A study on

How employees felt about different trainings offered by AUROBINDO

PHARMA LTD, UNIT-11, PYDIBHIMAVARAM.
In partial fulfillment of the Degree in

MASTERS OF BUSINESS ADMINITRATION

By

PAMMI DRAVYA SREE

(Reg no : 21331E00A2)

Under the Supervision of

Dr. M.V.V BHANU

MBA, Ph.D.
Assistant Professor

DEPARTMENT OF MANAGEMENT STUDIES

JNTU- Kakinada. Check WITH DEPT

 DECLARATION
I, P.DRAVYA SREE. , hereby declare that the project report entitled” A STUDY ON How
employees felt about different trainings offered by AUROBINDO PHARMA LTD” in
AUROBINDO PHARMA, PYDIBHIMAVARAM, has been prepared by me in partial fulfilment
of the requirement for the award of degree of “MASTERS OF BUSINESS
ADMINISTRSTION ” from MVGR COLLEGE OF ENGINEERING(A).

P.DRAVYA SREE

Redg.No:21331E00A2.
 ACKNOWLEDGEMENT

With great pleasure, I express my deep sense of gratitude to the management of "AUROBINDO
PHARMA LTD , UNIT-11 , PYDIBHIMAVARAM " I convey my sincere thanks to the
organization that has motivated me with their valuable suggestion and helped throughout the
project in permitting to perform various tasks in this esteemed organization

I express my sincere my thanks to Mr. R. Narasimha Murthy, Sr. Manager HR.

PYDIBHIMAVARAM , RANASTALAM(M) , SRIKAKULAM(DIST) , for his kind co-
operation to complete my project work successfully

I would like to thank Dr. M V.V. BHANU , Assistant Professor, Department of management
studies, and MVGR College of Engineering for his valuable guidance and intellectual
suggestions during this project.

I would like to forward my sincere and gratitude to our Dr. G. V.S. S. N. SANYASI RAJU
(Head of the Department) Department of management studies, MVGR College of
Engineering, for their motivation and guidance during the course of study.

I would like to forward my sincere thanks and gratitude to our principal

Dr. RAMAKRISHNAN RAMESH for availing me the opportunity to do this project work.

PAMMI DRAVYA SREE

21331E00A2.
 CONTENTS

CHAPTER - 1: INTRODUCTION

• Introduction

• objectives of the study

• Research methodology

CHAPTER - II : PROFILE OF PHARMACEUTICAL INDUSTRY

• Evolution of Pharmaceutical

• Organizational Structure

CHAPTER- III: THEORITICAL REVIEW

CHAPTER - IV: DATA ANALYSIS

CHAPTER V: FINDINGS, SUGGESTIONS AND CONCLUSION

BIBILOGRAPHY

ANNEXURE
 CHAPTER -1
INTRODUCTION
“If you wish to plan for a year, sow seeds. If you wish to plan for 10 years, plan a tree. If
you plan for lifetime, develop MEN.”
----- Kuang Chung Trum

Human Resource refers to the individuals or personnel or workforce within an organization

responsible for performing the tasks given to them for the purpose of achieving the goals
and objectives of the organization. They are said to be the key to organizational success in
the modern era of globalization providing a source of sustainable competitive advantage in a
highly competitive environment. Human Resource refers to the knowledge, skills, creative
abilities, talents, aptitudes, values and beliefs of the work force of an organization. They play
a very important role in building and developing an organization. The effective utilization of
Human Resources paves the path to achieve organizational goals and ultimately the success
of an organization. (Casio 2006).

Human resources being the most significant and active factor of production becomes the key
to optimize the utilization of all the other material resources. Developing the human
resources, upgrading their skills and knowledge would lead to organizational development.
In the period of rapidly changing technology and increasing competition, the organizations
are becoming highly conscious about the development of its human resources. No
organization can afford to ignore the development of its human resource if it aims at
achieving standards of excellence. Almost all the major organizations have an HRD
department so as to effectively deal with human resources.

HUMAN RESOURCE DEVELOPMENT (HRD)

HRD is a planned and systematic approach to development of employees for both

organizations and employees benefit. It is an organized learning experience aimed at
matching the organizational need for human resource with the individual need for career
growth and development. It can be defined as a system and process concerned with an
organized series of learning activities, within specified time limits designed to produce
behavioural changes in human resource in such a way that they acquire desired level of
competence for present or future role. Thus HRD brings about total all round development
of the people so that they can contributetheir best to the organization.

DEFINITIONS OF HRD
Dr. Len Nadler “HRD means an organized learning experience within a period of time with
anobjective of producing the possibility of performance change”.

M. N. Khan “HRD is the process of increasing knowledge, skills, capabilities and positive
workattitude and values of all people working at all levels in a business undertaking.”

John E Jones: “HRD is an approach to the systematic expansion of peoples work

relatedabilities, focused on the attainment of both organizational and personal goals.”

Dimensions of HRD

A well structured HRD program is expected to have the following components.

• Manpower planning
• Recruitment, selection and placement
• Training and development
• Performance Appraisal
• Job Rotation
• Wage and salary Administration
• Career planning and Development
• Organizational Development
• Quality circle
• Human Resource information system.

• Manpower planning: Manpower planning is a process for determining

manpower requirements and the means for meeting those requirements in order to have
an adequate number of qualified persons, available at proper time, performing jobs
which would meet the needs of the organization and formulating plans to meet such
needs.
• Recruitment, Selection and placement: Recruitment is generation of application
for specific positions for actual or anticipated. The ideal recruitment effort will be to generate
adequate number of suitable applicants.
• Selection is the process of ascertaining the qualifications, experience, skill
knowledge, etc. of an applicant with a view to appraising his/her suitability to
a job. Placement is the process of assigning the selected candidate with the
most suitable job.
• Training and Development: Training is a learning process that seeks to bring
about a permanent improvement in the ability and behavior of the employees by enabling
them to acquire new skills, knowledge and attitude for more efficient performance.
Development is an educational process which is directed to increase the ability of employees to
perceiveand apply knowledge in terms of cause and effect relationship.

• Performance Appraisal: Performance Appraisal is a process of determining how

well a worker is performing his job. It provides a mechanism for identification of
merit anddeficiencies observed in an employee in relation to his job performance.
 • Job Rotation: It involves movement of an employee through a range of jobs in order
to increase interest and motivation. This approach widens the activities of a
worker byswitching him or her around a range of work.
• Wage and Salary Administration: It refers to the process of compensating
organizations employees in accordance with accepted policy and procedures. The
overall goal of a wage and salary administration program is to attract, retain and
motivate employees, while at the same time ensure sound financial practices.
• Career Planning and Development: It refers to the planning of one‟s career
and implementation of career plans by means of education, training, job search and
acquisition of work experiences. Career planning aims at generating among employees
an awareness of their strengths and weakness and helping them to match their skills
and abilities to the organizational demands
• Organizational Development: Organizational Development is an organization
wide,planned effort managed from the top level management, placing emphasis
on makingappropriate intervention in the ongoing activities of the organization.
It is a planned change strategy aimed at developing and revitalizing the adaptive
capacities of anorganization.
• Quality circle: A self- governing group of workers with or without their
supervisors constitute a quality circle who voluntarily meets regularly to identify,
analyze and solveproblems of their work field.
• Human Resource Information systems: It is a systematic way of storing
information and data for each individual employee to aid planning, decision making
and supply ofreturns to external agencies.

OBJECTIVES OF THE STUDY:

The following objectives have been designed for the summer internship.

• To understand the profile of Aurobindo Phrmacy..

• To study and analyze an employee’s opinions on different trainings offered by Aurobindo

Phama.

• To offer improvements and suggestions to company.

RESEARCH METHODOLOGY:

Generally, Research means analyzing and collecting the data regarding the selected topic and
editing the collected data and finally making a report in a formatted way regarding the selected
topic.

Methodology adopted is collection of information in a systematic manner in order to analyze and

verify a phenomenon.

The information is collected through primary and secondary sources during the course of the
study. That information will be utilized for computing ratios after the analysis of which
interpretations were made.

Data collection methods:

Primary Data:

The primary data was obtained using the survey method. These include the distribution of
questionnaires and collection of data from key respondents and professionals pertaining to the
industry.

In order to achieve the aim and objectives of the study, well-designed questionnaire with both
close-ended and open-ended questions were formulated to gather information from appropriate
respondents. The wordings were without bias and the questions provided multiple-choice
options, which gave the respondents the opportunity to present their ideas by way of selecting
from the options, provided.

Secondary Data:

The data which is already documented by someone else for particular purposes are said to be
secondary data.

Sampling design:

Simple random sampling technique is consideration for this project from the total group.
Therefore, I tried to collected information from every kind of employee and manager from
Aurobindo.

➢ Sample space - Aurobindo Pharma ltd

➢ Samples – Employees from different units
➢ Sampling technique -Simple random sampling
➢ Sampling size –100
Analysis: The percentage of responses will be shown through a graphical representation.
LIMITATION OF THE STUDY

Due to the following unavoidable and uncontrollable factors the result might not be accurate.
Some of the problems might face while conducting the survey are as follows:

• The answers given by the respondents have to believed and have to be taken for granted
as truly reflecting their perception.

• Time limit constrain.

• The company will have some Confidentiality of information which cannot be discussed.

• Hence the success of the study depends highly on the answers given by the respondents.
 CHAPTER - 2
INDUSTRY PROFILE AND COMPANY PROFILE

INDUSTRY PROFILE

INTRODUCTION:
The first Indian pharmaceutical company, Bengal Chemicals and Pharmaceutical Works, which
still exists today as one of 5 government-owned drug manufacturers, appeared in Calcutta in
1930. These five public sector drug-manufacturing units under the Ministry of Chemicals and
Fertilizers are: Indian Drugs and Pharmaceutical Limited (IDPL), Hindustan Antibiotics Limited
(HAL), Bengal Immunity Limited (BIL), Bengal Chemicals and Pharmaceutical Limited (BCPL)
and Smith Stanistreet Pharmaceutical Limited (SSPL). In addition, there are a number of
pharmaceutical manufacturing units under the control of state governments such as Goa
Antibiotics Ltd. and Karnataka Antibiotics Ltd. For the next 60 years, most of the drugs in India
were imported by multinationals either in fully-formulated or bulk form. There are
24,000licensed pharmaceutical companies. Of the 465 bulk drugs used in India, approximately
425 are manufactured here. India has more drug manufacturing facilities that have been approved
by the U.S. Food and Drug Administration than any country other than the US. Indian generics
companies supply 84% of the AIDS drugs that Doctors without Borders uses to treat 60,000
patients in more than 30 countries.
India is the largest provider of generic drugs globally with the Indian generics accounting for 20
percent of global exports in terms of volume. Of late, consolidation has become an important
characteristics of the Indian pharmaceutical market as the industry is highly fragmented.
India enjoys an important position in the global pharmaceuticals sector. The country also has
large pool of scientist and engineers who have the potential to steer the industry ahead to an even
higher level. Presently over 80%of the antiretroviral drugs used globally to combat AIDS
(Acquire Immune Deficiency Syndrome) are supplied by Indian pharmaceutical firms.
The UN-backed medicines patent pool has signed six sub-licences with Aurobindo, Cipla,
Desna, Emcure, Hetero Labs and Laurus Labs, allowing them to make generic anti-AIDS
medicine Tenofovir Ala fenamide (TAF) for 112 developing countries.

HISTORICAL BACKGROUND OF PHARMA INDUSTRY

The origin of the earlier drugstores goes back to the middle-ages. The first known drugstore was
opened by Arabian pharmacists in Baghdad and it gave way to many more, which soon started
operating throughout the medieval Islamic world and eventually medieval Europe. Many of the
drugstores in Europe and North America had gradually developed into larger pharmaceutical
companies by the 19th century.

The late 19th and early 20th centuries gave birth too many of today's major pharmaceutical
companies. The discoveries of the 1920s and 1930s, such as insulin and penicillin, became the
mass-manufactured and distributed drug of that time. Switzerland, Germany and Italy were
among the front runners in these industries, with the UK, US, Belgium and the Netherlands
following them. In 1910s the pharmaceutical production began in India with the establishment
ofBengal Chemical and Pharmaceutical Works in Calcutta and Alembic Chemicals in Baroda
privately. With British initiatives pharmaceutical research institutes for tropical diseases like
King Institute of Preventive Medicine, Chennai (in Tamil Nadu),Central Drug Research Institute,
Kasauli (in Himachal Pradesh), Pastures Institute, Coonoor (in Tamil Nadu), etc was setup. In its
early stages the industry received a setback during the post World War II period, as a result of
which a new therapeutic development in the Western countries had started. Natural elimination
of the older drugs gave way to the newer drug like sulpha, antibiotics, vitamin, hormones,
antihistamine etc. This resulted in the elimination of local drugs using indigenous materials and
now the industry was forced to import bulk drugs meant for processing them into formulations
and for selling in the domestic market.

The Stages of Growth

The Indian pharmaceutical industry had four stages of growth:

In the first stage during 1950s–60s, the industry was largely dominated by foreign companies
and it was dependent on imported bulk drugs. Foreign firms, were enjoying a strong patent
protection under the Patent and Design Act 1911, this had an adverse effect on the
localproduction. Given the inadequate capabilities of the domestic sector to start local production
of bulk drugs and hesitation of foreign firms to do so, the government decided to intervene by
starting public sector enterprises. This led to the establishment of the Indian Drugs and
Pharmaceuticals Ltd. (IDPL) plants at Rishikesh and Hyderabad in 1961 and the Hindustan
Antibiotics at Pimpri, Pune, in 1954 to manufacture penicillin. The starting of the public sector
enterprises ha s been an important feature in the evolution of the pharmaceutical industry and
hasrevolutionary importance in the history of the Indian Pharmaceutical company. As these
public sector industries took initiatives in producing bulk drugs indigenously and motivated the
private domestic sector.

The second growth stage of the industry took place in the year 1970s. The enactment of the
Indian Patent Act (IPA) 1970 and the New Drug Policy (NDP) 1978 during this stage are
important milestones in the history of the pharmaceutical industry in India. The IPA reduced the
scope of patenting to only processes and non pharmaceutical products. It also reduced the period
from sixteen to seven years. This brought in a number of changes in patent system. Compulsory
licensing after three years of the patent was also recognized. The enactment of the process patent
significantly led to the local technological development via adaptation, reverse engineering and
new process development.

As there are many ways to produce a drug, the domestic companies were able to find out ways of
producing less costly and quality drugs for supply in the domestic market. This led to the growth
and development of the domestic firms in the market. Pressure was mounted on foreign
companies to locally manufacture bulk drugs and that too from the basic stage. Firms producing
high technology drugs were allowed foreign ownership up to 74 per cent under the Foreign
Exchange Regulation Act (FERA) 1973 under it only those foreign firms that are simply
producing formulations based on imported bulk drugs were required to start local production
from the basic stage within a two-year period. Otherwise, were required to reduce their foreign
ownership holding to 40 per cent.
New foreign investments were to be permitted only when the production involves high
technology bulk drugs and formulations thereon. The soft patent policy and policies of the
government against foreign firms affected the industry and leaded strong growth impetus to the
domestic sector during 1980s.

