like japan

and Korea. Galla Foods has commissioned the VHT facility. This

ensures irradiation of the fruit flies in the fresh fruit. Galla foods is

the first private organization to set up this facility in the country.

NON VHT:

To enable fresh mango exports to countries other than

Japan&Korea, through swapping the fruit.

2) DTA:

This is domestic tariff area where the process is for the

domestic country.

PACKING:

Galla foods has a set up a Fresh fruit &vegetable

processing facility from Greefa. Spain Fresh Fruit including Mangoes.

Bananas are processed along with tropical vegetable like Okra,

Lemon, Bitter gourd etc. the facility also wholes ripening chambers,

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pre-cooling chambers & cold storage to handle fresh fruits &

vegetables.

For domestic market we will process the fresh fruits &

vegetables. Fresh fruits includes mangoes, banana along with

tropical vegetables like Okra, Lemon etc.

BEVERAGES:

In this division Galla Foods have recently started the

beverage production of Mango thick nectar.

PRODUCT PROFILE

Seasonal fruits and Vegetables:

Mango:

Alphonso

Totapuri

Banganapalli

Kneeler

Mulgova

Guava:

White Guava

Pink Guava

Papaya:

Yellow Papaya

Red Papaya

Banana

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Ladies Finger/Okra

Lemon

Drum Stick

Beans

Bitter Guord

Egg plant

Puree:

Galla foods offers finest tropical fruit purees including

Mango, Guava and are directly sourced from the farmers to a large

percentage.

We share knowledge on pre and post harvesting

practices resulting in better satisfaction.

Mango:

Alphonso

Totapuri

Guava:

White Guava

Pink Guava

Papaya:

Yellow Papaya

Red Papaya

Tomato:

o Tomato

Concentrate:

Galla foods offers finest tropical fruit purees including

Mango, Guava and are directly sourced from the farmers to a large

percentage.

We share knowledge on pre and post harvesting

practices resulting in better satisfaction.

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Mango:

Totapuriu

Guava:

White and Pink Guava

Papaya:

Yellow and Red Papaya

Tropical fresh fruits:

Galla foods have a set up a fresh fruit processing pack

house in addition to the state of the art Fruit Puree and Concentrate

processing.

Fresh fruits including mangoes, Bananas are processed.

The facility also holds ripening chambers, pre cooling chambers and

cold storage to handle fresh fruits are Mangoes, Bananas, Papaya,

Pine apple, Guava, Pomegranates etc.

Alphonso Mango Pulp

Product Description:

The product derived from fresh, sound ripe, Alphonso

Mango fruit (Mangifera Indica L Anacardiacae VAR

Alphonso).Practically free from any objectionable factor affecting

quality of the fruit. Product prepared by thermal treatment to render

it “Commercially sterile” and completely free from any additives and

any pathogenic / spoilage micro organism and any other hazard.

Organoleptical, Physical And Chemical Analysis:

Appearance:

Uniform, homogeneous smooth, free from fibers and any

foreign and extraneous matter.

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Aroma & Flavor:

Characteristic prominent aroma of natural ripe Alphonso

Mango and free from any fermented & offensive flavour, particularly

free scorched or caramelized flavour.

Taste:

Characteristic typical acidic sweet taste of natural ripe

Alphonso Mango. Free from any off taste.

Colour: Golden to Orangish Yellow

Totapuri Mango Pulp


The product derived from fresh, sound ripe, Totapuri

Mango Fruit ( Mangifera Indica L Anacardiacae VAR Totapuri)

Practically free from any objectionable factor affecting quality of the

fruit. Product prepared by thermal treatment to render it

“Commercially sterile” and completely free from any additives and



Appearance:

Uniform, homogeneous smooth, free from fibers and any

foreign and extraneous matter.

Aroma & Flavour:

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Characteristic prominent aroma of natural ripe Totapuri

Mango free from any fermented & offensive flavour, particularly free

scorched or caramelized flavour.

Taste:

Characteristic typical acidic sweet taste of natural ripe

Totapuri Mango. Free from any off taste.

Colour: Golden Yellow – Deep Yellow

Pink & White Guava Pulp


The product derived from fresh, sound ripe, Pink and

White Guava Fruit (Psidium guava mytraceaevar , pink & white.),

Practically free from any objectionable factor affecting quality of the

fruit. Product prepared by thermal treatment to render it




Appearance:

Uniform, homogeneous smooth, slightly thin

consistency, free from grit, fibers and any foreign and extraneous

matter.

Aroma & Flavour:

Characteristic prominent, well-expressed aroma of

natural ripe Pink/white Guava and free from any offensive flavour,

particularly free scorched, oxidized or caramelized flavour.

Taste:

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Characteristic, Pleasant typical acidic sweet taste of

natural ripe Pink / White. Free from any Objectionable off taste and

after taste.

Colour: Deep Pinkish / Milky to Creemy white.

Red / Yellow Papaya Pulp


The product derived from fresh, sound ripe, Red Papaya

fruit (Carica papaya L.) Practically free from any objectionable factor

affecting quality of the fruit. Product prepared by thermal treatment

to render it “Commercially sterile” and completely free from any

additives and any pathogenic / spoilage micro organism and any

other hazard.


Appearance:

Uniform, homogeneous smooth, thin consistency, free

from fibers and any foreign and extraneous matter.

Aroma & Flavour:

Characteristic prominent, well-expressed aroma of

natural ripe Red/yellow Papaya and free from any offensive flavour,

particularly free scorched, oxidized or caramelized flavour.

Taste:


natural ripe Red/Yellow Papaya. Free from any Objectionable off

taste and after taste.

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Colour: orangish Red /Yellow

Tomato Paste


The product derived from fresh, sound ripe, Tomato

fruits Practically free from any objectionable factor affecting quality

of the fruit. Product prepared by thermal treatment to render it




Appearance:

Uniform, homogeneous smooth, thick consistency, free

from fibers and any foreign and extraneous matter.

