“A DETAILED STUDY ON TRAINING AND

DEVELOPMENT OF BRITANNIA
INDUSTRY LTD. FOR THEIR
EMPLOYEES AND NEW ENTRARANT”

Submitted in partial fulfillment of the

requirements for the award of the degree of

Bachelor of Business Administration

To

Guru Gobind Singh Indraprastha University, Delhi

Guide: Submitted by
Dr. Manisha Kaushal Arora Vansh Khurana, E4B
Roll No: 71680001723

GITARATTAN INTERNATIONAL BUSINESS SCHOOL

NEW DELHI-110085
Batch (2023-2026)
 Certificate

I, Mr./Ms. “VANSH KHURANA”, Roll No. 71680001723 certify that the Project

Report/Dissertation (BBA 218) entitled “A DETAILED STUDY ON TRAINING AND

DEVELOPMENT OF BRITANNIA INDUSTRY LTD. FOR THEIR EMPLOYEES AND NEW

ENTRANT” is completed by me and it is an authentic work carried out by me at

GITARATTAN INTERNATIONAL BUSINESS SCHOOL. The matter embodied in this project

work has not been submitted earlier for the award of any degree or diploma to the best of my

knowledge and belief.

Signature of the Student

Date:

Certified that the Project Report/Dissertation (BBA-218) entitled “A DETAILED STUDY ON

TRAINING AND DEVELOPMENT OF BRITANNIA INDUSTRY LTD. FOR THEIR

EMPLOYEES AND NEW ENTRANT” done by Mr./Ms. VANSH KHURANA, Roll No.

71680001723, is completed under my guidance.

Signature of the Guide

Date:
Name of the Guide: Dr. Manisha Kaushal Arora
Designation: Professor
Gitarattan International Business School, Delhi-
110085

Director/Project Coordinator

2
 ACKNOWLEDGEMENT

I would like to convey my heartiest gratitude to my

supervisor Dr. Manisha Kaushal Arora for intensifying my
learning curve. Without her guidance and support, this
dissertation would not have been possible. I also extend my
appreciation to my parents for their unconditional love and
support throughout my work. Their unwavering support and
encouragement accompanied me through this journey.
I would like to give my special thanks to all my friends and
other respondents who took time out to participate in this
research , acknowledging that this study would not have been
possible without their assistance and support.

3
Sr. No CONTENT Teacher
signature

1. Certificate

Acknowledgment

Executive summary

CHAPTER:1 Introduction
Company Profile

2. CHAPTER : 2 Environmental Analysis

Research methodology
3. CHAPTER : 3 Data Analysis ,

Interpretation of Data,

& Data Collections

4. CHAPTER :4 Findings

Suggestions

Conclusion

5. Bibliography And References

6. Annexure

4
 EXECUTIVE SUMMARY

This executive summary outlines the training and development initiatives

proposed for Britannia Industries Ltd. to enhance the skills and competencies
of both existing employees and new entrants. Recognizing the crucial role of
training in fostering employee growth and organizational success, Britannia
Industries Ltd. aims to implement comprehensive programs tailored to
address the evolving needs of its workforce.

For existing employees, the training and development framework will focus
on upskilling and reskilling to align with industry trends and technological
advancements. This will include targeted training modules in areas such as
leadership development, technical proficiency, and soft skills enhancement.
By investing in continuous learning opportunities, Britannia aims to nurture a
culture of innovation and adaptability within its workforce, ultimately driving
performance and retention.

Additionally, for new entrants, Britannia Industries Ltd. is committed to

offering robust onboarding programs designed to facilitate a seamless
transition into the organization. These programs will provide comprehensive
insights into the company's values, goals, and operational processes,
equipping new hires with the knowledge and tools necessary to thrive in their
roles. Emphasis will also be placed on mentorship and peer support to foster
a sense of belonging and accelerate integration into the organizational
culture.

Furthermore, Britannia recognizes the importance of leveraging digital

platforms and cutting-edge technologies to deliver engaging and impactful
training experiences. Through the implementation of e-learning modules,
virtual classrooms, and immersive simulations, the company aims to enhance
accessibility and scalability while ensuring a consistent and high-quality
learning experience for all employees.

6
In conclusion, Britannia Industries Ltd. is committed to investing in the
training and development of its workforce as a strategic imperative for
driving organizational growth and maintaining a competitive edge in the
market. By prioritizing employee development, Britannia seeks to cultivate a
skilled and motivated workforce capable of navigating the challenges of an
ever-evolving business landscape.
Chapter: 1 Introduction
 INTRODUCTION

Training and Development is one of the main functions of the human resource management

department. Training refers to a systematic setup where employees are instructed and taught

matters of technical knowledge related to their jobs. It focuses on teaching employees how to

use particular machines or how to do specific tasks to increase efficiency.

Whereas, Development refers to the overall holistic and educational growth and maturity of

people in managerial positions. The process of development is in relation to insights,

attitudes, adaptability, leadership and human relations.

Training and development programes are designed according to the requirements of the

organisation, the type and skills of employees being trained, the end goals of the training and

the job profile of the employees. These programes are generally classified into two types: (i)

on the job programes, and (ii) off the job programes.

Different training is given to employees at different levels. The following training methods

are used For the training of skilled workers and operators Specific job training programmes,

Technical training at a training with live demos, Internship training, Training via the process

of rotation of job.

