Training and Development

A STUDY ON TRAINING AND DEVELOPMENT
Nirmala college, Muvattupuzha 1

CHAPTER I
INTRODUCTION
Employee training tries to improve skills, or add to the existing level of
knowledge so that employee is better equipped to do his present job, or to prepare
him for a higher position with increased responsibilities. However individual
growth not ends in itself. Organizational growth need to be measured along with
individual growth.
Training refers to the teaching /learning activities done for the primary
purpose of helping members of an organization to acquire and apply the
knowledge skills, abilities, and attitude needed by that organization to acquire and
apply the same. Broadly speaking training is the act of increasing the knowledge
and skill of an employee for doing a particular job.
In todays scenario change is the order of the day and the only way to deal
with it is to learn and grow. Employees have become central to success or failure
of an organization they are the cornucopia of ideas. So it high time the
organization realize that train and retain is the mantra of new millennium.

1.1 STATEMENT OF THE PROBLEM
In Eastern Condiments Pvt.Ltd, Training and Development is of
paramount importance. By pursuing the training and development systems in the
company, the aim is to gather the opinion of the employees about the training
programmes and how it influences them.

1.2 SCOPE OF THE STUDY
This research provides me with an opportunity to explore in the field of Human
Resources. This research also provides the feedback of people involved in the
Training and development process. Apart from that it would provide me a great
deal of exposure to interact with the high profile managers of the company.


1.3 SIGNIFICANCE OF TRAINING AND DEVELOPMENT
Every organization needs to have well trained and experienced people to
perform the activities that have to be done. If current or potential job occupants
can meet this requirement, training is not important. When this not the case, it is
necessary to raise the skill levels and increase the versatility and adaptability of
employees.

1.4 OBJECTIVES OF THE STUDY
1.4.1 Primary objective:
To study about the present Training and Development system in Eastern
Condiments Pvt. Ltd
1.4.2 Secondary objectives:
1) To study EMPLOYEES perception towards Training and Development
2) To examine the impact of training on the workers.
3) To examine the benefits of training to the employees
4) To identify the areas of training in the organization

1.5 DURATION OF THE STUDY
Duration of the study was for a period of one month.

1.6 LIMITATIONS OF THE STUDY
The following things may affect my research project:-
Availability of secondary data
Respondents may be hesitated
Limited time available for the study
The sample size might be too small to reflect the opinion of the whole
organization.
The answers given by the respondents have to be believed and have to
be taken for granted as truly reflecting their perception even if they are
not.


1.7 CHAPTER SCHEME
Training and Development study is divided into 9 chapters:
The first chapter deals with introduction, statement of the problem, scope of
the study, significance of the study, objectives of the study, duration of the
study, limitations of the study and chapter scheme.
The second chapter covers the industrial profile.
The third chapter covers the company profile.
The fourth chapter deals with literature review of training and development.
The fifth chapter includes the research methodology.
The sixth chapter measures the opinion of the employees about training
according to the various aspects and the interpretation and analysis.
The seventh chapter contains the findings from analysis.
The eighth chapter contains the suggestions of the study.
The ninth chapter includes the conclusion of the study.


CHAPTER II
INDUSTRY PROFILE

According to the American Spice Trade Association, a spice is any dried
plant product used primarily for seasoning purposes. Spices include tropical
aromatics, leafy herbs from the temperate zone, spice seeds, and dehydrated
vegetables that may be used to add flavor or aroma to foodstuffs, beverages,
pharmaceuticals, cosmetics, and household and personal care items. They are
occasionally used as the functional agent (e.g., air fresheners).
The name spice is derived from the word species, which was applied to
groups of exotic foodstuffs in the middle Ages. Spices term was formerly applied
also to pungent or aromatic foods, to ingredients of incense or perfume and to
embalming agents. Spice, aromatic vegetable product used as a flavorings or
condiment, normally refers to the derivatives from certain herbs like Seeds,
Leaves, Bark, and Roots etc.
Spices are defined as a strongly flavored or aromatic substance of
vegetable origin, obtained from tropical plants, commonly used as a condiment.
In ancient times, spices were as precious as gold; and as medicines, preservatives
and perfumes. India- the land of spices plays a significant role in the global spices
market. No country in the world produces as many kinds of spices as India comes
from Kerala, an Indian state.
Spices come in three forms:
Whole,
Ground (powdered or fragmented form of the whole spice), and
Derivative, including essential oils, oleoresins, isolates, and nutraceuticals.

The essential oils and derived forms concentrate one element of the
original spice but, except for oleoresins, lose complexity. For tropical aromatics,
whole spices are normally the dried version of the fruit, flower, or bark of the tree.
Some cinnamon quills, cloves, cardamom may be used whole in the preparation of

foods or beverages. All are also ground into a powder and frequently mixed with
other spices before use in a recipe.
Essential oils and oleoresins are normally extracted from lower quality whole
spices or, in the case of cinnamon, from the leaves of the cinnamon tree, through
simple steam distillation or more sophisticated processes.
Spice and derivative market is booming because these product find
applications in a number of industries including pharmaceutical, medicine,
beverages, food processing, personal hygiene products to name or few developing
countries especially in the Asian continent are the major producers of variety of
spices. A large percentage of international and domestic trade takes place in the
dried form. India, Indonesia, China are few of the prime producers of a variety of
high quality spice and also significant contributors to the global spice.
The Asian condiments are famous for producing large amount of spices
especially in India. India has traditionally been known for its spice and culinary
herb production. The growth in the spice producing sector can be attributed to the
change in the life style patterns of the consumers all over the world.
Spice, aromatic, vegetable products were used as flavorings or the spices
dates back to 7000 years in the past. In the modern world, the major trust
traditionally a country of agriculture India needs the trade spices can improve the
condiments normally refers to the derivatives from certain herbs like seeds,
leaves, bark, roots etc. They are used mainly for enhancing taste of the food.
The word spice is derived from the word spices. This was applied for
group of exotic foodstuffs in the middle ages. Spice term was formally applied
also to pungent or aromatic food as ingredients of incense or perfume and to
embalming agent. Modern trend limit the term to flavorings used food or drink.
Although some spices have additional commercial usages.
The spice trade is commercial activity of ancient origin which involves the
merchandising of spices, incense, soaps, herbs, drugs and opium. Civilizations of
Asia were involved in spice trade from the ancient times. India has traditionally
been known for its spice and culinary herb production.


2.1 HISTORY OF SPICES
Humans were using spices in 50,000 BC. The spice trade developed
throughout the Middle East in around 2000BC with cinnamon and pepper, and in
East Asia (Korea, China) with herbs and pepper. The Egyptians used herbs for
embalming and their need for exotic herbs helped stimulate world made. The
word spices comes from the Old French word espice which became spice and
which came from the Latin root spec , the noun referring to appearance, sort,
kind (species has the same root.) By 1000BC, China, Korea and India had
medical systems based upon herbs. Early uses were connected with magic,
medicine, religion, tradition, and preservation.
Indonesian merchants went around China, India, the Middle East and the
East Coast of Africa. Arab merchants facilitated the routes through the Middle
East and China. This made the city of Alexandria in Egypt the main trading centre
for spices because of its port. The most important discovery prior to the European
spice trade was the monsoon winds (40 AD). Sailing from Eastern spice growers
to Western European consumers gradually replaced the land-locked spice routes
once facilitated by the Middle East Arab caravans.
The control of trade routes and the spice-producing regions were the main
reasons that Portuguese navigator Vasco da Gama sailed to India in 1499. Spain
and Portugal were not happy to pay high price that Venice demanded for spices.
At around the same time, Christopher Columbus returned from the new world, he
described to investors new spices available there.
The military prowess of Afonso de Albuquerque (1453-1515) allowed the
Portuguese to take control of the sea routes to India. In 1506, he took the island of
Socotra in the mouth of the Red Sea and, UN 1507, Ormuz in the Persian Gulf.
Since becoming the viceroy of the Indies, he took Goa in India in 1510, and
Malacca on the Malay Peninsula in 1511. The Portuguese could now trade directly
with Siam, China and brought the treasures of the Orient to Europe via Lisbon,
including many spices.
In the Caribbean, the island of Grenada is well known for growing and exporting a
number of spices, including the nutmeg, which was introduced to Grenada by the
settlers.