In the third stage of its development, near self-sufficiency was achieved in the technology and
production of domestic enterprises based on large scale reverse engineering and process
innovation. This was for production of bulk drugs and has developed manufacturing techniquefor
all forms like tablets, capsules, liquids, orals and Injectables and so on. This gave a competitive
edge to the domestic firms in the national and international markets. In 1991, domestic firms
have emerged large in the market having about 70 and 80 per cent of the market shares in the
case of bulk drugs and formulations respectively.

The industry with more than 30 per cent of its production being exported to foreign markets
made it one of the most export-oriented industry of India (Kumar and Pradhan, 2003). In terms
oftrade, the deficit which was experienced in the seventies was replaced by trade surpluses
during 1980s.

The growth momentum which started in the third stage continued in the fourth stage of the
evolution of the industry during 1990s. The production and formulations of bulk drugs rose new
heights and the share of bulk drugs in total production from a low of 11 per cent in the year1955-
56 has gone up to 19 per cent in the year 1999-2000. This stage has also witnessed dramatic
changes in the strategic policy of the pharmaceutical industry. Under this the licensing
requirement for drugs was abolished, 100 per cent foreign investment was permitted under
automatic route, and minimum restrictions were imposed on price control.

After the three Amendments carried out in March 1999, June 2002 and April 2005 on the Patent
Act 1970, the Indian patent regime was brought in harmony with the WTO agreement related to
Trade Related Intellectual Property Rights (TRIPs). The third and the final one, known as the
Patents (Amendment) Act, 2005 came into force on 4th April 2005 and it also introduced
productpatents in drugs, food and chemicals sectors. The term of patenting was increased to 20
years period. With these changes in the patent policy regime in the 1990s, started a new era in
the history of Indian pharmaceutical industry where the trade patterns and industrial
performancewas determined by the various features such as free imports, foreign investment and
technological superiority.The Indian pharmaceutical industry is looking at this era of
globalization as both an opportunity and a challenge.

PHARMACEUTICAL INDUSTRY IN INDIA

The country has an established domestic pharmaceutical industry, with a strong network of 3000
drug companies and about 10,500 manufacturing units.
Out of these, 1,400 units are World Health Organization (WHO) good manufacturing practice
(GMP) approved; 1,105 have Europe’s certificate of suitability (CEPs); more than 950 match
therapeutic goods administration (TGA) guidelines; and 584 sites are approved by the US Food
and Drug Administration (USFDA).

The pharmaceutical industry in India produces a range of bulk drugs, which are the key acting
ingredients with medicinal properties that form the basic raw materials for formulations.

Bulk drugs account for roughly one-fifth of the industry output while formulations account for
the rest. India also has the expertise for active pharmaceutical ingredients (APIs) and sees
significant opportunities for value-creation.

At present, Indian companies supply over 80 percent of the anti-retro-viral drugs used globally
tocombat AIDS (Acquired Immuno Deficiency Syndrome).

Six domestic firms – Aurobindo, Cipla, Desano, Emcure, Hetero Labs, and Laurus Labs have a
sub license with the UN-backed Medicines Patent Pool to manufacture anti-AIDS medicine
Tenofovir Alafenamide (TAF) for 112 developing countries.

Key players in the industry

India’s generic drug producers hold a strong position in the global supply chain and play an
integral role in developing the pharmaceutical industry.

Some of the major domestic players in the industry include Sun Pharmaceutical Industries, Cipla,
Lupin, Dr. Reddy’s Laboratories, Aurobindo Pharma, Zydus Cadila, Piramal Enterprises,
Glenmark Pharmaceuticals, and Torrent Pharmaceuticals.

Major pharmaceutical clusters

Andhra Pradesh, Gujarat, Maharashtra, and Goa are the major pharmaceutical manufacturing
clusters in the country. The bulk drug clusters are located primarily in Ahmedabad, Vadodara,
Mumbai, Aurangabad, Pune, Hyderabad,Chennai, Mysore, Bangalore and
Visakhapatnam(Vizag).

The pharmaceutical hubs offer investment opportunities in the production of API or bulk drugs,
biosimilars, vaccines, neutrceuticals, as well as food and drug testing and contract research

MARKET SIZE:
Indian pharmaceutical sector is estimate to account for 3.1-3.6 percent of the global
pharmaceutical industry in value terms and 10 percent in volume terms. It is expected to grow to
US$100billion by 2025. The market is expected to grow to US$55 billion by 2020, there by
emerging as sixth largest pharmaceutical market, constituting nearly 80 percent of market share
(in terms of revenues). The sector is expected to generate 58,000 additional job opportunities by
the year 2025.

India’s pharmaceutical exports stood at US$16.8 billion in 2016-17 and are expected to grow by
30 percent over the next three years to reach US$20 billion by 2020, according to the
Pharmaceutical Export Promotion Council of India (PHARMEXCIL). Exports of the
pharmaceutical items reached Rs.696.84 billion (US$10.76 billion) during April 2017- January
2018

India companies received 304 Abbreviated New Drugs Application (ANDA) approval from the
US Food and Drug administration (USFDA) in 2017.The country accounts for around 30 percent
(by volume) and about 10 percent (value) in the US$ 70-80 billion US generics market.

INVESTMENT:

The union cabinet has given its nod for the amendment of the existing Foreign Direct Investment
(FDI) policy in the pharmaceutical sector in order to allow FDI up to 100 percent under the
automatic route for manufacturing of medical devices subject to certain conditions.

The drug and pharmaceutical sector attracted cumulative FDI flows worth US$ 15.59 billion
between April 2000 and December 2017, according to data released by the Department of
Industrial Policy and Promotion(DIPP).

Government Initiatives

Some of the initiatives taken by the government to promote the pharmaceutical sectorin Indiaare
as follows:

• In October 2018, the Uttar Pradesh Government announced that it will set up six pharma parks
in the state and has received investment commitments of more than Rs 5,000-6,000 crore (US$
712-855 million) for the same.

• The National Health Protection Scheme is largest government funded healthcare programmes
in the world, which is expected to benefit 100 million poor families in the country by providing a
cover of up to Rs 5 lakh (US$ 7,723.2) per family per year for secondary and tertiary care
hospitalization. The programme was announced in Union Budget 2018-19.
• In March 2018, the Drug Controller General of India (DCGI) announced its plans to start a
single-window facility to provide consents, approvals and other information. The move is aimed
at giving a push to the Make in India initiative.

• The Government of India is planning to set up an electronic platform to regulate online

pharmacies under a new policy, in order to stop any misuse due to easy availability.

• The Government of India unveiled 'Pharma Vision 2020' aimed at making India a global leader
in end-to-end drug manufacture. Approval time for new facilities has been reducedto boost
investments.

• The government introduced mechanisms such as the Drug Price Control Order and the National
Pharmaceutical Pricing Authority to deal with the issue of affordability and availability of
medicines.

Road Ahead

Medicine spending in India is projected to grow 9-12 per cent over the next five years,
leading India to become one of the top 10 countries in terms of medicine spending.

Going forward, better growth in domestic sales would also depend on the ability of
companies toalign their product portfolio towards chronic therapies for diseases such as
such ascardiovascular, anti-diabetes, anti-depressants and anti-cancers that are on the rise.

The Indian government has taken many steps to reduce costs and bring down healthcare
expenses. Speedy introduction of generic drugs into the market has remained in focus and
is expected to benefit the Indian pharmaceutical companies. In addition, the thrust on rural
health programs, lifesaving drugs and preventive vaccines also augurs well for the
pharmaceutical companies.
Foreign investment

Per India's Consolidated FDI Policy, 2020 (the “FDI Policy”), foreign direct investment (“FDI”)
in the pharmaceutical sector in greenfield (new) projects is permitted up to 100% without the
approval of the Department of Pharmaceuticals (the “DoP”). In brownfield (existing) projects,
FDI exceeding 74% requires the investor to seek prior approval from the DoP in compliance
with the prescribed conditions under the FDI Policy.Separately, FDI up to 100% is permitted for
the manufacturing of medical devices for both greenfield and brownfield projects without the
approval of the DoP.

An FDI approval from the DoP can be obtained within a period of ten to twelve weeks from the
date of the application, depending on the completeness of the documentation submitted by the
investor in support of the application, failing which, this timeline could vary.
Export trends
Reckoned as a high-quality generic manufacturer across the globe, India exports half of its total
production of pharmaceuticals to more than 200 countries in the world.

In 2017-18, India exported pharma products worth US$ 17.27 billion. By 2020, the industry
estimates the exports to grow by 30 per cent to reach US$ 20 billion.

The US is the most lucrative generics market for India’s pharma industry. It is valued at
around $60 billion and accounts for about 25 percent of India’s total shipment. In 2017-18, India
exported about US$3.21 billion worth of generic drugs to the US, despite the tough regulatory
environment in the country.

With branded drugs going off patent during 2017-19, research agencies estimate the export of
generic drugs to the US to rise by about US$55 billion.

India’s other important export destination include the United Kingdom (US$383.3
million),South Africa (US$ 367.35 million), Russia (US$ 283.33 million) and Nigeria
(US$ 255.89 million).

Advantage India

Cost-effectiveness of production is the first element to analyses if we look at the Indian

marketand think about the advantages of this country. The country has a low cost of production,
low R&D costs, innovative scientific man power, and a large number of national laboratories that
have the potential to steer the industry ahead to a higher level.

India’s production cost is about 33% lower than that of the United States. The pharmaceutical
industry in India presents considerable potential for collaborative and outsourced R&D in drug
development, biotechnology, chemicals, and manufacturing of medicinal products.

Due to lower treatment costs, India is also emerging as a primary destination for medicaltourism.
If this is coupled with the ability of the country to produce high quality medicines at lowprices, it
is easy to understand what a great business opportunity for the domestic industry is.

Secondly, India focuses on several economic drivers: on the one hand the economic growth of
the country to improve the accessibility of drugs, on the other the increase in the penetration of
health insurance. Finally, with increasing penetration of pharmacies, especially in rural India,
over-the-counter drugs will be readily available to more people.

India’s CRAM sector is globally recognized for its high-end research services and is one of the
fastest growing segments of the country’s pharmaceutical industry.
Besides, India is the only country in the world that has the highest number of USFDA
approvedplants for generic drug manufacturing outside the US. Some of the leading Indian
pharma companies derive about 50 per cent of their turnover from exporting generic medicines
to developed markets like the US and Europe.

Secondly, India focuses on several economic drivers: on the one hand the economic growth of
the country to improve the accessibility of drugs, on the other the increase in the penetration of
health insurance.

Finally, with increasing penetration of pharmacies, especially in rural India, over-the-counter

drugs will be readily available to more people. Furthermore, India intends to continue to
diversify its portfolio, which currently weighs 10% on global pharmaceutical production. The
country has more than 60,000 generic brands in 60 therapeutic categories and produces more
than 500 different APIs. Last but not least, government support for growth “Pharma Vision
2020” was presented to make India a global leader in end-to-end drug production.

Challenges

The arbitrary and unpredictable nature of India’s regulatory interventions, including restrictions
on pricing and licensing are among the several challenges that global drug companies face in
securing easy market access to India.

The government’s ban on fixed-dose combination drugs and demonetization of high-value

currency notes in 2016 affected 6000 brands produced by 100 plus drug manufacturing
companies. The regulations concerning price control of drugs, or making prescriptions of
medicines by their generic name instead of brand names mandatory, too, remain key threats for
the industry.

Other concerns include interpretations of intellectual property protection that favor generics and
biosimilars, impact of the goods and services tax (GST) on sourcing,manufacturing, and
distribution channels, as well as policies and practices that support local manufacturers.

Considering these challenges, it is essential for foreign companies to pay more attention to
market-access capabilities as a means to capture the growth opportunities that India offers
especially for the introduction of innovative drugs.

PHARMACEUTICAL SECTOR ANALYSIS REPORT 2018

Key Points

▪ The Indian Pharmaceutical market (IPM) accounts for approx. 3% of the global
pharmaceutical industry in value terms and 20% in the volume terms. Indian pharmaceutical
market is the world’s largest supplier of generic drugs, accounting for 20%of global export
volume. The growth in 2018 stood at 10% over the same period last year. Owing to robust
historical growth, many MNC companies have active presence in the Indian pharma space.

▪ The IPM is highly fragmented with about 24,000 players (330 in the organized sector). The
top ten companies including domestic and MNC companies make up for more than a third of the
market. The market is dominated majorly by branded generics, which constitutes nearly 70% of
the overall market. Over the counter (OTC) medicines and patented drugs constitute 21% and
9% respectively.

▪ Besides the domestic market, Indian pharma companies also have a large chunk of their
revenues coming from exports. Major companies have revenues coming in from the sale of
intermediates, active pharmaceutical ingredients (APIs), and formulations in various global
markets. These include developed markets like US, Europe and Japan and semi developed
markets across the world. Markets, some companies also derive revenues by providing custom
research and manufacturing services to innovator companies. Biopharmaceuticals is also
increasingly becoming an area of interest given the complexity in manufacture and limited
competition.

▪ The past few years have been glorious ones for the Indian companies, as major blockbusters
lost their patent protection, paving way for generics. However, every passing year is leaving
lower patented drug opportunities for the Indian companies for the launch of generics. Thus,
Indian pharma companies have increased their R&D expenses. The companies are spending
more to establish niche product portfolios for the future.

Indian pharmaceuticals market is expected to be worth USD 33.18 billion and reach 9th position
in the global pharma market by 2023.

Based on the overall revenue the top 15 pharmaceutical companies in India are:

1. Sun Pharmaceutical Industries Limited

2. Aurobindo Pharma Limited

3. Lupin Limited

4. Cipla Limited

5. Dr. Reddy’s Laboratories

6. Cadila Healthcare Limited

7. Intas Pharmaceuticals Limited

8. Glenmark Pharma Limited

9. Torrent Pharmaceuticals Limited

10. Mankind Pharma Limited

11. Biocon Limited

12. Piramal Enterprises Limited

13. Wockhardt Limited

14. Divis Laboratories Limited

15. Abbott India Limited

Aurobindo pharmacy is founded in 1986 by Mr. P.V. Ramaprasad Reddy, Mr. K. Nityananda Reddy and
a small group of highly committed professionals, Aurobindo Pharma was born off a vision. The company
commenced operations in 1988-89 with a single unit manufacturing Semi-Synthetic Penicillin (SSP) at
Pondicherry.

Aurobindo Pharma became a public company in 1992 and listed its shares in the Indian stock exchanges
in 1995. In addition to being the market leader in Semi-Synthetic Penicillin’s, it has a presence in key
therapeutic segments such as neurosciences, cardiovascular, anti- retroviral, anti-
diabetics,gastroenterology and cephalosporin’s, among others...

Among the largest ' Vertically Integrated ' pharmaceutical companies in India, Aurobindo hasrobust
product portfolio spread over major product areas encompassing CVS, CNS, Anti- Retroviral,
Antibiotics, Gastroenterological, Anti-Diabetics and Anti-Allergic with approved manufacturing facilities
by USFDA, UKMHRA, WHO, MCC-SA, ANVlSA-Brazil for both APIs & Formulations

VISION

"To become leading global generic pharma company and one among the top 10 by 2025,

• Aurobindo aim, to be a global player will lead to the establishment of operations in key markets
of the world, including the developed countries. We shall seek joint ventures with partners in
their country or region.

• Aurobindo aspire to enrich their people their driving force to become highly professional and
technology based. By the turn of this decade Aurobindo shall be the most admired companies in
India.

