CHAPTER-I

INTRODUCTION
1
INTRODUCTION
Organization and individual should develop and progress simultaneously for their
survival and attainment of mutual goals. O every modem management has to devil the
organization through human resource development. Employee training I the most
important sub system of human resource development. Training is a specialized function
and is one of the fundamental operative functions for human resource management.
Training makes a very important contribution to development of the organization
human resources and hence to the achievement of its aims and objectives. To achieve its
purpose, training needs to be effectively managed so that the right training is given to the
right people in the right form at right time and at the right costs.
Training is different form college education. Training is purely vocational, in
contrast to education, the main purpose of hich is the development of general culture.
Education is person!oriented hile training is job!oriented.
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 ne ones.
MEANING:
"fter an employee is selected, placed and introduced in an organization he#she
must be provided ith training facilities in order to adjust him to the job. Training is the
act of increasing the knoledge and skills of an employee for doing a particular job.
Training is a short term educational process and utilizing a systematic and organized
procedure by hich employees learn technical knoledge and skills foe a definite
purpose.
DEFINATIONS:
Dale.S.Beach defines the training as $the organized procedure by hich people
learn knoledge and skills of an employee for doing a particular job%.
"ccording to Edwin.B.Flippo, $Training is the act of increasing the knoledge
and skills of an employee for doing a particular job%.
&
Training involves the development of skills that are usually necessary to perform
a specific job. Its purpose is to achieve a change in the behavior of those trained and to
enable them to do their jobs better.
In fact, training is a continuous process. It does not stop anyhere. The managers
are continuously engaged in training their subordinates. They should ensure that any
training programmers should attempt to bring about positive changes in the 'a(
knoledge 'b( skills and 'c( attitude of the orkers. The purpose of training is to bring
about improvement in the performance of ork. It includes the learning of such
techni)ues as are re)uired for the better performance.
In other ords training improves changes and mold*s the employee+s knoledge,
skills, behavior and aptitude and attitude toards the re)uirements of the job and the
organization. Training refers to the teaching and learning activities carries on for the
primary purpose of helping members of an organization to ac)uire and apply the
knoledge, skills, abilities and attitudes needed by a particular job and organization.
Thus, training bridges the differences beteen job re)uirements and employee*s
present specifications.
SCOPE OF TRAINING:
Training and development, on a continuous basis, is essential for gaining a
competitive edge. Today*s organizations need to communicate their results to the orld.
Their publics include customers, employees, creditors, suppliers and the general public.
The effectiveness of business activities demands that the manager should possess diverse
skills and performance management abilities. This can be accomplished only through
training efforts.
The ord ,T-"I.I./* consists of eight letters, to each of hich could be
attributed some significant meanings in the folloing manner0
T: Talent and Tenacity
R: -einforcement
A: "areness
I: Interest
N: .ovelties
I: Intensity
1
N: .urturing
G: /rip
The folloing points of arning must be given to the person ho undergoes the
process of any training programmer0
1. One has no right to be complacent and stagnant about one+s on progress.
&. One need not be unethical and crooked hile being on the track to achieve ones
goals.
1. One doesn*t have to disturb others, or obstruct others progress hile sustaining
one+s on profitability.
2. One need not resort to deception, fake and fraudulent means to achieve success or
triumph in marketing, customer satisfaction and such other activities.
GOAL OF TRAINING:
Training has certain goal, here the main aim is to train the employees ith the
best of the knoledge available so that performance is achieved to the ma3imum and as
ell it leads to higher job satisfaction. The )uestions in this section are designed to help
the oner!manager define the objective or goal to be achieves by a training program.
4hether the objective is to conduct initial training, to provide for upgrading employees,
or to retrain for changing job assignments, the goal should be spelled out before
developing the plan for the training program.
TRAINING AND DEVOLPMENT:
Employee training is distinct from management development or e3ecutive
development. 4hile the former refers to training given to employees in the areas of
operations, technical and allied areas the latter refers to developing an employee in the
areas of principles and techni)ues of management, administration, organization and allied
areas.
DIFFERENCE BETWEEN TRAINING AND DEVOLPMENT:
2
S.NO AREA TRAINING DEVOLPMENT
1 5ontent Technical skills and
6noledge
7anagerial and behavioral skills
and development
& 8urpose 9pecific job!related 5onceptual and general
6noledge
1 :uration 9hort!term ;ong!term
2 <or hom 7ostly technical and non!
managerial personnel
7ostly for managerial personnel
IMPORTANCE OF TRAINING:
The importance of human resources management to a large e3tent depends on human
resources development and training is its most important techni)ue. .o organization can
get a candidate ho e3actly matches ith the job and the organization re)uirements.
=ence, training is important to develop the employee and make him suitable to the job.
Training orks toards value addition to the company through =-:.
>ob and organizational re)uirement are not static, they are changed from time to time
in vie of technological advancement and change in the aareness of the Total ?uality
and 8roductivity 7anagement 'T?87(. The objectives of T?87 can be achieved only
through training, hich develops human skills and efficiency. Trained employees ould
be a valuable asset to an organization. Organizational efficiency, productivity, progress
and development to a greater e3tent depend on training. If the re)uired training is not
provided, it leads to performance failure of the employees. Organizational objectives like
viability, stability and groth can also be achieved through training. Training is
important, as it constitutes a significant part of management control. Training enhances
25+s for the organization viz.
1. 5ompetence
&. 5ommitment,
1. 5reativity and
2. 5ontribution
BENEFITS OF TRAINING:
BENEFITS TO THE ORGANISATION:
1. ;eads to improved profitability and#or more positive attitudes toards profits of
the organization
@
&. Improves the job knoledge and skills at all levels of the organization
1. Improves the morale of the ork force
2. =elps people identify ith organizational goals
@. =elps create a better corporate image.
A. <oster authenticity, openness and trust
B. Improves the relationship beteen boss and subordinate
C. "ids in organizational development
D. ;earns from the trainee.
1E. =elps prepare guidelines for ork
11. "ids in understanding and carrying out organizational policies
1&. 8rovides information for future needs in all areas of the organization.
11. Organizational gets more effective in decision making and problem solving.
12. "ids in development for promotion from ithin
1@. "ids in developing increasing productivity and#or )uality of ork
1A. =elps keep costs don in many areas e.g. production, personnel, administration
etc.
1B. Improves labor!management relations
1C. -educes outside consulting costs by utilizing competent internal consulting
1D. Eliminates sub!optimal behavior
&E. =elps employees adjust to change
&1. 5reates an appropriate climate for groth and communication.
&&. "ids in handling conflict, thereby helping to prevent stress and tension.
BENEFITS TO THE INDIVIDUAL:
1. =elps the individual in making better decisions and effective problem.
&. Through training and development, motivational variables of recognition
achievement, groth, responsibility and advancement are internalized and
operationalized.
1. =elps a person handle stress, tension, frustration and conflict.
2. "ids to encourage and achieve self!development and self!confidence.
@. 8rovides information for improving leadership knoledge, communication skills
and attitudes.
A. Increases job satisfaction and recognition.
B. 7oves a person toards personal goals hile improving interactive skills.
C. 9atisfies personal needs of the trainer
D. 8rovides the trainee an avenue for groth and s say in his#her on future.
1E. :evelops a sense of groth in learning.
11. =elps a person develops speaking and listening skills also riting skills hen
e3ercises are re)uired.
1&. =elps eliminate fear in attempting ne tasks.
NEED FOR THE TRAINING:
A
i. To match th m!"o# $!ci%icatio& 'ith th (o) *+,i*m&t$ a&-
o*.a&i/atio&a" &-$.
7anagement finds deviations beteen employee*s present specifications
and the job re)uirements and organizational needs. Training is needed to fill
these gaps by developing and molding the employee*s skills, knoledge,
attitude, behavior etc. to the tune of the job re)uirement and organizational
needs.
ii. O*.a&i/atio&a" 0ia)i"it# a&- th t*a&$%o*matio& !*oc$$
Organizational viability is the primary goal of every organization. This
goal is continuously influenced by environmental pressure. This goal is
continuously influenced by environmental pressure. If the organization does
not adopt itself to the changing environment it ill lose its market share.
Therefore, it should train its employees to impart in specific skills and
knoledge in order to enable them to contribute to organization efficiency and
to copy ith the changing environment.
iii. Tch&o"o.ica" a-0a&c$
Every organization in order to survive and to be effective should adopt the
latest technology i.e. mechanization, computerization and automation.
"doption of latest technological means and methods ill not be complete
until they are manned by employees to enrich them in the areas of changing
technical skills and knoledge from time to time.
TRAINING OB1ECTIVES
/enerally line managers ask the personnel manager to formulate the training policies.
The personnel manager formulates the folloing training objectives in keeping the
company+s goals and objectives
1. To prepare the employee, both ne and old to meet the present as ell as the
changing re)uirements of the job and the organization.
&. To prevent obsolesces
1. To impart the ne entrants the basic knoledge and skills they need for an
intelligent performance of a definite job.
2. To prepare employees for higher level tasks.
B
@. To assist employs to function more effectively in their present positions by
e3posing them to the latest concepts, information and techni)ues and developing
the skills they need in their particular fields.
A. To build up a second line of competent officers and prepare them to occupy more
responsible positions.
B. To broaden the minds of seniors managers by providing them ith opportunities
for an interchange of e3periences ithin and outside ith a vie to correcting the
narroness of outlook that may arise from over specification.
C. To develop the potentialities of people for the ne3t level job.
D. To ensure economic output to re)uired )uality.
1E. To ensure smooth and efficient orking of a department.
11. To promote individual and collective morale, a sense of responsibility,
cooperative attitudes and good relationships
ASSESSMENT OF TRAINING NEEDS:
Training needs are identified on the basis of organizational analysis, job analysis and
manpoer analysis. Training program, training methods and course content are to be
planned on the bais of training needs. Training needs are those aspects necessary to
perform the job in an organization in hich employee is lacking attitude#aptitude,
knoledge and skill.
Training needsFjob and organizational re)uirements!employees specifications.
ASSESSMENT METHODS
The folloing methods are used to assess training needs
-e)uirement#eakness
:epartmental re)uirements#eakness
>ob specifications and employee specification
Identifying specific problem
7anagement*s re)uests
Observation
Intervies
/roup conferences
?uestionnaire surveys
Test or e3amination
5heck list
8erformance appraisal
C
PRINCIPLES OF TRAINING:
8rovides training is comple3 process. =oever, certain principles of training are listed
belo0
Moti0atio&
"s the effectiveness of an employee depends up on ho ell he is
motivates by th management. The effectiveness of learning also depends up on
motivation.
P*o.*$$ i&%o*matio&
There is a relation beteen leaning rapidly and effectively and providing
right information. The trainee also ants to learn ne skills ithout much
difficulty and ithout handling too much information. Therefore the trainer has to
provide the re)uired amount handling too much information. Therefore the trainer
has to provide only the re)uired amount of progressive information specifically
for the trainee.
Ri&%o*cm&t
The effectiveness of the trainee in learning ne skills or ac)uiring ne
knoledge is reinforced by means of reards and punishments. 8ositive
reinforcements includes promotions, hike in pay, etc. punishments are also called
negative reinforcements as these have along run ill effect on the trainer as ell as
on the management.
P*actic
" trainee should actively participate in the training program in order to
learning program an effective on. 5ontinuous and long practice is highly essential
for effective learning.
I&-i0i-,a" -i%%*&c$
Individual vary in intelligence and aptitude from person to person.
Therefore, the trainer has to adjust the training program to the individual abilities
and aptitudes. In addition individual training machine adjustments of differences
should be provided..
TRAINING METHODS
D
On the job training
Off the job training
ON THE 1OB TRAINING
The development of a manager*s abilities can take place on the job. The four
techni)ues for on!the job development are0
5oaching
7entoring
>ob -otation
>ob Instruction Techni)ue '>IT(
COACHING
5oaching is one of the training methods, hich is considered as a corrective
method for inade)uate performance.
5oaching is the best training plan
It is one!to!one interaction
It can be done on phone, meetings, through mails, chat etc.
MENTORING
7entoring is an on!going relationship that is developed beteen a senior and
junior employee.
7entoring provides guidance and clear understanding of ho the organization
goes to achieve its vision and mission to the junior employee.
1OB ROTATION
This approach allos the manger to operate in diverse roles and understand the
different issues that crop up.
It is the process of preparing employees at a loer level to replace someone at the
ne3t higher level.
1OB INSTRUCTION TECHNI2UE 31IT4
>ob Instruction Techni)ue '>IT( uses a strategy ith focus on knoledge 'factual
and procedural(, skills and attitudes development.
1E
OFF THE 1OB TRAINING
There are many management development techni)ues that an employee can take in off
the job. The fe popular methods are0
9E.9ITIGITH T-"I.I./
T-".9"5TIO."; ".";H9I9
9T-"I/=T ;E5TI-E9# ;E5TI-E9
SENSITIVIT5 TRAINING
9ensitivity training is about making people understand about themselves and
others reasonably, hich is done by developing in them social sensitivity and behavioural
fle3ibility.
TRANSACTIONAL ANAL5SIS
Transactional "nalysis provides trainees ith a realistic and useful method for
"nalysing and understanding the behaviour of others.
In every social interaction, there is a motivation provided by one person and a
reaction to that motivation given by another person. This motivation!reaction
relationship beteen to persons is a transaction.
STRAIGHT LECTURES6 LECTURES
;ecture is given to enhance the knoledge of listener or to give him the
theoretical aspect of a topic.
Training is basically incomplete ithout lecture.
ADVANTAGES OF TRAINING
O!tim,m Uti"i/atio& o% H,ma& R$o,*c$ 7 Training and :evelopment helps
in optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as ell as their individual goals.
D0"o!m&t o% H,ma& R$o,*c$ 7 Training and :evelopment helps to
provide an opportunity and broad structure for the development of human
resources* technical and behavioral skills in an organization. It also helps the
employees in attaining personal groth.
11
D0"o!m&t o% $8i""$ o% m!"o#$ 7 Training and :evelopment helps in
increasing the job knoledge and skills of employees at each level. It helps to
e3pand the horizons of human intellect and an overall personality of the
employees.
P*o-,cti0it# 7 Training and :evelopment helps in increasing the productivity of
the employees that helps the organization further to achieve its long!term goal.
Tam $!i*it 7 Training and :evelopment helps in inculcating the sense of team
ork, team $!i*it9 a&- i&t*-tam co""a)o*atio&$. It h"!$ i& i&c,"cati&. th
/a" to "a*& 'ithi& th m!"o#$.
O*.a&i/atio& C,"t,* 7 Training and :evelopment helps to develop and
improve the organizational health culture and effectiveness. It helps in creating
the learning culture ithin the organization.
O*.a&i/atio& C"imat 7 Training and :evelopment helps building the positive
perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.
2,a"it# 7 Training and :evelopment helps in improving upon the )uality of ork
and ork!life.
Ha"th# 'o*8-&0i*o&m&t 7 Training and :evelopment helps in creating the
healthy orking environment. It helps to build good employee, relationship so
that individual goals aligns ith organizational goal.
Ha"th a&- Sa%t# 7 Training and :evelopment helps in improving the health
and safety of the organization thus preventing obsolescence.
Mo*a" 7 Training and :evelopment helps in improving the morale of the ork
force.
Ima. 7 Training and :evelopment helps in creating a better corporate image.
1&
P*o%ita)i"it# 7 Training and :evelopment leads to improved profitability and
more positive attitudes toards profit orientation.
OB1ECTIVE OF THE STUD5
The broad objective of the study of training policies in the company is to study the impact
of training on the overall skill development of orkers. The specific objectives of the
study are0
:. To e3amine the effectiveness of training in overall development of skills of
orkforce.
;. To e3amine the impact of training on the orkers.
<. To study the changes in behavioral pattern due to training.
=. To measure the differential change in output due to training
>. To compare the cost effectiveness in implanting training programs.
11
NEED FOR THE STUD5
<or the organizational viability J transformation process the organization has to
train its employees to impart specific skills J knoledge in order to contribute to
organizational efficiency J to cope ith the changing environment.
i. <or the organizational comple3ity hich occurs because of the increased
mechanization J automation manufacturing the products J by!products or
dealing in services of diversified lines e3tension of operations to various regions
J overseas countries. This creates a comple3 problem J this situation calls for
training in the skills of coordination, integration, J adaptability to the
re)uirement of groth, diversification J e3pansion.
ii. Training is necessary hen e3isting employees are promoted to higher level in the
organization or hen there is some ne job due to transfer. It is also necessary to
e)uip the old employees ith the ne techni)ues or technology J advanced
disciplines.
iii. It is necessary for maintaining human relation besides maintaining sound
industrial relations J also to deal ith the human problems.
12
SCOPE OF THE STUD5
The scope of the study covers in depth, the various training practices, modules, formats
being folloed and is limited to the company and its employees. The different training
programs incorporated#facilitated in company through its faculties, outside agencies or
professional groups. It also judges the enhancement of the knoledge J skills of
employees and feedback on its effectiveness.
1@
RESEARCH METHODOLOG5
The basic principle in the research has been adopted in the overall methodology.
The folloing methodology has been used for meeting the re)uirements,
:efining objectives
:eveloping the information sources
5ollection o information
"nalysis of information
9uggestion
The methodology folloed for collection, analysis under interpretation of data
in e3plained belo.
:. RESEARCH DESIGNS
There are generally three categories of research based on the type of information
re)uired, they are
1. E3ploratory research
&. :escriptive research
1. 5asual research
The research category used in this project in descriptive research, hich is
focused on the accurate description of the variable in the problem model. 5onsumer
profile studies, market potential studies, product usage studies, "ttitude surveys, sales
analysis, media research and prove survey s are the, E3amples of this research. "ny
1A
source of information can be used in this study although most studies of this nature rely
heavily on secondary data sources and survey research.
;. Data co""ctio& mtho-
P*ima*# -ata:
It is collected through the )uestionnaire, a formalized instrument of asking
information directly from respondent demographic characteristics, attitude, belief and
feelings through personal contracts. 9tructured and on disguised from of )uestionnaire is
used and consists of multiple choice )uestions.
Sco&-a*# -ata:
Internal secondary data about the I7KHOI included formal data, hich is
generated ithin the organization itself, ere obtained through concerned head in the
organization
E3ternal secondary data generated by source the organization as used such as
public available data provided by the reports of the companies. "ll this information is of
great importance and conceptualizes and illuminates the core of the study.
<. SAMPLE DESIGN
a( 9ampling unit0 the study is directed toards the e3ecutive of managerial
level.
b( 9ample size0 sample size of 1EE is taken in this study
=4 DATA ANAL5SES
1B
9imple analysis method is folloed for analyzing the data pertaining to different
dimensions of employees. 9imple statistical data like percentage are used in the
interpretation of data pertaining to the study. The results are illustrated by means of bar
charts.
LIMITATION OF THE STUD5
:ue to constraint of time and resources, the study as conducted
in the regional sector as I7KHOI and the results of the study cannot be
generated.
The accuracy of the analysis and conclusion dran entirely
depends upon the reliability of the information provided by the employees.
9incere efforts ere made to cover ma3imum departments of the
employees, but the study may not fully reflect the entire opinion of the
employees.
In the fast moving#changing employees behavior, name ne and
better things may emerge in the near future, hich cannot be safeguard in
this report.
Stati$tica" too"$ ,$-
P*c&ta. mtho-:

8ercentage method is used in making comparison beteen to or more series of data.
This is used to describe relationship.
8ercentage of respondents F .o of respondents 3 1EE
Total respondents
1C
The method of study folloed in this project 'in brief(0
9ample size 0 1EE
:ata collection method 0 8rimary and 9econdary.
:uration of study 0 2@ days.
"nalysis 0 Through percentage method.
CHAPTER-II
COMPAN5 ? INDUSTR5 PROFILE
1D
Dai*#
" -ai*# is a facility for the e3traction and processing of animal milkLmostly from cos
or goats, but also from buffalo, sheep, horses or camels Lfor human consumption.
Typically it is a farm 'dairy farm( or section of a farm that is concerned ith the
production of milk, butter and cheese.
Terminology differs slightly beteen countries. In particular, in the I.9. a dairy can also
be a facility that processes, distributes and sells dairy products, or a room, building or
establishment here milk is kept and butter or cheese is made. In .e Mealand English a
dairy means a corner convenience store, or 9uperetteLand dairy factory is the term for
hat is elsehere called a dairy.
"s an attributive, the ord dairy refers to milk!based products, derivatives and processes,
and the animals and orkers involved in their production0 for e3ample dairy cattle, dairy
goat. " dairy farm produces milk and a dairy factory processes it into a variety of dairy
products. These establishments constitute the dairy industry, a component of the food
industry.
INTRODUCTION
7ilk is the countryNs biggest agricultural produce, contributing && per cent to agricultural
/:8. The size of Indian dairy industry in both organized and unorganized sectors is
e3pected to double to O 12E billion by &E&E, on the back of groing demand and rising
disposable income. The milk production alone is e3pected to cross &EE million tonnes by
&E1A from the current 1&@ million tonnes.
&E
The industry, hich had been a national heritage, is no re!emerging and catching the
eye of investors due to its groth potential. /roth in financials of e3isting domestic
players, diversification into dairy sector by other companies, surge in private e)uity deals,
entry of foreign firms in the segment are some of the broad indications that IndiaNs
organized dairy industry ill remain on groth path at least till &E&E.
GOVT. SCHEMES6PROGRAMMES:
/overnment of India is making efforts for strengthening the dairy sector through various
development schemes like Intensive :airy :evelopment 8rogramme, 9trengthening
Infrastructure for ?uality J 5lean 7ilk 8roduction, "ssistance to 5ooperatives and
:airy Entrepreneurship :evelopment 9cheme. In order to meet the rapidly groing
demand for milk ith a focus to improve milch animal productivity and increase milk
production, the /overnment has approved .ational :airy 8lan 8hase!I '.:8!I( in
<ebruary, &E1& ith a total investment of about -s.&&2& crore to be implemented from
&E11!1& to &E1A!1B. .:8!I ill help to meet the projected national demand of 1@E
million tonnes of milk by &E1A!1B from domestic production through productivity
enhancement, strengthening and e3panding village level infrastructure for milk
procurement and provide producers ith greater access to markets.
The main objective of 2th :airyTech India &E12, '&&!&2 "ugust &E12( series India+s
;argest e3hibition on :airy products, 8rocessing J 8ackaging 7achineries and "llied
Industries concurrent ith Ath "griTech India &E12, Ath India <oode3 &E12, @th
/rainTech India &E12 and 1rdInternational 8oultry J ;ivestock E3po &E12 is to bring
altogether to the global leaders of :airy industry in one single roof to create a ideal
platform for the people of the industries to e3change the information, knoledge vies,
plans, to understand the market facts enabling to make the present and future scenario. It
ill be a great opportunity for stake holders of every segment of :airy Industry ho
ant to e3pand and#or diversify their business activities.
HIGHLIGHTS OF PREVIOUS EVENT:-
:airyTech India &E11 ! The major features of :airyTech India &E11' &1!&@ "ugust &E11
at KIE5 Kangalore( concurrent ith @th "griTech India &E11, @th India <oode3 &E11, 2th
/rainTech India and &nd International 8oultry and ;ivestock E3po &E11 ere the
presence of over 1@E .ational and International e3hibitors displaying the latest products
&1
and technologies of appro3imately 1@EE companies from &1 countries including
/ermany, <rance, 9pain, 8oland, Taian, Kelgium, Thailand, 7alaysia, Iran,
5anada,I.9."., I.6. etc, apart from ,focus countries!The .etherlands'represented &@
companies( 5hina, represented 1B companies. Turkey, represented &1 companies and
Italy represented 11 companies.
Hi$to*#
7ilk producing animals have been domesticated for thousands of years. Initially, they
ere part of the subsistence farming that nomads engaged in. "s the community moved
about the country, their animals accompanied them. 8rotecting and feeding the animals
ere a big part of the symbiotic relationship beteen the animals and the herders.
In the more recent past, people in agricultural societies oned dairy animals that they
milked for domestic and local 'village( consumption, a typical e3ample of a cottage
industry. The animals might serve multiple purposes 'for e3ample, as a draught animal
for pulling a plough as a youngster, and at the end of its useful life as meat(. In this case
the animals ere normally milked by hand and the herd size as )uite small, so that all
of the animals could be milked in less than an hourLabout 1E per milker. These tasks
ere performed by a dairymaid 'dairywoman( or dairyman.
4ith industrialization and urbanization, the supply of milk became a commercial
industry, ith specialised breeds of cattle being developed for dairy, as distinct from beef
or draught animals. Initially, more people ere employed as milkers, but it soon turned to
mechanisation ith machines designed to do the milking.
=istorically, the milking and the processing took place close together in space and time0
on a dairy farm. 8eople milked the animals by handP on farms here only small numbers
are kept, hand!milking may still be practiced. =and!milking is accomplished by grasping
the teats 'often pronounced tit or tits( in the hand and e3pressing milk either by s)ueezing
the fingers progressively, from the udder end to the tip, or by s)ueezing the teat beteen
thumb and inde3 finger, then moving the hand donard from udder toards the end of
the teat. The action of the hand or fingers is designed to close off the milk duct at the
&&
udder 'upper( end and, by the movement of the fingers, close the duct progressively to
the tip to e3press the trapped milk. Each half or )uarter of the udder is emptied one milk!
duct capacity at a time.
The stripping action is repeated, using both hands for speed. Koth methods result in the
milk that as trapped in the milk duct being s)uirted out the end into a bucket that is
supported beteen the knees 'or rests on the ground( of the milker, ho usually sits on a
lo stool.
Traditionally the co, or cos, ould stand in the field or paddock hile being milked.
Houng stock, heifers, ould have to be trained to remain still to be milked. In many
countries, the cos ere tethered to a post and milked. The problem ith this method is
that it relies on )uiet, tractable beasts, because the hind end of the co is not restrained.
In 1D1B, it as found that bovine somatotropin 'b9T or bovine groth hormone( ould
increase the yield of milk. 7onsanto 5ompany developed a synthetic 'recombinant(
version of this hormone 'rK9T(. In <ebruary 1DD2, rK9T as approved by the <ood and
:rug "dministration '<:"( for use in the I.9. It has become common in the I.9., but
not elsehere, to inject it into milch kine 'dairy cos( to increase their production by up
to 1@Q.
=oever, there are claims that this practice can have negative conse)uences for the
animals themselves. " European Inion scientific commission as asked to report on the
incidence of mastitis and other disorders in dairy cos, and on other aspects of the
elfare of dairy cos. The commissionNs statement, subse)uently adopted by the
European Inion, stated that the use of rK9T substantially increased health problems ith
cos, including foot problems, mastitis and injection site reactions, impinged on the
elfare of the animals and caused reproductive disorders. The report concluded that on
the basis of the health and elfare of the animals, rK9T should not be used. =ealth
5anada prohibited the sale of rK9T in 1DDDP the recommendations of e3ternal committees
ere that, despite not finding a significant health risk to humans, the drug presented a
threat to animal health and, for this reason, could not be sold in 5anada.
&1
St*,ct,* o% th i&-,$t*#
4hile most countries produce their on milk products, the structure of the dairy industry
varies in different parts of the orld. In major milk!producing countries most milk is
distributed through holesale markets. In Ireland and "ustralia, for e3ample, farmersN co!
operatives on many of the large!scale processors, hile in the Inited 9tates many
farmers and processors do business through individual contracts. In the Inited 9tates, the
countryNs 1DA farmersN cooperatives sold CAQ of milk in the I.9. in &EE&, ith five
cooperatives accounting for half that. This as don from &,1EE cooperatives in the
1D2Es. In developing countries, the past practice of farmers marketing milk in their on
neighborhoods are changing rapidly. .otable developments include considerable foreign
investment in the dairy industry and a groing role for dairy cooperatives. Output of milk
is groing rapidly in such countries and presents a major source of income groth for
many farmers.
"s in many other branches of the food industry, dairy processing in the major dairy
producing countries has become increasingly concentrated, ith feer but larger and
more efficient plants operated by feer orkers. This is notably the case in the Inited
9tates, Europe, "ustralia and .e Mealand. In &EED, charges of anti!trust violations have
been made against major dairy industry players in the Inited 9tates.
/overnment intervention in milk markets as common in the &Eth century. " limited
anti!trust e3emption as created for I.9. dairy cooperatives by the 5apper!Golstead "ct
of 1D&&. In the 1D1Es, some I.9. states adopted price controls, and <ederal 7ilk
7arketing Orders started under the "gricultural 7arketing "greement "ct of 1D1B and
continue in the &EEEs. The <ederal 7ilk 8rice 9upport 8rogram began in 1D2D. The
.ortheast :airy 5ompact regulated holesale milk prices in .e England from 1DDB to
&EE1.
8lants producing li)uid milk and products ith short shelf life, such as yogurts, creams
and soft cheeses, tend to be located on the outskirts of urban centres close to consumer
markets. 8lants manufacturing items ith longer shelf life, such as butter, milk poders,
&2
cheese and hey poders, tend to be situated in rural areas closer to the milk supply.
7ost large processing plants tend to specialise in a limited range of products.
E3ceptionally, hoever, large plants producing a ide range of products are still common
in Eastern Europe, a holdover from the former centralized, supply!driven concept of the
market.
"s processing plants gro feer and larger, they tend to ac)uire bigger, more automated
and more efficient e)uipment. 4hile this technological tendency keeps manufacturing
costs loer, the need for long!distance transportation often increases the environmental
impact.
7ilk production is irregular, depending on co biology. 8roducers must adjust the mi3 of
milk hich is sold in li)uid form vs. processed foods 'such as butter and cheese(
depending on changing supply and demand.
O!*atio& o% th -ai*# %a*m
4hen it became necessary to milk larger numbers of cos, the cos ould be brought to
a shed or barn that as set up ith bails 'stalls( here the cos could be confined hile
they ere milked. One person could milk more cos this ay, as many as &E for a skilled
orker. Kut having cos standing about in the yard and shed aiting to be milked is not
good for the co, as she needs as much time in the paddock grazing as is possible. It is
usual to restrict the tice!daily milking to a ma3imum of an hour and a half each time. It
makes no difference hether one milks 1E or 1EEE cos, the milking time should not
e3ceed a total of about three hours each day for any co.
"s herd sizes increased there as more need to have efficient milking machines, sheds,