Training given to people in a supervisory or managerial capacity is – Lectures, Group

Discussions, Case studies, Role-playing, Conferences etc.

7
People in managerial programmes are given this type of training- Management Games to

develop decision making, Programmes to identify potential executives, Sensitivity training to

understand and influence employee behaviour, Simulation and role-playing, Programmes

for improving communication, human relations and managerial skills.

In a world where technology is constantly evolving and knowledge is growing, training has a

significant role to play in organizational success. Successful organisations invest in employee

training and development to improve productivity and morale, thereby generating a positively

impact on organisational bottom line. Today when skills are becoming obsolete quicker than

ever before, training and development of human capital is the tool for survival across the

business spectrum. From an employee’s perspective training and development is practically

mandatory to stay up to date and retain or increase one’s skills and employability.

A look at the mission and value statement of successful organisation further reinforces the

relevance of training human capital in business. The Vision and Mission clearly indicate that

successful organisations distinguish themselves from others as they are constantly improving

and placing training and development as an essential tool to drive organisational goals.

The current market trends have indicated cuts in training budgets so organisations need to

evolve efficient and effective training methods to help employees develop their skills to make

new products, generate innovative ideas, and provide high quality of customer satisfaction.

So, increasingly efficient methods of training must be adopted, as has happened during the

current pandemic situation by placing more trust on online learning.

Training and development is the field concerned with organizational activity aimed at

bettering the performance of individuals and groups in organizational settings. It has been

known by several names, including employee development, human resource development,

learning and
8
development. An organization which aspires to grow must be in tune with the changing needs

of the society. Training become relevant in the context since it is only through training that

the gap between performance of the organization and the felt of a changing society can be

neutralized. Training reduces the gap by increasing employee’s knowledge, skill, ability and

attitude. Training and development are terms which are sometimes used interchangeably.

Development was seen as an activity associated with managers. In contrast training has

immediate concern and has been associated with improving the knowledge and skill of non-

managerial employees in the present job. Training which is a vehicle for human resource

development is concerned with improving the skills of the employees and enhancing their

capacity to cope up with ever changing demands of the work situation. It also makes a

positive contribution to the empowerment of the employees.

Every organization needs the services of trained persons for performing the activities in a

systematic way. The fast changing technological development makes the knowledge of

employees obsolete. They require constant training to cope with the needs of jobs. After

selecting the employees, the next task of management is to give them proper training.

Training and development initiatives are educational activities within an organization that are

designed to improve the job performance of an individual or group. These programs typically

involve advancing a worker’s knowledge and skill sets and instilling greater motivation to

enhance job performance.

Training programs can be created independently or with a learning administration system,

with the goal of employee long-term development. Common training practices include

orientations, classroom lectures, case studies, role playing, simulations and computer-based

training, including e-learning.

9
Sometimes referred to as Human Resource Development (HRD), most employee training and

development efforts are driven by an organization’s HRD function. These efforts are roughly

divided into two types of programs:

Employee Training and Development

A strategic tool for improving business outcomes by implementing internal educational

programs that advance employee growth and retention.

Management Training and Development

The practice of growing employees into managers and managers into effective leaders by the

ongoing enhancement of certain knowledge, skills and abilities.

The corporate marketplace is quickly changing, and businesses must be flexible and easily

adapt to change. Technology is one of the key drivers in this rapid change, with automation

and artificial intelligence (AI) in the forefront.

Recent articles and industry surveys suggest that a lot of corporate training may be

ineffective. Most training won’t be fully retained by learners. Businesses must build a culture

of ongoing self-directed, self-motivated learning with focused distance learning programs

and mobile "just-in-time" training.

Organizations also have to rethink the larger framework of what skills will be needed in the

near future. A recent meta-level IBM study (PDF, 916 KB) predicts that more than 120

million workers in the world’s twelve largest economies may need to be retrained in the next

three years because of AI-enabled automation.

10
Several insights from the study include:

 Skilled humans fuel the global economy: Digital skills remain vital, but soft

skills have become more important.

 Skills availability and quality are in jeopardy: The half-life of skills continues to

shrink, while the time it takes to close a skills gap has ballooned, forcing

organizations to find ways to stay ahead of skills relevancy.

 Intelligent automation is an economic game changer: Millions of workers will

likely require retraining and learning new skills, and most companies and

countries are ill-prepared for the task.

 Organizational cultures are shifting: The digital era has introduced the need for

a new business model, new ways of working and a flexible culture that fosters the

development of critical new skills.

Training and Development is the continuous process of improving skills, gaining

knowledge, clarifying concepts and changing attitude through structured and planned

education by which the productivity and performance of the employees can be

enhanced. Training and Development emphasize on the improvement of the

performance of individuals as well as groups through a proper system within the

organization which focuses on the skills, methodology and content required to achieve

the objective. Good & efficient training of employees helps in their skills &

knowledge development, which eventually helps a company improve its productivity

leading to overall growth.

11
 Training is about knowing where you are in the present and after some time where

will you reach with your abilities. By training, people can learn new information, new

methodology and refresh their existing knowledge and skills. Due to this there is

much improvement and adds up the effectiveness at work. The motive behind giving

the training is to create an impact that lasts beyond the end time of the training itself

and employee gets updated with the new phenomenon. Training can be offered as

skill development for individuals and groups.