• To recognize that all people are different, that all are important, and lastly that all are individual.

• To understand thus the importance of fitting products to individuals .

MISSION
The Mission of “AUROBINDO PHARMA LTD” continuously strives to be a successful
pharmaceuticals organization in research, innovation development. Manufacture and
marketingof safe effective and affordable Quality medicines there by helping people like
a better quality of life striving in pursuit of global leadership.
• To provide excellent customer service and service delivery.
• To supply novel and needed generics to the South African pharmaceutical market.
• To educate healthcare professionals and add value to their practices or pharmacies.
In Aurobindo all HR are marching a head in harmony for a happier, healthier tomorrow
with a common slogan “LIVE BETTER LIFE”.

VALUES
• Dedication
• Team work
• Respect
• Integrity
• Customer service.

CULTURE OF AUROBINDO

The culture of AUROBINDO PHARMA LTD is Harmonious.

The behavior and the value systems and the relationship with the external environment
are affectionate. Aurobindo culture made me to learn to cope up with the problems of
external adaptation and internal integration which is considered to be very valuable.

TIMELINE AND HISTORY

1986

Aurobindo Pharma Ltd (APL) one of the world’s top 5 manufacturers of semi

synthetic penicillin was incorporated in 26th December 1986 as a private limited

company by Mr.P.V.Ramprasad Reddy and by Mr. K. Nityananda Reddy

1992-93

Another unit was established for the manufacture of CMIC Chloride, a bulk drug

intermediate, at Pashmylaram near Hyderabad.

The company has set up two more units during this year:

a) Bulk drug unit a Bollaram, near Hyderabad.

b) Formulations unit at Kukatpally, Hyderabad.

1994-95

The company has agency setup at Sri Lanka, Thailand, Russia and Nigeria for

marketingits products. It proposes to setup its own marketing offices at Hong Kong,

Moscow, Nigeria to promote bulk drug sales.

Merged with Chaitanya Organics pvt. Ltd. Commercial production of the

pharmaceutical unit started in April

Aurobindo became public company in 1995.

1997-98

Glaxo (India) the Indian subsidiary of the UK based multinational formed an

alliancewith the company to meet its global bulk drug requirements.

Aurobindo is setting up two wholly owned subsidiaries in US and Hong Kong to

increaseits presence in the international market.

1999-2000

Aurobindo Ltd the largest domestic manufacturer of penicillin-based antibiotics,

plans toform joint ventures in Brazil and China by the end of FY 1999-2000.

Sri Chakra Remedies Ltd was amalgamated with the company.

2001-02

• Launched an exclusive anti-viral division immune to educate and to provide

preventivedrug care for HIV/AIDS patients in the country.

• Hyderabad based Aurobindo pharma has restructured its management responsibilities in

view of major growth initiatives to be taken to create platform for penetrating attractive
global markets.

• Acquired 79% stake in Ranit Pharma Company under the same management,
RanitPharma and Calc Pvt. Ltd were amalgamated with APL as of 2001-02.

• 2003-04
 • Joint venture between APL and Shanxi Tongling under t6he name of AurobindoTongling
(Datong) pharmaceuticals ltd China.

• Aurobindo received its first Certificate of Suitability (CoS) approval from the European
Directorate of Quality Medicines (EDQM) for its product in the therapeutic segment of
gastroenterology.

2004-05

Acquired a sterile plant of Dee Pharma.

The State Labour Department of the Government of Andhra Pradesh awarded

Aurobindo the ‘Best Management Award’ in 2005 for the Company’s contributions

towards community development, harmonious employee relations and employee welfare.

2005-06

Aurobindo made a strategic entry into the premium markets of USA & Europe with

generic formulations PREPFAR program initiated by government of USA.

APL acquires UK based Milpharm limited, engaged in marketing generic

formulations inthe UK market.

2007-08

Aurobindo unveiled a new Logo and Corporate Identity at a ceremony in

Hyderabad. Thenew corporate logo reflects the company’s pace of innovation and

its industry leadership.

Acquired intellectual property & marketing authorizations with TAD Italy, a

generic company registered in Italy, to get an access to more than 70 ready to

market products.

2010-11

Entered into licensing and supplying agreements with AstraZeneca, one of the

world’s leading biopharmaceutical companies to supply several solid dosage and

sterile products for emerging markets.

Agreement signed with China National Pharmaceutical Group Corporation

(Sinopharm) to divest a majority stake in subsidiary company Aurobindo (Datong)

Bio Pharma Co LtdChina (ADBPL).

Aurobindo Pharma receives Platinum Certificate of Outstanding Exports

Award fromPharmexcil.

2012-13

Aurobindo receives final approval for Olanzapine tablets, Metformin

HydrochlorideExtended-Release Tablets.

Aurobindo gets USFDA nod for anti-HIV drugs Lamivudine and Zidovudine.

Aurobindo Pharma gets USFDA approval for anti-migraine tablets.

2014-16

Acquired certain commercial operations in Western Europe from Actavis Plc, a

global,integrated specialty pharmaceutical company.

Acquired assets of nutritional supplement maker Natrol Inc., and other affiliate

entries(Natrol) through its wholly owned subsidiary Aurobindo Pharma USA Inc

(APUSA).

2017-18

• Signed a definitive agreement to acquire dermatology and oral solids businesses

fromSandoz Inc., USA.

• Signed a definitive agreement to acquire Apotex Inc’s commercial operations from

5European countries.

• Started filing Oncology & Hormones, Dermatology and Nasal ANDAs in US.

• Acquired Generis in Portugal – Focus on differentiated technology platforms and

Specialty Pharmaceuticals.

• Aurobindo Pharma forays into Biosimilars Development through an acquisitionof

fourproducts from TL biopharmaceutical AG.
CORE STRENGTHS:

SCALES AND LEADERSHIP:

• manufacturing facilities approved by leading regulatory bodies

• Large diversified product portfolio

• Large R&D facility in India for formulations and active ingredients

OPERATIONAL EXCELLENCE:

• Vertical integration

• Proven regulatory expertise Large

• Technology and know-how for specialty formulations

SERVICE DELIVERY:

• Global marketing network

• Customer centric approach and relationship oriented marketing

• Speed and effectiveness in execution with TQA

OUR EVOLUTION:

• Successful innovation in process chemistry

• Cost competitive manufacturing

• Large diversified product portfolio

• Global leadership in anti-invectives

• Largest generic portfolio in antiretroviral drugs (ARVs)

SERVICES:

• Bioequivalence/ Bioavailability studies

• Biostatistics and pharmacokinetics

• Clinical Trials (phase -1) for selected indications, and with prior approval from the
DCGI

• Clinical Data Management (CDM)

ENVIRONMENT, HEALTH AND SAFETY POLICY (EHS):

• Providing suitable equipment and maintaining them in line with the requirements of law
andgood engineering practices

• Using innovative R & D techniques and process development to minimise and control adverse
impacts of our operations on safety and health of our employees and on the surrounding
environment

• Establishing, implementing, and maintaining, programs for risk reduction, emergency

preparedness, recycling and reusing of wastes, and pollution prevention by using effective
technologies, wherever feasible

• Working for a continual improvement in our environment, safety and health performance by
setting appropriate objectives, targets, management programs and periodic review of the same

ORGANIZATION STRUCTURE INUNIT XI:

In these unit the organization as both the APl’s and intermediates and it is the 2' d largest unit in
Asia.Here it is divided into

PHASESG BLOCKSGMODULESG AREAS:

• There are 3phases and there are phase1, phase2, phase3 and they comes undermanufacturing
area, called APl’s.

• There are A -N blocks which are categorised into phases

• There are 11 supporting these company
o Human Resource Department
o Administration
o Quality Assurance department
o Quality Control Department
o TSD- technical service department
o Production Planning and Inventory department
o Ware house and stores
o Projects and Engineering department (maintenance)
o Accountants department
o EHS-Environment health and safety department
o SRS-Solvent Recovery System
o Purchase department

STRENGTHS OF THE COMPANY:

1. A new drug Nevirapine discovered against the HIV infective disease has been approved by the
US FDA, which will increase the market size and profits of the company.

2. Approval of generic version of clopidogrel from FDA will boost revenue of company.

3. A greater growth in terms of sales in the US and Europe due to various US approvals
4. Strong marketing network.

5. Aurobindo exports to over 125 countries across the globe.

AWARDS FOR AUROBINDO PHARMACY:

1. Aurobindo Pharmacy Limited announce that two US patents and one Indian patenthave been
selected for the Patent Appreciation Award by the Indian Drug Manufacturers' Association for
the year 2006—2007.

2. Aurobindo Pharmacy Limited announce that it has received “Outstanding Export

PERFORMAMNCE AWARD” for the year 2008-09 from Pharmaceuticals Export Promotion
Council of India set up by Ministry of Commerce & Industry, Government of India (Pharmexcil)
at the recent Indo-Africa Pharma Business Meet in Hyderabad.

3. Aurobindo Pharmacy Limited has received the "Platinum Certificate of Outstanding Exports
Award" for the year 2010-2011 in overall category in recognition of commendable contribution
from Pharmaceuticals Export Promotion Council of India set up by Ministry of Commerce &
Industry, Government of India (Pharmexcil).

4. Aurobindo won “company of the year, Asia pacific award at global generics and bio similars
Awards 2017.

5. Aurbindo’s Unit 15 at Parawada-vizag awarded by the state government of Andhra Pradesh

for best management award in manufacturing sector.

6. Our HR team received certificate of appreciation from BML Munjal Awards 2018 for
attaining Expert Panel evaluation level in the category of “Learning and Development”.

HR Vision
• “To deliver sustained business performance through progressive talent management
anddevelopment of Aurobindo Pharma as Learning organization”

HR Mission
• To attract, build and retain right talent at all levels.

• To create and nurture a performance culture through continuous capability

building,performance measurement and the leverage of IT.
• To foster leadership at all levels through trust, empowerment & openness.
• To strengthen collaborative approach for Business Excellence.
 • To provide equal opportunity to all people by recognizing diversity and inclusion
ascentral to Talent Management.

• To promote a vibrant work culture based on innovation and reward people based
onproductivity and outstanding performance.
• Business Overview

ACHIEVEMENTS & AWARDS

Some of the recent achievements & awards of the company are as follows:

• Received “Pharmexcil Outstanding Exports Award 2016- 17” in the category of

highestNumber of ANDAs filed in the calendar year 2016.

• Bagged two Awards in “Excellence in Skill Development” & “Excellence in Pharma

Digital Innovation” for the 2nd time in row at the India Pharma Awards 2017 in South-
Asia’s largest pharmaceutical event- CPhI& PMEC India

• Have won the “IDMA MARGI MEMORIAL BEST PROCESS PATENTS AWARD
2016-17” (for 2 Indian & 1 US Granted patents; supported by several other patent
applications filed during the said year) awarded by Indian Drug Manufacturers’
Association.

• Aurobindo’s Unit 15 at Parawada - Vizag awarded by the State Government of Andhra

Pradesh for best management award in manufacturing sector. (In Mid Size Industries
category)

• Aurobindo won “Company of the Year, Asia Pacific” award at Global Generics and
Biosimilars Awards 2017.

• Aurobindo has been awarded IP Excellence in INDIA 2018 by Questel Orbit INC, as a
part of their Indian IP Awards, 2018. The Indian IP Awards are given to facilitate best
professionals across the IP (Intellectual Property) Industry.

• Aurobindo Pharma has bagged award for the category of Best CSR Practices in
Responsible Business Awards hosted by World CSR Day.

• Aurobindo has received ‘IDMA Best API Patents Award 2017- 18’ conducted by
IndianDrug Manufacturers association.

• Aurobindo Pharma is a winner of the Clarivate Analytics India Innovation Awards 2016.
Clarivate Analytics - formerly the IP & Science division of Thomson Reuters - honors the
top 50 most innovative companies in India according to patent-relatedmetrics that get to
the essence of what it means to be truly innovative
COMPETITORS:
The top 4 competitors of Aurobindo Pharma ltd are

1. Cipla

2. Dr.Reddy’s Laboratories

3. Sun Pharma Industries

4. Ranbaxy

PERFORMANCE MANAGEMENT:

➢ Aurobindo pharma limited believes in structured performance management system(PMS) to

recognize

outstanding performance put up by its associates.

➢ The performance of associates will be measured on the following dimensions.

• Areas of individual responsibilities

• Performance on initiatives and

• Critical attributes
➢ The performance of all employees is rewarded in the month April.

• The Annual Appraisal cycle is from l" April to 31st March of each year.

➢ 4-Dimensions of Performance

• Individual Responsibilities

• Performance Initiatives

• Company Values

• Leadership Competencies

PERFORMANCE EVALUATION:
• KRA’S set at the begging of appraisal cycle in line with performancestandards
and business goals.
• Feedback and review of performance based on KRA’S
• Rewards based on performance.
• Feedback Fortnight
• Online Feedback assessment system

• People pulse-Quarterly online assessment system

• Performance Assessment in line with Bell Curve.

Our Evolution
• Successful innovation in process chemistry
• Cost competitive manufacturing
• Large diversified product portfolio

• Global leadership in anti-infective

• Largest generic portfolio in Antiretroviral drugs (ARVs)

Core Strengths
• Scale, Diversity and Leadership
 • Operational Excellence
• Service Delivery
• Patient Focus

Manufacturing Capabilities
Aurobindo has retained the same drive for growth that marked its early days. Starting with a
small SSP manufacturing unit in 1988, Aurobindo has grown to become the market leader in
SSPs, non-penicillins, cephalosporins, and non-cephalosporins. In the global market, we believe
in retaining our leadership in SSPs, cephalosporins, new anti-infectives and lifestyle disease
drugs.

We Aspire to:
• Grow through territory expansions, partnerships, globalization & further
penetrationthrough joint ventures and subsidiaries in attractive markets.
• Develop a broad portfolio of products through non-infringing processes and
become asignificant player in the generics arena.
• Emerge as a leading global player in high quality, innovative specialty
genericformulations

Our Core Strengths

• Vertically integrated operations from conception to commercialization.
• Large manufacturing capabilities for a diversified product portfolio.
• Efficient regulatory affairs team ensuring market compliance.

• Dedicated R&D setup for finished dosages and active ingredients.

• Technology and expertise for specialty formulations

Range of Formulations
Business Models

Aurobindo has a sustainable network of alliances and partnerships across the globe. The
company has carved a niche for itself in the global regulated market.

ACTIVE PHARMACEUTICALS INTGREDIANTS (APIs)

Overview
Aurobindo is one of the top API manufacturing companies in the world and also one of the very
few pharmaceutical companies that are vertically integrated with a presence in the API and
Formulations segments. This makes Aurobindo a truly unique and fully integrated global
pharmaceutical company. By maintaining cost leadership and competitiveness invarious
therapeutic domains, Aurobindo’s API business has ensured the profitability and growth of the
company’s Formulation business, in addition to becoming a top API supplier globally. We are
one among the very few players present across beta lactams and non-betalactams. In betalactams
we offer both sterile and non-sterile penicillin and cephalosporins along with penams. This was
achieved by focusing on improving operational efficiencieswith a careful and meticulous product
selection strategy based on real time market requirements. By maintaining cost leadership, the
flexibility to switch manufacturing operations and, the competitiveness in various therapeutic
domains, Aurobindo’s API business is in the top league globally.
Regulatory History

Aurobindo has a very strong track record in the regulatory filings. We have applied for 150 US
DMFs and about 2000+ filings in other countries. Aurobindo has close to 500 patents in place.