milk!storage facilities 'vats(, bulk!milk transport and shed cleaning capabilities and the
means of getting cos from paddock to shed and back.
<armers found that cos ould abandon their grazing area and alk toards the milking
area hen the time came for milking. This is not surprising as, in the flush of the milking
&@
season, cos presumably get very uncomfortable ith udders engorged ith milk, and
the place of relief for them is the milking shed.
"s herd numbers increased so did the problems of animal health. In .e Mealand to
approaches to this problem have been used. The first as improved veterinary medicines
'and the government regulation of the medicines( that the farmer could use. The other
as the creation of veterinary clubs here groups of farmers ould employ a
veterinarian 'vet( full!time and share those services throughout the year. It as in the
vetNs interest to keep the animals healthy and reduce the number of calls from farmers,
rather than to ensure that the farmer needed to call for service and pay regularly.
7ost dairy farmers milk their cos ith absolute regularity at a minimum of tice a day,
ith some high!producing herds milking up to four times a day to lessen the eight of
large volumes of milk in the udder of the co. This daily milking routine goes on for
about 1EE to 1&E days per year that the co stays in milk. 9ome small herds are milked
once a day for about the last &E days of the production cycle but this is not usual for large
herds. If a co is left unmilked just once she is likely to reduce milk!production almost
immediately and the rest of the season may see her dried off 'giving no milk( and still
consuming feed for no production. =oever, once!a!day milking is no being practised
more idely in .e Mealand for profit and lifestyle reasons. This is effective because the
fall in milk yield is at least partially offset by labour and cost savings from milking once
per day. This compares to some intensive farm systems in the Inited 9tates that milk
three or more times per day due to higher milk yields per co and loer marginal labor
costs.
<armers ho are contracted to supply li)uid milk for human consumption 'as opposed to
milk for processing into butter, cheese, and so onLsee milk( often have to manage their
herd so that the contracted number of cos are in milk the year round, or the re)uired
minimum milk output is maintained. This is done by mating cos outside their natural
mating time so that the period hen each co in the herd is giving ma3imum production
is in rotation throughout the year.
&A
.orthern hemisphere farmers ho keep cos in barns almost all the year usually manage
their herds to give continuous production of milk so that they get paid all year round. In
the southern hemisphere the cooperative dairying systems allo for to months on no
productivity because their systems are designed to take advantage of ma3imum grass and
milk production in the spring and because the milk processing plants pay bonuses in the
dry 'inter( season to carry the farmers through the mid!inter break from milking. It
also means that cos have a rest from milk production hen they are most heavily
pregnant. 9ome year!round milk farms are penalised financially for over!production at
any time in the year by being unable to sell their overproduction at current prices.
I&-,$t*ia" !*oc$$i&.
:airy plants process the ra milk they receive from farmers so as to e3tend its
marketable life. To main types of processes are employed0 heat treatment to ensure the
safety of milk for human consumption and to lengthen its shelf!life, and dehydrating
dairy products such as butter, hard cheese and milk poders so that they can be stored.
C*am a&- ),tt*
Today, milk is separated by large machines in bulk into cream and skim milk. The cream
is processed to produce various consumer products, depending on its thickness, its
suitability for culinary uses and consumer demand, hich differs from place to place and
country to country.
9ome cream is dried and podered, some is condensed 'by evaporation( mi3ed ith
varying amounts of sugar and canned. 7ost cream from .e Mealand and "ustralian
factories is made into butter. This is done by churning the cream until the fat globules
coagulate and form a monolithic mass. This butter mass is ashed and, sometimes, salted
to improve keeping )ualities. The residual buttermilk goes on to further processing. The
butter is packaged '&@ to @E kg bo3es( and chilled for storage and sale. "t a later stage
these packages are broken don into home!consumption sized packs. Kutter sells for
about I9O1&EE a tonne on the international market in &EEB 'an unusual high(.
&B
S8imm- mi"8
The product left after the cream is removed is called skim, or skimmed, milk. -eacting
skim milk ith rennet or ith an acid makes casein curds from the milk solids in skim
milk, ith hey as a residual. To make a consumable li)uid a portion of cream is
returned to the skim milk to make low fat milk 'semi!skimmed( for human consumption.
Ky varying the amount of cream returned, producers can make a variety of lo!fat milks
to suit their local market. Other products, such as calcium, vitamin :, and flavouring, are
also added to appeal to consumers.
Ca$i&
5asein is the predominant phosphoprotein found in fresh milk. It has a very ide range of
uses from being a filler for human foods, such as in ice cream, to the manufacture of
products such as fabric, adhesives, and plastics. =oever, in the Inited 9tates these
assorted non!food uses have led to concerns over the import of substandard 'non!food!
grade( poders from other countries, such as 5hina, that are then used to artificially
bolster domestic cheese yield ithout the casein additive undergoing <ood and :rug
"dministration inspection.
Rcitation neededS
Ch$
5heese is another product made from milk. 4hole milk is reacted to form curds that can
be compressed, processed and stored to form cheese. In countries here milk is legally
alloed to be processed ithout pasteurisation a ide range of cheeses can be made
using the bacteria naturally in the milk. In most other countries, the range of cheeses is
smaller and the use of artificial cheese curing is greater. 4hey is also the byproduct of
this process.
5heese has historically been an important ay of TstoringT milk over the year, and
carrying over its nutritional value beteen prosperous years and fallo ones. It is a food
product that, ith bread and beer, dates back to prehistory in 7iddle Eastern and
European cultures, and like them is subject to innumerable variety and local specificity.
&C
"lthough nohere near as big as the market for coNs milk cheese, a considerable
amount of cheese is made commercially from other milks, especially goat and sheep 'see
-o)uefort cheese for a notable e3ample(.
Wh#
In earlier times hey as considered to be a aste product and it as, mostly, fed to pigs
as a convenient means of disposal. Keginning about 1D@E, and mostly since about 1DCE,
lactose and many other products, mainly food additives, are made from both casein and
cheese hey.
5o.,*t
Hoghurt 'or yogurt( making is a process similar to cheese making, only the process is
arrested before the curd becomes very hard.
Mi"8 !o'-*$
7ilk is also processed by various drying processes into poders. 4hole milk, skim milk,
buttermilk, and hey products are dried into a poder form and used for human and
animal consumption. The main difference beteen production of poders for human or
for animal consumption is in the protection of the process and the product from
contamination. 9ome people drink milk reconstituted from podered milk, because milk
is about CCQ ater and it is much cheaper to transport the dried product. :ried skim milk
poder is orth about I9O@1EE a tonne 'mid!&EEB prices( on the international market.
Oth* mi"8 !*o-,ct$
6umis is produced commercially in 5entral "sia. "lthough it is traditionally made from
mareNs milk, modern industrial variants may use coNs milk instead.
&D
T*a&$!o*t o% mi"8
=istorically, the milking and the processing took place in the same place0 on a dairy farm.
;ater, cream as separated from the milk by machine, on the farm, and the cream as
transported to a factory for butter making. The skim milk as fed to pigs. This alloed
for the high cost of transport 'taking the smallest volume high!value product(, primitive
trucks and the poor )uality of roads. Only farms close to factories could afford to take
hole milk, hich as essential for cheesemaking in industrial )uantities, to them. The
development of refrigeration and better road transport, in the late 1D@Es, has meant that
most farmers milk their cos and only temporarily store the milk in large refrigerated
bulk tanks, hence it is later transported by truck to central processing facilities.
Tm!o*a*# mi"8 $to*a.
7ilk coming from the co is transported to a nearby storage vessel by the airflo
leaking around the cups on the co or by a special Tair inletT '@!1E l#min free air( in the
cla. <rom there it is pumped by a mechanical pump and cooled by a heat e3changer.
The milk is then stored in a large vat, or bulk tank, hich is usually refrigerated until
collection for processing.
I&-ia& Dai*#
The highest milk producer in the entire globe U India boasts of that status. India is
otherise knon as the ,Oyster* of the global dairy industry, ith opportunities galore to
the entrepreneurs globally. "nyone might ant to capitalize on the largest and fastest
groing milk and mil productsN market. The dairy industry in India has been itnessing
rapid groth. The liberalized economy provides more opportunities for 7.5s and
foreign investors to release the full potential of this industry.
The main aim of the Indian dairy industry is only to better manage the national resources
to enhance milk production and upgrade milk processing using innovative technologies.
8otential for investment in the dairy industry some areas of Indian dairy industry can be
1E
toned up by the evocation of differentiated technologies and e)uipment from overseas.
These include0
1. -a milk handling0 The ra milk handling needs to be elevated in terms of
physicochemical and microbiological properties of the milk in a combined
manner. The use of clarification and bactofugation in ra milk processing can aid
better the )uality of the milk products.
&. 7ilk processing0 Ketter operational ratios are re)uired to amend the yields and
abridge astage, lessen fat#protein losses during processing, control production
costs, save energy and broaden shelf life. The adoption of /78 '/ood
7anufacturing 8ractices( and ="558 '=azard "nalysis 5ritical 5ontrol 8oints(
ould help produce milk products adapting to the international standards.
1. 8ackaging0 "nother area that can be improved is the range of packing machines
for the manufacture of butter, cheese and alike. Ketter packaging can assist in
retaining the nutritive value of products packed and thus broaden the shelf life. "
cold chain distribution system is re)uired for proper storage and transfer of dairy
products.
2. Galue!added products0 ThereNs vast scope for value!added products like desserts,
puddings, custards, sauces, mousse, stirred yoghurt, nectars and sherbets to
capture the dairy market in India.
The Indian dairy industry has aimed at better management of the national resources to
enhance milk production and upgrade milk processing involving ne innovative
technologies. 7ultinational dairy giants can also make their foray in the Indian dairy
market in this challenging scenario and create a in!in situation for both.
IndiaNs 7ilk 8roduct 7i3
<luid 7ilk 2A.EQ
/hee &B.@Q
Kutter A.@Q
5urd B.EQ
6hoa '8artially :ehydrated 5ondensed 7ilk( A.@Q
7ilk 8oders, including I7< 1.@Q
11
8aneer J 5hhana '5ottage 5heese( &.EQ
Others, including 5ream, Ice 5ream 1.EQ
Overvie of the Indian :airy 9ector .The country is the largest milk producer all over the
orld, around 1EE million 7T
Galue of output amounted to -s. 11BD billion 'in &EE2!E@( '"ppro3imately e)uals
combined output of paddy and heatVV(
1#@thof the orld bovine population
7ilch animals '2@Q indigenous cattle, @@ Q buffaloes, and 1EQ cross bred cos(
Immensely lo productivity, around 1EEE kg#year 'orld average &E1C kg#year(
;arge no. of unproductive animals, lo genetic potency, poor nutrition and lack of
services are the main factors for the lo productivity
There are different regions U developed, average, belo average 'eastern states of
Orissa, Kihar and .E region( in the dairy industry.