2.2 SPICE INDUSTRY OVERVIEW
Spice Industry has been witnessing phenomenal growth rates both in the
international and domestic sector. The growth in this sector can be attributed to
the change in the lifestyle pattern of the consumers all over the world. The shift in
the consumption trend towards natural product has also contributed to the
increased global demand of spice and culinary herbs. Spice and derivatives market
is booming because these products find applications in a number of industries
including pharmaceutical, medicine, beverages, food processing, personal hygiene
product to name a few.
Developing countries especially in the Asian continent are the major producers of
variety spices. A large percentage of international and domestic trade takes place
in the dried form. India, Indonesia, China are few of the prime producers of a
variety of high quality spices and also significant contributors to the global spice
trade. The culinary herb market is also expanding though the production areas are
widely distributed. India is one of the prime producers and suppliers of raw herbs
to USA. This is a labour intensive industry; therefore producers must have a sound
knowledge of the methods and processes involved in the production of herbs and
spices.
2.2.1 INDIA AND SPICES
India is considered to be the land of spices. Indian Spices paid an
important role in the history of various lands, discovered or destroyed, kingdoms
built or brought down, wars won or lost, treaties signed or flouted, flavors sought
or offered. Spices have also played political role in the history. The use of spices
from the East became a status symbol by the year 1200 and the European
preoccupation with the world of spice was born. The use of spice in food meant
money and power, and the desire to acquire the precious status symbols led to
world exploration pan-global communication, trade, alliances and wars. Indian
Spices also fitted into philosophic concepts of improving health, since it was
understood that they could affect the four humors (blood, phlegm, yellow bile and
black bile) and influence the corresponding moods (sanguine, phlegmatic, choleric
and melancholic). Thus, ginger would be used to heat the stomach and improve
digestion.

Spices are typically heated in a pan with ghee or cooking oil before being
added to a dish. Lighter spices are added last, and spices with strong flavor should
be added first. Curry is not a spice, but a term which refers to any side dish in
Indian Cuisine. It could be with a gravy base or a dry item. A curry typically
contains several spices blend together. India had a great value in spice producing
and using. India has traditionally been known for its spice and culinary herb
production. It is one of the largest spice producing and consuming country. Its
strategic location, climatic condition, advanced production process and
availability of cheap labor makes it advantageous for the producers to ensure large
scale production of quality spices and herbs.
2.2.2 GROWTH IN SPICE MARKET
The Indian spice market has shown remarkable growth in spice and
culinary herbs exports. Indian spice manufactures are making substantial effort to
improve the quality of spices backed up by technological advancement in order to
tap the international market. Advanced technologies such as carbon dioxide
extraction, cry grinding, encapsulation of spice oil is being undertaken to ensure
high quality of spices and their derivatives.
2.2.3 INDIAS SHARE IN THE GLOBAL SPICE MARKET
The Indian Spice industry is booming with a substantial increase in exports
over the past few years. India accounts for nearly 45% and 30% in terms of
volume and value in the world spice trade.
The booming global spice market also poses good opportunities for the Indian
spice industry to provide quality spices at competitive prices. India faces stiff
competition from China, Malaysia and Pakistan in terms of pricing of the
products. Manufactures should therefore ensure consistency in supply, product
quality, pricing and marketing strategy to increase the share in exports.
Producers are incorporating latest methods and technologies to ensure
higher quality of spices and herbs. India is one of the prime exporters of pepper,
chilies, turmeric, seed spices and spice derivatives to the rest of the world. USA,
UAE, Japan and Srilanka import these Indian spices in large volumes.


2.2.4 GOVERNMENT INITIATIVES
Indian government is providing financial assistance to farmers, growers
and spice producers and has also taken certain step to ensure the availability of
better quality spices, more hygienically processed spices in order to boost exports.
Indian spice board also provides financial and technical assistance to farmers.

2.3 A VISION OF SPICE BOARD
The Spices Board India is the apex body for the export promotion of
Indian Spices. The Board has been with the Indian Spice industry every step of the
way. The Board plays a far reaching and influential role as a developmental,
regulatory and promotional agency for Indian Spice.
As the national organization of the government of India for the development,
regulation and promotion of spices, spices board India shares a vision with
industry. To make India the premier supplier of value added spices and herbs in
the industrial, retail, and food service segments of the global food ingredients
market. The board has been setting up its development agenda by gaining new
insights, setting new directions, adding new perspectives to ensure long term
growth of the industry on a sustained basis.

2.3.1 NEW DEVELOPMENT INITIATIVES OF SPICES BOARD
Spices board India has been adding new insights, new directions, and new
perspectives to its development agenda to ensure long growth of the Industry on a
sustained basis. The boards new development initiatives include:
Export oriented production and value addition.
Replantation selected species of spices.
Export development and promotion of Indian spices brands boards.
Quality improvement through new labs, up gradation of existing in house
labs and accreditation of quality certification systems.
Greater emphasis on export promotion through participation in
international trade fairs and exhibitions.
Organic cultivation of spices and Human resource development and
infrastructure development.

2.4 SPICE BUSINESS IN KERALA
Kerala is a land of spices considering the large variety of spices grown in
the state. The most popular among the spices are pepper, cardamom, turmeric,
chilies and ginger. pepper known as the king of spices is perhaps to worlds
oldest known spice and is cultivated in over 15800 hectares in Kerala, which
account for 96%of the total production in the country.
Kerala cuisine is a blend of indigenous dishes and foreign dishes adapted
to Kerala tastes. Coconuts grow in abundance in Kerala, and consequently, grated
coconut and coconut milk are widely used in dishes and curries as a thickener and
flavoring ingredient. Keralas long coastline, numerous rivers and backwater
networks, and strong fishing industry have contributed too many sea- and river-
food based dishes.


CHAPTER III
COMPANY PROFILE

Eastern Condiments Pvt Ltd is a flagship company of the Eastern Group.
The Eastern Group was founded by late Mr.M.E. Meeran. By starting a wholesale
provision goods store at a small town in Idukki district, named Adimaly, in 1969,
he paved the foundation for a business empire. It was named as Eastern Trading
Company. As being a milestone in the Eastern groups progress, Eastern Coffee
and Curry Powder established in 1983 as a pioneer in the state to produce packed
curry powders, coffee powder and food products. Eastern Condiments was
established in 1991, as an expanded form of Eastern Coffee and Curry Powder.
Today the company has grown to one among the favourites in India.
Eastern Condiments Pvt. LTD. is a well established name as Keralas largest
manufacturer of condiments and one of the leading brands among South India.
The company exports its products to Saudi Arabia and the United Arab Emirates
for the past few years and now the company exports its products to various parts
of the world like Middle East, the U.K, the U.S.A, Australia, Germany etc.
The production at the initial period was only 100kg per day. In those days,
the process of production was enhanced from grinding to pulverizing and so the
production could also help to preserve the natural taste of the powder. As Eastern
curry powder unit could not meet the increased demand, establishment of Eastern
Condiments with a production capacity of 20 tons a day was absolutely necessary.
From the initial production capacity of 100kg per day, now it can produce around
78 tons per day.
The purity and freshness of Eastern Curry Powders made Eastern a
house hold name in India and abroad. Bringing high quality products every day at
affordable prices to the common man for his daily use is the ultimate goal of
Eastern group of companies. Treating the customers with commitment for quality
at the right price in all products is their formula for success. The companys vision
is to be the preferred supplier catering to the basic needs of the mass market by
providing products and services of outstanding value through the adoption of

global standards and innovative practices. As a turning point in their history,
Eastern Condiments Pvt. Ltd. is now tied up with an American Company named
as MECORMIC. They hold 26% of Easterns share.