Training and Development Process

Training and development is a continuous process as the skills, knowledge and quality of

work needs constant improvement. Since businesses are changing rapidly, it is critical that

companies focus on training their employees after constantly monitoring them & developing

their overall personality.

Steps for training and development processes are:

1. Determine the need of training and development for individuals or teams

First of all the need has to be seen for training and development. it has to align with the

company's goals and objectives. If a company is trying to start a new department or

strengthen existing sales team in new products, then an appropriate training is needed.

2. Establish specific objectives & goals which need to be achieved

The goals and objectives of the training and development have to be established. Whether the

goal is awareness about new products or even installation is required to be learnt.

3. Select the methods of training

Next, methods have to be defined. The training can be done as a :

a. Classroom Training

12
b. Online Self paced courses

c. Course with certification

d. Instructor led online training

4. Conduct and implement the programs for employees

After the plan and methods are finalized, the training and development programs have to be

executed where courses, instructions are taught to the employees, partners or vendors.

5. Evaluate the output and performance post the training and development sessions

Training and Development is incomplete without proper monitoring. Monitoring can be done

through evaluation of the instructor as well as attendees. Instructor evaluation can be done

through feedback or ratings but attendees can be evaluated through internal or external

certifications or scores.

6. Keep monitoring and evaluating the performances and again see if more training is

required

Based on the evaluation results in the previous step, management needs to ascertain that if the

training and development program was sufficient for now or more training and enablement

would be required. Also, if future trainings are to be planned.

Why is training and development important?

Successful businesses understand that it’s more beneficial and cost-effective to develop their

existing employees instead of seeking out new talent.

The top ten benefits of employee training and development programs include:

13
1. Increased productivity: When employees stay current with new procedures

and technologies, they can increase their overall output.

2. Reduced micromanagement: If workers feel empowered to perform a task,

they typically require less oversight and work more independently.

3. Train future leaders: Organizations must have a solid pipeline of well-trained

and innovative potential leaders to grow and adapt over time.

4. Increased job satisfaction and retention: Well-trained employees gain confidence

in their abilities, leading to greater job satisfaction, a reduction in absenteeism and

overall employee retention.

5. Attract highly skilled employees: Top recruits are attracted to firms with

an identifiable career path based on consistent training and development.

6. Increased consistency: Well-organized training ensures tasks are

performed uniformly, resulting in tight quality control that end users can

trust.

7. Increased camaraderie: Training and development helps create a sense of

team work and collaboration.

8. Bolstered safety: Continuous training and development helps ensure

employees have the knowledge and skills to perform a task safely.

14
9. Ability to cross-train: Providing consistent training creates a knowledgeable

team overall where employees can help train or assist each other as needed.

10. Added innovation: Consistently trained employees can help develop new

strategies and products, contributing to the company’s bottom line and continued

success.

ROLE OF TRAINING

15
Company Profile

16
 Company Profile

The story of one of India's favourite brands reads almost like a fairy tale. Once upon a time,

in 1892 to be precise, a biscuit company was started in a nondescript house in Calcutta (now

Kolkata) with an initial investment of Rs. 295. The company we all known as Britannia

today. The beginnings might have been humble-the dreams were anything but. By 1910, with

the advent of electricity, Britannia mechanized its operations, and in 1921, it became the first

company east of the Suez Canal to use imported gas ovens. Britannia's business was

flourishing. But, more importantly, Britannia was acquiring a reputation for quality and

value. As a result, during the tragic World War II, the Government reposed its trust in

Britannia by contracting it to supply large quantities of "service biscuits" to the armed forces.

As time moved on, the biscuit market continued to grow… and Britannia grew along with it.

In 1975, the Britannia Biscuit Company took over the distribution of biscuits from Parry's

who till now distributed Britannia biscuits in India. In the subsequent public issue of 1978,

Indian shareholding crossed 60%, firmly establishing the Indianness of the firm. The

following year, Britannia Biscuit Company was re-christened Britannia Industries Limited

(BIL). Four years later in 1983, it crossed the Rs. 100 crores revenue mark. On the operations

front, the company was making equally dynamic strides. In 1992, it celebrated its Platinum

Jubilee. In 1997, the company unveiled its new corporate identity- "Eat Healthy, Think

Better" - and made its first foray into the dairy products market. In1999, the "Britannia Khao,

World Cup Jao" promotion further fortified the affinity consumers had with 'Brand Britannia'.

Britannia strode into the 21st Century as one of India's biggest brands and the pre-eminent

food brand of the country. It was equally recognized for its innovative approach to

products and marketing: the Lagaan

17
Match was voted India's most successful promotional activity of the year 2001 while the

delicious Britannia 50-50 Maska-Chaska became India's most successful product launch. In

2002, Britannia's New Business Division formed a joint venture with Fonterra, the world's

second largest Dairy Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In

recognition of its vision and accelerating graph, Forbes Global rated Britannia 'One amongst

the Top 200Small Companies of the World', and The Economic Times pegged Britannia

India's 2ndMost Trusted Brand. Today, more than a century after those tentative first steps,

Britannia's fairy tale is not only going strong but blazing new standards, and that miniscule

initial investment has grown by leaps and bounds to crores of rupees in wealth for Britannia's

shareholders. The company's offerings are spread across the spectrum with products ranging

from the healthy and economical Tiger biscuits to the more lifestyle-oriented Milkman