APIUNITS:
I. Unit I-Borpatla, Hatnoora, Medak
2. Unit II - Bollaram, Jinnaram, Medak
3. Unit V -Pashamylaram, Patancheru, Medak
4. Unit VIII- IDA Kazipally Industrial Area, Jinnaram, Medak
5. Unit IX-Gundlamachanoor, Hatnoora, Medak
6. Unit X -APIIC Naidupet, Palchur, Naidupet, PSR Nellore
7. Unit XI-Pydibhimavaram, Ranasthalam, Srikakulam
8. Unit XIV -E Bonangi, Parawada, Visakhapatnam
9. RC-II Indrakaran,Sangareddy, Medak( R&D)
FORMULATIONS:
1. Unit III- Bachupally, QuthubullapurRangareddy.
2. Unit IV - Pashamylaram, Medak.
3. Unit VI- Chitkur,Patancheruvu, Medak.
4. Unit VII - Polepally, Jedcherla, Mahaboob Nagar.
5. Unit XII - Bachupally,Quthubullapur, Ranagareddy.
6. Unit XV - Bonangi,Parawada, Visakhapatnam.
7. RC-IBachupally, Quthubullapur,Rangareddy.(R&D).

Aurobindo Pharma Foundation

Aurobindo Pharma Foundation is the philanthropic arm of Aurobindo Pharma Limited
andstrives for the social and economic growth of the nation through its Corporate Social
Responsibility programme. We are committed to continuously improve our social,
environmental and economic practices to support the enhancement of the country’s
institutions and to benefit society.
Aurobindo Pharma Foundation has installed approximately 70 Reverse Osmosis (RO)
Water Purification Plants with different capacities in various locations and also extensively
constructed RO Water Sheds. It has installed overhead water tanks, ground water tanks, laid
underground pipelines for drinking water and ensured safe drinking water is supplied to many
more villages through deliveries from water tankers.
As part of Swachh Bharat- Swachh Vidyalaya, Aurobindo Pharma foundation has
constructed hundreds of modern new toilets, repaired and renovated old toilets for girls and boys
in various government schools colleges, stadiums, etc., in both of the states.
As part of Swachh Bharat Abhiyan, Aurobindo Pharma Foundation has supported the
IntegratedHouse Hold Latrine (IHHL) scheme in various villages of the states to make
Open Defecation Free villages (ODF).
Aurobindo’s key priorities for the communities are:
• Education & skills development
• Health & treatment
• Sanitation
• Road and public safety
• Care homes for the elderly
• Promoting rural sports
• Rural development
• Environmental sustainability
• Animal welfare.
Formulations

Overview
Aurobindo Pharma Ltd. is a vertically integrated pharmaceutical company that delivers
innovative solutions. From discovery to development to commercialization, our growth
is aided by cost-effective drug development and substantial manufacturing.
Leveraging India’s globally competitive cost base and talented team of scientists, we
have successfully launched a range of affordable products which are accessible across
the globe.
The Board has a good mix of pharmaceutical experience and professional management.
Decision-making is decentralized, with accountability and freedom to operate. Under
the leadership and supervision of the Board of Directors assisted by a qualified and
experienced team of professionals in the fields of production, research and
development, marketing, HR, finance, purchase and administration, Aurobindo Pharma
has successfully integrated its operations. All projects have been implemented with nocost or
time overruns. All major decisions are made globally after consultation with experienced
professionals in their specific areas of activity.
Decisions and execution are targeted to derive value addition in everything that the
company does. Operations are conducted with utmost financial discipline. The
management follows up to ensure that trust in employees is reciprocated with fairness
in all dealings. All decisions are takenin the interest of shareholders.
The Board and management are aware and conscious of the interests of minority
shareholdersand do everything to enhance shareholder value in totality. The company
is keen to share its gains and has a decent dividend record.
The company has also been issuing bonus shares from time to time. Value creation for
shareowners is a cornerstone and is consistently managed. Committees of directors are
appointedto focus on specific areas. Aurobindo Pharma is undergoing a process of
 transformation in a professional environment. The Board of Directors meets as often as
business demands, and all meetings are well attended.

INDUSTRIAL RELATIONS:

STANDING ORDERS:

• An instruction or prescribed procedure in force permanent Iy or until changed or cancelled;

especially; any of the rules for the guidance and government of parliamentary procedure which
endure through successive sessions until vacated or repealed.
• Aurobindo follows the certified standing orders.
 CHAPTER-3

LITERATURE REVIEW
 HUMAN RESOURCE MANAGEMENT
INTRODUCTION:
Management has been defined as “The art of getting things done through people to achieve the
organisational objectives and goals”.

Management is further defined as “that field of human behaviour in which managers plan, organize, staff,
direct and control human, physical and financial resources in an organized effort in order to achieve
desired individual and group objectives with optimum efficiency and effectiveness.

The term human resource means According to Leon C. Megginson the term ‘resource’ can be thought of
as the total knowledge, skills, creative abilities, talents and aptitudes of a organisations workface as well
as the value attitudes and beliefs of the individual involved.

HR is like any natural resource. It means that the management can get and use the skill, knowledge,
ability etc. Through the development of skills tapping and utilizing them again and again. It is a long term
& short-term perspective. It is also regarded as human factor, human asset, and human capital.

NATURE AND SCOPE OF HUMAN RESOURCES:

People in any organization manifest themselves not only through individual sections but also through
individual section but also through group interactions. Individuals come to workplace then they have not
only technical skills, knowledge etc. But they have personal feelings, perception, desires, motives,
attitude, values etc. Employee Management in an organization does mean management of not only
technical skills but also other factors of Human Resource.

MEANING OF HUMAN RESOURCE MANAGEMENT:

Different terms are used to denote human resource management. They are labour management, labour
administration, and labour –management relation, employee-employer relations, industrial relations,
personnel administration, personnel management, and human capital management, human asset
management, HRM and the like.

In simple sense human resources management means employing people, developing their resources,
utilizing, maintaining and compensating their services in tune with the job and organizational
requirements.

“Personnel management is a responsibility of all those who manage people as well as being a description
of the work of those who are employed as specialists. It is that part of management which is concerned
with people at work and with their relationships with in an enterprise. It applies not only to industry and
commerce but to all fields of employment”.

MANAGEMENT EDUCATION, LEARNING & DEVELOPMENT:

Every organization needs to have well-trained and experienced people to perform the activities that have
to be done in organization and individuals should develop and progress simultaneously for their survival
and attainment of mutual goal. Every Modern management has to develop the organization through
human resource development. In adequate job performance or a decline in productivity or changes
resulting out of job resigning or a technological break through require some type of Learning and
development efforts. The jobs become more complex and the importance of employee development also
increases.

Employee Learning and development is not only an activity that is desirable but also an activity that an
organization must commit resources if it is to maintain a viable and knowledgeable work force.

Employee Learning is a specialized function and is one of the fundamental operative functions for Human
Resource Management.

Meaning:
Learning is the process of acquiring new understanding, knowledge, behaviors, skills, values, attitudes,
and preferences. The ability to learn is possessed by humans, animals, and some machines; there is also
evidence for some kind of learning in certain plants. Some learning is immediate, induced by a single
event (e.g. being burned by a hot stove), but much skill and knowledge accumulate from repeated
experiences.The changes induced by learning often last a lifetime, and it is hard to distinguish learned
material that seems to be "lost" from that which cannot be retrieved.

Human learning starts at birth (it might even start before in terms of an embryo's need for both interaction
with, and freedom within its environment within the womb. and continues until death as a consequence of
ongoing interactions between people and their environment.
Dale S Beach defines the Learning as “the organized procedure by which people learn knowledge, skill,
behaviour, aptitude, and attitude to the requirements of the job and organization.

IMPORTANCE OF LEARNING:

Learning is most important technique of human resource development. As stated, no organization can get
a candidate who exactly matches with the job and the organizational requirements. Hence Learning is
important to develop the employee and make him suitable to the job. Learning is the corner stone of
sound management.

Job and organizational requirements are not static, they change from time to time in view of technological
advancement and change in the awareness of the Total Quality and Productivity Management (TQPM).

TQPM can be achieved only through Learning as Learning develops human skills and efficiency.

“Trained employees would be valuable asset to an organization”

It is an integral part of the whole management programme with all its many activities functionally inter
related.
Learning is a widely accepted problem-solving device. Indeed, our national superiority in manpower
productivity can be attributed in no small measure to the success of our educational and Industrial
Learning programmes.

Benefits of LEARNING

How Training Benefits in the organization:

• Leads to improved profitability and/or more positive attitudes towards profits

orientation

• Improves the job knowledge and skills at all levels of the organization

• Improves the morale of the work force

• Helps people identify with organizational goals

• Helps create a better corporate image

• Improve authenticity, openness and trust

• Improves the relationship between boss and subordinate

• Aids in organizational development

• Helps prepare guidelines for work

• Learns from the trainee

• Aids in understanding and carrying out organizational policies

Benefits to the Individual which turn ultimately should Benefit the organization

• Helps the individual in making better decisions and effective problem solving

• Through training and development motivational variables of recognition, achievement,

growth, responsibility, and advancement are internalized and operationalised

Need for Training:

Every organization big or small productive or non-productive, economic or social, old

or newly established should provide training to all employees irrespective of their qualification,

skill, suitability for the job etc.

The need for the training of employees would be clear from the observations made by

the different authorities.

To match the Employee specifications with the job Requirements and Organizational

Needs:

Employee’s specification may not exactly suit to the job and the organization

irrespective of his past experiences, qualifications, skills, knowledge etc Thus every

management finds deviations between employee’s present specifications and the job

requirements and organizational needs because training is needed to fill these gaps by

developing the employee’s skill knowledge, attitude behaviour etc

To tune the job requirements and organizational needs.

Technological Advances:

Every organization in order to survive and be effective, adopt the Latest technology i.e.,

Mechanization, computerization and automation. These adoptions of latest technology the

employees are not have the processing skill to operate. Organization should train the employees

to enrich them in the areas of changing technical skills and knowledge from time to time.

Human Relations:

The organizations to be maintain human relations besides maintaining sound industrial

relations although hither to the managers are not accustomed to deal with the worker

accordingly, so Training in human relations is necessary to deals human problems.

Change the Job Assignment:

Training is also necessary when the existing employees are promoted to the higher level
in the organization & to equip the old employees with the advanced disciplines, techniques for
technology.

The need for training also arises to:

Increase productivity.
• Help a company to fulfill its future personnel needs.
• Improve quality of the product/service.
• Improve organizational climate.
• Prevent obsolescence.
• Improve health and safety.
• Effect the personal growth.
Training Objectives:
Generally, line managers ask the personnel manager to formulate the training policies.
The Personnel Manager formulates the following training objectives in keeping with the
company’s goals and objectives.
(a) To prepare the employee both new and old to meet the present as well as the changing
requirements of the job and the organization.
(b) To prevent obsolescence.
(c) To impart the new entrants the basic knowledge and skills they need for an intelligent
performance of definite job.
(d) To prepare employees for higher-level tasks.
(e) To assist employees to function more effectively in their present positions by exposing
them to the latest concepts, information and techniques and developing the skills they
will need in their particular fields.
(f) To ensure economical out put of required quality.
(g) To promote individuals and collective morale, a sense of responsibility, co-operative
attitudes and good relationships.

Assessment of Training Needs:

Training needs are identified on the basis of organizational analysis and man analysis.
Training needs are those aspects necessary to perform the job in an organization in which
employee is lacking, attitude/aptitude, knowledge skill.
Training Needs = Job and organizational requirement – Employee specifications.
Training needs can be identified based on
(i) Organizational Analysis:
This includes analysis of objectives, resource utilization environmental scanning and
organizational climate.

(ii) Departmental Analysis:

Departmental strength and weakness including special problems of the department or
common problem of a group of employees like acquiring skills and knowledge in operating
computer by accounting personnel
(iii) Job/Role Analysis:
It includes study of Jobs/Roles, design of jobs due to changes, job enlargement, and
job enrichment.

(iv) Man power Analysis:

This includes study of jobs/roles, design of jobs due to changes, job enlargement, and
job enrichment etc.,
TRAINING FOR DIFFERENT TYPES OF EMPLOYEES:
Employees at different levels require training. The different levels of employees are as follows.
Unskilled workers:
Require training in improved methods of handling machines and materials to reduce
the cost of production and waste and to do the job in the most economical way. Such employees
are given training on the job. Training is imparted by their immediate superior officers,
foreman. The training period ranges from 3 week to 6 weeks.
Semi skilled workers:
These employees are given training either in their own sections of departments, or in
segregated training shops where machines and other facilities are usually available. The
training is imparted by the more proficient workers bosses or Inspectors, and lasts for a few
hours or a week, depending upon the number of operations and the speed, accuracy required
on the job. Training Methods include instruction in several semi-skilled operations because
training in one operation only creates difficulties in adjustments to new conditions.

Skilled workers:
Skilled workers are given training through the system of apprenticeship duration from
a year to three or five years. Training is also known as tradesmen or craft men training. This
type of training is useful for trades in Industry as they require highly sophisticated skills as in
carpentry drilling, boring and other industrial jobs and operations such programmes are usually
conducted in training centres and industry it-self.
Other employees:
Other employees are typists, stenographers, account arts, clerks, and those who handle
computers need training in their particular fields or job. This training is usually provided
outside an Industry.
Supervisory training:
This type of training is very important link in the chain of administration. Supervisors
mostly learn to supervise under the guidance of a manager. The emphasis should be on the on the-job
training methods.
Supervisory training aims
• Helping the present supervisors to improve their performance
• Helping them to prepare for the greater responsibilities of the higher levels of
management
• Building up the security and status of supervisors
• Ensuring their technical competence with a view to enabling them to know and
understand all about the processes and operations in which their workers participate
Accordingly, they are generally given training in Production control, organization methods,
work/activity control, method study, time study, job evaluation, company policies and
practices, personnel policies, procedures, programs, training the subordinate, grievance
handling, disciplinary procedure, communication effective instruction, report writing,
performance appraisal, personnel records, dealing with absenteeism, labour turnover industrial
and labour laws, leader ship qualities etc.,
Sales Training:
On the job as well as off the job training methods all the training methods used in
training the sales personnel. They may know the job knowledge, organization knowledge,
knowledge about the company’s products, customers, competitors, sales, special skills like
prospecting, making presentations, handling objections, closing the sales man ship and in
handling customers and meeting their challenges.
Clerical Training:
This may be given on the off-the-job training in training the clerical personal. The
training content includes organization and methods, company policies, procedures and
programs background knowledge of the company, forms, reports written communication,
clerical aptitude, maintaining ledgers, records etc
Responsibility for Training:
Top Management
The top management frames the training policy.
The personnel department
Plans, establishes and evaluates instructional programs.
Supervisors
Who implement and apply developmental procedure?
Employees
Who provides feed back, revision and suggestion for corporate educational
endeavours?
Principles of Training:
Training is a continuous process and it consumes time and much expenditure. It is
necessary that a training program or policy should be prepared with great thought and care for
it should serve the purposes of the establishment as well as the need of employees.
A successful training program presumes that sufficient care has to be taken to discover
areas and to create the necessary environment for its conduct. The selected trainer should be
one who clearly understands his job and has professional expertise has an aptitude and ability
for teaching, pleasing personality and a capacity for leadership and methods of training and to
appreciate the value of training in relation to an enterprise.
A number of principles have been evolved which can be followed as guidelines by the
trainees as fallows,
1) Motivation:
Employee is motivated by Management and the effectiveness of learning also depends
on motivation. The trainee will gain a new skill of knowledge thoroughly and quickly if he or
she is highly motivated. Training must be related to the desires of the trainee such as more
wages or better job, recognition, status, promotion etc., The trainer should find out the proper
ways to motivate experienced employees who are already enjoying better facilities retraining.
Progress information:
It has been found by various research studies that there is a relation between learning
rapidly and effectively and providing right information specifically. The trainee also wants to
learn new skills without much difficulty and without handling too much or receiving excessive
information or wrong type of progressive information. The trainer has to provide only the
required amount of progressive information specifically to the trainee.
Reinforcement:
The effectiveness of the trainee in learning new skills or new knowledge should be
reinforced by means of rewards and punishment. Punishments are also called negative
reinforcements. Management should take care the successful trainees. The management
punishes the trainees whose behaviour is undesirable. The Management should take much
care in case of negative reinforcements.
Practice:
Trainee should actively participate in the training programs continuous and long
practice is highly essential for effective learning. Training exercises should be provided for
each skill.
Full vs Part:
It is not clear whether it is best to teach the complete job at a stretch or dividing the
job into parts and teaching each part at a time. The job is complex and requires a little too to
learn, it is better to teach part of the job separately and then put the parts together into an
effective complete job. The trainer has to teach the trainees based on his judgement on their
motivation and convenience.
Individual Differences:
Individual training is costly, and group training is economically costly and
advantageous to the organization. But individuals vary in intelligence and aptitude from person
to person. The trainer has to adjust the training program to the individual abilities and aptitude.
Areas of training:

Organization provides training to their employees in the following areas.