Aroma & Flavour:

Characteristic prominent, well expressed aroma of

natural ripe Tomato and free from any offensive flavour, particularly

free scorched, oxidized or caramelized flavour.

Taste:


natural ripe tomato free from any objectionable off taste and after

taste.

Colour: Blood Red.

Production process of pulp:

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The fruit processing aseptic line is from SIG Manzini of

Italy. The line has a capacity to process 10 metric tones per hour

ripened fruits. The processing line is fully integrated and controlled

by PLC. For this season i.e. 2008-09 the company has started one

new line of same capacity for the production of puree&concentrate.

The production of the puree & concentrate is as shown in the below

flow chart.

Flow chart of Pulp production

Vegetables:

Galla foods have a set up a fresh Vegetables processing

pack house in addition to the state of the art. Fresh Vegetables

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Fruit Feeding

Fruit Washer

Scalder

Brush Washer

Fruit inspiration

And cutting

De-Stoner

Aseptic Treatment


including Okra, Egg plant, lemon, Bitter Gourd etc, ate processed.

Farmers around the facility grow tropical vegetables. Galla foods

has entered into contract farming with the farmers to ensure quality

produce. Galla foods also enriches the farming community by

sharing with farmers pre and post harvesting techniques.

Beverages:

Galla thick mango:

The thickest, juiciest mangoes, bottled just for you!

Made from the fattest and juiciest mangoes; Galla thick mango is a

delicious treat for you….

Galla thick Mango Cocktail:

Pure, true and un matched… Galla thick mango cocktail

is a sumptuous blend of exotic fruits with the quintessential king of

the fruits…

Galla thick Mango Magic:

Experience true magic rush in your mouth with the

inimitable blend of Galla thick mango with apple or orange. Add to

this the multiple benefits of these exotic fruits…

RESPONSIBILITIES:

Water management:

Effluent Treatment:

Our Factory is equipped with aerobic effluent

treatment plant of 250 kl capacity. Effluent from all locations of

water use is collected through inter connected drains in ET plant. It

is aerated here & transgerred to settlement tand for sedimentation

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of solid particles. The treated effluent is sent to oxidation pond.

From pond, water is used for gardening and civil construction.

The sludge is transferred to drying bed. The

dried sludge is used as manure in our garden.

The main feature of our company is that know

effluent treated or untreated is released in public drains & therefore,

does not pose any danger to surrounding environment & public.

The Solid Waste consists of the following

Seeds of fruits

Stem ends & skin/peel of fruits & Vegetables

Pomace consists of fibres & embedded pulp

Spoiled fruits & vegetables

The seeds and peels of good fruits are passed

second time through a pulper to remove the remaining pulpy

portion. The pulp extracted so & pomace are mixed & given an

enzymatic treatment & centrifuge to remove the extraneous

materials so that pulp can be used for making concentrate. This

helps in improving the recovery out of fruits.

Water management:

Our main source of water is bore wells. The water is

potable. Water from all bore wells is collected in a sump. From there

it is pumped to over head tank to supply to various locations of use.

To manage appropriately & conserve the water, we are taking

following steps at various locations of its use.

Fruit washing:

The water is recirculated after filtration up to it

becomes dirty. This water is chlorinated to control the

contamination by continuous dosing of chlorine in the washing tub.

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Steam Generation:

Water for boiler feeding is treated in water softener to

reduce the hardness. The steam condensate of evaporator is

recucled to boiler to save water & energy as condensate will have

high temperature Steam condensate from other heating equipments

& vapour condensate from pulp concentration is collected in a tank

to use in crate & floor cleaning.

INDUSTRY PROFILE

Absence of a market strategy, inadequate export

infrastructure and unstable supply base are giving Indian mango

growers a run for their money, more Soils, Nutrition, and Fertilizer in

the international markets where the Indian king of fruits is still to

take its place. While India produces over 11m metric tones of

mangoes annually around 63% of world produce, its export share is

just 0.11%. However, APEDA has identified UK, Germany, the

Holland, France, Italy and Belgium for mango exports and plans

aggressive marketing strategies there. APEDA is making all efforts

to make available latest packaging and processing technology for

our produce.

EU duty slices local mango pulp export:

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EU, the main market for India, has imposed a 3.8%

import duty on Indian pulp this year, already making Indian pulp

mango prices less competitive than Latin American pulp. The EU

preferential treatment to Latin American pulp, along with the high

fresh fruit prices appear to be affecting negatively India’s traditional

pulp export market in the EU, CIS, Africa and in West Asia.

Getting ‘high’ on mango:

A “mango champagne” concocted by India’s Agricultural

and Processed Food Products Export Development Authority,

launched a mango promotion campaign in London with a ‘mango’

dinner. At the launch party at Bombay Brasserie in Central London,

there was an overkill of the mango magic as guests were treated to

an assortment of mango products-from mango “lassi” to pickles,

chutneys and an all mango desert, not forgetting the mango

“champagne”, which as a connoisseur remarked, was “neither

mango nor champagne”. Half-a-dozen commercial varieties of

mango, including alphonso, banganpalli, dushehari, langra and

chausa are being promoted as India’s “royal heritage”. A brochure

explaining the variety of uses to which mango can be put consumed

as a table fruit, as desert, or often between meals and processed for

preparing pulps, juices, nectars, spuashes and jams – is being

handed our to traders and potential mango consumers. They are

being told that it is India’s “kind fruit” and India is the largest

producer of mangoes.

BIHAR GOVERNMENT TO PROVIDE LITCHI FARMERS

WITH MOBILE:

Bihar is giving its litchi farmers facilities to store,

process and transport the succulent fruit with the hope of doubling

exports to over 200 tonnes this summer. The state government will

provide the farmers with mobile refrigerator vans and cold storage

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facilities, said APEDA officials. Each van has a five-tonne capacity.