3.1 MANAGEMENT
The Eastern group is managed by a team of professional and family
members. Late Mr. M.E. MEERAN was the founder of the company. Mr. Navas
Meeran is the present chairman and Mr.Firoz Meeran is the Managing Director of
the company. In addition to that Mr. S.M. Muhammad and Mr. M.E. Muhammad
hold the board of directors. Mrs. Nabeesa Meeran, wife of late Mr.M.E.Meeran
plays a key role behind the continuing success of the Eastern Group.

3.2 EASTERN GROUP OF COMPANIES
Eastern curry powders come from the Eastern group of companies, a group
with diverse interests, and a world leader in Indian spices. Eastern has ventured
into various areas like tyre retreads, mattresses, garments, packaged foods,
mineral water, public school and has many more projects in its dream. The
detailed description of each company is given below;

3.2.1 Eastern curry powder
The company has provided their consumers with consistently high quality
powders and blends. Eastern Condiments operates from two modern factories
situated in the Western Ghats of South India.

Products;
Direct powder
Turmeric powder
Chilli powder
Coriander powder
Black pepper powder
Direct seeds
Mustard

Cumin
Big Jeera
Meethi
Blended curry powder
Rasam powder
Sambar powder
Pickle powder
Fish masala
Chicken masala
Meat masala
Biriyani masala
Gharam masala
Kabab masala

Pickles
Mango
Tender mango pickle
Ginger
Garlic
Lemon
Dates
Prawn
Mixed vegetable

Outsourced products
Company outsource the manufacturing\procurement of the following
products.
Tamarind
Rice palada
Coconut oil
Gingelly oil

3.2.2 Eastern Mattresses
Eastern Mattresses Pvt. Ltd. was set up in 1999 to manufacture rubberized
coir mattresses with state of art factory in Thodupuzha. The company is an ISO
9001-2000 certified company and produces world class mattresses. Sunidra, the
popular brand of rubberized coir mattress manufactured by Eastern Mattress Pvt.
Ltd, is slowly growing to be a market leader in the country. Sunidra mattress is
made of rubberized coir sheets that are produced from 100% natural latex without
any added waste. These rubberized coir sheets are air permeable and have natural
breathing qualities, it doesnt cause any allergies and also recyclable.
3.2.3 Eastern Aqua Minerals
Eastern Aqua Minerals was set up in the year 2000, entered the area of
packaged drinking water with state of art plant located in Kalady, Ernakulam dist,
Kerala. Eastern packaged drinking water is all set to quench the thirst of millions
of the people with mineral water of highest purity standards, high quality with
Control 12 8B testing facilities and export supervision. Water drawn from
protected underground source is purified, made bacteria free through multiple
filtrations; UVS packed using advanced technology to meet international
standards so as to maintain its natural properties. The company also produces club
soda from packaged drinking water. Eastern packaged drinking water is also
priced attractively in keeping with Eastern vision of bringing high quality
products to the common man at the right price.
3.2.4 Eastern Treads LTD
Eastern Treads Ltd. is a public company engaged in the manufacturing of
quality procured tread, cushion, bonding gum and black vulcanizing cement. It has
branches all over India and has been showing consistent high performance and
growth. The factory has an annual turnover of 12 crores and it is located in
Onnukal which is about 60 km from Kochi and has a state of the art infrastructural
transport and communication facilities. The company is headed by Mr. Navas M.
Meeran. The company has a processing capacity of 12 tons of cold rubber per day
with nationwide market network. This company is in the service industry for
rethreading tyres and the service plant is located at Vazhakulam. The company
services by rethreading of used tyres on an average basis of 1500 tyres per month.

3.2.5 Eastern Clothing Company
King Richard, a brand of mens wear from the Eastern clothing company
was setup in 1999. It includes all the new trends of colour combinations, designs,
fashions of shirts and trousers with a view to meet the aspiration of the working
class with a quality ready wear at responsible price in international styles.
Excellent quality and right pricing has become the winning formula of the Eastern
Group. Today Eastern is poised to take on new markets, the world over with
products that meet the highest quality standards. The factory has a production
capacity of more than 15,000 shirts per month. Top quality fabrics are used in the
manufacture of shirts. The brand usually comes out with mostly formals and
casual styles but also makes small numbers of semi casual styles. For the
distribution of King Richard, the company have exclusive outlets all over Kerala
and the company is planning to appoint franchisees as distributors where there are
exclusive showrooms to supply in textiles and multi brand stores in their area of
operations.
3.2.6 Eastern Newton Public School
The Eastern group entered the area of education with the setting up of the
Eastern Newton Public School at Adimaly. Eastern Public School ensures high
quality education from kinder garden to higher secondary with C.B.S.E syllabus
providing all the residential facilities and highly trained faculties. Mrs. Nabeesa
Meeran is the principal of Eastern Newton Public School.
3.2.7 Eastea Chai Pvt.Ltd
Eastea Chai Private Limited is a Private Company incorporated on 24 March
2010. It is classified as Indian Non-Government Company and is registered at
Registrar of Companies, ROC-Ernakulam. Its authorized share capital is Rs.
500,000 and its paid up capital is Rs. 100,000.

3.3 COMPANY VISION
To be the preferred supplier of products and services of outstanding value,
satisfying the basic needs of the mass market through the adoption of
globally acceptable standards and continuous innovation.

To be the preferred employer in the industry, by providing a challenging
work environment and adding value to the people through exposure and
shared learning.
To be the preferred business partner of all the stake holders, by providing
them with exemplary benefits and shared growth.
3.4 COMPANY MISSION
To provide good quality goods to the present and prospective customer so
that company can prosper more.
To have continuous availability of product of Eastern so that there shall
not be any shortage of goods in the market.
To give the customers delight that is giving more than what is expected by
the customer.
3.5 COMPETITORS
The company has many competitors in the market since the condiments
industry is a small scale industry. The company faces competition mainly from
three different states like
Kerala - Melam, Nirapara, Priyam, Saras, Brahmins, Double Horse,
Ruchi etc.
Karnataka -M T R
Tamilnadu Shakthi

3.6 FOOD SAFETY MANAGEMENT SYSTEM
Eastern company has established, documented, implemented and
maintained an effective food safety management system and update it when
necessary in accordance with the requirements of the international standard ISO
22000:2005 and HACCP
The company has
Ensured that the food safety hazards that may be reasonable expected to
occur in relation to products within the scope of the system are identified,
evaluated and controlled in such a manner that the product of the
organization do not directly or indirectly, harm the consumer

Communicated appropriate information throughout the food chain
regarding safety issues related to its products
Communicated information concerning development, implementation and
updation of the food safety management system throughout the
organization to the extent necessary to ensure the food safety required by
this international standard, and
Evaluated periodically and updated whenever necessary the food safety
management system to ensure that the system reflects the organizations
activities and incorporates the most recent information on the food safety
hazards subject to control.

3.7 FOOD SAFETY POLICY
Eastern Condiments Pvt. Ltd is committed to supply safe and hygienic
spice powder, pickles, rice and coffee powder to their customers through control
of food safety hazards in the raw materials using greatest process technology
maintaining hygiene and sanitation conditions, practicing personal hygiene
system to the expectations of their customers by complying with statutory and
regulatory requirement.

3.7.1 Testing facility
Eastern has installed a fully-automated Microbiology-testing lab to ensure
stringent quality in spices and ready-to-eat food products.
ECPL is the first company in India to have such a system.
Tempo Reader detects yeasts and moulds within 48hrs. Eastern is the first
company in India in the spice sector to have this fully-automated in system.
Vitec 2 Compact is used to detect bacteria.
Mini Vidas is an automatic instrument which enables Pathogen screening.
Tecra Unique Plus- The Tecra Unique Plus Salmonella test takes less than 22
hours as compared to traditional methods of Salmonella-screening which takes 5-
6 days.
HPLC is used for Toxin detection, pungency of chilies and Sudan Dye detection.
Gas Chromatograph This equipment analyses pesticide residue count.