Cheese. Having succeeded in garnering the trust of almost one-third of India's one billion

population and a strong management at the helm means Britannia will continue to dream big

on its path of innovation and quality. And millions of consumers will savour the results,

happily ever after. Britannia in fact is an older company originally incorporated as “Britannia

Biscuit Company Ltd.” in Kolkata in 1918. Subsequently they moved to Mumbai during early

seventies and finally shifted their headquarters to Bangalore. Currently Britannia’s

controlling stake is jointly help by Group Danone & Nusli Wadia of Bombay Dyeing. About

83% of the company business is biscuits. Bread constitutes only about 5% of their business

and Cake and Rusk about 2%. Britannia as all of us can recollect had a stated Mission to

make every third Indian a Britannia Consumer. The different Biscuits which are

manufactured by Britannia are:50-50, Jim Jam, Bourbon, Good Day, Greetings, Little Hearts,

Marie Gold, Milk Bikis, Nice Time, Tiger, Time Pass and Treat. The Bread which is

manufactured by Britannia is “Premium Bake White Sandwich Bread.”

The Rusk which is manufactured by Britannia is ‘‘Premium Bake Cake and Rusk’’

18
Britannia Industries Ltd., constantly on its toes to improve its bottom-line, is working out a

product strategy. The company is bullish about the “on-the-go” segment and is planning to roll

19
out smaller packs under its major sub-brands. It would be gradually expanding its “ticki-

packs” (packs of 2 or 4 biscuits) concepts across its product range.

“The market today is heterogeneous, hence we need to adopt a segmented approach to reach

out to customer”, said Ms. Vinita Bali, CEO speaking about the “on-the-go” segment, Mr.

Neeraj Chandra, Marketing Head said “It is priced in Rs. 1 to 5 range. Britannia hopes to

bring our key brand under this packaging.

Britannia is lot more than just biscuits. Its other segments: Bread, cakes, rusks and dairy are

doing equally well”

The Management Team:

Name Designation

Mr. Nusli Neville Wadia Chairman

Ms. Vinita Bali Managing Director

Mr. Neeraj Chandra VP & Chief Operating Officer

Mr. P. Shyam Sunder VP & Head of Quality

Mr. Rajesh Kumar Lal VP & Chief Technology Officer

Mr. Raju Thomas Chief Financial Officer

Mr. Alagu Balaraman VP- Human Resource & Process Architect

Mr. Atul Sinha VP- New Business Development

The new logo was born is the core essence of Britannia- healthy, nutritious, optimistic – and

combining it with a delightful product range to offer variety and choice to consumers

Britannia is a first industry awarded with Certification of ISO-22000.

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Milestones

1892

• The Genesis - Britannia established with an investment of Rs. 295 in Kolkata.

1910

• Advent of electricity sees operations mechanized.

1921

• Imported machinery introduced; Britannia becomes the first company East of the Suez to

use gas ovens.

1939-44

• Sales rise exponentially to Rs.16, 27,202 in 1939.

• During 1944 sales ramp up by more than eight times to reach Rs.1.36 crore.

1975

• Britannia Biscuit Company takes over biscuit distribution from Parry's.

1978

• Public issue - Indian shareholding crosses 60%.

1979

• Re-christened Britannia Industries Ltd. (BIL).

1983

• Sales cross Rs.100 crore.

1989

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• The Executive Office relocated to Bangalore.

1992

• BIL celebrates its Platinum Jubilee.

1993

• Wadia Group acquires stake in ABIL, UK and becomes an equal partner withGroup Danone

in BIL.

1994

• Volumes cross 1,00,000 tons of biscuits.

1997

• Re-birth - new corporate identity 'Eat Healthy, Think Better' leads to new mission:'Make

every third Indian a Britannia consumer'.

• BIL enters the dairy products market.

1999

• "Britannia Khao World Cup Jao" - a major success! Profit up by 37%.

2000

• Forbes Global Ranking - Britannia among Top 300 small companies.

2001

• BIL ranked one of India's biggest brands.

• No.1 food brand of the country.

22
• Britannia Lagaan Match: India's most successful promotional activity of the year.

• Maska Chaska: India's most successful FMCG launch.

2002

• BIL launches joint venture with Fonterra, the world's second largest dairy company.

• Britannia New Zealand Foods Pvt. Ltd. is born.

• Rated as 'One amongst the Top 200 Small Companies of the World' by Forbes Global.

• Economic Times ranks BIL India's 2nd Most Trusted Brand.

• Pure Magic -Winner of the World star, Asia star and India star award for packaging.

2003

• 'Treat Duet'- most successful launch of the year.

• Britannia Khao World Cup Jao rocks the consumer lives yet again.

2004

• Britannia accorded the status of being a 'Super brand'.

• Volumes cross 3, 00,000 tons of biscuits.

• Good Day adds a new variant - Choconut - in its range

2005

• Re-birth of Tiger - 'Swasth Khao, Tiger Ban Jao' becomes the popular chant!

• Britannia launched 'Greetings' range of premium assorted gift packs.

• The new plant in Uttaranchal, commissioned ahead of schedule.

• The launch of yet another exciting snacking option - Britannia 50-50 Pepper Chakkar.