Litchi is cultivated in about 60,000 hectares in the country and Bihar

contributes 74% of the total produce, mainly from Muzaffarpur

district. According to the National Horticulture Board, country’s total

litci production in ’98-99 was 428.900m tones. Due to the absence

of adequate cold storage facilities and refrigerated transport, hardly

1% of litchi farmers in Bihar exports their produce. A team of

experts from Kolkata suggested setting up pre-cooling and sulphur

treatment facilities in existing cold storage plants to prevent waste.

It also recommended opening some new cold storage facilities. The

centre is to provide concessions on export and excise duties to litchi

products from the export zone. The Bihar government has also

sanctioned the provision of 67 acres for a litchi research centre near

Muzaffarpur under the litchi export zone programme. The centre

would develop and grow new strains of high yield litchi seeds for

supply to farmers at subsidized rates.

Along with grand production of grapes, pomegranates

are also increasing in production in Nasik District. In Ratnagiri also,

cashew and mangoes are having abundant yields. Foreign countries

are exporting about 70-80% of processed food, while in India it is

only about 2%. In the favor of the same, NABARD officials just now

have taken a primary survey whose report is supposed to come out

within a months period. The average production, requirement of

food processing units, required economic policies etc points are

covered in the survey. Agricultural officers, the farmers engaged in

the development of wine park, bank representative etc persons are

being visited in the survey. A workshop will also be held if there is

such need.

Climate conditions of the state are very much suitable

for cultivation of Lemon & Ginger in large scale and processing

technology is available. Technical manpower in the field of Lemon

& Ginger cultivation and processing are available in the State. There

Page 30


shall be single window clearance whenever necessary for speedy

implementation of the project. Logistic support shall be provided by

the State Government whenever necessary.

INTRODUCTION ABOUT PROMOTERS:

Group, incorporated on 11th March 2004. The Company

is one of the leading manufactures of Natural fruit puree and

Concentrates.

Galla Foods Limited (“GFL Foods” or “Company) is part

of the Amara Raja GFL is a 100% Export oriented Unit (EOU) located

in the Proposed Special Agri Economic Zone of Chittoor (District)

Andhra Pradesh.

The details of the company are as follows:

Name : Galla Foods Limited

Works :

Rangempet, Puthalapattu Mandal,

Chittoor

Dist. Andhra Pradesh

Registered Office :Renigunta-Cuddapah Road,

Karakambadi-517520

Proposal :

Project Financing & Enhancement of

Working

Capital Credit Facilities

Chairman : Dr.Ramachandra N.Galla

Directors :Jayadev Galla

Dr.G.Ramadevi

Page 31


Constitution : Limited

Group : Amara Raja Group of Companies

Sector :

Agri Food Processing-Fruit

Pulp&Concentrate;

Fresh Fruits&Vegetables and Beverages.

PROMOTERS:

Dr. Ramachandra Naidu Galla, a leading industrialist, is

the founder chairman of the Amara Raja Group of companies,

which comprises of 5 entities across 4 locations with an estimated

net sales turnover of over Rs.1,200 crores for FYO8 and with a team

of over 4000 employees. The Amara Raja Group is in business as

diverse as Lead Acid Batteries, Power Solutions, Sheet Metal, High

Tensile Fasteners, PCBs & Home inverters and Foods Processing.

Galla Foods Limited is Promoted by Dr.Ramachandra

Naidu. Galla, Mr.Jayadev Galla and Dr.Ramadevi.

The Amara Raja Group and the promoters are rated

highly in the state of Andhra Pradesh and have a stellar record of

meeting the commitments to financial institution, the Government,

employees and society.

PROFILE OF CHAIRMAN (DR.RAMANCHANDRA N

GALLA)

The chairman of the Group Dr.Ramanchandra N Galla is

an Ms (Systems Sciences) from Michigan State University, USA.

Dr.Galla has a rich experience of working overseas and has been

responsible for pioneering VRLA technology in India. He is recipient

of the following recognitions.

BEST ENTERPRENEUR OF THE YEAR 1998 by Hyderabad

Page 32


Management Association, Hyderabad.

ALL ROUND PERFORMANCE IN INDUSTRIAL ACTIVITY

INCLUDING PROMITION/EXPANSION EFFORT IN STATE FOR

THE YEAR 1997-98 by the federation of Andhra Pradesh

chambers of commerce and Industry (FAPPCI) , Hyderabad.

INDUSTRIAL ECONOMIST BUSSINESS EXCELLENCE AWARD-

1999 by the Industrial Economist, Chennai.

EXELLENCE AWARD by “institute of Economic Studies (IES)”,

New Delhi.in 1999 at New Delhi.

UDYOG RATTAN AWARD by institute of Economic Studies,

New Delhi.

UGADI POORASKARAM by Chittoor Collector Academy,

Chittoor.

HONORARY DOCTORATE from Sri Venkateswara University,

Tirupati.

PROFILE OF DIRECTOR: Mr. Jayadev Galla

Mr. Jayadev Galla has served as an international sales

executive in GND Battery Technologies, Inc., USA. He holds a

bachelors’ degree in political Science and Economics from

university of lllinois at Urbana Champaign, USA. He has been

responsible for the diversification of Amara Raja Batteries Limited

(ARBL) into Automotive Batteries and has been the brain behind the

success of Amaron conceptualization and driving the product,

engineering and marketing strategy. He is a member of the

confederation of India Industry (CII) Southern Regional council, the

Co-Chairman of CII’s family business sub committee and a member

of the Madras Round Table No.1 . He was a founder member of the

National Governing council of CII’s young Indians and also a founder

member of the Young enterpreneurs’Organization, Hyderabad

Chapter.

PROFILE OF DIRECTOR: Dr. G.Ramadevi

Page 33


Dr. Ramadevi Gourineni completed her Medical

education in Kurnool medical college, Andhra Pradesh in1989. She

has been trained in Neurology at University of lllinois in Chicago

followed by fellowship training in EEG and sleep Medicine at Loyola

University Maywood, lllinois. She is currently serving as an assistant

professor of Neurology at Northwestern University, USA. She is also

a director of medical education in Neurology and director of

Insomnia program at Northwestern University.