UV Spectrophotometer This determines color value of chilies, cur cumin in
turmeric, and piper in pepper.
NIR Spectrophotometer For Nutrition factor analysis.
ELISA Plate Reader is used for aflatoxin, ochratoxin analysis.
Luminar Pocket Swab Plus Based on the presence of cell component ATO,
Luminator Pocket Swab can estimate microbial count within minutes.
Air Ideal Is used for Environmental Monitoring.

3.8 WAREHOUSE / PRODUCTION CAPACITY
The manufacturing processes are designed to provide consistent quality
and flavor-locked products to retain their flavor and aroma.
Some of the important manufacturing machinery used at ECPL:

Chilly Grinding Mill from Germany (1.5 tons per hour)
Compared with conventional grinders, these machines powder raw materials at
low temperature that keeps the original flavor of chilli intact. This ensures that
consistency and natural colour and product fineness is maintained.

Coriander Grinding Mill from Germany (1 ton per hour)
This machine ensures trouble-free, ultra-fine grinding at low temperatures which
help to keep the original flavor of coriander intact.

Additionally, modern high-quality Impex / BR Pulverizers with a capacity of 2.5
tons per hour are also used for powdering.

For Cleaning
The first-quality raw materials sourced are cleaned, using the latest machinery.
Buhler and Forsberg machine:
This includes de-stoners, aspirators, picking belt and magnetic separators that
ensure raw material free from insect contamination or any other foreign matter.


3.8.1 Warehousing
In addition to the godown for raw material in Theni near Madurai (Tamil
Nadu), Eastern has its own warehouse of 40,000 Sq.ft. for raw materials. A
refrigerated storage facility of 90,000 Sq.ft. to store 3000 MT for chilli from
Voltas Refrigerated Systems is fully functional at Theni.

Apart from this, storage of approx. 10,000 Sq.ft. is available at Adimaly
(Kerala) for raw materials and 10,000 Sq.ft. for finished goods. Additional storage
facility of 13,000 Sq. ft. is available at Kalady (Kerala). All warehouses are
equipped with insect and rodent control devices including pheromone traps.

3.9 AWARDS
The Eastern group has won many prestigious awards for its outstanding
performance by Spices Board India for 8 consecutive years from 1998 to 2005.
Late Mr. M.E Meeran, chairman of Eastern group was awarded as the Best
Business Man of The Year by Business Deepika (leading business journal in
Kerala) in 2007 -2008. He was also the award winner of Best Entrepreneur of
The Year by Mangalam Publications. The company has also won the Fact M K K
Nair Memorial Productivity award for the year 1995-96.
The company has got ISO 22000 and the HACCP certification. Eastern was the
first company in India to get ISO 22000 certificate. Every award has been a
stepping stone for achieving greater heights and look forward for higher goals.
3.9.1 Role of ISO 22000 in Eastern Condiments Pvt.Ltd
Eastern is the first company in India and second in Asia to get the ISO 22000
certification issued by Food Cert Netherland and accredited by RvA, the first body
in the world for food safety accreditation. Eastern got ISO 22000 for food safety
in September 2005.
The organization shall ensure the following basic requirements for the
implementation of ISO 22000.
The food safety hazards that may be reasonable expected to occur in
relation to product within the scope of the system are identified evaluated

and controlled in such a manner that the organization do not directly or
indirectly harm the consumers.
Communicate appropriate information through the food chain regarding
the safety issues related to its products.
Communicate information concerning development, implementation and
updating of food safety.
Evaluate periodically and update.
The ISO gave only the basic documents of the pre-requisite programs and
the company has to work out in its own way for implementing ISO.
The Certification upholds the steps taken by the company to install the
latest infrastructure in every stage of manufacturing as well as logistics.


3.10 ORGANIZATION CHART


3.11 DEPARTMENTS IN EASTERN
Human Resource Department
Finance and Accounting department
Production Department
Maintenance
Quality control
Production Planning and control
Marketing Department
Export
IT Department

3.11.1 Human Resource Department

Department Chart

Senior officer H R &
Administration
Asst. Manager
H R Officers
General workers
Vice President
Operations

Senior manager H R

The Human Resource Department in Eastern Condiments Pvt.Ltd
performs the following activities
Recruitment
Selection
Training and development
Induction and Orientation
Performance appraisal
Salary administration
Grievance redressal

3.11.2 Finance Department

Department Chart

COMPANY SECRETARY
ASSISTANT MANAGER
SENIIOR OFFICERS
FINANCIAL
CONTROLLER
DEPUTY MANAGER
ASST.GENERAL
MANAGER
DEPUTY MANAGER
TAXATION
SENIOR OFFICERS
BOARD OF DIRECTORS
OFFICERS
OFFICERS

The total number of workers working under finance department is 22.
The software used in accounting system is Orion system developed by ICICI
INFOTECH. The company is planning to implement INITIAL PUBLIC
OFFERINGS (IPO). The prominent bank of the company is Federal bank,
Adimaly. The department makes monthly ledgers checking for expenses control.

3.11.3 Production Department

Department Chart

Head of production
Senior manager,
Production
Asst. manager M P D
Senior supervisor
Supervisor
Worker

3.11.4 Marketing Department

Department Chart

SALES EXECUTIVE
DRIVER
SALES ASSISTANTS
CHAIRMAN
DEPUTY GENERAL
MANAGER, MARKETING
MANAGER
ASSISTANT
MANAGER
SALES ADMINISTRATION
STAFF
SALES OFFICER

Marketing Departments Functions

Developing marketing strategies
Capturing marketing insights
Connecting with dealers & consumers
Building strong brand image
Delivering value to customers
3.11.5 IT Department

Department Chart

IT MANAGER
SENIOR OFFICER
OFFICERS
BOARD OF
DIRECTORS

CHAPTER IV
REVIEW OF LITERATURE

4.1 TRAINING AND DEVELOPMENT
Employee training tries to improve skills, or add to the existing level of
knowledge so that employee is better equipped to do his present job, or to prepare
him for a higher position with increased responsibilities. However individual
growth not ends in itself. Organizational growth need to be measured along with
individual growth.
Training refers to the teaching /learning activities done for the primary
purpose of helping members of an organization to acquire and apply the
knowledge skills, abilities, and attitude needed by that organization to acquire and
apply the same. Broadly speaking training is the act of increasing the knowledge
and skill of an employee for doing a particular job.
In todays scenario change is the order of the day and the only way to deal
with it is to learn and grow. Employees have become central to success or failure
of an organization they are the cornucopia of ideas. So it high time the
organization realize that train and retain is the mantra of new millennium.

4.2 TRAINING
For any organization to perpetuate itself and achieve growth, there is a
basic need for developing its manpower resources. It is one thing to possess
knowledge but yet another thing to put it to effective use. It is essential to help
develop skills and also update the knowledge. Especially, in a rapidly changing
society, employee training and development is not only an activity that is
desirable but also an activity than an organization must commit resources to if it is
to maintain a viable and knowledgeable workforce. (AQUINAS P.G, 67)
According to Flippo, training is the act of increasing the knowledge and
skills of an employee for doing a particular job. The major outcome of training is
learning. A trainee learns new habits, refined skills and useful knowledge during
the training that helps him improve performance. Training enables an employee to

do his present job more efficiently and prepare himself for a higher level job.
Training thus, may be defined as a planned programme designed to improve
performance and bring about measurable changes in knowledge, skills, attitude
and social behaviour of employees.
Basically, it is a learning experience that is planned and carried out by the
organization to enable more skilled task behaviour by the trainee. Training imparts
the ability to detect and correct error. Furthermore it provides skills and abilities
that may be called on in the future to satisfy the organizations human resource
needs. Training may be carried out on the job or in the classroom and in the latter
case, it may be on site or off site; perhaps in a hotel or a training centre or it may
be in a simulated environment that is thought to be similar to the work
environment. In any case, trainees are expected to acquire abilities and knowledge
that will enable them to perform their jobs more effectively. (RAO V.S.P, 194)

4.3 NEED FOR TRAINING
Training is required of account of the following reasons:
1. Job Requirements. Employees selected for a job might lack the
qualifications required to perform the job effectively. New and
inexperienced employees require detailed instruction for effective
performance on-the-job. Remedial training should be given to such people
to match the needs of the organization. New employees need to be
provided orientation training to make them familiar with the job and the
organization.
2. Technological Changes. Technology is changing very fast. Now
automation and mechanization are being increasingly applied in office and
service sector increasing use of fast changing techniques requires into new
technology.
3. Organisational Viability. In order to survive and grow. An organization
must continually adapt itself to the changing environment. With increasing
economic liberalization and globalization in India, business firms are
experiencing expansion, growth and diversification. In order to face
international competition, the forms must upgrade their capabilities.