23
2007

• Britannia industries formed a joint venture with the Khimji Ramdas Group and acquired a

70 percent beneficial state in the Dubai-based Strategic Foods International Co. LLC and

65.4% in the Oman-based Al Sallan Food Industries Co. SAOG.

• Britannia ranks No. 1 Brand in the Metros across all categories.

• Britannia rated as the No. 1 “MOST TRUSTED FOOD BRAND” in a survey conducted by

AC Nielsen ORG0-Marg and published in Economics Times.

2008

• Britannia launched Iron fortified 'Tiger Banana' biscuits, 'Good Day Classic Cookies', Low

Fat Dahi and renovated 'Marie Gold'.

24
 Need of the Study

1) To increase efficiency: Training and development increases skills for

doing a job in better way.

2) To Increases Morale: Training and development increases morale of

employees. High morale is evidenced by employee enthusiasm.

3) Better Human Relations: Training increases the quality of human

relations in an organization.

4) Reduced Supervision: Trained employees require less supervision.

Autonomy and freedom can be given if the employees are trained

properly to handle their jobs without the help of supervision.

25
 Objectives of Study

1. To understand the various training and development practices

implemented at Britannia Industry.

2. A detail study of training and development practices in Britannia

Industry.

3. To relate and assess employee output level for the company

after the implementation of this practices.

4. One of the primary objectives of training and development

process is to give rise to a new and improved management

which is capable of handling the planning and control without

any serious problem.

5. Induce employees are the main aim of training and this is the

most essential for a company.

26
CHAPTER : 2 ENVIRONMENTAL ANALYSIS

27
SWOT Analysis of Britannia Industries Ltd:
Strengths:
1. Strong Brand Reputation: Britannia has a long-standing presence in the FMCG sector
and enjoys a strong brand reputation built on quality and trust.

2. Diverse Product Portfolio: The company offers a diverse range of bakery and dairy
products catering to various consumer preferences and market segments.

3. Extensive Distribution Network: Britannia has an extensive distribution network

across India, enabling widespread availability of its products.

4. Innovation Capabilities: The company has a history of innovation, introducing new

products and flavors to meet changing consumer demands.

Weaknesses:

1. Environmental Impact of Packaging: Britannia faces criticism for its packaging

materials, particularly single-use plastics, which contribute to environmental pollution.

2. Energy-Intensive Operations: Manufacturing processes in the FMCG industry are

energy-intensive, posing challenges for reducing carbon emissions and energy
consumption.

Opportunities:

1. Sustainability Initiatives: There is growing consumer demand for eco-friendly

products, presenting an opportunity for Britannia to invest in sustainable packaging and
production methods.

2. Health and Wellness Trends: With increasing awareness of health and wellness,
Britannia can capitalize on the demand for healthier alternatives by introducing more
nutritious products.

3. Expansion into New Markets: Britannia can explore opportunities for market
expansion, both domestically and internationally, to diversify its revenue streams and
reach untapped consumer segments.

Threats:

2. Intense Competition: The FMCG 1. Regulatory Changes: Changes in environmental

28
regulations and policies could impact Britannia's operations and increase compliance
costs.
sector is highly competitive, with numerous players vying for market share, posing a
threat to Britannia's growth and profitability.

3. Supply Chain Disruptions: Disruptions in the supply chain, whether due to natural
disasters, geopolitical tensions, or other factors, could affect Britannia's production and
distribution capabilities.

In conclusion, while Britannia Industries Ltd enjoys strengths such as a strong brand
reputation and diverse product portfolio, it faces challenges related to environmental
sustainability and competition in the FMCG sector. By leveraging opportunities such as
sustainability initiatives and health trends while addressing weaknesses and threats,
Britannia can position itself for long-term success in a dynamic market environment.

29
Literature Review

30
 Literature Review

Training And Development: According to the Michel Armstrong, “Training is s36ystematic

development of the knowledge, skills and attitudes required by an individual to perform

adequately a given task or job”. (Source: A Handbook of Human Resource Management

Practice, Kogan Page, 8th Ed.,2001) According to the Edwin B Flippo, “Training is the act of

increasing knowledge and skills of an employee for doing a particular job.” (Source:

Personnel Management, McGraw Hill; 6th Edition, 1984) The term 'training' indicates the

process involved in improving the aptitudes, skills and abilities of the employees to perform

specific jobs. Training helps in updating old talents and developing new ones. 'Successful

candidates placed on the jobs need training to perform their duties effectively'. The principal

objective of training is to make sure the availability of a skilled and willing workforce to the

organization. In addition to that, there are four other objectives: Individual, Organizational,

Functional, and Social.

Training and development is a subsystem of an organization that emanate from two

independent yet interdependent words training and development. Training is often interpreted

as the activity when an expert and learner work together to effectively transfer information

from the expert to the learner (to enhance a learner’s knowledge, attitudes or skills) so the

learner can better perform a current task or job. Training activity is both focused upon, and

evaluated against, the job that an individual currently holds (Learner R., 1986). On the other

hand development is often viewed as a broad, ongoing multi-faceted set of activities (training

activities among them) to bring someone or an organization up to another threshold of

performance. This development often includes a wide variety of methods, e.g., orienting

about a role, training in a wide variety of areas, ongoing training on the job, coaching,

mentoring and
31
forms of self-development. Some view development as a life-long goal and experience.