BOARDS OF DIRECTORS:

The present directors and company secretary of the

Galla Foods Ltd and position held are given below:

NAME OF THE DIRECTOR POSITION STATUS

Dr.Ramachandra N Galla Chairman Promoter

Jayadev Galla Director Promoter

Dr.G.Ramadevi Director Promoter

Satyanarayan Nayak Company Executive

Page 34


Secretary

REVIEW OF LITERATURE

HUMAN RESOURCES MANAGEMENT:

Human resource management means managing the

functions of people, developing their resources, utilizing,

maintaining and compensating human resources in the creation and

development of human relation with a view to contribute

proportionately to the organization, individual and social goals.

Functions of HRM:

The functions of HRM can be broadly classified into two

categories are in below figure,

Page 35

Functions of HRM


Managerial functions:

Managerial functions of personnel management involve

planning, organizing, directing and controlling. All these functions

influence the operative functions.

Planning:

It is a pre-deterrmined course of action. Planning

pertains to formulating strategies of personnel programmes and

changes in advance that will contribute to the organizational

goals(human resources, requirements, selection, training etc).

Organiging:

An organization is a means to an end. An organization is

a “structure and a process by which a co-operative group of human

beings allocates its task among its members, identifies relationships

and integrates its activities towards a common objective”

Directing:

Page 36

Managerial functions:

Planning

Organizing

Directing

Controling

Operative functions:

Employment

Human resource

Development

Compensation

Human relations

Recent trends in HRM


The basic function of personnel management at any

level is motivating, commanding, leading and activating people. The

willing and effective co-operation of employees for the attainment of

organizational goals is possible through proper direction.

Controlling:

Controlling involves checking, verifying and comparing

of the actual with the plans, identification of deviations if any and

correcting of identified deviations. Thus, action and operation are

adjusted to pre-determined plans and standards trough control. It

covers auditing training programmes, analyzing labour turnover

records, directing morals surveys, conducting separate interviews

are some of the means for controlling the personnel management

function and making it effective.

Operative functions:

The operative functions of human resources

management are related to specific activities of personnel

management, employment, development, compensation and

relations. All these functions are interacted with managerial

functions.

Employment:

Employment is concerned with securing and

employing the people possessing the required kind and level of

human resources necessary to achieve the organizational

objectives. It covers such as job analysis, human resources

planning, recruitment, selection, placement, induction and internal

mobility.

Human Resource Development:

It is the process of improving, moulding and changing

the skills, knowledge, creative ability, aptitude, attitude, values,

Page 37


commitment etc based on present and future job and organizational

requirements. This function includes performance appraisal,

training, management development, career planning and

development, internal mobility, transfer, promotion, demotion,

change and organization development.

Compensation:

It is the process of providing adequate, equitable and

fair remuneration to the employees. It includes job evaluation, wage

and salary administration, incentives, bonus, fringe benefits, social

security measures.

Human relations:

Practicing various human resources policies and

programmes like employment, development and interaction among

employees create a sense of relationship between the individual

worker and management, among workers and trade unions and the

management. It includes understanding between them, motivating

the employees, boosting employee, developing the communication

skills and leadership skills, redressing employee grievances,

handling disciplinary, improving quality of work life.

Industrial relation:

It refers to the study of relations among employees,

employer, government and trade unionism, collective bargaining,

industrial conflicts, worker’s participation in management and

quality circles.

Recent trends in HRM:

Human resources management has been advancing

at a fast rate. The recent trends in HRM include quality of work life,

Page 38


total quality in human resources, HR accounting, audit and research

and recent techniques of HRM.

TRAINING& DEVELOPMENT

Organizations and individual should develop and progress

simultaneously for their survival and attainment of manual goals. So

every modern management has to develop the organization through

human resources development. Employees training are the most

important sub-system of human resources development. Training is

a specialized function and is one of the fundamental operative

functions for human resources management.

MEANING:

After an employees is selected, placed and introduced in an

organizations he/she must be provided with training facilities in

order to adjust him to the job .training is the act of increasing the

knowledge and skill of an employee for doing particular job. Training

is a short-term educational process and utilizing a systematic and

organized procedure by which employees learn technical knowledge

and skills for a definite purpose. Dale S Beach defines

The training as “The organized procedure by which people

learn knowledge and/or skill for a definite purpose”.

In other words training improves changes and moulds the

employee’s knowledge, skill, behavior and aptitude and attitude

towards the requirements of the job and organization. Training

refers to the teaching and learning activities carried on for the

primary purpose of helping members of an organization to acquire

and apply the knowledge, skills, abilities and attitudes needed by a

particular job and organization. Thus, training bridges the difference

between job requirements and employee’s present specifications.

GOAL OF TRAINING:

Page 39


Training has certain goal, where the main aim is a train the

employees with the best of the knowledge available so that

performance is achieved to the maximum and as well it leads to

higher job satisfaction. The questions in this section are designed to

held the ownet-manager define the objective or goal to be achieved

by a training program. Whether the objective is to conduct initial

training, to provide for upgrading employees, or to retrain for

changing job assignments, the goal should be spelled out before

developing the plan for the training program.

Do you want to improve the performance of your employees?

Will you improve your employees by training them to perform

their present tasks better?

Do you need to prepare employees for newly developed or

modified jobs?

Is training needed to prepare employees for promotion?

Is the goal to reduce accidents and increase safety practices?

Should the goal be to improve employee attitudes especially

about waste and spoilage practices?

Do you need to improve the handling of materials in order to

break production bottlenecks?

Are the goal t orient new employees to their jobs?

Will you need to teach new employees about overall

operations?

Do you need to train employees so they can help teach new

workers in an expansion programs?

TYPES OF TRAINING:

The type of training to be offered has an important bearing on

the balance of the program. Some types lead themselves to

achieving all of the objectives or goals, wills others are limited.

Therefore the organization should review the advantages of each

type in relation to your objective or goal.

Page 40


Can you train on-the-job so that employees can produce will

they learn?

Should you have classroom training conducted by a paid

instructor?