1&
COMAPAN5 PROFILE
11
C*am "i& Dai*#
C*am "i& Dai*# P*o-,ct$ Lt-.9 is customer centric private dairy employing modern
machinery and applying advanced technologies. It constantly endeavors to give its
customers the best products by ay of continuous research and innovation.
5ream line, an I9O &&EEE certified dairy, is a leading manufacturer J supplier of milk
and milk products in 9outhern India spanning across "ndhra 8radesh, Tamil .adu,
6arnataka and ith a foothold at .agpur in 5entral India. It operates its milk
procurement, milk and milk products processing and distribution through :ivisions. Its
milk and dairy products are sold under the popular brand name >E-9EH. 9ince inception,
the company has been groing consistently under the visionary leadership of promoter
directors, business acumen of operational heads and unrelenting efforts of committed
orkforce. The company has achieved a turnover of BEEE millions for the financial year
&E1&!&E11.

The 5ompany entered into strategic partnership ith 7#s. /odrej "grovet ;imited, the
largest animal feed manufacturing company in the country, in the Hear &EE@ by offering
e)uity stake of to strengthen its backard integration ith farmers, the primary producers
of milk, for compound feed supply. The 5ompany is open to strategic business tie!ups at
national and international level and is looking at e3port opportunities to its products.

The orkforce of the company is composed of a balanced mi3ture of technocrats, dairy
engineers, production and )uality specialists besides the dedicated top!notch management
team overseeing the entire corporate functioning.

The 5ompany has e3cellent infrastructure ith 1D on and D associate milk chilling
centers, @2 K75Is, A packing stations, A sales offices and 1 state of the art poder
12
plant#9KI at Ongole. It has a combined milk processing capacity of A.C@ lakh liters per
day. The company markets its products through a ell laid distribution netork
comprising of company oned parlors, e3clusive franchise outlets, product push carts.
Kesides, the company also sells its products through @EEE agents panning across
9outhern India and 7aharashtra. The company has entered the market of cultured
products like Hoghurt, 5urd, ;assi and Kuttermilk in &EE@ and ithin a short span made
its mark in the dairy market.

9ince its incorporation in the year 1DCA, the company has successfully applied many
innovative practices like &2 hour parlors ith unemployed youth in 1DD1, mobile milk
testing labs in 1DDC etc. The company is no planning to e3pand its operations to 5entral
India by setting up ne 8rocessing J 8ackaging Inits.

>ersey has become a household name for dairy products and continues to create
consumers* delight to perfection. 5ontinued support and encouragement of customers
including households, prestigious defense establishments, railays, educational
institutions, IT 5ompanies, star hotels, and hospitals in ever increasing numbers stand
testimony to our superior )uality products.
The 5ompany entered into strategic partnership ith 7#s. /odrej "grovet ;imited, the
largest animal feed manufacturing company in the country, in the Hear &EE@ by offering
e)uity stake of to strengthen its backard integration ith farmers, the primary producers
of milk, for compound feed supply. The 5ompany is open to strategic business tie!ups at
national and international level and is looking at e3port opportunities to its products.
>ersey has become a household name for dairy products and continues to create
consumers* delight to perfection. 5ontinued support and encouragement of customers
including households, prestigious defense establishments, railays, educational
institutions, IT 5ompanies, star hotels, and hospitals in ever increasing numbers stand
testimony to our superior )uality products.
1@
Vi$io&
$To emerge as a ;eader in :airy <oods ith /lobal 8resence through Kusiness
E3cellence and ensuring 5ustomer :elight%
Mi$$io&
$To gro continuously, offering value added :airy 8roducts and gain customers*
confidence through Innovative 8ractices%
Va",$
$4e act ith a sense of pride adopting ethical practices and compassionate approach%
5:8; has the advantage of being run by industry professionals since incorporation in
the year 1DCA. It is first generation entrepreneurial company conceived by the present
7anaging :irector 7r. 6. Khasker -eddy, :irector ! <inance 7r. 7. /angadhar,
:irector ! Technical 7r. :. 5handrasekhar -eddy, E3ecutive :irector 7r. 5. Kalraj
/oud and 7r. 9rinath 9hettkar. The members have substantial e3perience in their
respective fields such as :airy Technology, <inance, 7arketing and =- J
"dministration.
Boa*- o% Di*cto*$
@. BHAS@ER REDD5
7r. 6. Khasker -eddy graduated in :airy Technology from Osmania Iniversity in 1DC1
and completed his E3ecutive 7K" programme from Indian 9chool of Kusiness ' I9K ( U
=yderabad in the year, &E11. Keing a first generation entrepreneur and ith hardly any
funds at his disposal, he toiled a lot initially in establishing first private dairy in the state
of "ndhra 8radesh in 1DCA along ith his peers.
In the later years, he successfully lead the team in establishing 7ilk 5hilling 5enters J
8rocessing 5enters across 9outhern India and steered the organization in achieving -s.
BEEE million annual sales as on 7arch, &E11. $-ound the 5lock 7ilk 8arlors% and
1A
$7obile 7ilk Testing 5enters%, the first of their kind in the modern dairy industry in ".8.,
are his brainchild.