Existing employees need refresher training to keep them abreast of new
knowledge. Training programmers foster the initiative and creativity of
employees and help to prevent obsolescence of skills.
4. Internal Mobility. Training becomes necessary when an employee moves
from one job to another due to promotion and transfer. Employees chosen
for higher level jobs need to be trained before they are asked to perform
the higher responsibilities. Training is widely used to prepare employees
for higher level jobs. ( GUPTA C.B, 3.5-3.6)

4.4 IMPORTANCE OF TRAINING
The importance of training as a means of improving productivity is
increasingly recognised. Changing technology and patterns of work mean that
training must be a continuous process throughout a working life. Employee
training has become necessary and increasingly important as jobs have become
more sophisticated and influenced by technological changes. Every organisation
needs to have well-trained and experienced workforces to perform the activities.
(GHANEKAR ANJALI, 161)
The reasons why training is important are:
1. Training enables the management to face the pressure of changing environment.
2. Training usually results in an increase of quantity and quality of output.
3. Training leads to job satisfaction and higher morale of the employees.
4. Trained workers need lesser supervision.
5. Trained workers enable the enterprise to face competition from rival
organizations.
6. Training enables employees to develop and rise within the organization and
increase their earning capacity.
7. It moulds the employees attitude and helps them to achieve better co-operation
within the organization.
8. Training instructs the workers towards the better job adjustment and reduces the
rate of labor turnover and absenteeism. (AQUINAS P.G, 68)


Imparting of training to the workers and employees has become the
number one requirement of the organisation in modern times for better
performance of the job. Here it can be said that the question of training is always
an accepted principle while the choice of method of training may vary. The
importance of training cannot be underestimated.

(a) Better Performance: Training leads to increase the skill of an employee and in
turn he/she performs the job better than before. It improves quantity of work.

(b) Less Supervision: The trained worker usually does not commit mistakes; he
knows his job well. Therefore, his works require less supervision. A trained
worker is self-reliant.

(c) Increased Morale: The objective of the training is to change the attitude and
outlook of the workers besides increasing their knowledge and skills. A trained
workers morale is increased because of the support and encouragement he gets
from his superiors at the work place.

(d) Uniformity and Standardisation: Training provided to workers enable
uniformity in works and standardisation of methods in performing works because
they work with great care and understanding.

(e) Less Learning Time: A well planned and systematically organised training
programme reduces the learning span. More time is consumed when workers learn
through unsystematic methods. (SHEIKH A.M, 58)

4.5 TYPES OF TRAINING AND DEVELOPMENT PROGRAMS
Different practices are followed in different industries and in different
organizations too. So, the need of training and development programs is
depending up on the requirements of the job profile. Therefore there are various
types of programs shared by different authors. The types of training and
development programs are as follows:

4.5.1 Types of Training

Job Instructions Programmed Instructions
Apprenticeship & Coaching Class Room Lectures
Job Rotation Simulation Exercises
Committee Assignment Business Games
Internship Training Case Study Method
Audio- visual Method
Experiential Exercises
Vestibule training
Computer Modelling
Behavioural Modelling
Role Playing
Conference Method
Workshop / Seminars

4.6 STAGES OF TRAINING AND DEVELOPMENT PROGRAMS
Training should be conducted in a systematic order so as to derive
expected benefits from it. The training system involves four stages, namely:
a. Assessment of training and development programs needs.
b. Designing the training and development programs.
c. Implementation of the training program
d. Evaluation of the training program
(Subba Rao P, 199-203)

On-the-job training
Off-the-job training

4.6.1 Stages of Training and Development Programs

Stage 1

Assessment of Training Needs
Organizational Analysis
Departmental Analysis
Job Analysis
Employee Analysis
Stage 2

Designing of Training
Programs
Instructional objectives
Learning Principles
Teaching Principles
Training Principles
Content design
Stage 3

Implementation of Training
Programs
On-the-Job Methods
Off-the-Job Methods
Characteristics of the
Instructor Conducting the
Program
Stage 4

Evaluations of Training
Programs
Reactions
Learning
Job Behaviour
Ultimate Value

Author Opinions of different authors regarding Training &
Development
Oatey (1970) Training improves a persons skill at a task. Training helps in
socially, intellectually and mentally developing an employee,
which is very essential in facilitating not only the level of
productivity but also the development of personnel in any
organization.
Yoder (1970) Training and development in todays employment setting is far
more appropriate than training alone since human resources can
exert their full potentials only when the learning process goes
for beyond the simple routine.
Hesseling
(1971)
Training is a sequence of experiences or opportunities designed
to modify behavior in order to attain a stated objective.
Kane (1986) If the training and development function is to be effective in the
future, it will need to move beyond its concern with techniques
and traditional roles. He describes the strategic approaches that
the organization can take to training and development, and
suggests that the choice of approach should be based on an
analysis of the organizations needs, management and staff
attitudes and beliefs, and the level of resources that can be
committed. This more strategic view-point should be of use in
assessing current efforts as well as when planning for the future.
Raymond
(1986)
The influences of trainees characteristics on training
effectiveness have focused on the level of ability necessary to
learn program content. Motivational and environmental
influences of training effectiveness have received little attention.
This analysis integrates important motivational and situational
factors from organizational behavior theory and research into a
model which describes how trainees' attributes and attitudes
may influence the effectiveness of training.

Adeniyi (1995) Staff training and development is a work activity that can make
a very significant contribution to the overall effectiveness and
profitability of an organization.
Chris (1996) Training and development aim at developing competences such
as technical, human, conceptual and managerial for the
furtherance of individual and organization growth.
Seyler,Holton
III,Bates,
Burnett and
Carvalho(1998)
The continuous changing scenario of business world, training is
an effective measure used by employers to supplement
employees knowledge, skills and behaviour.
Akinpeju
(1999)
The process of training and development is a continuous one.
The need to perform ones job efficiently and the need to know
how to lead others are sufficient reasons for training and
development and the desire to meet organizations objectives of
higher productivity, makes it absolutely compulsory.
Oribabor
(2000)
Training and development aim at developing competencies such
as technical, human, conceptual and managerial for the
furtherance of individual and organization growth.
Tan, Hall and
Boyce (2003)
Companies are making huge investment on training
programmes to prepare them for future needs. The researchers
and practitioners have constantly emphasized on the importance
of training due to its role and investment.
Stavrou et al.,
(2004)
The main goal of training is to provide, obtain and improve the
necessary skills in order to help organizations achieve their
goals and create competitive advantage by adding value to their
key resources i.e. managers.
Karthik R
(2012)
Training objectives tell the trainee that what is expected out of
him at the end of the training program. Training objectives are
of great significance from a number of stakeholder perspectives;
Trainer, trainee, designer, evaluator.