Development focuses upon the activities that the organization employing the individual, or

that the individual is part of, may partake in the future, and is almost impossible to evaluate

(Nadler Leonard, 1984).

Source

Personnel Management, McGraw Hill; 6th Edition, 1984

Aswathappa, K. Human resource and Personnel Management, New Delhi: Tata Mcgraw-Hill

Publishing CompanyLimited,2000, p.189

Gomez-Mejia, Luis R., David B. Balkin and Robert L. Cardy, (2008)

32
Research Methodology

33
 Research Methodology

Research is one of its kinds and is a process to acquire knowledge about a certain topic.

Research is done so that systematic analysis can be done and problem can be effectively

solved.

The procedures by which researchers go about their work of describing, explaining and

predicting phenomena are called methodology. Methods comprise the procedures used for

generating, collecting and evaluating data. Methods are ways of obtaining information useful

for assessing explanations.

RESEARCH DEFINITION:

The definition of research given by Creswell is Research is a process of steps used to collect

and analyse information to increase our understanding of a topic or issue and it consists of

three steps: Pose a question, collect data to answer the question, and present an answer to the

question.

Data Sources:

The data collected for the study is mainly through the distribution of questionnaire; to be

precise the data collected for study is both primary and secondary sources.

Primary Data:

Primary data is the information collected for the first time; there are several methods in

which the data is complied. In this project it is obtained by mean of questionnaires.

Questionnaire is prepared and distributed to the employees

34
Secondary Data:

Secondary data needed for conducting research work is collected from company websites,

library and search engines.

Research Instrument:

In this study the primary data is collected by survey technique. In this we distributed the

questionnaires to the respondents. The researcher structured the questionnaire in the form

of:

1. Close Ended Questions

2. Multiple Choice Questions

Questionnaire:

A questionnaire is a sheet of paper containing questions relating to contain specific aspect

regarding which the researcher collects the data. Because of their flexibility

the questionnaire method is by far the most common instrument to collect primary data. The

questionnaire is given to the respondent to be filled up.

Sampling Design:

Sampling design is to clearly define set of objective, technically called the universe to be

studied. Sampling technique used is simple random sampling method.

35
 Hypothesis

36
 Hypothesis

A Hypothesis is a tentative statement about the relationship between

two or more variables. It is specific, testable prediction about what we

expect to happen in a study.

Hypothesis can also be divided as below:

 Null Hypothesis

 Alternative Hypothesis

H1: Employees are satisfied with training and

development.

H0: Employees are not satisfied with training

and development.

37
Research Design

38
 Research Design

The type of research design used in this study is “Descriptive

Research”. Descriptive research design involves summarizing and

organizing of the data so that they can be easily understood.

The main purpose of this descriptive statistics is to provide a brief

summary of the samples. This generally means that the descriptive

statistics is not developed on the basis of probability theory.

39
Sources of Data

40
 Sources of Data
Research as a scientific and systematic search for pertinent information on a specific topic. In

fact, research is an art of scientific investigation. It is an academic activity and as such the

term should be used in a technical sense. Research is, thus an original contribution to the

existing stock of knowledge making for its advancement. It is as per suit of truth with the

help of study, observation, comparison and experiment. In short, the search for knowledge

through objective & systematic method of finding solution to a problem is “research”.

COLLECTION OF DATA

Primary Data

Secondary Data

Primary Data

1. Primary data would be collected during the course of asking questions by performing

surveys.

2. Primary data would be either through respondent either through questionnaire or through

personal interview.

3. I will collect the data through both of them.

Secondary Data

1. The data will be already available in the form of print material, website, journals etc.

41
2. Data will be collected from some Magazines, Newspapers, Websites and course material

for that purpose.

3. Data will be collected from the website – https://www.britannica.com

42
CHAPTER :3 DATA COLLECTION, DATA
ANALYSIS & INTERPRETATION

43
 Data Collection

A systematic method was adopted for the collection of data. Both primary and

secondary data were collected for the smooth & successful completion of the

study.

1. PRIMARY DATA

Primary data is the information that has been collected specifically for the purpose of research

project. An advantage of primary data is that it is specifically tailored to particular research

needs. It includes data collected from

Questionnaire

Focus Group

2. SECONDARY DATA

Secondary data refers to the information that has been collected by someone other than a

researcher for purposes other than those involved in the research project at hand. Books,

journals, manuscripts, diaries, letters etc. all become secondary sources of data as they are

written or compiled for a separate purpose.

44
Data Analysis And Interpretation

45
 Data Analysis And Interpretation

1. How many training programs have you attended in last 5 years?

No. of Programs No. of Respondents % Of Responses

0-5 8 40%

6-10 5 25%

10-15 4 20%

More than15 3 15%

Total 20 100%

Chart Title

20
18
16
14
12
10
8
6
4
2
0
0 to 5 6 to 10 10 to 15 More than15 Total

No. of Programs No. of Respondents % Of Responses

Interpretation

46
45% of the officers have attended 6-15 training programs in the last 5 years, which is an

indication of an effective training policy of the organization. However, 40% of the officers

have attended only 0-5 training programs, which needs to be evenly Monitored by the

organization.