Will a combination of scheduled on-the-job training and

vocational classroom instruction work best for you?

Can you goal be achieved will a combinations of on-the-job,

training and correspondence courses?

DIFFERENCES BETWEEN TRAINING AND DEVELOPMENT:

S. No Area Training Development

1. ContentTechnical Skills and

Knowledge

Managerial and

behavioral skills and

knowledge

2. Purpose Specific job-relatedConceptual and

general knowledge

3. Duration Short-term Long-term

4 For whom

Mostly technical and

non-managerial

personnel

Mostly for managerial

personnel

IMPORTANCE OF TRAINING:

The importance of human resources management to large

extent depends on human resources development and training is its

most important technique. No organization can get a candidate who

exactly matches with the job and the organization requirements.

Hence, training is important to develop the employee and make him

suitable to the job. Training works towards value addition to the

company through HRD.

Job and organizational requirements are not static; they are

changed from time to time in view of technological advancement

Page 41


and change in the awareness of the total Quality an productivity

Management (TQPM). The objectives of the TQPM can be achieved

only through training, which develops human sills and efficiency.

Organizational efficiency, productivity, progress and development to

a greater extent depend on training. If the required training is not

provided, it leads to performance failure to the employees.

Organizational objectives like viability, stability and growth can also

be achieved through training. Training is important, as it constitutes

a significant part of management control. Training enhances 4Cs for

the organization viz.

Competence

Commitment

Creativity and

Contribution

Benefits of Training:

How Training Benefits the Organizations:

Leads to improved profitability and/or more positive attitudes

towards profits organization.

Improves the job knowledge and skills at all levels of the

organization.

Improves the morale of the workforce

Help people identify with organizational goals.

Helps create a better corporate image

Fosters authenticity, openness and trust

Improves the relationship between boss and subordinate

Aids in organizational development

Learns from the trainee

Helps prepare guidelines for work

Aids in understanding and carrying out organizational policies

Provides information for future needs in all areas of the

organization.

Page 42


Organization gets more effective in decision-making and

problem solving.

Aids in development for promotion from within.

Improves labour-management relations.

Reduces outside consulting costs by utilizing competent

internal consulting.

Stimulates preventive management as opposed to putting out

fires.

Eliminates sub-optimal behavior (such as hiding tools).

Creates an appropriate climate for growth and

communication.

Helps employees adjust to change.

ASSESSMENT OF TRAINING NEEDS:

Training needs are identified on the basis of organizational

analysis, job analysis and manpower analysis. Training programme,

training methods and course content are to be planned on the basis

of the job in an organization in which employee is lacking

attitude/aptitude, knowledge and skill.

1Training Needs = Job and Organizational requirements –

Employees.

Specifications

Assessment of Training Needs:

The following methods are used to assess training needs:

Requirements/weakness.

Departmental requirements/weaknesses.

Job specifications and –employee specifications.

dentifying specific problems

Antic Organisation repeating future problems.

Management’s requests.

Observation.

Interviews.

Group conferences.

Questionnaire surveys.

Page 43


Test or examinations.

Check list.

Performance appraisal.

TRAINING METHODS

The training programs commonly used to train operatives and

supervisory personnel in the organization. These training programs

are classified into on-the-job and off-the-job programs.

TRAINING METHODS

ON – THE – JOB METHODS OFF - THE – JOB

METHODS

- Job rotation - Vestibule training

- Coaching - Role Playing

- Job instruction - Lecture Methods

- Training Through step-by-step - Conference or

Discussions

- Committee Assignments - Programmed

Instruction.

ON - THE- JOB TRAINING METHODS:

This type of training also known as job instructions training is

the most commonly used method. Under this method, the individual

is placed on a regular job and taught the skills necessary to perform

that job. The trainee learns under the supervision and guidance of a

qualified worker or instructor. On – the – job training has the

advantage of giving first hand knowledge and experience under the

actual working conditions. While the trainee learns how to perform a

job, he is also a regular worker rendering the services for which he

is paid. The problem of transfer of trainee is also minimized as the

person learns on – the – job. The emphasis is placed on rendering

Page 44


services in the most effective manner rather than learning how to

perform the job. On – the – job training methods include job rotation,

coaching, job instruction or training through step – by – step and

committee assignments.

I. JOB ROTATION:

This type of training involves the movement of trainee from

one job to another. The trainee receives job knowledge and gains

experience from his supervisor of trainer in each of the different job

assignments. Though this method of training is common in training

managers for general management positions, trainees can also be

rotated from job to job in workshop jobs. This method gives an

opportunity to the trainee to understand the problems of employees

on other jobs and respect them.

II. COACHING:

The trainee is placed under a particular supervisor who

functions as a coach in training the individual. The supervisor

provides feed back to trainee on his performance and offers in some

suggestion for improvement. Often the trainees share some of the

duties and responsibilities of the coach and relive him on his

burden. A limitation of this method training is that the trainee may

be not having the freedom or opportunity to express his own ideas.

III. JOB INSTRUCTION:

This method is also known as training through step-by-step.

Under this method trainer explains to the trainee the way of doing

the job, jobs, job knowledge and skills and allows him to the jobs.

The trainer appraises the performance of trainee, provides feed

back information and corrects the trainee.

IV. COMMITTEE ASSIGNMENT:

Page 45


Under the committee assignment, a group of trainees are

given and asked to solve to a actual organizational problem. The

trainees salve the problems jointly. It develops teamwork.

OFF – THE – JOB METHODS:

Under this method of trainee the trainee is separated from

the job situation on his attentions is focused upon learning the

material related to his future job performance. Since the trainee is

not distracted by the job requirements, he came place his entire

concentration on learning the job rather then spending his time in

performing it. There is an opportunity for freedom expressions for

the trainees. Companies have started using multimedia technology

and information technology in training off – the – Job training

methods are.

I. VESTIBULE TRAINING:

In this method actual work conditions are simulated in a class

room, Material, files and equipment which are used in actual job

performance are also used in training. This type of training is

commonly used for training personnel for clerical and semi-skilled

jobs. The duration of this training ranges from days to a few weeks.