4.7 DEVELOPMENT
Management development is all those activities and programme when
recognized and controlled have substantial influence in changing the capacity of
the individual to perform his assignment better and in going so all likely to
increase his potential for future assignments. Thus, management development is a
combination of various training programme, though some kind of training is
necessary, it is the overall development of the competency of managerial personal
in the light of the present requirement as well as the future requirement.
Development an activity designed to improve the performance of existing
managers and to provide for a planned growth of managers to meet future
organizational requirements is management development.
According to Harold Koontz and Cyril ODonnell, Developing a manager
is a progressive process in the same sense that educating a person is. Neither
development nor Education should be thought of as something that can ever be
completed, for there are no known limits to the degree to which one may be
developed or educated. Manager development concerns the means by which a
person cultivates those skills whose application will improve the efficiency and
effectiveness with which the anticipated results of a particular organizational
segment are achieved.
According to G.R.Terry, Management development should produce
change in behaviour which is more in keeping with the organization goals than the
previous behaviour. The change frequently consists of a number of small steps
resulting from training but the cumulative effect is considerable. It is also basic
that a terminal behaviour is identified before the development efforts start
Thus, executive or management development implies that there will be a
change in knowledge and behaviour of the individuals undergoing development
programme. The individual will not only be able to perform his job better but also
increase his potential for future assignments through the acquisition,
understanding and use of new knowledge, insights and skills. Self-development is
an important concept in the whole programme of management development.
(AQUINAS P.G, 70)


4.8 NEED AND IMPORTANCE OF EXECUTIVE DEVELOPMENT
In this age of professionalization of management the importance of
executive development cannot be minimized. Executive talent is the most
important asset of an organization. According to peter drucker, an institution that
cannot produce its own managers will die. From an overall point of view, the
ability of an institution to produce managers is more important than its ability to
produce goods efficiently and cheaply.

The need for executive development is felt because:
There is a shortage of trained managers. The organization has to develop the
talented employees and maintain an inventory of executive skills to meet the
future demands.
The performance of a company depends upon the quality of its managers.
Executive development, therefore, is of paramount importance to have effective
and desired managerial talents to meet the organizations demand.
Obsolescence of managerial skills is another factor which calls for continuous
executive development. A manager must regularly update himself to successfully
meet new challenges. (AQUINAS P.G, 70)


CHAPTER V
RESEARCH METHODOLOGY

5.1 RESEARCH
Research is a careful enquiry of examination in seeking facts or principles, a
diligent investigation to ascertain something.
According to Mr. Williams, Research means a search for facts or an organized
enquiry.
According to Redman and Mory, Research is a systematized effort to gain new
knowledge.
5.2 RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It
includes not only the research methods, but also the logic behind using the
methods. It shows the type of sample design used, its size and the procedure used
to draw the sample.

5.3 RESEARCH DESIGN
The research design refers to the overall strategy that the researcher choose to
integrate the different components of the study in a coherent and logical way,
thereby, ensuring you will effectively address the research problem; it constitutes
the blueprint for the collection, measurement, and analysis of data.
The research design adapted to this study is Descriptive Research. Descriptive
Research studies are those studies which are concerned with describing the
characteristics of a particular individual or of a group. This study focus on the
method of putting the knowledge into practice in finding a solution to the
problem.

5.4 TITLE OF THE STUDY
A study on training and development for the employees of Eastern Condiments
Pvt. Ltd

5.5 SAMPLING DESIGN
Sampling is the process of selecting a number of units for a study in such a way
that the units represent the larger group from which they are selected. The
universe or population to be studied maybe too large or unlimited that it is almost
impossible to reach all of them. Sampling makes possible this kind of study
because in sampling only a small portion of the population maybe involved in the
study, enabling the researcher to reach all through this small portion of the
population.
There are 2 methods of sampling technique. They are probability sampling and
Non- probability sampling. For the study we have taken probability sampling.
Probability sampling methods include: simple random sampling and stratified
random sampling.
The sampling design adopted in this study is simple random sampling. In this type
of sampling, everyone in the population of the inquiry has an equal chance of
being selected to be included in the sample.

5.5.1 UNIVERSE
Universe is the total population of the study. Here the universe is the employees of
Eastern Condiments PVT LTD. In this study, the researcher use finite number of
items.
5.5.2 SAMPLE SIZE
Sample size taken for this study is 50 employees covering various departments of
the organization.
5.6 DATA COLLECTION
To produce a reliable questionnaire both primary and secondary information was
used.
Primary data is the first hand information; the questionnaire was prepared by me
under the supervision of the guide. Questionnaire comprised 20 questions which
covered all the aspects of measuring the effectiveness of training and
development.

The researcher used Primary and Secondary sources of data for this study.

PRIMARY DATA:
An instrument is used to collect the required information from the employees and
also to interact with the employees personally.
Primary data helps us in making observation of EMPLOYEES behaviors, talk,
and gestures which helped me in identifying the attitude of employees towards the
training program and the effectiveness of the training program in the organization.

SECONDARY DATA:
It was collected from the website of the company, and the company personnel,
certain reports from the HR department. The research also took the help of the
books and journal.
Both primary and secondary data served the purpose in measuring the
effectiveness of training and development at Eastern Condiments Pvt.Ltd.

5.7 RESEARCH TOOLS
The main tools used in the study are:
1. Questionnaire
Questionnaire is used to collect primary data from employees.
2. Statistical Tools
Different statistical tools were used to analyze and interpret the data. The main
tools used in the analysis are percentage, diagrams and charts.

5.8 ANALYSIS OF DATA
Analysis of data is the basic tool for data representation. After collecting data,
they must be properly evaluated. Here, the data analysis tools used are simple
percentage method, tables, pie charts and bar diagrams.
Calculation of simple percentage method:
No. of responses
Total no. of responses

X 100

CHAPTER VI
DATA ANALYSIS AND INTERPRETATION

The data collected in this study have been tabulated, analyzed, and interpreted
using tables, percentages, graphs and diagrams. Data analysis and interpretation
deals with the personal information of the respondent and the aspects related to
training and development programs in Eastern Condiments Pvt.Ltd
Formula:
Number of respondents
Total number of respondents

The above formula is used to find out the percentage analysis. Tables and
figures are used to interpret the data.

X 100 Percentage=

1. SOCIO - DEMOGRAPHIC PROFILE

Table 1:

Category No. of
respondents
Percentage
Age 20-30 14 28
30-40 18 36
40-50 18 36
Sex Male 15 30
Female 35 70
Education Graduates 38 76
Post-graduates 12 24
Job Category Officer 28 56
Lab Technician 8 16
Sales executive 14 28

Interpretation

Most of the employees are working in the company between the ages of
30-50.
Majority of workers are female.
76% of workers are graduates and 24% of them are post graduates.


2. NUMBER OF YEARLY TRAINING PROGRAMMES ATTENDED BY
THE EMPLOYEES

Table 2:

Category No. of Respondents Percentage
Less than 10 27 54
10-20 15 30
20-30 6 12
More than 30 2 4
Total 50 100

Chart 1:

Interpretation
The above diagram shows that 54% of the employees undergo less than 10
training programs an year, 30% of the respondents undergo 10-20 training
programs, 12% of the employees undergo 20-30 training programs and 4% of the
employees undergo more than 30 training programmes an year.
0
10
20
30
40
50
60
Less than 10 10 - 20 20-30 More than 30

3. EMPLOYEES OPINION ABOUT WHETHER THEY ARE BEING
TRAINED BY INTERNAL OR EXTERNAL TRAINER

Table 3:

Category No.of Respondents Percentage
Internal trainer 13 26
External trainer 18 36
Both 19 38
Total 50 100

Chart 2:

Interpretation
Out of 50 samples, 26% of the employees said that they are being trained
by internal trainer, 36% of them with external trainer, and 38% of the employees
are being trained by both internal and external trainers.

26%
36%
38%
Internal trainer
External trainer
Both

4. EMPLOYEES OPINION ABOUT THE LOCATION OF TRAINING

Table 4:

At the workplace itself 17 34
Within the organization 25 50
Outside the organization 8 16
Total 50 100

Chart 3:

Interpretation
Out of 50 samples, 34% of the employees expressed that they are given
training at the workplace itself, 50% of them said that they are given training at
somewhere within the organization, and the remaining 16% of the employees said
that they have given training outside the organization.