1. Company policies and procedures

2. Specific skills

3. Human relations

4. Problem solving

5. Managerial and supervisory skills

6. Apprentice training.

Company policies and procedures:

This area of training is to be provided with a view to acquainting the new employee

with the company rules, Practices, Procedures, Traditions, Management, Organization

structure, Environment product/services offered by the company.

This acquaintance enables the new employee to adjust himself with the changing

situations. Information is used for creating favorable attitudes of confidence of new employee

about t the company and its product services and development. It helps the new employees to

know his share of contribution to the organization growth and development.

Training in specific skills:

This area of training is to use the employee more effective on the job. The trainer trains
the employee regarding various skills necessary to do the actual job.

For example:

The clerk in the bank should be trained in the skills of making entries correctly in the

edge, skills and arithmetical calculations, quick comparison of figure entries and the like.

Human relations Training:

Human relations’ training has greater significance in organizations as employees have

to maintain human relations not only with other employees but also with their customers.

Employees are to be trained in the areas of self-learning, interpersonal competence,

group dynamics, perception, leadership styles, motivation, grievance, disciplinary procedure.

This type of training enables the employees for better teamwork to improved efficiency and

productivity of the organization.

Problem solving Training:

Number of the organizational problems is common to the employees doing the same

activity at different levels of the organization. Some of the problems of different managers may

have the same root cause, then management calls all managerial personnel to discuss common

problems to arrive at effective solutions across the table. This not only helps in solving the

problems but also serves for the exchange of ideas and information that could be utilized. This

type of training encourages the trainees to participate actively in such meetings.

Managerial and supervisory Training:

The non-managers some times perform Managerial and supervisory functions like planning,

decision making, organizing, maintaining inter-personal relations, directing and controlling.

Hence management has to train the employee in managerial and supervisory skills also.

Apprentice Training:

The Apprentice Act 1961 requires specific Industries to provide training in basic skills and

knowledge in specified trades to educate unemployed. It is used for improving their

employment opportunities or to start their own Industry.

This training ranges between one year to four years. This is used for providing technical
knowledge in the particular area’s trades, craft etc.,

The Training Process:

The following are difference steps in Training Process.

THE TRAINING PROCEDURE:

1) Preparing the instructor:

2) Preparing the trainee

3) Getting ready to teach

4) Presenting the operation

5) Try out the trainee’s performance

6) Follow – up

INPUT:
Transformation of input out put takes place in a predetermined training operation system which
is one of the component parts of the total training system which is destined by a designer who
has to visualize, determine, and define operating conditions and constraints while deciding the
logical sequence of subject within a training program, instruction techniques, the format of
training materials, training aids and specification of trainer’s behaviour in the system. Before
operating the system, it must be tested to ensure its reliability. The type training operation design
depends o the nature of training like on-the-job, off-the-job

OUTPUT:
The out put of a training system is stated in terms of training objectives which consist
of 3 characteristics:
1) observable behavior – the trainee must be able to perform after training;
2) standard of performance or desired level of proficiency;
3) conditions under which trained behavior must be shown. These specifications are derived
from the job requirements of person concerned through task and individual analysis.

FEEDBACK:
Out put the trained person is evaluated in various issues such as learning, reaction and
application of trained behaviour in job situation, problems and limitations and the feedback is
sent so that monitoring, control and evaluation of a training which leads to further improvement
in the system.

TRAINING METHODS
In this field of training a number of programs are available. Some of new methods, others are
traditional methods. These methods are used for improvement. Effective training techniques
generally fulfil these objectives. Provides motivation to the trainee for use to improve job
performance, develop willingness to change, provide for the trainee’s active participation in the
learning process.
The methods are classified into

ON-THE - JOB TRAINING METHODS:

In this type of training also known as job instructional training. It is most commonly used
method. In this method the individuals are placed on a regular job. In this job taught the skills
necessary to perform. Trainees are learning under the guidance of a qualified worker or
instructor. This training has the advantage of giving first hand knowledge and experiences the
actual working conditions. Trainee learns how to perform a job.

Job Rotation:
In this type of training the trainee receives job knowledge and gains experience from his
guidance or trainer. Trainees can also be rotated from job to job in workshop jobs.

Coaching:
In this method the trainee is placed under a particular supervisor for coach in training the
individual. The supervisor provides who feed back to the trainee on his performance and offer
him to give some suggestions for improvement.
Job Instruction:
Under this method trainer explains the trainee the way of doing jobs, job knowledge and skills
that allows doing the job.

Committee Assignment:
In this method group of trainees are given and asked to solve an actual organizational problem.
The trainees solve the problem jointly. This develops teamwork

Merits in on-the-job training:

In this method the trainee learns on the actual equipment in use and in the true environment of
his job and they learn rules and regulations and procedures by observing day to day applications
because they can be easily sized by the management. It is most appropriate for teaching the
knowledge and skill in short period say a few days or weeks.

De-merits in on-the-job training:

Main disadvantage in this method of training is instruction is often highly disorganized and not
properly supervised. In this method has lack of motivation on the part of trainee to receive
training and this method the other draw back is the low productivity, especially when the
employee is unable to fully develop his skills.

OFF - THE - JOB TRAINING METHODS:

In this method of training, trainee is separated from the job situation and his attention is focused
upon learning the material related to his future job performance. There is an opportunity for
freedom of expression for the trainees.

Vestibule training:
Under this method actual work conditions are simulated in a classroom. Material, files and
equipment’s are used in actual job performance are also used in training. This type of training is
used for clerical and semiskilled jobs.
The duration of this type of training from days to a few weeks. In this method theory can be
related to practice. Theoretical training is given in the classroom while the practical work is
conducted on the production line.

Role Playing:
This method of training involves action doing and practice. The participants play the role of
certain characteristics, such as Production Manager, Mechanical Engineer, Superintendents,
Maintenance Engineer, Quality control inspectors, Foreman, Workers and so on.

This method mostly used for developing interpersonal interactions and relations. The knowledge
of results is immediate trainees’ interest and involvement to be high.
Lecture Method:
This method is a traditional and direct method of instruction Instructor organizes the material and
gives it to a group of trainees in the form of a talk. The lecture must motivate and create interest
among the trainees.

Conference or Discussion:
It is a method in training the clerical, professional and supervisory personnel. This method
involves a group of people who pose ideas, examine and share ideas and data, test assumptions
and draw conclusions, all of which contribute to the improvement of job performance.

Discussion has the advantage discussion involves two-way communication and feedback is
provided participants are feel free to speak in small groups. The success of this method depends
on the leadership qualities of the person who leads the group.
In this method there are three types of conferences
(1). Direct discussion.
(2). Training conference.
(3). Seminar conference.

Programmed Instruction:
In recent years this method has become popular. The subject matter to be learned is presented in
a series of carefully planned sequential units. These units are arranged from simple to more
complex levels of instruction.
The trainee goes through these units by answering questions or filling the blanks. Immediate
feedback is available. There is a high level of learner motivation. This method is expensive and
time consuming. Advanced study is not possible in this method.
T-Group training:
This usually comprises association audio visual aids, and planned reading programs.Members of
a professional association receive training by in new techniques and ideas pertaining to their own
vocations members are kept informed of the latest development in their particular field. Audio-
visual aids records, tapes, and films are generally used in conjunction with other conventional
teaching methods. Planned and supervised programs are conducted. Technical publications and
the latest journals are kept in the library for the use of the trainees.

ADVANTAGES OF TRAINING:
• Increased productivity
• Heightened Morale
• Reduced Supervision
• Reduced Accidents
• Increased organizational stability

EVALUATION OF TRAINING PROGRAMME

The specification of values forms a basis for evaluation. Objectives of training evaluation is to
determine the ability of the participant in the training programme to perform jobs for which they
were trained the nature of training deficiencies, then the trainees required any additional on the
job training the basis of evaluation and the made of collection of information necessary for
evaluation should be determined at the planning stage. Evaluation leads to controlling and
correcting the training programme.
The process of training evaluation has been defined as “any attempt to obtain information on the
effects of training performance and to assess the value of training in the light of that
information”. There are various approaches to training evaluation. The Personnel Manager
should accurately assess trainees job performance two or four months after completion of
training.
Hamblin suggested levels at which evaluation of training can take place:

Reactions:
Evaluate the trainee’s reactions to the usefulness of coverage of the matter, depth of the course
content, Method of Presentation, Teaching Methods etc.,

Learning:
In training programme trainee learns the principles, skills and facts tat the supervisor requires the
trainee’s ability and the trainer’s ability are evaluated on the basis of quantity of content learned
and time in which it is learned and learners’ ability to use or apply. The content he learned.

Job Behaviour:
The trainee’s behaviour on the job will change because of the training programme.

Organization:
This evaluation measures the use of training learning and change in the job behaviour of the
department/organization in the form of increased productivity, quality, morale, sales turnover
and the like.

Ultimate value:
It is the measurement of ultimate result of the contributions of the training programme

to the company goals like survival, growth profitability etc., and the individual goals like

personality development and social goals like maximizing social benefit.

Results:
What final results have been achieved? Did he learn how to work on Machine? Did scrappage
costs decrease? Was turn over reduced? Are production quotas now being met? etc.,

DEVELOPMENT
Development is an attempt at improving an individual’s effectiveness through a
planned & deliberate process of learning.

Management development has two main tasks

(i) To improvement of management performance.
(ii). The organization of management succession.

Purpose & objective of Management Development

Development means a change through a process of planned learning. This should be common
and significant aim of development from the point of view of the trainer and trainee.

Objectives:
(i) To improve the technical performance.
(ii) To improve the supervision of leadership at each level.
(iii) To improve the interdepartmental cooperation.
(iv) To ensure the qualifications of key personnel become better known.
(v) To improve the organizational structure.
(vi) To stimulate the junior executives to do better work

Importance of Management Development:

1. Providing for the present & future needs of the firm for managerial talent by
establishing operating & improving a management training & development scheme.
2. Taking account by regular appraisal of how successful managers are developing their
own subordinates.
3. Providing a chance for every manager to show interest in his own development.

4. Developing all parts of the scheme with the companies objectives.

5. Management development makes clear to every one the intentions of the Board of
Directors.

DEVELOPMENT PROCESS:
1) Organizational planning:
The companies present & future needs are to be determined.
2) Programme Targeting:
To focus the company’s efforts on the most pertinent areas.

3) Ascertaining key position requirements:

To stress the basic requirements of Particular Managerial Positions.

DEVELOPMENT PROCESS:
1) Organizational planning:
The companies present & future needs are to be determined.

2) Programme Targeting:
To focus the company’s efforts on the most pertinent areas.

3) Ascertaining key position requirements:

To stress the basic requirements of Particular Managerial Positions.

4) Managerial Appraisal:
To evaluate periodically the abilities & performance of individual and to identify the further
development and meet their training needs.

5) Replacement of skills inventories:

To indicate persons qualified for managerial replacements.

6) Planning individual development programmes:

To provide specific development programmes for managers.

7) Appraising existing programmes:

To ascertain areas of improvement to be incorporated in future programmes.

Introduction To Performance Management System:-

Managing employee's performance is an integral part of the work that all the managers and
rating officials perform throughout the year. It is as important as managing financial resources
and program outcomes because employee performance or the lack thereof, has a profound effect
on both the financial and program components of any organization.
The department of the interior's performance management policy is designed to document the
expectations of individuals and organizational performance, provide a meaningful process by
which employees can be rewarded for noteworthy contributions to the organization, and provide
a mechanism to improve individual/ organizational performance as necessary.

To accomplish these objectives, managers need to identify organizational goals to be

accomplished, communicate individual and organizational goals to employees that support the
overall strategic mission and government performance and results Act (GPRA) goals of the
Department, monitor and evaluate employee performance, and use performance as a basis for
appropriate personal actions, including rewarding noteworthy performance and taking actions to
improve less than successful performance.

Definitions:
Performance management is the systematic process by which the department of Commerce
involves its employees, as individuals and members of a group, in improving organizational
effectiveness in the accomplishment of agency mission and goals.
According to Lockett (1992): -The essence of performance management is the of individuals
with the competence and commitment, working towards the achievement of shared meaningful
objectives within an organization which supports and encourages their achievement.
Philpott& Sheppard (1992): - Performance management aims to improve strategic focus and
organizational effectiveness throughout continuously securing improvements in the performance
of individuals and teams
IDS (1997):- A clear focus on how each employee can contribute to the overall success of the
organization lies at the heart of performance management systems

Performance management process is used to communicate organizational goals and objectives,

reinforce individual accountability for meeting those goals, and track and evaluate individual and
organizational performance results. It reflects a partnership in which mangers share
responsibility for developing their employees in such a way that enables employees to make
contributions to the organization. It is clearly defined process for managing people that will
result in success for both the individual and the organization.

Aims of Performance Management: -

The Basic Aims:-
Two simple propositions provide the foundation upon which performance management is built: -
(1) When people (individuals & teams) know and understand what is expected of them, and have
taken part in forming these expectations, they will use their best endeavours to meet them
(2) The capacity to meet expectations depends on the levels of capability that can be achieved
by individuals and teams, the levels of support they are given by management, and the processes,
systems, and resources made available to them by the organization.

These propositions imply that the basic aims of performance management are to share
understanding about what is to be achieved, to develop the capacity of people and the
organization to achieve it and to provide the support and guidance individuals and teams need to
improve their performance.