Theory can be related to practice in this method.

II. ROLE PLAYING:

It is defined as a method of human interaction that involves

realistic behavior in imaginary situations. This method of training

involves action, doing and practice. The participants play the role of

certain characters such as the production managers, mechanical

engineer, superintendents, maintenance engineers, quality control

inspectors, foremen, workers and the like. This method is mostly

used for developing inter – personal interactions and relations.

III. LECTURE METHOD:

Page 46


The lecture is traditional and direct method of instruction. The

instructor organizes the material and gives it to a group of trainees

in the form of a talk. To be effective, the lecture must motivate and

create interest among the trainees. An advantage of the lecture

method is that it is direct and can be used for a large group oft

trainees. Thus, costs and time involved are reduced. The major

limitation of the lecture method is that it does not provide for

transfer of training effectively.

IV. CONFERENCE OR DISCUSSION:

It is a method in training the clerical, professional and

supervisory personnel. This method involves a group of people who

pose ideas,examine and share facts, ideas and datam test

assumptions and draw conclusions, all of which contribute to the

improvement of job performance. Discussion has the distinct

advantage over the lecture method, in that the discussion involves

tow-way communication and hence feedback is provided. The

participants feel free to speak in small groups. The success of this

method depends on the leadership qualities of the person who leads

the group.

V. PROGRAMMED INSTRUCTION:

In recent years, this method has become popular. The subject

matter to be learned is presented in a series of carefully planned

sequential units. These units are arranged from simple to more

complex levels of instruction. The trainee goes through these units

by answering questions or filling the blanks. This method is

expensive and time consuming.

DATA ANALYSIS AND INTERPRETATION

EMPLOYEE UNDERGONE TRAINING

Page 47


SERIAL

NUMBE

R

OPINION

NO. OF

RESPONDENT

S

% OF

RESPONDENT

S

1 Yes 90 90%

2 No 10 10%

TOTAL 100 100%

90%

10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Yes No

% of Respondents

% of Respondents

INTERPRETATION:

The above graph shows that 90% of the respondents feel that

they are under gone training and 10% respondents are feel that

they are not undergone training.

TRAINING FREQUENCY SUFFICIENT OR NOT

SERIAL OPINION NO. OF % OF

Page 48


NUMBERRESPONDENT

S

RESPONDENT

S

1 Yes 100 100%

2 No 0 0%

TOTAL 100 100%

100%

0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Yes No

% of Respondents

% of Respondents

INTERPRETATION:

The above graph shows that 100% of the respondents feel

that their training frequency is sufficient.

ON WHAT BASIC OF TRAINEES SELECTE

SERIAL OPINION NO. OF % OF

Page 49


NUMBE

R

RESPONDENT

S

RESPONDENT

S

1 Self – Motivation 5 5%

2

Boss

Recommendatio

n

15 15%

3 Skill Inventory 20 20%

4Training

Evaluation20 20%

5Organizational

Requirement40 40%

TOTAL 100 100%

5%

15%

20% 20%

40%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Self – Motivation Skill Inventory OrganizationalRequirement

% of Respondents

% of Respondents

INTERPRETATION:

The above graph shows that the opinions of responds about

on what basis of trainees are selected as given below,

Self – motivation 5% Boss Recommendation 15%, Skill

inventory 20 %, Training Evaluation 20%, Organizational

Requirement 40%.

Page 50


THE MANAGEMENT IS ORGANIZING TRAINING

PROGRAMMERS

SERIAL

NUMBE

R

OPINIONNO. OF

RESPONDENTS

% OF

RESPONDENTS

1 Internal 10 10%

2 External 20 20%

3 Overseas 10 10%

4 Both 60 60%

5 Coaching 0 0%

TOTAL 100 100%

10%

20%

10%

60%

0%0%

10%

20%

30%

40%

50%

60%

Internal External Overseas Both Coaching

% of Respondents

% of Respondents

INTERPRETATION:

The above graph shows that the responds opinion about the

management organization training programmes is as shown below.

Internal 10%, External 20%, Overseas 10% and both internal

& external 60%.

Page 51


WHAT KIND OF TRAINING AND DEVELOPMENT

UNDERGONE IN THE FORM (ON-THE–JOB TRAINING)

SERIAL

NUMBE

R

OPINION

NO. OF

RESPONDENT

S

% OF

RESPONDENT

S

1 Job Rotation 50 50%

2 Under Study 20 20%

3Job

Instruction20 20%

4 Coaching 10 10%

TOTAL 100 100%

50%

20% 20%

10%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Job Rotation Under Study JobInstruction

Coaching

% of Respondents

% of Respondents

INTERPRETATION:

The above graph shows that the responds opinion about what

kind of training and development undergone in the form (on-the–job

training) as given bellow,

JOB ROTATION - 50% UNDER STUDY - 20%

COACHING - 10% JOB INSTRUCTION- 20%

Page 52


WHAT KIND OF TRAINING METHODS USED IN THE

ORGANIZATION

SERIAL

NUMBE

R

OPINIONNO. OF

RESPONDENTS

% OF

RESPONDENTS

1 Role Playing 20 20%

2 Lecture Method 60 60%

3Conference

Method10 10%

4 Incident Method 0 0%

5 Case Study 10 10%

6Group

Instruction0 0%

TOTAL 100 100%

20%

60%

10%

0%

10%

0%0%

10%

20%

30%

40%

50%

60%

RolePlaying

ConferenceMethod

CaseStudy

% of Respondents

% of Respondents

INTERPRETATION:

Page 53


From the above table gives the opinion of the respondents

about which type training method is using in the organization.

BY WHOM YOU ARE TRAINED?

SERIAL

NUMBERRESPONSE

NO. OF

RESPONDENTS

% OF

RESPONDENTS

1 Superior 30 30%

2Outside

Executive40 40%

3 Co-Employee 30 30%

TOTAL 100 100%

30%

40%

30%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Superior Outsideexecutive

Co-Employee

% of Respondents

% of Respondents

INTERPRETATION:

Page 54


From the above graph we observed that Superior 30% outside

executive 40%, Co-Employee 30% gives the training to the

employees.