7r. -eddy has got an in!depth knoledge of :airy Industry in the country and broad
trends international. =e is an active member of Indian :airy "ssociation ' I:" ( and
orking ith various trade bodies and chambers of commerce in different capacities.
>une!>uly &EED, Ithaca, .e Hork, I9".
=e is conferred the Entrepreneur of the Hear &EE1 aard by =yderabad 7anagement
"ssociation. =e has been 5hairman of "ndhra 8radesh "ssociation of :eaf J :umb
since 1DCC. 5hairman of "gricultural and "gro Kased Industries 5ommitte of <"855I.
8resident, -otary 5lub of =yderabad East, :ist 11@E, =yderabad
M. GANGADHAR
7. /angadhar, a <ello 7ember of Institute of 5hartered "ccountants of India 'I5"I(, is
having more than &B years of e3perience, post )ualification, in the fields of <inance,
"ccounting, 5osting and 7anagement, more especially in the :airy Industry. =e orked
for @ years in 9angam :airy as :/7 '<inance( and served reputed private sector
companies for @ years before joining 5:8;. =e is also representing the 8rivate :airies as
7ember on the 5ommittee appointed by the /overnment of "ndhra 8radesh to study the
recommendation of the =ouse 5ommittee on reopening 5hittoor :airy and Ongole :airy
and to suggest measures for its implementation
D. CHANDRA SHE@HER REDD5
:. 5handra 9hekher -eddy is a graduate in :airy Technology from Osmania Iniversity.
=e orked as Technical Officer in $9abarkantha :istrict 7ilk 8roducers Inion ;imited%,
popularly knon as 9"K"- :"I-H, part of "7I; organization for 1W years. =is vast
e3perience in processing of various milk products and e3pertise in technical, plant
maintenance and operations are put to effective use to strengthen the technical aspects of
1B
the company. =e attended "nuga <oodtec at 5ologne, /ermany U 4orlds most important
trade fair for food and drink technology
Foo- Sa%t# Po"ic#
4e at 5:8; are committed to provide safe and nutritious 7ilk J 7ilk products to our
customers that comply ith all the legal and regulatory re)uirements, by adopting good
manufacturing practices and good hygiene practices. 4e are committed for continual
improvement of our food safety management system, aiming at customer satisfaction J
delight and endeavor to become a global player. To this effect e communicate,
implement and maintain the re)uirements of the food safety throughout the food chain.
@. Bha$8* R--#
7anaging :irector.
P*o-,ct$
Mi"8
7ilk is regarded as the most nearly perfect single food stuff. Today, milk is the most
important single item of human diet, as it is beneficial at all stages of human groth
literally from cradle to grave due to its high nutritive value. Importance of milk in diet is
mainly due to its contribution of high )uality protein, its e3ceptional richness in 5alcium
and its general supply of pre!formed Gitamin " and of riboflavin and other members of
K& comple3.
5ustomer priority comes first to us alays. 5urrently, e process and supply the
folloing range of milk.
1C

TONED MIL@ WHOLE MIL@


DOUBLE TONED MIL@ SLIM MIL@

One &EE ml glass of milk provides a poer!pack of nutrients and contains the minerals
and vitamins as belo0
1D
Mi"8 P*o-,ct$
CURD
>E-9EH curd is prepared ith fresh )uality milk under the influence of lactic acid
bacteria at around 2Eo5. The milk, inoculated ith bacterial culture, is hygienically
packed in clean food grade plastic cups and sealed by an automated packing machine
prior to incubation. "fter curd achieved the desirable properties, it is kept at chilled
temperature until delivered to customer. >E-9EH curd is a fresh, safe, hygienic and tasty
product hich has all nutritious goodness of milk.
>E-9EH 5I-: is available in )uantities of 1EE g, &EE g, and @EE g ith a shelf life of B
days at chilled storage conditions
BUTTER MIL@
Kuttermilk is an inseparable part of traditional 9outh Indian
meal since ages. It is made from fresh pasteurized standardized
milk curd that contains lactic acid bacteria, diluted along ith
re)uired amount of spices e3tracts and salt for added taste.
>eera poder added for our >eera flavored Kutter 7ilk.
>E-9EH KITTE- 7I;6 is available in to flavors. -egular
flavor is available in &EE ml sachet and >eera flavor is available
in &EE ml plastic container. The products have a shelf life of @
days.
2E
LASSI
9eetened ;assi is also the most popular cultured milk
beverage. It is prepared using fresh pasteurized standardized
milk curd. 9ugar is added and homogenized to give e3cellent
mouth feel. ;assi contains appreciable amounts of milk
proteins and phospholipids.
FLAVORED MIL@
<lavored milk is made from sterilized double toned milk hich
consists of 1.@Q fat and D.EQ 9.<. It is available in different
flavors such as badam, straberry, banana and chocolate. The
sugar is also added to enhance the taste.>E-9EH flavored milk
is available in glass bottles of &EE ml and has a shelf life of A
months.
GHEE
/hee is very popular milk product and is idely consumed ith
regular meals. It has uni)ue pleasant flavor and grainy te3ture. /hee
is pure clarified butter fat ith negligible moisture content. /hee has
high nutritive value ith fat!soluble vitamins '", :, E J 6(. It is
idely used for shallo and deep!frying of food. 5ountless Indian
seetmeats based ith cereals, milk solids, fruits and vegetables are
cooked in ghee.
>E-9EH /=EE is available in &EE g, @EE g, and 1 ; packs and has a
shelf life of 1 months. Kulk )uantity also available in 1@kg tins.
Our /hee also has "/7"-6 certification.
21
COO@ING BUTTER
5ooking Kutter is the butter obtained from cream ithout any
additives like salt, colouring or flavoring agents. It is concentrated
form of milk fat. It contains more than C&Q milk fat, 1.@Q curd and
1AQ moisture. It is very high in fat hich contains fat!soluble
vitamins ", :, E and 6.
>E-9EH 5OO6I./ KITTE- is available in &EE g, @EE g and 1 6g
poly packs. It has a shelf life of one month at deep freeze storage
temperatures.
Kutter also available in bulk packs in &E 6g carton form.
PANEER
8aneer is a healthy, protein!rich food. It is a pure coagulated milk product
made from fresh milk of AQ fat and DQ 9.<. 8aneer is formed hen
milk is precipitated by adding sour milk, lactic acid or citric acid. It is the
most common form of Indian cheese and is a high protein food. 9o,
paneer is often substituted for meat in Indian vegetarian cuisine.
paneer is packed and sold in &EE g, @EE g and 1 6g poly packs. It has a
shelf life of 1 month.
DOODHPEDA
:oodh peda is a desiccated seetened product made from
fresh milk and contains 2@Q milk solids and 1@Q sugar. It
is slightly bronish hite in colour and has coarse grainy
structure. The product is hygienically packed. :oodh peda
is a nutritious product ith delicious taste and having a
shelf life of B days.
BASUNDHI
2&
Kasundi is a popular milk delicacy served on special occasions. It is prepared from fresh
milk ith AQ <at and DQ 9.<. 7ilk is precipitated ith a gentle heating continuously
scooping out the skim and adding sugar. >E-9EH Kasundi is packed in attractive food
grade plastic containers and has a shelf life of B days
Ic C*am$
There are certain things in life that are sheer delight to the soul and add meaning to our
e3istence. These go beyond the limits of age and are cherished and adored by everybody.
Ice creams certainly are among those finer things in life.
Ice cream is a poer pack of nutrients. It is the most palatable source of milk proteins and
a rich source of calcium, phosphorous and other minerals vital in building strong bones
and teeth. Ice cream is also an e3cellent source of food energy. =aving tice or three
times the fat content of milk, and more than half its total solids being sugar 'sucrose and
lactose( the energy value of ice cream is very high. That makes ice cream a very desirable
food for groing children and persons ho need to put on eight.
>ersey brand of e3otic ice creams are made of fresh milk based fats and are brought to
you by 5reamline :airy. " preferred choice of every connoisseur of fine taste, hat
really makes the difference is the processes that are adopted at 5reamline to make our
products endearing to everybody. Itmost care is taken to ensure the highest level of
hygiene and superlative efforts are made to create the flavors hich make you to coming
back to >ersey again and again.
.o that is the reason hy e caution you eating >ersey Ice 5ream can be addictive. >ust
try once and see for yourself.
There are certain things in life that are sheer delight to the soul and add meaning to our
e3istence. These go beyond the limits of age and are cherished and adored by everybody.
Ice creams certainly are among those finer things in life.
Ice cream is a poer pack of nutrients. It is the most palatable source of milk proteins and
a rich source of calcium, phosphorous and other minerals vital in building strong bones
21
and teeth. Ice cream is also an e3cellent source of food energy. =aving tice or three
times the fat content of milk, and more than half its total solids being sugar 'sucrose and
lactose( the energy value of ice cream is very high. That makes ice cream a very desirable
food for groing children and persons ho need to put on eight.
>ersey brand of e3otic ice creams are made of fresh milk based fats and are brought to
you by 5reamline :airy. " preferred choice of every connoisseur of fine taste, hat
really makes the difference is the processes that are adopted at 5reamline to make our
products endearing to everybody. Itmost care is taken to ensure the highest level of
hygiene and superlative efforts are made to create the flavors hich make you to coming
back to >ersey again and again.
.o that is the reason hy e caution you eating >ersey Ice 5ream can be addictive. >ust
try once and see for yourself.