Another way of putting the overall and performance management is that it exists to establish a
culture in which individuals and group take responsibility for the continuous improvement of the
business process and of their own skills and contributions. It is about sharing expectations
Managers can clarify their expectations of what they want individuals team members and their
teams as a whole to do, and individuals and groups can communicate their expectations of what
they should be able to do, of how they should be managed, the support and resources they need
and how their talent should be used. The aim is to achieve consensus because, as Fletcher (1993)
put it, "our perceptions of what is real and valid in the world depend on a consensus of shared
beliefs. One of the aims of performance management could be expressed as being to clarify the
psychological contract.

Detailed Aims:
In more details, the aims of performance management are to

(1) Help to achieve sustainable improvements in organizational performance

(2) Act as a lever for change in developing a more performance oriented culture
(3) Increase the motivation and commitment of employees.
(4) Enable individuals to develop their abilities, increase their job satisfaction and achieve their
full potential to their own benefit and that of the organization as a whole.
(5) Enhance the development of the team cohesion and performance.
(6) Develop the constructive and open relationship between individuals and their managers in a
process of continuing dialogue which is linked to the work actually being done throughout the
year
(7) Provide opportunities for individuals to express their aspirations and expectations about their
work.

Principles of Performance Management:

The principles of performance management have been well summarized by IRS (1996) as
follows:-
(1) It translates corporate goals into individuals, teams, department and divisional goals
(2) It helps to clarify corporate goals.
(3) It is a continuous and evolutionary process, in which performance
improves over time.
(4) It relies on consensus and cooperation rather than control on coercion.
(5) It encourages self-management of individual performance.
(6) It requires a management style that is open and honest and encourages to two-way
communication between superiors and subordinates.

(7) It requires continuous feedback.

(8) Feedback loops enable the experience and knowledge and gained on the job by
individuals to modify corporate objectives.

Benefits of Performance Management:

The benefits to the organization, managers and individuals of well- conceived and well-run
performance management processes are summarized below:

For the Organization:

1. Align corporate, individual and team objectives
2. Improve performance.
3. Motivate employees

4. Increase commitment.
5. Underpin core values
6. Improve training and development process.
7. Help to develop a learning organisation.
8. Enlarge the skill base.

Performance Management Process/Cycle:

In order for the performance management process to be efficient and effective, supervisors must
master the process and apply it consistently. The Federal Competency Assessment Tool -
Management (FCAT- M) assesses whether, and to what degree, supervisors have specific
competencies. One of these competencies is Understanding Performance Management Process
and Practices. A supervisor equipped with this competency will be able to better focus employee
efforts on achieving organizational and individual goals.

Planning and Goal Setting:

The supervisor should meet with employees to create de performance plans. The supervisor
should establish measurable goals that align to the agency's strategis and operational plans and
consult with hisher employees when creating these goals. It is in this planning stage that the
supervisor has an opportunity to explain to employees how their performance directly impacts
how the agency and work unit will achieve their goals.

Monitoring and Feedback

The supervisor should monitor employee progress, not only when there is a progress review due,
but on a continuous basis throughout the appraisal period Monitoring gives the supervisor an
opportunity to make a course correction or adjust a timeline if it is needed so that employees will
produce the desired outcome of successfully achieving the agency's or work unit's goals. It also
provides the opportunity for the supervisor to make employees aware of their progress, whether
favourable or unacceptable Should the supervisor determine the employee has unacceptable
performance on any critical element, monitoring performance enables the supervisor to identify
the problem early and get an opportunity period in place well before the rating of record is doe

Developing Performance:
The supervisor should be able to determine from continuous monitoring whether employees need
additional development to achieve their assigned responsibilities It is important to remember that
employee development includes not only remediation but enhancing good performance as well.
Types of development could include
• Formal training (classroom)
• Informal training (online)

• Coaching or mentoring
• New work assignments (additional responsibilities)
• Details (within current agency or to an outside agency).

Evaluating Performance:
The supervisor will use the knowledge gained from monitoring the employee's performance
during the appraisal period to compare that performance against the emp aign a rating of record.
The final rating should not be a surprise to the employee. particularly when the supervisor and
the employee have had numerous performance discussions during levels that are fully successful
or above Performance management should I support compensation decisions Every agency has
policies that govern performance management that are unique to the agency Supervisors must, in
addition to mastering and consistently applying good planning, monitoring, developing, rating,
and rewarding practices, learn and apply those policies as they relate to the agency-specific
practices of performance management. For more guidance on agency-specific performance
management systems, refer to the agency's the rating period.

Rewarding Performance:
The supervisor must make meaningful distinctions when granting awards. Award amounts
should be clearly distinguishable between different performance policy and procedures manual.
To determine whether they have implemented their agency's performance management system
successfully, supervisors need to answer the following questions:
 • Does my application of the system encourage better performance, and
• Has performance improved during the appraisal period? Positive answers reflect
effective application of good performance management policies and practices.

Meaning of Performance Management System:

Performance management system (PMS) is the heart of any people management processes in
organization. Organizations exist to perform. If properly designed an implemented it can change
the course of growth and pace of impact of organizations If people do not perform organizations
don't survive. If people perform at their peak level organization can compete and create waves In
the past organizations as well as the HR function have wasted a lot of time by wrongly focusing
on performance appraisals rather than performance management.

Effective performance management requires:

1. Identifying the parameters of performance and stating them very clearly.

2. Setting performance standards.

3. Planning in participative ways where appropriate, performance of all constituents.
4. Identifying competencies and competency gaps that contribute hinder to performance.
5. Planning performance development activities.
6. Creating ownership.
7. Systematically deciding and communicating what needs to be done (aims, objectives,
priorities and targets)
8. A plan for ensuring that it happens (improvement, action or service plans)
9. Dome means of assessing if this has been achieved (performance measures)
10. Information reaching the right people at the right time (performance reporting) so decisions
are made and actions taken.
A Performance Management System enables a business to sustain profitability and performance
by linking the employee's pay to competency and contribution. It provides opportunities for
concerted personal development and career growth. It brings all the employees under a single
strategic umbrella. Most importantly, it gives supervisors and subordinates an equal opportunity
to express themselves under structured conditions. Managing this process effectively isn't easy. It
calls for a high level of co-ordination, channelled information flow, and timely review. Whether
employees are at a single place, or spread across multiple locations, the use of technology can
help simplify the complete process for more effective information management. Performance
management could be defined as it begins when the job is defined and ends when an employee
leaves the company. Between these points, the following should be understood for a working
performance management system-
Developing clear job descriptions:
Job descriptions are the first step in selecting the right person for the job, and setting that person
up to succeed Job descriptions provides a framework so the applicants and new employees
understand the expectations for the position.

Selection:
Jobs have different requirements. This is the process of matching the skills and interests of a
person to the requirements of a job. Finding a good job "fit" is exceptionally important Use of a
selection process maximizes input from potential co-workers and the person to whom the
position will report.

Providing effective orientation, education, and training:

Before a person can do the best job, he or she must have the information necessary to perform.
This includes job-related, position-related, and company-related information; an excellent
understanding of product and process use and requirements; and complete knowledge about
customer needs and requirement.

Providing on-going coaching and feedback:

People need ongoing, consistent feedback that addresses both their strengths and the people build
on their strengths. Feedback is a two-way process that encourages the employee to seek help

Conducting quarterly or annual performance development discussions

If supervisors are giving employees frequent feedback and coaching, performance reviews can
change from negative, evaluative, one-sided presentations to positive, planning meetings.

Designing effective compensation and recognition systems: That reward people for their
contributions: The power of an effective compensation system is frequently overlooked and
downplayed in some employee motivation-related literature.

Providing promotional/career development opportunities for staff:

The supervisor plays a key role in helping staff develop their potential. Growth goals, changing
and challenging job assignments and responsibilities, and cross-training contribute to the
development of a more effective staff member.

Assisting with exit interviews to understand WHY valued employees leave the
organization:
When a valued person leaves the company, it is necessary to understand why the person is
leaving. This feedback will help the company improve its work environment for people. An
improved work environment for people results in the retention of valued staff.

Contribution of Performance Management System:

There are many advantages associated with implementation of a performance management
system. A performance management system can make the following important contributions.

Performance Review:
Everybody who works for you needs to know where they stand and how they are doing
compared to your expectations of them. Many companies have formal review systems to let
employees know how their performances stack up Reviews may be conducted as often as every
three months, but annual reviews are most popular
Each review should go over the goals that were set when the employee started the job or during
the last performance evaluation. Then the review should examine how well the employee has
done toward reaching these goals. The employee should be asked to rate his or her performance,
in addition to relying on objective measurements such as sales figures. You and the employee
should then discuss the desirability of trying to reach goals that haven't yet been achieved, and
you should both set goals for the future.
But reviews and evaluations are often justifiably viewed as little more than formalities that
accomplish little or nothing in the way of true feedback. To make formal evaluations go more
smoothly, and to eliminate any surprises on the employee's part, give feedback at the time
something occurs to warrant it.
Formal performance reviews are a crucial part of the ongoing dialogue between managers and
their employees. The objectives of the review conversation are to make sure that the employee
and manager share a clear definition of the job, an understanding of performance expectations
for the position, and an assessment of the employee's performance property designed and
realized process of employee 's appraisal is not only the necessary basis of successful employee
performance management, but also provides valuable information for other human resource
management functions, performance appraisal is important because it helps in performance
feedback, employee training and development decisions, validation of selection process,
promotions & transfers, layoff decisions, compensation decisions, human resource planning
(HRP), career development and develop interpersonal relationship.

LITERATURE REVIEWS
There has been plethora of studies carried out by many academicians, practitioners and

institutions on several aspects of training and development and performance appraisal

practices in various organized and unorganized sectors both in India and in various foreign

countries. This chapter devotes itself to the survey of literature relevant to the subject of

training and development practices in various sectors its impact on employee perception

towards these practices.

• Permila Setts (1980) examined whether the training and development programs

which are designed to meet the changing environment are actually up to the mark or as

per the quality requirements of the changed situation. She is of the opinion that

the training institutes must try to recognize the intimate relationship between management

training philosophy principles and practices and the training modules so that there is no

mismatch between what to impart in training sessions and the job requirements.

 K.S. Anandram (1994) initiated a study to critically examine the various aspects

related to training and development of young engineers. The study revealed that young

engineers desire to acquire management education as they are of the opinion that

management education would facilitate faster growth in the organisational hierarchy.

 Tung- Chun Huang (2001) studied the relationship between training practices and

organizational performance in small and medium size enterprises (SMES). The study

tried to investigate the relationships between the training programs and their effects on

the business performance of SMES. The study revealed that firms with sophisticated

training systems and string support from top management towards training are highly

successful inmaximizing the effectiveness of training programs.

 Munif Mohamed M. Muhaream (2003) analysed and evaluated the HRM Practices in

private sector in India and in Yemen based on analytical and comparative approach

with reference to selected organisations in private sector in Pune India and Sana a

Yemen. The conclusions drawn from the study revealed that the application of the

HRM in the private sector in India is much advanced and expansive as compared to

Yemen.
 Prakash P. Joshi (2003) examined the training activities carried out at various

industrial units at Pimpri-Chinchwad municipal corporation area of Maharashtra. Also

an attempt was made to understand the impact of training programs on employee‟s

performance. It was observed that training was not considered as an integral part of

management, while selecting external trainers proper care needs to be taken. That he

has a follow up of such training activities and training has to be made a compulsory so

as to update employee skills & enhance their performance.

 Connie Zheng, Paul Hyland, Claudine Soosay, (2007) studied a range of training

practices adopted by the multinational companies (MNCS) operating in Asia. The

study also tried to investigate the level of raining expenditure, nature of training

programs and concerns about training in MNCS. It was revealed that MNCS

significantly invest in training. Training was found to be more widespread in service

organizations than in manufacturing organizations1 operating in Asia. The majority of

training emphasized managerial and professional staff development and was generally

conducted externally.

 D.A. Olaniyan and Lucas B. Ojo (2008) have opined that training and development

plays a very important role in taking the organization towards its expected

destination. It is concluded that due to the advancement in modern world

investment in employee training and development becomes inevitable. The

organization should train and retrain all the staff in the form of workshops,

Conferences, Seminars, etc., So as to achieve organizational effectiveness.

 Gopal (2008) examines the evaluation of effectiveness of executive training programs

in Electronic India Ltd. scholar. The evaluation was done in two ways a) individual
 program wise and b) overall evaluation of all training programs taken together. It was

concluded from the study that evaluation of training programs provides inputs in

improving the future training programs.

 A.B. Das (2009) examined the training and development practices in Maharashtra State

Electricity Board and measured the impact of training and development programmes

on the employees‟ competencies. The study concludes that employee training policies,

programs and strategies adopted by MSEB have been instrumental in enhancing the

competencies commitment and contribution of employees in overall development of

the power stations in Maharashtra.

 Nagar (2009) studied the effectiveness of training programs being conducted by

commercial banks (public and private). The study focused mainly on employee opinion

about training programs conducted regarding various aspects like course duration,

library facilities, trainer‟s skills and ability infrastructure facilities at training centre

teaching, aids, etc. The data was collected from trainees at staff training centers of SBI

of Bikaner and Jaipur &Bank of Rajasthan Ltd. The study concluded respondents at

both training centers have equally positive opinion about the training programs.

 Sri Prabha and K Sridevi (2010) examined the training practices in a garment

Industry, a random sample of 135 respondents was taken in order to identify the

various training

practices adopted by the organization and to explore the impact of the various

componentsof training and development activity. The study revealed that the training

practices were effective. However, new methods could be adopted considering the

trainees feedback
 M. Srimannarayana, (2010) studied the training practices in select organizations in

India with respect to structuring the training departments, Orientation training needs

assessment and training evaluation. The study revealed that training programs are taken

very casually and the organizations were unable to assess the training program

effectiveness.

 Dr Harsh Dwevidi and Onaladiwal (2011) examined the role of training in an

organization and explored the training practices used by the Indian organizations for

the effective utilization of workforce. Four organizations selected for the study are

Aditya Birla group, Infosys, Syndicate bank and Essar Corporation University. The

study revealed that training is used in these organizations as a means to transform in

order to survive in the competitive world. The new trend in the corporate world is to

emphasis more on applying systematic approach to training and development so as to

survive in the Competitive world

• Shefali Verma and Rita Goyal (2011) examined the status of various training

and development practices in LIC and the relationship between training and

employeesproductivity. A sample size of 250 employees in four branches of

LIC in northern India was consideration for the study. The results of the study

showed that the training practicesare average and there is a lot of scope for

further improvement.

 Purohit (2012) analysed the existing policies practiced in co-operative banks to

appraise the level of HRD practices, to assess the satisfaction level of employees about

HRD practices particularly Training and development & Reward and recognition of

employees. In the present study data has been collected by adopting simple random
 sampling technique using a structured questionnaire via in-depth personal interviews

from 30 employees at different managerial level working in 16 large banks in Pune

region. The study concluded that training enables employees to gain better

understanding of the assigned job and this will enhance their skill and knowledge.

Extensive training provides the continuous development and acts as a driving force to

perform the job effectively. The study also suggests the ways & means by which the

selected co-operative banks can improve their work performance.

 Jaya Bhasin and Vinod Kumar (2012) made an attempt understand whether there is a

gap between the existing training programs and the training needs of the operational

level personnel at Tata Tele Services Ltd. The study revealed that Top management

gives priority to training programs and training needs are identified from performance

appraised annual training needs assessment & also through individual request for

training and proper care is lake to see that there is no gap between training needs of

Operational staff and existing training programs.