34%
50%
16%
At the workplace itself
Within the organization
Outside the organization

5. EMPLOYEES OPINION ABOUT THE PHYSICAL QUALITY OF
TRAINING PLACE

Table 5:

Excellent 17 34
Good 19 38
Average 10 20
Bad 4 8
Total 50 100

Chart 4:

Interpretation
Out of 50 samples, 34% of the employees expressed very excellent opinion
towards the quality of the training place, 38% of them with good opinion, 20% of
the employees with average opinion and 8% with opinion of poor.
0
5
10
15
20
25
30
35
40
Excellent Good Average Bad

6. EMPLOYEES OPINION ABOUT THE TIME DURATION OF
TRAINING

Table 6:
Sufficient 16 32
To be extended 12 24
To be shortened 8 16
Manageable 14 28
Total 50 100

Chart 5:

Interpretation
The above diagram shows that 32% of the employees are of the opinion
that the time given for training programmes is sufficient, 24% of the respondents
prefer if the time is extended, 16% of the respondents wants the time duration of
training programs to be shortened and 28% of the respondents believe that the
current time duration is manageable.
0
5
10
15
20
25
30
35
Sufficient To be extended To be shortened Manageable

7. EMPLOYEES OPINION ABOUT THE RECIPIENTS OF TRAINING

Table 7:

Senior staff 8 16
Junior staff 17 34
New staff 12 24
Based on requirement 13 26
Total 50 100

Chart 6:

Interpretation
The above diagram shows that 16% of the employees are of the opinion
that the training is given more to the senior staff, 34% of the respondents says
training is given more to the junior staff, 24% of the respondents says it is the new
staff and 26% of the respondents believe that recipients are selected based on
requirement.
0
5
10
15
20
25
30
35
40
Senior staff Junior staff New staff Based on requirement

8. EMPLOYEES OPINION ABOUT WHETHER THEY PREFER ON THE
JOB OR OFF THE JOB TRAINING

Table 8:

On the job training 12 24
Off the job training 17 34
Both 21 42
Total 50 100

Chart 7:

Interpretation
The above diagram shows that 24% of the employees prefer on the job
training, 34% of the respondents prefer off the job training, and 42% of the
respondents prefer both on the job and off the job training methods.

24%
34%
42%
On the job training
Off the job training
Both

9. EMPLOYEES OPINION ABOUT THE AWARENESS OF TRAINING
OBJECTIVES

Table 9:

Yes 42 84
No 8 16
Total 50 100

Chart 8:

Interpretation
Out of 50 samples, 84% of the employees mentioned that they are aware of
the objectives of training, and 16% mentioned that they are unaware of the
objectives of the training.

0
10
20
30
40
50
60
70
80
90
Yes No

10. EMPLOYEES OPINION ABOUT THE ACCOMPLISHMENT OF
TRAINING OBJECTIVES

Table 10:

All objectives are met 22 44
Some objectives are met 11 22
Met according to the need 17 34
No objectives are met 0 0
Total 50 100

Chart 9:

Interpretation
Out of 50 samples, 44% of the respondents indicated that all the objectives
of training are being met, 22% was of the opinion that some objectives are met,
34% said that the objectives are met according to the need.

0
5
10
15
20
25
30
35
40
45
50
All objectives are met Some objectives are
met
Met according to the
need
No objectives are met

11. EMPLOYEES OPINION ABOUT THE FOCUS OF TRAINING

Table 11:

Betterment of performance 21 42
Technological updation 12 24
Educational purposes 14 28
As part of a routine 3 6
Total 50 100

Chart 10:

Interpretation
The above diagram shows that 42% of the employees believe that the
training objectives are focused on the betterment of performance, 24% of them
think that the focus is on technological updation, 28% believe that training is
focused on education, and 6% think that training is part of a routine.
0
5
10
15
20
25
30
35
40
45
Betterment of
performance
Technological
updation
Educational purposes As part of a routine

12. EMPLOYEES OPINION ABOUT THE FEEDBACK OF TRAINING

Table 12:

Always 28 56
Sometimes 15 30
Rarely 6 12
Never 1 2
Total 50 100

Chart 11:

Interpretation
The above diagram shows that 56% of the employees mentioned that the
feedback takes place every time after the training, 30% of them said that feedback
takes place sometimes after the training, 12% said that the follow-up rarely takes
place and 2% said that feedback never takes place.

0
10
20
30
40
50
60
Always Sometimes Rarely Never

13. EMPLOYEES OPINION ABOUT THE CAPABILITY OF THE
TRAINER

Table 13:
Category No. Of Respondents Percentage
Highly satisfied 29 58
Satisfied 16 32
Neither satisfied nor
dissatisfied
5 10
Dissatisfied 0 0
Total 50 100

Chart 12:

Interpretation
The above diagram shows that 58% of the employees are highly satisfied
with the capability of the trainer, 32% of the respondents are satisfied, 10% of the
respondents are neither satisfied nor dissatisfied and there are no respondents who
are dissatisfied.
0
10
20
30
40
50
60
70
Highly satisfied Satisfied Neither satisfied nor
dissatisfied
Dissatisfied

14. EMPLOYEES OPINION ABOUT THE IMPACT OF TRAINING ON
PERFORMANCE AND PRODUCTIVITY

Table 14:
Yes 42 84
No 8 16
Total 50 100

Chart 13:

Interpretation
The above diagram shows that 84% of the employees believe that training
can increase employee performance and organizations productivity while the
remaining 16% doesnt think so.

84%
16%
Yes
No

15. EMPLOYEES OPINION ABOUT THE MAJOR TRAINING AREAS

Table 15:
Performance 28 56
Skill 9 18
Knowledge 7 14
Attitude 6 12
Total 50 100

Chart 14:

Interpretation
From the above chart, we can observe that 56% of the respondents
mentioned that, the area in which training affect most is performance, 18% said it
is skills, 14% were of the opinion that training affects knowledge the most, and
12% believe that training affects attitude, the most.

0
10
20
30
40
50
60
Performance Skill Knowledge Attitude

16. EMPLOYEES OPINION ABOUT WHETHER TRAINING
INCREASES MOTIVATION

Table 16:
Strongly agree 32 64
Agree 13 26
Neither agree nor disagree 4 8
Disagree 1 2
Total 50 100

Chart 15:

Interpretation
The analysis shows that 64% of the employees strongly agreed with the
fact that after each training session, they feel motivated to work better. While,
26% of the employees agreed with the statement and 2% disagreed. 8% of the
respondents neither agreed nor disagreed with the statement.

0
10
20
30
40
50
60
70
Strongly agree Agree Neither agree nor
disagree
Disagree

17. EMPLOYEES OPINION REGARDING THE FACT THAT THERE
ARE ENOUGH CAREER DEVELOPMENT OPPORTUNITIES IN THE
ORGANIZATION.

Table 17:
Agree 12 24
Disagree 2 4
Total 50 100

Chart 16:

Interpretation
statement that they have enough opportunities for career development. While,
0
10
20
30
40
50
60
70
disagree
Disagree

18. EMPLOYEES OPINION ABOUT THE PRACTICE GIVEN DURING
THE TRAINING SESSION BEING SUFFICIENT

Table 18:
Agree 17 34
Disagree 1 2
Total 50 100

Chart 17:

Interpretation
statement that they are given enough practice during the training session. While,
0
10
20
30
40
50
60
70
disagree
Disagree

19. EMPLOYEES OPINION ABOUT THE AREA, THE TRAINER
SHOULD FOCUS

Table 19:
Interpersonal skills 10 20
Behaviour 6 12
Attitude 8 16
Performance 26 52
Total 50 100

Chart 18:

Interpretation
As the above chart reveals, 20% of the employees said that the trainer
should focus on the development of interpersonal skills, 12% were of the opinion
that the trainer should focus on behavioural development, 16% demanded for
attitudinal development and 52%, the majority of the respondents were of the
opinion that the trainer should focus on performance improvement.
0
10
20
30
40
50
60
Interpersonal skills Behaviour Attitude Performance

20. EMPLOYEES OPINION ABOUT THE BARRIERS TO TRAINING

Table 20:
Time 23 46
Lack of interest by the staff 12 24
Money 6 12
Non availability of skilled trainer 9 18
Total 50 100

Chart 19:

Interpretation
As the diagram shows, 46% of the employees said that time is the major
barrier to training in the organization, 24% were of the opinion that lack of
interest by the staff is the major problem, 12% believe that money is the major
barrier and 18% were of the opinion that the major barrier to training is the non
availability of skilled trainer.