2. The program objectives were known to you before attending it.

Options No. of Respondents % Of Responses

Strongly Agree 5 25%

Moderately Agree 7 35%

Can’t Say 3 15%

Moderately Disagree 1 5%

Strongly Disagree 4 20%

Total 20 100%

Chart Title

20
18
16
14
12
10
8
6
4
2
0
Strongly Moderately Can’t Say Moderately Strongly Total
Agree Agree Disagree Disagree

No. of Respondents % Of Responses Column1

47
Interpretation

35% of the respondents moderately agree to the fact of knowing the training objectives

beforehand, in addition to 25% who strongly agree. But a small population disagrees as 20%

strongly disagree to this notion. Training objectives should therefore be made known

compulsorily before imparting training in the organization.

3. The training program was relevant to your development needs.

Options No. of Respondents % Of Responses

Strongly Agree 6 30%

Moderately Agree 8 40%

Can’t Say 3 15%

Moderately Disagree 2 10%

Strongly Disagree 1 5%

Total 20 100%

48
 Chart Title

20
18
16
14
12
10
8
6
4
2
0
Strongly Agree Moderately Can’t Say Moderately Strongly Total
Agree Disagree Disagree

No. of Respondents % Of Responses Column1

Interpretation

70% of the respondents feel that the training programs were in accordance to their

developmental needs. 15% respondents could not comment on the question and 15% think

that the programs are irrelevant to their developmental needs and the organization must

ensure programs that satisfy the developmental needs of the officers.

4. The period of training session was sufficient for the learning.

Options No. of Respondents % Of Responses

Strongly Agree 6 31%

Moderately Agree 4 21%

Can’t Say 4 21%

Moderately Disagree 3 16%

Strongly Disagree 2 11%

49
 Total 20 100%

Chart Title

20
18
16
14
12
10
8
6
4
2
0
Strongly Agree Moderately Can’t Say Moderately Strongly Total
Agree Disagree Disagree

No. of Respondents % Of Responses Column1

Interpretation

52% of the respondents feel that the time limit of the training program was adequate but 25%

feel that it was insufficient. Also, 21% could not comment on the question. All the

respondents felt that increase in time limit of the program certainly be beneficial and the

organization should plan for this to be implemented in the near future.

5. Does training help to boost every employee in the organization.

Options No. of Respondents % Of Responses

Strongly Agree 4 20%

Moderately Agree 8 40%

Can’t Say 3 15%

Moderately Disagree 3 15%

Strongly Disagree 2 10%

50
 Total 20 100%

Chart Title

20
18
16
14
12
10
8
6
4
2
0
Strongly Agree Moderately Can’t Say Moderately Strongly Total
Agree Disagree Disagree

No. of Respondents % Of Responses

Interpretation

From the above chart it is seen that 20% of employees strongly agree that training help them

to boost every employee in the organization. 40% of employees moderately agree that

training help them to boost every employee in the organization. 15% of employees can’t say

that training help them to boost every employee in the organization. 10% of employees

strongly disagree that training help them to boost every employee in the organization.

6. The training sessions were exciting and a good learning experience.

Options No. of Respondents % Of Responses

Strongly Agree 5 25%

Moderately Agree 8 40%

51
 Can’t Say 2 10%

Moderately Disagree 3 15%

Strongly Disagree 2 10%

Total 20 100%

Interpretation

From the above chart it is seen that 25% of employees strongly agree that training help them

to boost every employee in the organization. 40% of employees moderately agree that

training help them to boost every employee in the organization. 10% of employees can’t say

that training help them to boost every employee in the organization. 15% of employees

moderately disagree that training help them to boost every employee in the organization. 10%

of employees strongly disagree that training help them to boost every employee in the

organization.

7. The training aids used were helpful in improving the overall effectiveness of the program.

Options No. of Respondents % Of Responses

Strongly Agree 4 20%

Moderately Agree 5 25%

Can’t Say 7 35%

Moderately Disagree 3 15%

Strongly Disagree 1 5%

Total 20 100%

52
 Chart Title

20
18
16
14
12
10
8
6
4
2
0
Strongly Agree Moderately Can’t Say Moderately
Agree Disagree

No. of Respondents % Of Responses Column1

Interpretation

From the above chart it is seen that 20% of employees strongly agree that training helpful in

improving the overall effectiveness of the program of the employee in the organization. 25%

of employees moderately agree that training helpful in improving the overall effectiveness of

the program of the employee in the organization. 35% of employees can’t say that training

help them to boost every employee in the organization. 15% of employees moderately

disagree that training help them to boost every employee in the organization. 5% of

employees strongly disagree that training help them to boost every employee in the

organization.

8. The training was effective in improving on-the-job efficiency.

Option No. of Respondents % Of Responses

Strongly Agree 3 15%

53
 Moderately Agree 6 30%

Can’t Say 4 20%

Moderately Disagree 4 20%

Strongly Disagree 3 15%

Total 20 100%

Chart Title

20
18
16
14
12
10
8
6
4
2
0
Strongly Agree Moderately Strongly Total
Agree Disagree

No. of Respondents % Of Responses

Interpretation

From the above chart it is seen that 15% of employees strongly agree that training was
effective in improving on-the-job efficiency for employee in the organization. 30% of
employees moderately agree that training was effective in improving on-the-job efficiency
for employee in the organization. 20% of employees can’t say that training was effective in
improving on-the-job efficiency for employee in the organization. 20% of employees
moderately disagree that training was effective in improving on-the-job efficiency for
employee in the organization. 15% of employees strongly disagree that training was effective
in improving on-the-job efficiency for employee in the organization.