 S. Madan Kumar and M. Arun (2013) examined the factors affecting the efficiency

ofemployee training & development analyzed the effect of training programs on

employeeperformance at RABCO a rubber co –operative in Kerala. It was revealed

organizationaltrainings have a positive impact on employee performance. At

RABCO training is considered as an important component for enhancing employee

performance and satisfaction level of new as well as existing employees.

 Aidah Nassazi (2013) evaluated the effects of training on employee performance,

using the telecom Industry in Uganda as a case study. The study was basically focused

on four issues identification of the training program existing in the industry, objective
 of imparting training to its employees, methods used for training and understands the

impact of training and development practices on employee‟s performance. It was

concluded that training & development have a clear effect on performance of the

employees.

 Ekta Talwar and Neha Sharma (2014) , A studied training and development

practices adopted by BSNL so as to understand whether these training and

development programs improves the ability, capacity and competencies of its employee

towards their work. The study revealed that training enhances employee performance

& improves quality byreducing accidents & eliminating wastages.

 J Venugopal (2014) examined the employees‟ perception towards various dimensions

of training and its impact on development of human resources for the excellence in

organisational performance. The study was conducted in two airline companies located

at Hyderabad among 360 employees. The study concluded that employees have a

positive opinion towards both mandatory and non mandatory training programsand

organisation excellence is accelerated due to training programs.

Add 2015,16,17,18,19,20,21,22 two each

INDIGO ESMONDE(2017)
The last two decades of seminal microbiome research have revealed the intrinsic relationship
between microbiota and human health, with numerous studies linking an unbalanced microbiome
to various diseases. The abundance of microbiome big data now offers valuable information for
the development of new therapeutics. Machine learning, as a branch of artificial intelligence,
presents powerful techniques for analyzing and predicting trends from this data, surpassing what
human intellect alone can achieve. This review will delve into the application of ML in
developing microbiome-targeted therapeutics. It will cover a background on ML, reliable sources
of microbiome big data, existing applications, and opportunities, including the discovery, design,
and characterization of microbiome therapeutics. Additionally, ML's potential in optimizing
advanced processes like 3D printing and in silico prediction of drug-microbiome interactions will
be explored. However, the review will also discuss the barriers to ML adoption in both academic
and industrial settings, concluding with a future outlook on this promising field.

Laura E. McCoubrey, Moe Elbadawi, Mine Orlu, Simon Gaisford & Abdul W.
Basit (2021)
It's fascinating to see how microbiome research has progressed over the past two decades,
revealing its significant impact on human health. The application of Machine Learning (ML) in
analyzing microbiome big data for therapeutic development holds great potential. The review
you mentioned seems comprehensive, covering topics like finding reliable microbiome data,
discovering and designing therapeutics, optimizing processes, and addressing adoption barriers.
This could significantly advance the field of microbiome-targeted therapeutics.

Elsevier B.V.(2017)
Cooperative learning is an effective teaching strategy in engineering education, fostering
teamwork skills and creativity. In this study, third-year chemical engineering students used the
complex instruction method to develop a board game with technical questions related to their
courses. The activity was challenging, but it stimulated their thoughts, creativity, and improved
teamwork skills, as indicated by their reflections and survey feedback. The results suggest that
this approach can enhance deep learning and creativity among students.

Christian Schneider(2016)
Absolutely, the Fourth Industrial Revolution driven by advanced digitization is rapidly
transforming businesses and learning & development. However, some companies and individuals
may be hesitant to acknowledge its profound impact due to several reasons: lack of recognition
of digitization's impact, limited imagination and strategy amidst growing unpredictability,
insufficient agility and encouragement for innovation, and a lack of relevant competencies and
innovation culture. To overcome these barriers, L&D professionals can take on new roles as
change agents and consultants, designers of enriched learning portfolios, and shapers of
innovation culture. By fostering a learning-friendly culture and utilizing different pillars,
organizations can generate innovation and ensure their existence in the era of digital
transformation.

Schommer,marlene
As an AI language model, I don't possess personal opinions or the ability to have percentages for
my learning abilities, speed of learning, knowledge organization, or knowledge stability.
However, I can provide some insights:
1. The ability to learn is a complex interplay between inherited traits and acquired experiences. It
is challenging to assign specific percentages to each category as both play significant roles in
learning.
2. Learning speed varies from person to person, and it can fall into different categories, including
quick, moderately quick, or gradual. The percentage distribution would depend on the individual
and the context of the learning task.
3. The organization of knowledge in the mind can also vary from person to person. Some may
have isolated compartments for information, while others may have interconnected networks
with many links. The percentages would depend on an individual's cognitive processes and
learning style.
4. Knowledge is a dynamic entity. Some knowledge remains stable and unchanging, while new
knowledge is continually being discovered. Additionally, some aspects of knowledge may
evolve or change over time. Assigning percentages to these categories is challenging, as it can be
highly context-dependent and subjective.

In summary, learning abilities, speed, knowledge organization, and stability are complex and
multifaceted aspects of human cognition that cannot be easily quantified with fixed percentages.

Natalia Tretyakova, Vladimir Fedorov, Marina KharakhordinaRussian State Vocational

Pedagogical University, Ekaterinburg, Russia(2020)
It's evident that digital literacy plays a crucial role in the efficient organization of the educational
process amid the rapid digitization of society. The research highlights the importance of
assessing the current state of digital literacy among teachers and developing new learning models
using innovative technologies. The data suggests that school teachers and higher education
lecturers in Russia have a significantly higher level of digital literacy compared to the average
population. The findings can be utilized to enhance training programs, exchange international
experiences, and further research in this area.

Ulrika Bergmark(2020)
The phenomenon of demand for research-based education is prominent in Europe and globally,
including in Sweden. This has led to increased academic expectations for teachers, which can be
challenging for those who received practical teacher training. Understanding how experienced
teachers learn and develop during the transition to research-based education is crucial. The
theoretical framework in this study is based on communities of practice and social learning. The
empirical data consists of written reflections from 50 teachers in preschool, compulsory, and
upper secondary school, who participated in action research projects aiming to promote research-
based education. The findings indicate that professional learning for teachers involved changes
in their thinking, actions, and relationships in three areas: teaching, research, and collaboration.
The study emphasizes the importance of a bottom-up, collaborative, context-specific, and
integrated approach to professional development in teachers' work. Additionally, engagement at
various levels, including principals, lead teachers, teachers, and researchers, contributes to long-
lasting success in building research-based education.
Philippa Cordingley (December 2013)
and research;
• opportunities for active learning, where teachers are engaged in practical experiences and
reflection;
• coherence, ensuring that cpd activities align with school goals and teacher needs;
• being sensitive to the context and culture of the school, tailoring cpd to suit the specific
environment;
• using a variety of research sources and approaches, integrating evidence-based practices;
• ongoing evaluation and feedback, continuously monitoring the impact of cpd activities on
teacher practice and pupil outcomes.
These characteristics serve as essential components for effective continuing professional
development, promoting teacher growth and ultimately benefiting student learning outcomes
.

Laura E. McCoubrey, Moe Elbadawi, Mine Orlu, Simon Gaisford & Abdul W.Basit (2021)
The review you mentioned seems to focus on the significant progress made in microbiome
research over the last two decades, emphasizing the intrinsic relationship between microbiota
and human health. It discusses how the wealth of microbiome big data has become a valuable
resource for developing new therapeutics. Machine learning, as a branch of artificial intelligence,
plays a crucial role in analyzing and making predictions based on this extensive data, offering
insights beyond human intellect alone.

Anuradha Mathrani, Tarushikha Sarvesh & Rahila Umer (2022)

This article highlights digital inequalities in online learning during the COVID-19 lockdown
across five developing countries: India, Pakistan, Bangladesh, Nepal, and Afghanistan. Limited
access to basic digital services in these economies hinders the use of digital media in everyday
life. The authors propose a digital divide framework with three perspectives: structure, cultural
practices, and agency, each influenced by constructs like communities, time, location, social
context, and sites of practice. Structural issues arise from the lack of digital media access and
support services, with female students facing more challenges in accessing digital resources.
Gendered discriminatory rules impact cultural practices, leading to added stress for female
students due to household responsibilities, affecting their agency and learning outcomes. The
framework can guide policy-makers in planning initiatives to bridge the digital divide and
promote equitable gendered learning policies.
Mariska M.G. De Rooji, (2019)
The title of the paper is data set on performance management systems designed in project- based
organization's. The author wrote about data set on performance management systems design
project-based organization. The author collected data on perceived environmental uncertainty,
Organizational size and innovation strategy opportunity strategy and the outcome variable
Performance management system. He said that the data can be used by managers to support the
process of designing a performance management system based on the combination of
organizational level characteristics of their project-based organization.

Tine Van Thielen, (2018)

The title of the paper is how to foster the well-being of police officers: the role of the employee
performance management system. The author focuses on the combination of both performance
planning and performance evaluation as two important stages of the employee performance
management system and examine how it relates to well-being of employees based on the human
resource management and the job demand control model. We develop a conceptual model that
explores the relationship between the employee performance management system and the job
satisfaction and the strain of police officers. The author concluded that as a side effect of public
sector reforms performance based approaches of human resource management such as
performance management especially at police forces where multiple competing job demands are
omnipresent employee performance management can decrease police officers well-being when
performance management is badly applied. The findings of the study are the presence of every
stage of employee performance management is needed in order to generate the beneficial effects.
The parameters considered are job Satisfaction, strain, performance management system
satisfaction, employee performance.

Dr.Nirzar Kulkarni, (2017)

The paper is titled as a study on relationship between employee performance with high-
performance human resource system in automobile industry of Nagpur. The author said that
performance management is the current buzzword and is the need in the current times of cut
throat competition and organization battle for leader ship. It is a means of promoting superior
performance by communicating expectations, defining roles within a required competency
framework and establishing achievable benchmarks. He has chosen only the automobile
companies in Nagpur for this study. The parameters considered are coaching, feedback,
involvement, dedication, performance. The author concluded that superior high involvement
work system is one that involves and engages employees in such a way that they're working at
most favorable productivity level. Information should be accessible to the employees in the
organization but the information should not be at a level that over power employees or divert
them.Some employees only need basic information,open communication channels and fair
remuneration to feel involved and valued in the organization.
Aditya Gautham, (2016)
The author titled his paper as performance management system in telecom industry comparison
to Indian public and private sector undertakings. The author wrote that performance management
is a shared process between managers and individuals based on the principles of an agreed
contract rather than top down task directives. He said that it becomes quite challenging for a
telecom industry to retain a successful operational system and practices in the highly competitive
environment. A good performance management system proved to be a management technique
for attracting and retaining the best talent in the organization. The parameters Considered for the
study are Corporate objectives, performance planning, performance review, implementation,
feedback, rewards and recognization, performance improvement. He concluded that both public
and private sector organizations believe that performance management process is an approach
which is about what the organization should achieve and how to achieve it. However the study
concludes that performance management yields measurable benefits on the performance of the
employees by improving morale, quality of work and productivity.

U. Priya, (2015)
The author titled her paper as a study on attitude of workers towards performance management
system at Robinsons cargo and logistics private limited, Chennai. The author Said that
performance management system has now started receiving unparalleled attention in the context
of performance management system being seen as a strategic workforce tools pwards achieving
competitive advantage. The objectives of the study are to examine the opinions of the workers
towards the functioning of performance management system, to identify the problems faced by
the workers in the functioning of the system, to identify the performance gap, to give suitable
suggestions for the development of the system. The parameters considered for the study are
training, evaluation helps achieving goals, promotions and satisfaction. The author concluded
that the performance management directly has impact on the organization performance. A good
performance management system has employee development as the focal point. She also said
that a well developed and defined performance management system will enhance the image of
employees, while improving its performance in terms of productivity and profitability.
 CHAPTER-4
DATA ANALYSIS

Q:1: Have you attended any training programme?

Interpretation: From the above chart, it is inferred that 98% of the respondents said that they
attended they training programme and 2% of them were not attended any of the training
programmes It is concluded that maximum respondents were attended they training programme .

Q:2: How often the training being conducted in your company?

Interpretation: From the above chart, it is inferred that 98% of the respondents said that training
programme was frequently conducted, 2% of them said that the training was conducted once in a
year. It is concluded that maximum respondents said that they conduct training frequently.

Q:3: According to you, training should be given to?

Interpretation: From the above chart, it is inferred that 73% of the respondents said that, to
improve the quality and make individuals efficient is the training is given and 3% of themsaid
that, for understanding rules and regulations the training is given 2% of them said that, to fasten
the production activities training is given 20% of them said that, all of the above reasons they
give training. It is concluded that maximum respondents thought that training is given to improve
the quality and to make individuals efficient.

Q:4: The present trainer have met your job and personal requirements?
Interpretation: From the above chart, it is inferred that 79% of the respondents said that they
strongly agree that the present trainer met they job and personal requirements, 21% of them said
that, they agree that the present trainer met they job and personal requirements. It is concluded
that maximum respondents are strongly agreed that the present trainer met they job and personal
requirements.

Q:5: what combination of behavioural and technical training should be provided to the

employees?
Interpretation: From the above chart, it is inferred that 48% of the respondents said that, equal
combination of training had provided. 15% of them said, more technical training has provided.
10% of them said, more behavioural training has provided 11% of them said that, It depends on
the individual, 16% of them said that, depends on the company requirement. It is concluded that
maximum respondents said both the behavioural and technical training have been provided.

Q:6: The Training program has helped you improve the interpersonal and
managerial skills?
Interpretation: From the above chart, it is inferred that 98% of the respondents said that, They
strongly agree that the training program helped them to improve they interpersonal and
managerial skills and 2% of them are agreed that it has helped them to improve they skills. It is
concluded that maximum respondents are strongly said it has helped them to improve they
interpersonal and managerial skills.

Q:7: what are the factors influencing you to participate in training programme?
Interpretation: From the above chart, it is inferred that 68% of the respondents said that, the
because they participate in training to efficient in their job performance, 25% of them said that,
because of their personal interest they participate in training, 5% said that, for company
compulsion they are participate in training tended and 2% of them said that, for their job
promotion they participate. It is concluded that maximum respondents opinion is the factor of
efficiency in job performance influenced to participate in training program.

Q:8: Are the Trainers are qualified and experienced?

Interpretation: From the above chart, it is inferred that 98% of the respondents said that, they
strongly agree that the trainers are qualified and experienced and 2% of them said that, they
agree that, the trainers are qualified and experienced. It is concluded that maximum respondents
strongly agreed that the trainers are qualified and experienced.

Q:9: The trainers are giving personal attention to each trainee?

Interpretation: From the above chart, it is inferred that 90% of the respondents said that, they
agreed that the trainers are giving personal attention to each of the trainee and 10% of them are
strongly agreed that the trainers are giving personal attention to each of the trainee.It is
concluded that maximum respondents are agreed that the trainers are giving personal attention to
each of the trainee.

Q:10: How do you assess the faculty on communication skills, clarity of expression,
use of audio visual aids, content, commitment?
 Interpretation:
From the above chart, it is inferred that 70% of the respondents said that the faculty are very
good at all these measures, 20% of them said that the faculty was satisfactory ,5% of them said
that the faculty was excellent and 5% of them said that the faculty was good in all the measures.
It is concluded that maximum respondents said very good to the faculty in all the measures.