@a(,-@i$$mi$$ B,tt* Scotch


Co& Ca$$atta

22
2@

CHAPTER-III
REVIEW OF LITERATURE
Introduction to HRM
Every organization irrespective of its nature and size has four resources namely
men, material, and machinery. Of these men I. e., people are the most vital resources and
they only make all the differences in an organization. In this connection ;.<. Irick says
that $Kusiness houses are madeXbroken in the long Urun note by the markets or capital,
patents, or e)uipments, but by men%. 8eter <. ducker says that, $man, of all the resources
available to name can gro and develop%. This gives geneses to the concept of =-7, the
2A
sub Usystem. =- is the central sub!system of an organization. "s the central sub! system,
it controls the functions of each sub Usystem and the hole organization.
Co&c!t
=uman resource management is concerned ith the human beings in an
organization. It reflects a no philosophy, a ne outlook, approche and strategy, hich
vies an organization*s manpoer as its resources and assets.
=uman resource management is a managerial function hich facilitates the
effective utilization of people 'manpoer( in achieving the organizational and individual
goals.
9imply, =-7 is a management function that helps the managers to recruit,
select, train and develop the organizational members for the purpose of achieving the
stated organizational goals.
In the present scenario, =-7 is used as a synonym to personnel management
and the personnel department is called as hr department.
HRM i&c",-$ th %o""o'i&. acti0iti$ ,&-* it$ !,*0i' .
=uman resource planning
-ecruitment, selection, and placement
Orientation, training and development
>ob analysis and design
-ole analysis and role development
2B
5areer planning and communication
8erformance appraisal
=uman relation
9afety and health
4age and salary administration
5ompensation and reard
/rievance redressal
?uality of ork life and employee elfare
Organizational change and development
Industrial relation



O)(cti0$ o% HRM
The objectives of =-7 are taken from the basic objectives of the organization. <or
achieving the organizational goals, it is necessary to employ right people for a right job.
The primary objectives of =-7 are to provide right, competent and illing orkforce to
2C
an organization. <or attaining its primary objective =-7 frames the folloing
objectives.
:4 To guide the organization in attaining its goals by providing ell!trained
and competent personnel.
;4 To effectively utilize the available human resources according to the
re)uirements i.e., to employ the knoledge and skills of the employees in
attaining organizational goal.
<4 To develop and maintain motivating. 8roductive and self! respecting
orking relationship among all the organizational members.
=4 To develop the individuals up to a ma3imum e3tent by providing thim the
necessary training and advancement.
>4 To develop and maintain high moral and cordial relations ithin the
organization.
A4 To help to develop and maintain ethical policies and behavior inside and
outside the organization.
B4 To manage the change for the advantage of individuals. /roups, the
organization and the society.
To recognize and satisfy the individual needs and group goals by providing monetary
and no
N- %o* t*ai&i&.
.eed for training arises to
1( Improve performance
2D
&( Improve productivity
1( Improve )uality of product#service
2( Improve organizational climate
@( Improve health and safety
A( -educe resistance to change
IMPORTANCE OF TRAINING:
The importance of human resources management to a large e3tent depends on
human resources development. =.-.:. is nothing but training of employees and training
as its most important techni)ue. .o organization can get a candidate ho e3actly suits
ith the job and the originations re)uirements. =ence, training becomes necessary is
important to develop the employee and make him suitable the job. Training orks
toards value additions to the company through =-:.
>ob and organizational re)uirements are not static rather they are changed
dynamic. <rom time to time in vie of the technological advancement and charge in the
aareness of the total )uality and productivity management 'T?87(. The objectives of
the T?87 can be achieved only through training, hich helps to develop human skills
and efficiency. Training employees ould be a valuable asset to an organization.
Organizational efficiency, productivity, progress and development to a greater
e3tent depend up on training. If the re)uired training is a not provided. It leads to
performance, failure of the employees. Organizational objectives like viability, stability
and groth can also be achieved by providing through training. Training is important, as
it constitutes a significant part of management control.
@E
The training, enhances four ,5*s for the organization viz.
5ompetence
5ommitment
5reativity
5ontribution
BENEFITS OF TRAINING:
How training Benefits the Organiation! "
;eads to improved profitability and or more positive attitudes toards profits,
organization.
Improves the job knoledge and skill at all levels of the organization.
Improves the morale of the orkforce.
=elps people identify ith organizational goals.
<osters authority, openness and trust.
Improves the relation ship beteen boss and subordinates.
"ids in organizational development.
;earns from the trainee.
=elps prepare guidelines for the eak aids in understanding and carrying out
organizational policies.
8rovides information for future needs in all areas of the organization.
Organization gets more affective in decision!making and problem solving.
"ids on developing leadership skills motivating loyalty, better attitudes and other
aspects that successful orkers and managers usually display.
@1
=elps keep costs don in many areas, e.g. production, personnel, administration
etc.,
:evelops a sense of responsibility to the organization for being competent and
knoledgeable.
Improves labour management relations.
-educes outside consulting costs by utilizing competent internal consulting.
9timulates preventive management as opposed to putting out fires.
Eliminates sub!optional behaviour 'such as hiding tools(.
5reates and appropriate climate for groth and communication.
=elps employees adjust o change.
"ids in handling conflict, thereby helping to prevent stress and tension.
B&%it$ to th i&-i0i-,a"9 'hich to t,*& ,"timat"# $ho,"- )&%it th
o*.a&i/atio&:
=elps the individual in making better decisions and effective problem solving.
Though training and development, motivation variables of recognition
achievement, groth, responsibility and advancement are international and
operationalised.
"ids in encouraging and achieving self!development and self!confidence.
=elps a person handle stress, tension, frustration and conflict.
8rovides information for improving leadership knoledge, communication skills
and attitudes.
Increase job satisfaction and recognition.
@&
7oves a person toards personal goals, hile improving interactive skills.
9atisfies personal needs of the trainee 'and trainee(
8rovided and the trainee an avenue for groth and say in his#her on future.
:evelops a sense of groth in learning.
=elps a person develops speaking and listening skills also riting skills hen
e3ercised re)uired.
=elps eliminate fear in attempting ne skills.
B&%it$ i& !*$o&&" a&- h,ma& *"atio&$9 I&t*a a&- I&t*-G*o,!
R"atio&$ a&- !o"ic# im!"m&tatio&:0
Improves communication beteen groups and individuals.
"ids in orientation for ne employees and those taking ne jobs through.
Transfer for promotion.
8rovides information on e)ual opportunity and affirmative action.
8rovides information on other governmental las and administrative policies.
Improves inter!personal skills.
7akes organizations policies, rules, and regulations viable.
Improves morale.
Kuilds cohesiveness in groups.
8rovides a good climate for learning, groth and co!ordination.
7akes the organization a better place to ork and live.
N- %o* T*ai&i&.:
@1
Th &- %o* t*ai&i&. a*i$$ -, to th %o""o'i&. *a$o&$0
To march the Employee specifications ith the job re)uirements and
organizational needs. 7anagement finds deviations beteen employee present
specifications and the job re)uirements and organizational needs. Training is needed to
fill these gaps by developing and making the employee*s skills knoledge, attitude,
behaviour etc., to the turn of the job re)uirement and organization.
@2
O*.a&i/atio&a" 0a*ia)i"it# a&- th t*a&$%o*matio& !*oc$$0
The primary goal of the organization is that their viability is continuously
influenced by environments pressure. If the organization does not adapt itself to the
changing.
Tch&o"o.ica" A-0a&c$0
Every organization in order to survive ad to be effective should adopt the latest
technology, i.e. mechanization, computerization and automation. "doption of latest
technological means and methods ill not be complete o enrich tem in the areas of
changing technical skills and knoledge from time to time.
Organizational Complexity
4ith the emergence of increased mechanism and automation manufacturing of
multiple products and by!products or dealing in services of diversified lines, e3tension of
operations, to various regions of the country or in overseas countries, organizations of
most of he companies has become comple3. They create he comple3 problems of
co!ordination and integration of activities adaptable to the e3panding and diversifying
situations. This situation calls for training in the skills of co!ordination, integration and
adaptability to the re)uirements of groth, diversification and e3pansion.
H,ma& R"atio&$:
Trends in approach toards personnel managers has changed form the commodity
approach to partnership, crossing the human relations approach. 9o today management
of most of the organization has to maintain human relations besides maintaining sound
industrial relations although hitherto the managers are not accustomed to deal ith the
@@
orkers accordingly. 9o training in human relations is necessary to deal ith the human
problems including alienation interpersonal and inter group conflicts etc.
Cha&.$ i& 1o) a$$i.&m&t:
Training is also necessary hen the e3isting employee is promoted to the higher
level in the organization and hen there is some ne job or occupation due to transfer.
Training is also necessary to e)uip old employees ith the advanced disciplines,
techni)ues or technology.
Th &- %o* th t*ai&i&. a"$o a*i$$ to:
Increase 8roductivity
Improve )uality of the product#9ervice
=elp a company to fulfill its future personnel needs.
Improve organizational climate.
8revent obsolescence
Effect personal groth
7inimize the resistance to change and
To act as mentor