54
9. Do you experience faithful change in yourself after training.

55
 Option No. of Respondents % Of Responses
Strongly Agree 2 10%
Moderately Agree 3 15%
Can’t Say 5 25%
Moderately Disagree 2 10%
Strongly Disagree 8 40%
Total 20 100%

Chart Title

20
18
16
14
12
10
8
6
4
2
0
Strongly Agree Moderately Can’t Say Moderately Strongly Total
Agree Disagree Disagree

No. of Respondents % Of Responses

Interpretation

From the above chart it is seen that 10% faithful changes after training. 15% of employees

moderately agree faithful changes after training. 25% of employees can’t say that they

experience faithful changes after training. 10% of employees moderately disagree faithful

changes after training. 40% of employees strongly disagree faithful changes after training.

10. Do you think that the number of training sessions in your organization should be

increased.

56
 Option No. of Respondents % Of Responses

Strongly Agree 7 18%

Moderately Agree 6 15%

Can’t Say 4 10%

Moderately Disagree 15 37%

Strongly Disagree 8 20%

Total 40 100%

Chart Title

40
35

30

25

20

15

10

5
0
Strongly Agree Moderately Can’t Say Moderately Strongly Total
Agree Disagree Disagree

No. of Respondents % Of Responses

Interpretation

From the above chart it is seen that 18% of employees strongly think that the number of

training sessions in organization should be increased. 15% of employees moderately

agree that the number of training sessions in organization should be increased. 10% of

employees can’t say that the number of training sessions in organization should be

increased. 37% of employees moderately disagree think that the number of training

57
sessions in organization should be increased. 20% of employees strongly disagree think

that the number of training sessions in organization should be increased.

58
CHAPTER : 4 FINDINGS , SUGGESTATION
AND CONCLUSION

59
 Findings
The major findings of the project are enumerated as follows:

 Training is considered as a positive step towards augmentation of the knowledge base

by the respondents.

 The objectives of the training programes were broadly known to the respondents prior

to attending them.

 The training programes were adequately designed to cater to the developmental needs

of the respondents.

 Some of the respondents suggested that the time period of the training programes

were less and thus need to be increased.

 Some of respondents also suggested that use of latest training methods will enhance

the effectiveness of the training programes.

60
Suggestion

61
 Suggestion

Suggestion is drawn from the analysis and observation. Few suggestions are given as under:

Recognizing the need of an organized approach to worker training and development of an

equitable basis for all workers in the company regardless of the unit/department, the company

is committed to the support and production of activities and finding to achieve this goal.

 As there is an active participation of employees in decision making but rarely the

suggestion given by them are drawn in action. Hence the confidence of employees

gets demotivated.

 So, to motivate the employee’s management can into consideration some proper

suggestion given by the employees.

 Different type of behavioural training programmed should be organized in a effective

on their work.

 Provide appropriate training to enhance the potential effectiveness of the employee at

work place.

62
Conclusion

63
 Conclusion

Top management feels that training is the essential part of the organization,

since it is the key for the attitudinal change and the behavioural and their

work in the employees. It should be imparted at least one to every employee.

 Both managers and workers feel that the training should be imparted by

both external and internal faculty. Technical and behavioural training,

both are important for the development of the organization. Training and

development programs are increasing the output of organization.

 Finally, to make any training program successful the cooperation of the

management and the employees are essential.

64
References

65
 References

Books

P. Subba Rao, edition 2010, personnel and human resource management

K. Aswathappa, 1998, human resource and personnel management

Journal

Human resource management journal (John willey & sons ltd)

https://onlinelibrary.willey.com/jounal

E-Journal

Websites

https://www.google.coin

https://www.britannica.com

https://www.ibm.com/topics/training-development

66
 Annexure

Name:

Your Occupation:

Age:

E-mail:

Ques. 1. Does the training improve skill of human force?

a) Yes:

b) No:

Ques. 2. Does the training help to boost every employee in the organization.

a) Yes:

b) No:

Ques. 3. Do you experience faithful changes in yourself after training?

a) Yes

b) No

Ques. 4. Which place the most effective role in boosting Employee’s

performance?

a) Training

b) Development

c) Training and Development

67
Ques.5. The programmes objectives were known to you before attending it.

a. Strongly Agree d. Moderately Disagree

b. Moderately Agree e. Strongly Disagree

c. Can’t Say

Ques.6. The training programme was relevant to your development needs

a. Strongly Agree d. Moderately Disagree

b. Moderately Agree e. Strongly Disagree

c. Can’t Say

Ques.7. The period of training session was sufficient for learning.

a. Strongly Agree d. Moderately Disagree

b. Moderately Agree e. Strongly Disagree

c. Can’t Say

Ques.8. The training methods used during the training were effective for

understanding the subject.

a. Strongly Agree d. Moderately Disagree

b. Moderately Agree e. Strongly Disagree

c. Can’t Say

Ques.9. The training sessions were exciting and a good learning experience

a. Strongly Agree d. Moderately Disagree

b. Moderately Agree e. Strongly Disagree

c. Can’t Say

68
Ques.10. The training aids used were helpful in improving in improving the

overall effectiveness of the programme.

a. Strongly Agree d. Moderately Disagree

b. Moderately Agree e. Strongly Disagree

c. Can’t Say

69