0
5
10
15
20
25
30
35
40
45
50
Time Lack of interest by the
staff
Money Non availability of
skilled trainer

CHAPTER VII
FINDINGS
The main findings of this study are based on the anaysis of data obtained
from the respndents with the help of questionnaire method.

7.1 GENERAL DETAILS
70% of the employees are females
72% of the employees are between the age group 30-50
7.2 MAJOR FINDINGS
Training helps to increase productivity and achieve the goals of the
organization
Training programs are well planned in the organization.
The training given in organization is of sufficient duration.
The training programs are evaluated periodically.
The training programs strongly focus on betterment of performance.
The quality of training programs in the organization is excellent.
Time is the major barrier to training.
7.3 OTHER FINDINGS
60% of the employees are satisfied with the present Training and
Development system in Eastern Condiments Pvt. Ltd
72% of the employees have very good opinion about the quality of the
training place
32% of the employees are satisfied with the time allotted for training
34% of the employees believe that training is given more to the junior staff
34% of the employees prefer off the job training
84% of the employees are aware of the objectives of training
54% of the employees said that they attend less than 10 training
programmes an year
38% of the employees said they are being trained by both internal and
external trainers.

50% of the employees said that they are given training at somewhere
within the organization
42% of the employees said that the training objectives are focused on
betterment of performance
58% of the employees are highly satisfied with the capability of the trainer
46% of the employees believe that time is the major barrier to training
56% of the employees mentioned that the feedback takes place every time
after the training
62% of the employees strongly agreed with the statement that they have
enough opportunities for career development
84% of the employees believe that training can increase employee
performance and organizations productivity
64% of the employees strongly agreed with the fact that after each training
session, they feel motivated to work better
58% of the employees strongly agreed with the statement that they are
given enough practice during the training session
44% of the employees believe that all the training objectives are met
52% of the employees suggested that the training should focus on
performance
56% of the respondents mentioned that, the area in which training affect
most is performance


CHAPTER VIII
SUGGESTIONS

More training programmes should be arranged for middle & top level
employees as they indirectly train their subordinates at actual work.
Other type of training methods should also be adopted than lectures like
role playing, job rotation, conference, vestibule & so on.
Trainees should be mentally prepared to attain training programme.
Importance of the training should be conveyed to trainees.
Training programmes suggested by managers should be considered &
discussed with the subordinates before adding in final list of the
programme.
Employees should decide and determine the training programs that they
need so that they can work more effectively and efficiently, employees
should decide some of the training they would like to undergo.
Apart from on-job training programs the HR Department should conduct
constant value addition programs such as Time management, Stress
management trainings, group dynamics, etc, as these will help to add value
and is also essential in todays business scenario.
Performance of every employee undergone training should be evaluated so
as to get Improved quality of training activities, Improve ability of the
trainers to relate inputs to output know their understanding about the
training programme conducted .
Training program should evaluate the abilities, competencies and
potentials of the trainees for a particular job or work skills.


CHAPTER IX
CONCLUSION
According to the study conducted we can conclude that the overall
satisfaction level of employees in relation to the training programs is very good.
The employees agree that the training programs help to increase productivity and
achieve the organizational goal.

The employees said that the training programs in the organization are well
planned and they are satisfied with the duration of the training programs and also
they are satisfied with the evaluation process of training programs, as they are
evaluated periodically.

The training programs in the organization strongly focus on the betterment
of performance but these programs are not given adequate importance sometimes
because of the work pressure.

The employees may not take the training programs seriously, as there are
no strict rules and regulations to attend the training programs.

The quality of the training programs is excellent but steps are to be taken
to make sure that the employees are making best use of it.

Therefore we can conclude that the training programs in the organization
are excellent and the trainees feel motivated to work better after each training
session. There is a broader scope to develop and improve its training programs in
future in order to meet the requirements of the global market.


QUESTIONNAIRE
Training and Development for the Employees of
EASTERN CONDIMENTS PVT.LTD, ADIMALY
I humbly request your participation in this survey. The information provided by
you will be strictly used for academic purpose only.

PERSONAL DATA
Name :
Age :
Sex :
OPINIONS:
1. How long have you been working with the organization?
Below 1 year
1-5 Years
5-10 Years
More than 10 years
2. How many training programmes will you attend in a year?
Less than 10
10-20
20-30
More than 30
3.Whether the trainer is an existing staff or an external person?
Internal trainer
External
Both

4.Where does the training takes place usually?
At the workplace itself
Within the organization
Outside the organization
All of the above
5.How well the training place is physically organized?
Excellent
Good
Average
Bad
6. The time duration given for the training is?
Sufficient
To be extended
To be shortened
Manageable
7.To whom the training is given more in your organization?
Senior staff
Junior Staff
New staff
Based on requirement
8.Which do you prefer?
On the job training
Off the job training
Both


9. Whether the employees are aware of the objectives of training?
Yes
No
10. Whether the training objectives are being met?
All objectives are met
Some objectives are met
Met according to the need
No objectives are met
11.The training objectives are focused on?
Betterment of performance
Technological updation
Educational purposes
As part of a routine
12. Whether a follow-up (feedback) take place after the training programmes?
Always
Sometimes
Rarely
Never
13.Are you satisfied with the capability of the trainer?
Highly satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied


14. Do you believe that the training can increase employee performance and
organizations productivity?
Yes
No
15. In which area does the change affect?
Performance
Skill
Knowledge
Attitude
16. After each training session, I feel motivated to work better. Do you agree?
Strongly agree
Agree
Neither agrees nor disagrees
Disagree
17. In my organization, I have enough opportunities for career development. Do
you agree?
Strongly agree
Agree
Disagree
18. Enough practice is given during the training session. Do you agree?
Strongly agree
Agree
Disagree


19.In which area should the trainer focus?
Interpersonal skills
Behaviour
Attitude
Performance
20. What all are the major barriers to training & development in your
organization?
Time
Lack of interest by the staff
Money
Non availability of skilled trainer


BIBLIOGRAPHY

1. Aquinas P.G, Human Resource Management: Principles and Practice, Vikas
Publishing House Pvt.Ltd, Noida, 2009.

2. Rao V S P, Human Resource Management: Text and Cases, Excel Books, New
Delhi, 2008.

3. Gupta C. B, Human Resource Management, Sultan Chand and Sons, New
Delhi, 2009.

4. Ghanekar, Anjali, Organizational Behaviour: Concepts and Cases: Indian
Context, Everest Publishing House, Pune, 2011.

5. Sheikh A.M, Human Resource Developement and Management, S. Chand
Limited, New Delhi, 1999.

6. Subba Rao P, Essentials of Human Resource management and Industrial
Relations , Himalaya Publication House, 3rd Revised & Enlarged Edition,
Mumbai, 2009

7. Armstrong Michel , A Handbook of Human Resource Management Practice,
Kogan Page, 8th Editon, 2001.

8. Mamoria, C. B., Personnel Management (Management of Human resources),
Himalaya Publishing House, Bombay, 1995.

9. Aswathappa, K., Human resource and Personnel Management, Tata
Mcgraw-Hill Publishing Company Limited, New Delhi, 2000.

10. Dwivedi, R. S,Managing Human Resources-Personnel Management in
Indian Enterprises, Galgotia Publishing Company, New Delhi, 2001

Website:
www.eastern.in
www.citehr.com
www.hrps.org

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A STUDY ON TRAINING AND DEVELOPMENT

Nirmala college, Muvattupuzha 1

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