BY WHOME WOULD LIKE TO BE TRAINED?

SERIAL

NUMBERRESPONSE

NO. OF

RESPONDENTS

% OF

RESPONDENTS

1 Superior 20 20%

2Outside

Executive50 50%

3 Co-Employee 30 30%

TOTAL 100 100%

20%

50%

30%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Superior Outsideexecutive

Co-Employee

% of Respondents

% of Respondents

INTERPRETATION:

Page 55


From the above graph we observed that employee opinion

about the trainer is as follows,

Superior - 20% Outside Executive -

50% Co-Employee - 30%

MANAGEMENT EVALUATING EFFECTIVENESS OF

TRAINING

SERIAL

NUMBERRESPONSE

NO. OF

RESPONDENTS

% OF

RESPONDENTS

1 Yes 90 90%

2 No 10 10%

TOTAL 100 100%

90%

10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Yes No

% of Respondents

% of Respondents

INTERPRETATION:

Page 56


The above graph shows that the employee’s opinion about

Management Evaluation effectiveness agreed employees 90% and

disagree 10%.

UPTO WHICH EXTEND THIS TRAINING USEFUL TO

EMPLOYEE SKILL & PERSONNEL DEVELOPMENT?

SERIAL

NUMBE

R

RESPONSE

NO. OF

RESPONDENT

S

% OF

RESPONDENT

S

1 Really Useful 10 10%

2 Not Useful 0 0

3

Useful For

Career

Development

90 90%

TOTAL 100 100%

10%

0

90%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Really useful Not useful Useful forcareer

development

% of Respondents

% of Respondents

Page 57


INTERPRETATION:

The above graph shows that the 10% of employee’s feel

training is really useful to the organization, 90% of employees feel

useful for career development.

HOW DO THE EMPLOYEES FEEL ABOUT THE

TRAINING PROGRAM CONDUCTED BY THE

COMPANY?

SERIAL

NUMBERRESPONSE

NO. OF

RESPONDENTS

% OF

RESPONDENTS

1 Highly Satisfied 40 40%

2 Satisfied 60 60%

3 Dissatisfied 0 0

TOTAL 100 100%

40%

60%

0

0%

10%

20%

30%

40%

50%

60%

Highly satisfied Satisfied Dissatisfied

% of Respondents

% of Respondents

Page 58


INTERPRETATION:

The above graph shows that the 40% of employee’s feel

training conducted by the company is highly satisfied, 60% of

employees feel training conducted by the company is satisfied.

TRAINING IMPROVES RELATIONSHIP BETWEEN

WORKERS AND MANAGEMENT

SERIAL

NUMBE

R

RESPONSENO. OF

RESPONDENTS

% OF

RESPONDENTS

1 Strongly Agree 30 30%

2 Agree 60 60%

3 Disagree 10 10

TOTAL 100 100%

30% 60%

10

0%

100%

200%

300%

400%

500%

600%

700%

800%

900%

1000%

Strongly Agree Agree Disagree

% of Respondents

% of Respondents

Page 59


INTERPRETATION:

The above graph shows that 30% of the respondents strongly

agree that the training improves the relationship between workers,

40% of the respondents agree that the training improves the

relationship between workers respondents and 10% of the

respondents disagree that the training improves the relationship

between workers.

THAT TRAINING DECREASING STRESS, TENSION,

FRUSTRATION AND CONFLICT

SERIAL

NUMBERRESPONSE

NO. OF

RESPONDENTS

% OF

RESPONDENTS


2 Agree 70 70%

3 Disagree 20 20%

TOTAL 100 100%

10

70

20

0

10

20

30

40

50

60

70

Strongly agree Agree Disagree

No. of Respondents

No. of Respondents

Page 60


INTERPRETATION:

The above graph shows that 10% of the respondents strongly

agree that the that training decreasing stress, tension, frustration

and conflict, 70% of the respondents agree that the training that

training decreasing stress, tension, frustration and conflict and 20%

of the respondents disagree that the that training decreasing stress,

tension, frustration and conflict.

INCENTIVE IS PROVIDED FOR EMPLOYEE AFTER

TRAINING

SERIAL

NUMBE

R

RESPONSENO. OF

RESPONDENTS

% OF

RESPONDENTS

1 Yes 50 50%

2 No 50 50%

TOTAL 100 100%

50% 50%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Yes No

% of Respondents

% of Respondents

Page 61


INTERPRETATION:

The above graph shows that 50% of the respondent’s opinion

was incentives are provided for the employee after training and 50%

of the respondents opinion was incentives are not provided for the

employee after training.

TIME REQUIRED FOR THE PURPOSE OF TRAINING IN

THE ORGANIZATION

SERIAL

NUMBERRESPONSE

NO. OF

RESPONDENTS

% OF

RESPONDENTS

1 3 Days 60 60%

2 3-10 Days 30 30%

3More Than 1

Months10 10%

TOTAL 100 100%

Page 62


60%

30%

10%

0%

10%

20%

30%

40%

50%

60%

3 Days 3-10 Days More than 1Months

% of Respondents

% of Respondents

INTERPRETATION:

The above graph shows that 60% of the respondent’s opinion

was 3 days required for the training in the organization, 30% of the

respondent’s opinion was 3-10 days required for the training in the

organization and 10% of the respondent’s opinion was more than

one month is required for the training in the organization.

EMPLOYEE FEEL ANY INCREASED JOB SATISFACTION

AND RECOGNITION IN THE ORGANIZATION AFTER

SUCCESSFUL TRAINING

SERIAL

NUMBE

R

RESPONSENO. OF

RESPONDENTS

% OF

RESPONDENTS

1 Yes 80 80%

2 No 20 20

TOTAL 100 100%

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80%

20

0%

200%

400%

600%

800%

1000%

1200%

1400%

1600%

1800%

2000%

Yes No

% of Respondents

% of Respondents

INTERPRETATION:

The above graph shows that 80% of the respondent’s was feel

that training increased job satisfaction and recognition in the

organization after successful training and 20% of the respondent’s

was feel that training not increased job satisfaction in the

organization after successful training.