Q:11: The training is fully equipped with the training aids?

Interpretation: From the above chart, it is inferred that 98% of the respondents said that they
strongly agree that the training is fully equipped with training aids and 2% of them said that they
agree that the training is fully equipped with training aids. It is concluded that maximum
respondents are strongly agreed that the training is fully equipped with training aids.
Q:12: The Training provides congenial climate for learning:
Interpretation: From the above chart, it is inferred that 50% of the respondents are fully
satisfied that the training provides a congenial climate for learning and 50% of them are satisfied
that the training provides a congenial climate for learning.
Q:13: Was the weightage given more to theory or practical during the training session?
Interpretation: From the above chart, it is inferred that 30% of the respondents said that, the
weightage given more to the theory during the training session,35% of the respondents said that,
the weightage given more to practical during the training session and 35% of the respondents
said that, the weightage given both theory and practical during the training session. It is
concluded that maximum respondents are think more practical and also both the theory and
practically given weightage during the training session.
Q:14: Are you being sent for external training?
Interpretation: From the above chart, it is inferred that 70% of the respondents said that they
sent for external training and 30% of them said that, they did not sent for external training. It is
concluded that maximum respondents were sent for the external training programme.

Q:15: Do you face any problems in attending training sessions?

Interpretation: From the above chart, it is inferred that 90% of the respondents said that,they
face problems because they feel individual interest is not given, 10% of them are said that too
long duration of class they face problem. It is concluded that maximum respondents face
problem is not given attention individually.

Q:16: Are the trainees were examined after the training period?
Interpretation: From the above chart, it is inferred that 100% of the respondents are examined
after the training period. It is concluded that all the trainees are examined after the training
period.

Q:17: The Training methods in the company are?

Interpretation: From the above chart, it is inferred that 96% of the respondents said that
thetraining methods are excellent in the company and 4% of them said that, the training methods
are very good in the company. It is concluded that maximum respondents were extremely
satisfied with the training methods.

Q:18: In your opinion training program has to be conducted by whom?

Interpretation: From the above chart, it is inferred that 100% of the respondents said that, both
internally and externally the training program has to be conducted.

Q:19: which mode of training is effective?

Interpretation: From the above chart, it is inferred that 50% of the respondents said that the
training is more effective in exercise mode, 40% of the respondents said that the training is more
effective in visual mode and 10% of the respondents said that, the training is more effective in
lecture mode. It is concluded that maximum respondents said it is more effective when the
training is in exercise mode.

Q:20: In your view point the training session should be not more than:
Interpretation: From the above chart, it is inferred that 98% of the respondents said that the
training session should not be more than three hours and 2% of them said that, the training
session should not be more than four hours. It is concluded that maximum respondents views in
training session is not more than three hours.

Learning and development of employees at Aurobindo

At Aurobindo, the learning and development is initiated through the inputs received from
Performance Management Cycle where HOD recommends, trainings or up gradation of skills. A
common matrix is prepared to accommodate all the employees in different categories.

They conduct Shop floor training programme/behavioural training programme/work place

behaviour for executive and assistant cadre employees. we conduct management development
programmes for managerial and top management employees.
 Training Need Analysis and Skill Gap Analysis is conducted to ascertain the need to training,
All Training programmes are customized an designed as per requirement by inhouse L&D Team
for all employees
Sometimes they hire consultants to run specific training programmes which are also developed
by L&D Team.

POST TRAINING EVALUATION:

Post Training Evaluation is done after 40 days from date of training to ascertain that the
learning's are being implemented at shop floor/at respective workplace and establish the return
on investment for the time invested and money invested.
Post assessment should be conducted according to the employees needs and higher to the higher
level of manager of organization. Trainer, training place, training method, trainee are the major
things that should be considered while conducting the training program. Majority of the
employees are satisfied with post assessment of training in the organization. Post assessment
procedure should be designing in new way for each training program that could help both for the
management and for employees. External trainers should not change for one particular program
as the employees can not adjust for new trainers.
All the employees are aware of Post Assessment of training in the Aurobindo Pharma. Majority
of the employees agree the assessment is done after the training program in the organization.
Responsibility of conducting Post assessment procedure is carried out by the Training and
Development. The criteria for Post assessment on training is Questionnaire form. The employees
strongly agree that the Post assessment will improve their performance. Most of the employees
get a chance in open feedback in the organization. The employees believe that the organization
will implement their suggestions. Employees found the compatibility between training program
and post assessment. Post assessment procedure is the organization is helping the manager in
designing the new training program. Most of the employees are willing to give the feedback
during the Post assessment training. Employees did unbiased response during assessment
procedure.
The management does not show any interest in taking in the feedback in a positive way from the
employees Maximum employees do not want any changes in post assessment procedure.
Majority of the employees are satisfied with post assessment of training in the organization. The
employees are willing to go for assessment after every training program. Post assessment helps
in optimizing the utilization of human resource that future helps the employee to achieve the
organizational goals as well as their individual goals. It also helps to provide an opportunity and
broad structure for the development of human resources’ technical and behavioural skills in an
organization. It also helps the employees in attaining personal growth. Post-assessment helps in
increasing the job knowledge and skills of employees at each level. It helps to expand the
horizon of human resources intellect and an overall personality of the employee. It helps in
increasing the productivity of the employees that helps the organization further to achieve long
term goal
 CHAPTER-5
FINDINGS, SUGGESTIONS AND CONCLUSION
 FINDINGS
The findings of research are:
1. Most of the participants opined that the training programmes are good.
2. Most of the Employees feel that they require equal Combination of behavioral
and technical training.
3. Some of the employees expressed their view, that is training programme should

be conducted both the internal and external methods.

4. Training Programme should be designed in such a way that fulfills
organizational requirements and satisfy the individual needs.
5. The training programme should not be like class room lecture the training
should involve trainees in the programme and should also training to increase
the participation of employees at a large extent.

6. The main factors influencing the employees to participate in the training programme is to
improve the efficiency in their job performance and their personal interest.
7. The trainers in the training programmes are qualified and experienced.
8. The weight age given more to theory during the training session rather than
practical.
9. They examination on the trainees after their training and evaluate their

performance.
10. The visual and audio training programmes are more effective.
SUGGESTIONS

➢ It is suggested that every employee undergo the training programme in a year

when it required than frequently.

➢ Training programme should be conducted by a team of professionals.

➢ The training programme should be designed according to the employee’s present

job also.

➢ The person undergone training programme has to be informed that why his

selection was made for such programme and what does organization expects
from him after training programme.

➢ Training as viewed as a vital activity rather than a routine activity.

➢ The training programmes has to be designed more on exercise rather than visual

and audio.

➢ The individual attention should be given on each trainee by the trainer.

➢ There should be more weight age on practical than the theory.

➢ The training session should not exceed more than four hours a day.

➢ To reduce monotony and boredom and become more interesting to the

participants, various management games have to be introduced such as role

playing, practical exercise which is related to the job and his performance, etc...
SUGGESTIONS OF THE STUDY:
From the study which was carried down in Hindustan Shipyard Limited, Vishakhapatnam some
of suggestions were given by me believing that they might be helpful for the problems identified
by me during the period of my study in HSL which are presented below.

Growth of the employees:

Organisation should concentrate on personal growth of employees as majority of them are
feeling that there are no learning and development opportunities at HSL. So, my suggestion is
that the organization should concentrate on the training and development needs of its employees.
Through which the employee can learn more and develop in his career.

Employee satisfaction:
Most of the employees felt that they will be satisfied when their work is recognized and
rewarded accordingly. So, I would like to suggest that the managers should put in an extra effort
to recognize any better work done by the employees and reward them accordingly. The reward
need not be monetary but a small deed like appreciation infront of the team will be considered as
a reward by the employee.

Feedback to the employees:

As the employees feel that when they get negative feed back they need conselling and training
sessions. I would suggest that the higher authorities should take special care about the employees
who got negative feed back, because in some cases negative feed back leads to depression. So,
care should be taken to counsel the employees with negative feed back and some training
sessions should be held to improve the areas where they are lagging in.
CONCLUSION
Overall, the training programs in AUROBINDO PHARMA LIMITED are a great success and
beneficial to a great extent. All the training programs are conducted as per the calendar schedule
and with perfect preparations. The employees who underwent the training programme (both
internal and external trainees) opined that the training has increased their knowledge, skills in
their respective fields and established good relations with their co-workers as well as the
management. Training has proved to be of great help to all the employees in developing their
managerial and personal requirements. Cent percent evaluation of the extent of success of the
training programsby the immediate superiors helped in detecting the loopholes in the programs
and rectifying them, which led to increase in success ratio. This continuous scrutiny by efficient
seniors led to the great success of the training programs. This made the employees work
efficiently which led to the growth of the organization.Training is the tailor made to fit the needs
of an organization and followed for the purpose of developing certain attitudes, actions, skills
and abilities that make the most effective contribution.
Performance management system is essential to understand and improve theemployee's
performance through Human Resource Development. In fact, performance management system
is the basis of HRD. It is viewed that performance management system was useful to decide
upon the employee promotion/transfer salary determination. But the recent developments in
Human Resources Management indicate that performance management system is the basis for
employee development.
Based on the data analysis, interpretation of the results deduced in the experimental study, and
information inputs provided by authorities in interaction with them, we can safely arrive at a
conclusion that Hindustan Shipyard Limited has efficient employee performance management
system process. It is observed that HSL is taking all the steps in maintain a good performance
management system in the organization. Majority of employees stated that authorities are
empathetic in the handling appraisal process. Thus it is a sign of existing a healthy industrial
relationships and communication between employees in the organization.
 Bibliography
BOOKS & REFERENCES:
1. P. Subba Rao, essentials of human resource management and industrial relations, Himalaya
publishing house.
2. Human resource management texts and cases, k. Aswathappa, tata Mc graw hill education.
3. V.S.P.Rao, Human Resource Management(2006),Himalaya publishing house.

4. Kothari C.R, “research methodology: methods and techniques”, new age International
publications (p) ltd., New Delhi, 2014
5. Aquinas P.C., “Human resource management principles and practices”, vikas publishing house
PVT LTD, New Delhi, 2013.
6.Human Resource Management (2016), V.S.P. Rao, Taxmann's Publications
7. Performance management system and strategies (2011), Deepak kumar Battacharya,
Pearson publications
8. Strategic Human Resource Management: An Indian perepective (2006), Anuradha

Sharma,Sage publications

Journal articles:

• Mariska m.g. de rooji, Remco.S(2019): Data set on performance management systems

designed in project-based organization's.
• Serban radu-alexandru, Herciu Mihaela(2019):The title of the paper is performance.
management system- proposing and testing a conceptual model,Studies in business and
economics, 2019.
• Dr.tejashree deshmukh, Jigar patel(2019): Research paper on Bell Curve method of
performance management, International journal of management, volume 10

• Abdurezak mohammed kunil, Tigist Michael (2019): Employee performance

management system practices and challenges: A case on commercial bank of Ethiopia,
international journal of commerce and management studies.
 • Tine van thielen, Robin Bauwens(2018): How to foster the well-being of police officers:
the role of the employee performance management system.

• Ravishankar s ulle, kotresh patil(2018): impact of performance management system on

employee job performance based on the perception of employees -A study conducted at
sushrutha eye hospital mysuru, JETIR august 2018, volume 5
• Ravi chandra g. Dr. A.B. Saraswathi (2018): study on performance management system
in IT industry, IJMET January 2018,volume9
• Kathi enderes, Matthew Shannon(2018): performance management solution:market
primer at Deloitte, Market Landscape Deloitte.
• Mohammad akhtar, A Ahenkhan(2017): Strategic performance management system in
uncertain business environment, BPMJ may 2017 volume 4

WEBSITES:
www,aurobindo.com
www.wikipedia.org
www.toppr.com

www.managrmentstudyguide.com
http://www.hslvizag.in/
http://www.hrsurvey.com/
http://www.slideshare.net/
http://www.googlescholar.com/
http://www.hrhelpguide.com/

http://www.clearreview.com/
ANNEXURE
 QUESTIONNAIRE

"A STUDY ON How employees felt about different trainings offered by AUROBINDO
PHARMA LTD,."
Dear respondents,
I would like to bring to your kind notice that I am doing MBA (HR) project on the topic 'A Study
on Learning and development practices towards employe Performance .I am Pammi Dravya Sree
from MVGR college engineering, Vizianagaram. The aim of this survey is to know the 'opinion
of Learning and development practices towards employe Performance' in Aurobindo pharma
pydibhimavarm .The information collected in this survey will be used only for academic purpose
and would be kept confidential. I request to you to spend your precious time to complete the
questionnaire.

Name:

Designation:
Department:
Gender:
Age:
Experience:

QUESTIONNAIRE
1. Have you attended any training programmes?
a) Yes
b) No
2. How often the training being conducted in your company?
a) Once in a year
b) Once in two years
c) Once in three years
d) frequently.

3. According to you, training should be given to:

a) Improve the quality and to make individuals efficient
b) Understand the rules and regulations
c) To fasten the production activities
d) Safety consciousness
e) All of the above.

4. The present trainer has met your job and personal requirements?
a) Strongly agree
b) Agree
c) Neither Agree nor Disagree
d) Disagree
e) Strongly Disagree.

5. What combination of behavioural and technical training should be

provided to the employees?
a) Equal combination
b) More technical
c) More behavioural
d) Depends on individual

e) Depends on company requirements.

6. The training programme has helped you improve the interpersonal and managerial skills:
a) Strongly agree
b) Agree
c) Neither Agree nor Disagree
d) Disagree
e) Strongly Disagree.
7. What are the factors influencing you to participate in training programme?
a) Job promotion

b) Company compulsion
c) Efficiency in job performance
d) Faculty and infrastructure
e) Personal interest.
8. The trainers are qualified and experienced:
a) Strongly agree

b) Agree
c) Neither Agree nor Disagree
d) Disagree
e) Strongly Disagree.
9. The trainers are giving personal attention to each trainee:
a) Strongly agree

b) Agree
c) Neither Agree nor Disagree
d) Disagree
e) Strongly Disagree.
10. How do you assess the faculty on communication skill, clarity of expression, use of Audio
visual aids, content, commitment?
a) Excellent
b) Very Good
c) Good
d) Satisfactory

e) Poor.
11. The training is fully equipped with the training aids:
a) Strongly agree
b) Agree
c) Neither Agree nor Disagree
d) Disagree

e) Strongly Disagree.
12. The training provides congenial climate for learning:
a) fully satisfied
b) satisfied
c) not satisfied
d) no comment.

13. Was the weight age given more to theory or practical during the training session?
a) Theory
b) practical
c) Both .
14. Are you being sent for external training?
a) Yes

b) No
15. Do you face any problems in attending training sessions?
a) Too long duration of classes
b) Too many participants
c) Inefficient trainers
d) Inefficient training aids

e) Individual attention not given.

16. Are the trainees were examined after the training period?
a) Yes
b) No
17. The training methods in the company are:
a) Excellent
b) Very Good
c) Good
d) Satisfactory

e) Poor.
18. In your opinion training program has to be conducted by whom?
a) Internal personnel
b) External
c) Both internal & external
d) Team of professional.

19. Which mode of training is more effective?

a) Audio
b) Visual
c) Lecture
d) Exercise
20. In your view point the training session should be not more than

a) three hours
b) five hours
c) eight hours
d) four hour.