T*ai&i&. o)(cti0$:
The personnel manager formulates the folloing objectives in keeping ith the
company*s goals and objectives.
To prepare employee both old and ne to meet the present as ell as the
changing re)uirements of the job and the organization.
a( To prevent obsolescence.
@A
b( To impart ne entrants the basic knoledge and skill they neeed got an
intelligent performance of definite job.
c( To prepare employees for higher level tasks.
d( To assist employees to function mote effectively inherit present positions
by e3posing them to the latest concepts, information and techni)ues and
developing the skills they ill need in theist particulate fields.
e( To build up a second line of competent officers and prepare them to
occupy more responsible positions.
f( To develop the potentialities of people for the ne3t level job.
g( To ensure smooth and efficient orking of department.
h( To ensure economical output of re)uired )uality.
i( To promote individual and collective morale, a sense of responsibility co!
operative attitude and good relationships.
@B
ASSESSMENT OF TRAINING NEEDS
Training needs are identified on the basis of organizational analysis, job, analysis
and man analysis. Training program, training methods and course content are to be
planned on the basis of training needs. Training needs are those aspects necessary to
perform the job in an organization in hich employee is lacking attitude#aptitude,
knoledge and skills.
Training needs F job and organizational re)uirement! employee
specification.
a4 T*ai&i&. &-$ ca& i-&ti%# th*o,.h i-&ti%#i&..
O*.a&i/atio&a" &-$ )a$- o&
1( Organizational strength and eakness in different areas.
&( Kack drop of organizational objectives and strategies.
)4 Wo*8$ &-$ )a$- o&
1( >obs to be performed after training.
&( Information about details of orking of different jobs.
1( 9etting standards of performance of various jobs.
2( E3amining of e3isting methodologies of doing the job to meet the
set standards.
c( =uman resource analysis based on
1( Individual employee, his abilities, his skills, his knoledge and attitude.
&( Inputs re)uired for job performance.
@C
1( Individual groth and development in terms of career planning.
ASSESEMENT METHODS:
The folloing are some of the methods use to assess the training needs.
Organizational re)uirements#eaknesses.
:epartmental re)uirements#eaknesses.
>ob specifications and employee specifications.
Identifying specific problems.
"nticipating future problems.
7anagements re)uests observations
Intervie
/roup conferences
?uestionnaire surveys
Test or e3aminations
8erformance appraisal.
P*i&ci!"$ o% t*ai&i&.0
" number of principles have been evolved over the years, hich can
be folloed as guidelines by the trainees. These are essential in order to promote efficient
learning, long Uterm retention, application of skill s and knoledge learned in training to
the actual job situation. 9ome of them are,
a( 7otivation
@D
b( 8rogress information
c( -einforcement
d( 8ractice
e( <ull vs. part
f( Individual difference
A*a$ o% t*ai&i&.
Organization provides training to their employees in the folloing areas.
a( company policies and procedure
b( specific skills
c( human relations
d( 8roblem solving
e( 7anagerial and supervisory skills
f( "pprentice training
AE
T*ai&i&. mtho-$:
O&-th-(o) mtho-$ o%%-th-(o) mtho-$
1( >ob rotation vestibule training
&( 5oaching role playing
1( >ob instruction lecture methods
2( 9tep by step training conferences or discussions
@( 5ommittee assignments programmed instruction
ON-THE 1OB TRIANING METHOD
This type of training, also kno as objective instruction, training, is the most
commonly used method. Inder this method, the individual is placed on a regular job and
taught the skills necessary to perform the job. The trainee learns under the supervision
and guidance of a )ualified orker instructor. On!the!job training has advantage of
giving first hand knoledge and e3perience under actual orking conditions. 4hile the
trainee learns ho to perform the job, he is also a regulars orker rendering the serve for
hich his paid. The problem of transfer of the trainee is also minimized as the person
learns on the job. The emphasis is placed on rendering the services in the effective
manner rather than learning. =o to perform the job on!the!job training method include
job rotation, coaching, job instruction or stop by step training g and committee
assignments.
A1
a( 1o) *otatio&: this trainee involves the movement of trainee form one job
to another. The trainee receives job knoledge and gains e3perience from his
supervisor or trainer in each of the different job assignments. Though this method
of trainings common in training managers for general management position,
trainees can also be rotated from hob to ob in orkshop jobs. This method gives
an opportunity to the trainee to understand the problems of employees of other
jobs and respect them.
b( Coachi&.: the trainee is placed under a particular supervisor functions as
a coach in training the individual. The supervisor provides the feedback to the
trainee on his performance and offers his some suggestions for improvement.
Often the trainee shares some of the duties and responsibilities of the coach and
relieves his of his burden. " limitation of this method of training is that the
trainee may not have the freedom or opportunity to e3 press his on ideas.
c( 1o) i&$t*,ctio&: this method is also knon as step by step training. Inder
this method , trainer e3plains the trainee the ays of doing the jobs , job
knoledge and skills allos hid to do the job . The trainee appraises the
performance of the trainee, provides feedback and corrects the trainee.
A&
d( Committ a$$i.&m&t$: under the committee assignment, group of
trainees are given an asked to solve an organizational problem . The trainee
solves the problem jointly. It develops teamork.
OFF-THE 1IB METHOD:
Inder the method of training, the trainee is separated from the job situation and his
attention I focused upon learning the material related to his future job performance. 9ince
the trainee is not distracted by job re)uirements, he and place his entire concentration on
learning the job rather tan speeding in performing it.
There I sin opportunity for freedom e3pression for the trainee, the methods are as
follos0
a( V$ti)," t*ai&i&.: in this method, actual ork conditions are simulated
in a classroom. 7aterials, files and e)uipments those are used in actual job
performance are also used in training. This type of raining I commonly used for
training personnel for clears and semi skilled jobs. The duration of this training
ranges from days to a fe eeks theory can be related to practice in this method.
b( Ro" !"a#i&.: it I s defined as human interaction that involves realistic
behavior in imaginary situations. This method of training involves action, doing
and proactive. The participant play the role of certain characters, such as
production manager, mechanical engineer, maintenance engineer,
superintendents, )uality control inspectors, fore men. 4orkers and the like. The
method I mostly used to develop interpersonal interactions and effectively ion.
A1
c( Lct,* mtho-: the lecture is a traditional method and direct method of
instruction. The instruction organizes the material it to a group o trainees in the
form of a talk. To be effective the lecture must motivate and create interest
among the trainee an advantage of lecture method it is direct and can bi used for
large group o trainees. Thus cost and tinFme involved are reduced. The major
limitation of the lecture method is that it does not provide for transfer of training
effectively.
d( Co&%*&c: it is a method obtaining the clerical, professional and
supervisory personnel. This method involves a group of people ho pose ideas,
e3amine a those facts, ideas and data, test assumptions and dra concussions, all
of hich contribute to the improvement of job performance.
e( P*o.*amm- i&$t*,ctio&: in recent years this method has become
popular. The subject matter to be learnt is resents in a series of carefully planned
se)uential units. These units ate arranged from simple to more comple3 levels of
instructions. The trainee goes though these units by ansering )uestions or filing
the blanks. This method is e3pensive and consuming.
f( E0a",atio& o% t*ai&i&. !*o.*amm 0 the specification of values forms a
basis of evaluation. the basis of evaluation and the mode of collection of
information necessity for evaluation should be determined at the planning stages
A2
the process of training evaluation has been defined as $any attempt to obtain
information on the effects of training performance and to asses the also of
training ting the light of than information%. Evaluation is crucial in ascertaining
hether or not the training program is providing to be effective and its objectives
ate being achieved. Evaluation leads controlling and coercion the training
programs. =umbling suggested five levels at hich evaluation of training cal
take palaces. They are reactions, learning, job behavior, organization, ultimate
value.
g( F-)ac8: training evaluation information should be provided to the
trainers and instructors, trainees ads all other parties concerned for control,
corrections and improvements of trainees activities. <urther the training evaluator
should follo it up to ensure implementation of the evaluation report at every
state. <eedback info maroon can be collected on the basis of )uestionnaire or
through intervie.
B&%it$ o% t*ai&i&.:
Training is important as it is the most significant part of management control.
Training facilitates the management to achieve its organizational goals effectively by the
effective utilization of human resources. Training g is benefices to both employees and
the organization in the folloing ays.
Kenefit to the organization0 training is advantageous to the organization in the
folloing ays.
A@
a4 im!*o0- !*o-,cti0it#:
Training helps the employees to improve their
performance level. " ell trained employee can perform a task#activity at a faster rate
and accurately by using better methods of ork. This improvement in manpoer
performance helps the organization to achieve high and improved productivity.
)4 Im!*o0- +,a"it# o% 'o*8:
In training programmed, employees ate taught standardized and
better methods of performing activities. 4ell trained employees ate less likely to
make functional mistakes. This proficiency of employees facilitates the organization
to improve the )uality of ork.
Co$t a&- 'a. *-,ctio&:
Trained employees perform less functional #operational mistakes
and make more economical use of materials and machinery. This reduces astages
and results in increased productivity ith high )uality and reduction in cost per unity.
Training even reduces the maintenance cost due to feer machine breakdons and
better handling of e)uipments.
c4 R-,c- $,!*0i$io&:
AA
" ell trained employee tends to be self!supportive, highly motivated and
re)uires less assistance and control. This reduces the supervisor*s burden and in turn
increases the span of supervision.
d4 R-,c- acci-&t$:
Training reduces the fre)uency of accidents because a ell trained
employee adopts the right and safety ork methods. Even the health and safety of
employees can be improved.
4 Em!"o# .*o'th a&- hi.h mo*a"C
Training enhances the knoledge and skills of employees guiding them to
gro faster in their career. This facilitates the organization to achieve its goals
effectively. 8roper training develops positive attitude among employees and this
improves the morale and job satisfaction. Training even reduces the grievances as a
ell trained employee I given the opportunity of promotion and job security.
h4 im!*o0- o*.a&i/atio&a" c"imat:
" sound programmed improves the organizational climate including,
harmonious industrial relations, improved discipline, decentralized authority,
participative management, reduced resistance to change and organizational stability.
Thus, it can be concluded that training is an investment in people and a
systematic training is a sound business investment.
AB
HRIS:
=uman resource information system is systematic procedure for collecting, storing,