EMPLOYEE THINK THAT THE TRAINING PROVIDES

NECESSARY INFORMATION SUPPORTING YOUR JOB

SERIAL

NUMBERRESPONSE

NO. OF

RESPONDENTS

% OF

RESPONDENTS

1 Yes 100 100%

2 No 0 0%

TOTAL 100 100%

Page 64


100%

0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Yes No

% of Respondents

% of Respondents

INTERPRETATION:

The above graph shows that 100% of the respondent’s was

feeling that employee think that the training provides necessary

information supporting your job.

EMPLOYEE AGREE THAT TRAINING BECOME PATH

WAY TO EMPLOYEE CAREER

SERIAL

NUMBERRESPONSE

NO. OF

RESPONDENTS

% OF

RESPONDENTS


2 Agree 50 50%

3 Disagree 0 0

TOTAL 100 100%

Page 65


50% 50%

0

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Strongly agree Agree Disagree

% of Respondents

% of Respondents

INTERPRETATION:

The above graph shows that 50% of the respondents were

strongly agree that training become path way to employee career

and 50% of the respondents were agree that training become path

way to employee career.

FINDINGS

90% of the respondents feel that they are under gone

training.

100% of the respondents feel that their training frequency is

sufficient.

40% of the trainee’s are selected by basis of organizational

requirement.

60% of the employee’s said that agree that external and

internal training program were conducted.

50% of the employee’s responds to job-rotation of training and

development undergone in the form of on-the job –training.

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60% of the employee’s responds to lecture method in the

form of off-the job-method.

40% of the employee’s said that outside executive type of

training is given.

50% of the employee’s opinion is outside executive is the

good trainer.

90% of employee’s agreed to management evaluation of

training.

90% of employees feel training is useful for career

development.

60% of employees said that satisfied with the training

program conducted by the company.

60% of the employee’s said that agree that the training

improves relationship.

70% of the respondents agree that the training decreasing

stress, tension, frustration and conflicts.

60% of the respondent’s opinion was 3 days required for the

training in the organization.

80% of the respondent’s was feel that training increased job

satisfaction.

50% of the respondents were strongly agree that training

become path way to employee career.

SUGGESTIONS

It is suggested that Sufficient training frequency must be

given to employees.

It is suggested that trainees must be selected on the basis of

their own interest and not for the benefit of the organization.

It is suggested That training programmes must be conducted

in the external areas.

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It is suggested that all the on-the-job and off-the-job training

methods must teach to the employees to give a better view

about job. There must be a need to call the outside executives

to give any guest Lecturers or seminars to the employees.

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CONCLUSION

The training and development opinions are the terms have

given views opinions on training policies, procedures, techniques

implementation schedules of GALLA LTD.

Trainees in Galla opinioned that there is an excellent

improvement in their performance after training and

development.

Most of employees are the present training system in practice

and respondent that the organization providing good provision

for learning the new techniques and procedures there training

to do work most effectively and efficiently to meet their

targets with in the scheduled time.

Page 69


BIBLIOGRAPHY

BOOKS:

Biswajeeth Patnaik, _____“Human Resource Management”

K.Ashwathappa, _____“Human Resource & Personnel

Management”

p. Subba Rao, _____“Personnel & Human Resource

Management

The Magazines & Journal

H.R.D. News Letters:

A Joint Publication of National HRD Network and Center of

H.R.D.

Evaluating Training Effectives.

Indian Journal of Training & Development January 2001.

Website:

www.google.com “Training And Development”.

www.amaron.nets

Page 70

http://www.amaron.nets/

http://www.google.com/


QUESTIONNAIRE

TRAINING AND DEVELOPMENT IN GALLA FOODS Ltd

PERSONAL DATA

Employee name :

Working company& place :

Employee designation :

Employee experience :

Employee department :

1) Have you undergone training?

a) Yes

b) No

2) Is training frequency sufficient or not?

a) Yes

b) No

3) On what basis trainees are selected?

a) Self Motivation

b) Boss Recommendation

c) Skill Inventory

d) Training Evaluation

e) Organizational Requirement.

4) How the management is organizing training

programmes?

a) Internal

b) External

c) Overseas

5) What kind of training and development programme you

has undergone in the form of on –the – job training?

a) Job Rotation

b) Under Study

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c) Coaching

d) Committee Assignments

e) Job Instruction

6) What kind of training methods used during the

training?

a) Role Playing

b) Lecture Method

c) Conference Method

d) Incident Method.

e) Case Study

f) Group Instruction

7) By whom you are trained?

a) Superior

b) outside Executive

c) Co - Employee

8) By whom you would like to be trained?

a) Superior

b) outside Executive

c) Co – Employee.

9) Is Management evaluation the effectiveness of

training?

a) Yes

b) No

10) Up to which extent this training is being useful to

improve employee skill and personal development?

a) Really useful

b) Not useful

c) Useful for career development.

11) How do you feel about the training programmes

conducted by the company?

a) Highly satisfied

b) Satisfied

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c) Dissatisfied.

12) Do you feel that training improves relationship

between workers and management?

a) Strongly agree

b) Agree

c) Disagree

13) Do you feel that training is decreasing stress, tension,

frustration and conflict?

a) Strongly agree

b) Agree

c) Disagree

14) Any incentive is provided for you after training?

a) Yes

b) No

15) In your opinion, how much time must be contributed

for the purpose of training?

a) 3days

b) 3-10 days

c) More than 1 month.

16) Have you got any increased job satisfaction and

recognition in the organization after successful

training?

a) Yes

b) No.

17) Do you think that the training provides necessary

information supporting your job?

a) Yes

b) No.

18) Do you agree that the training becomes a pathway to

your career?

a) Strong Agree

b) Agree

c) Disagree.

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