maintain, and retrieving data need by an organization about its human recourse and
various activities that ate relevant for their management.
HRC:
In the present highly comple3 environment , =- counseling has become drive
responsibility of =- manager as counseling plays vital role in different aspects of
managing human resource like career planning and development , performance
management , stress management, and other areas hich may effect employees
emotionally. The basic objective of counseling is to bring an employee back to his normal
mental position in hich he as before the emotional problem emerged.
SENSITIVIT5 TRAINING:
9ensitivity training is a small!group interaction process in the unstructured form
hich re)uires people to become sensitivity to others feelings in order to develop
reasonable group activity.
CIPP APPROACH:
This approach takes conte3t, process and product for evaluation.
Co&tDt 0o",tio&0 involves evaluation of training and
development needs analysis and formulation objective in the light of needs.
I&!,t 0a",atio&: involves evaluation of determining policies,
budget, schedules, and procedures for organization programmed.
AC
P*oc$$ 0a",atio&0 involves of preparation of reaction sheets,
rating scales and analysis of relevant records.
P*o-,ct 0a",atio&: involves measuring and interpreting the
attainment of training and development objectives.
PERFORANCE APPRAISAL
8erformance appraisal is the systematic evaluation of the individual ith regard
to his or her performance on the job and his potential for development.
1OB ANAL5SIS:
>ob evaluation process starts ith the base provide by job analysis. >ob analysis
identifies various dimensions of a job in to forms, job description and job specification.
>ob descriptions provide responsibility involves in the performing of the job hile job
specifications provides attributes re)uired in the job performer.
MA@ING-HR-COMMUNICATIONEFFECTIVE:
It is essential that special efforts ate taken to make =- communication effective.
These efforts are need because =-5 suffers due to operation of a number of barriers
against it hich are as follos.
Inade)uate appreciation of need for =-5 by the organization
Inade)uate appreciation of hat is to be communicated.
Tendency of keeping =- policies and practices confidential.P
;anguage problem in the case of multi!lingual composition of
orkforce.
5ost involved in =- communication.
AD
CHAPTER-IV
DATA ANAL5SIS
?
INTREPRETATION
BE
:. 5o,* o*.a&i/atio& o%%* t*ai&i&. %o* #o,E
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
#$ =F :FFG
&o F FG
$omtim$ F FG
a4 5$ )4 &o c4 $omtim$
A$ !* th $,*0# it 'a$ %o,&- that o*.a&i/atio& !*o0i- t*ai&i&. %o* ach
m!"o# i& th o*.a&i/atio&
;. I& 'hich a*a$ t*ai&i&. i$ !*o0i-- to #o,E
a4 Com!a&# !o"ici$ ? !*oc-,* )4 tch&ica" $8i""$
B1
c4 P*o)"m $o"0i&. ca!a)i"iti$ -4 a"" th a)o0
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
Com!a&# !o"ici$ ? F FG
tch&ica" $8i""$ F FG
P*o)"m $o"0i&. F FG
a"" th a)o0 =F :FFG
A$ !* th $,*0# it 'a$ %o,&- that th o*.a&i/atio& !*o0i-$ t*ai&i&. %o*
m!"o# i& a"" a*a$
<. Do #o, thi&8 i&c*a$ #o,* !*%o*ma&c9 commitm&t ? moti0atio&E
a4 5$ )4 &o c4 $omtim$
B&
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
#$ << H;.>G
&o F FG
$omtim$ B :B.>G
A$ !* th $,*0# it 'a$ %o,&- that H;.>G o% th m!"o# %"$ that t*ai&i&.
!*o.*amm$ i&c*a$ th !*%o*ma&c9 commitm&t ? moti0atio&9 a&- :B.>G %"$
$omttim$
=. -o #o, thi&8 that9 #o, a* ac+,i*- $om &' $8i""$ ? 8&o'"-. %*om t*ai&i&.
!*o.*amm$E
a4 5$ )4 &o c4 $omtim$
B1
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
#$ ;A A>G
&o F FG
$omtim$ := <>G
A$ !* th $,*0# it 'a$ %o,&- that A>G o% th m!"o# %"$ that th#
ac+,i* $om $8i""$ ? 8&o'"-. %*om t*ai&i&. !*o.*amm$9 a&- <>G %"
$omtim.
>. Do #o, thi&8 that t*ai&i&. !*o.*amm$ c*at $om com!titi0 &0i*o&m&t at
'o*8 !"acE
a4 5$ )4 &o c4 $omtim$
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
#$ ;I B;.>G
&o F FG
$omtim$ :: ;B.>G
B2
A$ !* th $,*0# it 'a$ %o,&- that B;.>G o% th m!"o# %"$ that th
t*ai&i&. !*o.*amm$ c*at $om com!titi0 &0i*o&m&t at 'o*8!"ac9 a&-
;B.>G %" $omtim.
A. I% #$JK Ho' it i$ %%cti&.E
a4 Moti0ati&. )4 -moti0ati&.
c4 Somtim$ moti0ati&. a&- $omtim$ -moti0ati&.
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
Moti0ati&. :I =B.>G
-moti0ati&. F FG
Somtim$ moti0ati&. ;: >;.>G
B@
A$ !* th $,*0# it 'a$ %o,&- that =B.>G o% th m!"o# %"$ that moti0ati&.
a&- >;.>G %" that Somtim$ moti0ati&. a&- $omtim$ -moti0ati&..
B. T*ai&i&. !*o.*amm$ a* )&%icia" to th o*.a&i/atio&E
a4 5$ )4 &o c4 $omtim$
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
#$ <B I;.>G
&o F FG
$omtim$ < B.>G
BA
A$ !* th $,*0# it 'a$ %o,&- that I;.>G o% th m!"o# %"$ t*ai&i&.
!*o.*amm$ a* )&%icia" to th o*.a&i/atio& a&- B.>G %" $omtim$.
H. What a* #o,* o*.a&i/atio&L$ o)(cti0$ i& co&-,cti&. t*ai&i&. !*o.*amm$E
a4 Acc,*ac# )4 $!- ,!
c4 I&c*a$ $8i"" ? 8&o'"-. -4 a"" th a)o0
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
Acc,*ac# A :AG
$!- ,! F FG
I&c*a$ $8i"" ? 8&o' :< <;G
a"" th a)o0 ;: >;G
BB
A$ !* th $,*0# it 'a$ %o,&- that :>G o% th m!"o# %" that
o*.a&i/atio& o)(cti0 to co&-,ct t*ai&i&. !*o.*amm$ i$ %o* acc,*ac#9<;.>G
%o* i&c*a$ $8i"" ? 8&o'"-.9 >;.> %o* a"" th a)o0.
I. i% #o, a* &ot !*o0i-- 'ith a t*ai&*9 th& o& 'hom -o #o, -!&-E
a4 HR -!a*tm&t )4 "i& ma&a.*
c4 Imm-iat $,!*0i$o* -4 a&# oth*
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
HR -!a*tm&t <H I>G
Li& ma&a.* F FG
Imm-iat $,!*0i$o* F FG
A&# oth* ; >G
BC
A$ !* th $,*0# it 'a$ %o,&- that I>Go% m!"o# $a#$ -!&- o& h*
-!a*tm&t %o* t*ai&i&. !*o.*amm$ a&- >G o& a&# oth*.
:F. Do #o, thi&89 i& #o,* o*.a&i/atio& t*ai&i&. !*o.*amm$ a* %%cti0E
a4 5$ )4 &o c4 $omtim$
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
5$ << H;.>G
No F FG
$omtim$ B :B.>G
BD
A$ !* th $,*0# it 'a$ %o,&- that H;.>G o% th m!"o# %"$ that
o*.a&i/atio& t*ai&i&. !*o.*amm$ a* %%cti0 a&- :B.>G %"$ $omtim$.
::. I$ #o,* t*ai&* $ho' !a*tia"it# to'a*-$ m!"o#$E
a4 F*+,&t"# )4 &o c4 occa$io&a""#
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
F*+,&t"# F FG
No =F :FFG
occa$io&a""# F FG
CE
A$ !* th $,*0# it 'a$ %o,&- that :FFG o% th m!"o# %"$ that t*ai&*
-o$ &ot $ho' a&# !a*tia"it# to'a*-$ m!"o#.
:;. Do #o, thi&8 that t*ai&i&. !*o.*amm$ %%o*t$ h"! ma&a.m&t i& *achi&.
o)(cti0$E
a4 5$ )4 &o c4 $omtim$
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
5$ ;B AB.>G
No F FG
$omtim$ :< <;.>G
C1
A$ !* th $,*0# it 'a$ %o,&- thatAB.>G o% th m!"o#$ %"$ that t*ai&i&.
!*o.*amm$ 'i"" h"! th ma&a.m&t to *ach th o)(cti0 a&- <;.>G %"$
$omtim$.
:<. A"o&. 'ith t*ai&i&. !*o.*amm$9 -o #o, &- a&# oth* moti0atio&a"
!*o.*amm$ to .t $,cc$$ at 'o*8 !"acE
a4 5$ )4 &o c4 $omtim$
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
5$ := <>G
No > :;.>G
$omtim$ ;: >;.>G
C&
A$ !* th $,*0# it 'a$ %o,&- that <>G o% th m!"o#$ %"$ that th &-
$om oth* moti0atio&a" !*o.*amm$ to .t $,cc$$ at 'o*8 !"ac a&- :;.>G
%"$ &o9 >;.>G %"$ $omtim$.
:=. Do #o, thi&8 that t*ai&i&. !*o.*amm$ $ho,"- ) !*o0i-- o& th )a$i$ o%
!*%o*ma&c o% m!"o#$E
a4 5$ )4 &o c4 $omtim$
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
5$ :H =>G
No A :>G
$omtim$ :A =FG
C1
A$ !* th $,*0# it 'a$ %o,&- th =>G o% m!"o#$ %"$ that t*ai&i&.
!*o.*amm$ $ho,"- ) !*o0i- o& th )a$i$ o% !*%o*ma&c 9:>G %"$ &o9 =FG %"$
$omtim$.
:>. What a* th $,..$tio&$ #o, .i0 *.a*-i&. t*ai&i&. !*o.*amm$E
a4 E0*# thi&. i$ .oo- )4 $om cha&.$ i& t*ai&i&.
!*o.*amm$
Cat.o*# N,m)* o% *$!o&-&t !*c&ta.
E0*#thi&. i$ .oo- <I IB.>G
Som cha&.$ i&
t*ai&i&. !*o.*amm$
: ;.>G
C2
A$ !* th $,*0# it 'a$ %o,&- that IB.>G o% th m!"o#$ %" that
0*#thi&. i$ o8 i& o*.a&i/atio& t*ai&i&. !*o.*amm$ a&- ;.>G %"$ $om
cha&.$ i& t*ai&i&. !*o.*amm$.
C@
CHAPTER-V
<I.:I./9 J 5O.5;I9IO.
9I//E9TIO.9
?IE9TIO.."I-E
KIK;IO/-"8=H
FINDINGS
Training programmes provided by I7KHOI is almost good.
Training ill be very useful to employees in their present job.
Training program helps employees to take ne challenges in their present job.
7ost of the employees are using ne skills in their present job.
CA
"ccording to the training program employees to take ne roles in the
organization.
4ith the help of training program employees ill increase their productivity.
"fter this Training program they are doing their job more confidently.
Training program brought positive impact on employee behavior.
CONCLUSION:
The report in training and development in IMB5OU I&-ia P0t. Lt-.9 has brought
into light the total picture of the employee*s attitude toards training and
development.
CB
7ost of the respondents have e3pressed that they are interested in the on! the! job
method.
7ost respondents e3pressed that feedback is collected from all the participants in
the program.
The employee in the organization are ell participated in the training program.
The training is being given to the employees at regular interval.
7ost of the employees are very much satisfied about the selection of the
candidates for training.
7ost of the employees are e3pressed that the training programmed is imparting
the latest technology in the market.
7ost of the employees agree ith the training programmed meet pre!specified
objectives.
7ost of the employees are respond positive ith the training programmed
conducted in the organization.
It is found that some of the employees are not aare or the training policy in
IMB5OU I&-ia P0t. Lt-. =ence they are made to be aare.
7ost of the employees agree ith the training help you to upgrade soft skills like
communication skills, leadership, team building etc.
7ost of the employees agree ith the organization provide training for both
present and ne employees.
SUGGESTIONS
CC
1. "long ith training programmes organization should provide some other motivational
programmes
&. Implement training institutions at near the organizations
1. Evaluate cost of training and its result of training.
2. <rame the training programes chart and proper care should be taken hile conducting
the training.
@. " proper performance appraisal system should be adopted.
A. In my opinion if the above suggestions are folloed total training programme.
B. <eedback must be collected from the entire trainer
C. Organization should provide immediate supervisor solving employee*s problem
2UESTIONNAIRE
.ame of the respondentsP
"ge 0
CD
Education 0
:epartment 0
:esignation 0
:. 5o,* o*.a&i/atio& o%%* t*ai&i&. %o* #o,E
a4 5$ )4 &o c4 $omtim$
;. I& 'hich a*a$ t*ai&i&. i$ !*o0i-- to #o,E
a4 Com!a&# !o"ici$ ? !*oc-,* )4 tch&ica" $8i""$
c4 P*o)"m $o"0i&. ca!a)i"iti$ -4 a"" th a)o0
<. Do #o, thi&8 i&c*a$ #o,* !*%o*ma&c9 commitm&t ? moti0atio&E
a4 5$ )4 &o c4 $omtim$
=. -o #o, thi&8 that9 #o, a* ac+,i*- $om &' $8i""$ ? 8&o'"-. %*om t*ai&i&.
!*o.*amm$E
a4 5$ )4 &o c4 $omtim$
>. Do #o, thi&8 that t*ai&i&. !*o.*amm$ c*at $om com!titi0 &0i*o&m&t at
'o*8 !"acE
a4 5$ )4 &o c4 $omtim$
A. I% #$JK Ho' it i$ %%cti&.E
a4 Moti0ati&. )4 -moti0ati&.
DE
c4 Somtim$ moti0ati&. a&- $omtim$ -moti0ati&.
B. T*ai&i&. !*o.*amm$ a* )&%icia" to th o*.a&i/atio&E
a4 5$ )4 &o c4 $omtim$
H. What a* #o,* o*.a&i/atio&L$ o)(cti0$ i& co&-,cti&. t*ai&i&. !*o.*amm$E
a4 Acc,*ac# )4 $!- ,!
c4 I&c*a$ $8i"" ? 8&o'"-. -4 a"" th
a)o0
I. I% #o, a* &ot !*o0i-- 'ith a t*ai&*9 th& o& 'hom -o #o, -!&-E
a4 HR -!a*tm&t )4 "i& ma&a.*
c4 Imm-iat $,!*0i$o* -4 a&# oth*
:F. Do #o, thi&89 i& #o,* o*.a&i/atio& t*ai&i&. !*o.*amm$ a* %%cti0E
a4 5$ )4 &o c4 $omtim$
::. I$ #o,* t*ai&* $ho' !a*tia"it# to'a*-$ m!"o#$E
a4 F*+,&t"# )4 &o c4 occa$io&a""#
:;. Do #o, thi&8 that t*ai&i&. !*o.*amm$ %%o*t$ h"! ma&a.m&t i& *achi&.
o)(cti0$E
a4 5$ )4 &o c4 $omtim$
D1
:<. A"o&. 'ith t*ai&i&. !*o.*amm$9 -o #o, &- a&# oth* moti0atio&a"
!*o.*amm$ to .t $,cc$$ at 'o*8 !"acE
a4 5$ )4 &o c4 $omtim$
:=. Do #o, thi&8 that t*ai&i&. !*o.*amm$ $ho,"- ) !*o0i-- o& th )a$i$ o%
!*%o*ma&c o% m!"o#$E
a4 5$ )4 &o c4 $omtim$
:>. What a* th $,..$tio&$ #o, .i0 *.a*-i&. t*ai&i&. !*o.*amm$E
a4 E0*# thi&. i$ .oo- )4 $om cha&.$ i& t*ai&i&.
!*o.*amm$
Si.&at,* o% m!"o#
BIBLIOGRAPH5
@.V. SUBBARAO PERSONAL6HUMAN RESOURCE MANAGEMENT9
D&
@ONAR@ PUBLISHER PRIVATE LIMITED9
DELHI9 :IIA.
L.M. PRASAD PRINCIPLE AND PRACTICE OF MANAGEMENT9
SULTAN CHAND ? SONS9
NEW DELHI :IHI.
C.B MAMORIA PERSONAL6HUMAN RESOURCE MANGEMENT9
HIMALA5A PUBLISHING HOUSE
;>
th
EDITION ;FF>9
WEBSITESC
'''..oo.".com
'''.c*am"i&-ai*#.com
D1