A STUDY ON

TRAINING & DEVELOPMENT AMONG EMPLOYEES OF EAST INDIA COMMERCIAL COMPANY LIMITED
Dissertation Submitted in Partial Fulfillment For The Award of the Degree Of

MASTER OF HUMAN RESOURECE MANAGEMENT

By

CH.S. SANKARAMU
Regd.No 2086203030

UNDER THE GUIDENCE OF Ms. D.V.S MANI

SIR CATTAMANCHI RAMALINGA REDDY COLLEGE

DEPATMENT OF MASTER OF HUMAN RESOURCE MANAGEMENT 2008-2010
Affiliated to Andhra University, Visakhapatnam Approved by AICTE, Accredited at A level by NAAC

ELURU

DECLARATION

I, the undersigned here by declare that this dissertation work report titled

TRANING

AND

DEVOLPMENT

in

EAST

INDIA

COMMERCIAL COMPANY LIMITED, KOTHURU written and submitted

by me to the post graduation department of human resource

management, SIR C.R.REDDY COLLEGE, ELURU is my own and it as not been submitted to any other university or published at any time before.

Place: Eluru Date:

(CH.S. SANKARAMU) Regd.No.2086203030

CERTIFICATE

This is to certify that this project work entitled A STUDY ON TRAINING &
DEVELOPMENT AMONG EMPLOYEES OF EAST INDIA COMMERCIAL COMPANY LIMITED- A STUDY is a bonafide work done by CH.S.

SANKARAMU Reg. No. 2086203030 student of final year M.HRM, Programmer 2008-10, under my guidance and submitted to the Department of Management Studies, Sir C .R .Reddy College, Eluru in partial fulfillment of the requirements for the award of the Degree of Master of human resource management.

Place: Eluru

(Ms. D.V.S.MANI)

Date:

Project Guide

ACKNOWLEDGEMENT
It is inevitable that thoughts and ideas of other people drift into the subconscious when one feels to acknowledge the help derived from other. I am grateful to Dr. K.S.Vishnu Mohan, M.S. Honurable

Correspondenof P.G courses, Sir.C.R.Reddy College, Sri. K.Krishna Murthi, Deputy Director, P.G.Courses, Sir.C.R.Reddy College, ELURU, for their blessings and encouragement through out my course of study. I express my sincere gratitude and thanks to Mr. M.D. SHAIDDEN Asst. Professor in the Department master of Human Resources management, Sir.C.R.Reddy College, ELURU, for their encouragement, continuous support and timely suggestions. I express my thanks to the PG Librarian and Lecturer in Library Science Sri. L.Venkateswara Rao and other Library staff for their cooperation.

I am greatly indebted and convey my sincere thanks to Sri. N.A.SURESH of LABOUR WELFARE OFFICER, EICC limited, kothuru for giving me permission to carry on my training programme.

(CH.S. SANKARAMU) Redg. No.2086203030

CONTENTS
DECLARATION CERTIFICATED ACKNOWLEDGEMENT LIST OF TABLES LIST OF CHARTS SUMMARY CHAPTER I INTRODUCTION Need for the Study Objectives Methodology Limitations CHAPTER II CONCEPTUAL RELEVANCE OF THEORETICAL FRAME WORK CHAPTER III PROFILE Industry Profile Company Profile CHAPTER IV Empirical Analysis Findings Suggestions Conclusion / recommendations Annexure Questionnaire Bibliography Title, Author, Publisher, Year Weblography

Abbreviations

S.NO
1 2

NAME OF THE TABLE Do you agree that annual plan is focused on training needs identified by the company Does the management intiates are not included in process of traning needs identification. I think that skill matrix format is relevant to your job? Will you agree that performance appraisal system for training needs identification is

PAGE NUMBER 36 37 38 39

biased? Do you agree that traning helps to do your job more effectively? Do you agree that training helps to acquire knowledge?

60 61

Do you agree that training is not necessary to improve your skills? Before training only my quality of work is good than after training Do you agree that your job performance has changed after training? Do you agree that your job efficiency is better before training? I think that training is not necessary to develop your interpersonal skills? I think that training modifies your behavior in marinating good relations with superiors? Will you agree that training helps to develop your leadership qualities? Do you agree that training brings awareness to do your work by achieving your goals? I think that training makes you enthusiastic and energetic? I wont agree that training helps you toincrease the productivity? Will you agree that training helps to attend your work regularly without any absenteeism? I think that training in no way helps to improve team building?

63 64 66 67 69 70 72 73 75 76 78

10

11

12

13

14

15

16

17

18

INTR UC OD TION

Org anizationasare com pos org anization and hum resources an

Accordingto leon c m g s, the t ug ing aptitudesof an org anizationswork individualsinvolved. anag ent m em with and throug the people The h . planning anizing ,org ,staffing ,leading accom plishm of objectivesthrou ent by the com panies hum resource an processof m anag ent. em

Human resources management deals with the people dimension in management. Byers and rue, in their book, human resource and personal management, say :human resource management encompasses those activities designed to provide for and coordinate the human resource of an organizations to provide for and coordinate humanresouces.

TRAINING AND DEVELOPMENT

Training and development of people is one of the fundamental operative functions of personnel management. Employee training is the process whereby people learn the skills, knowledge, attitudes and behaviors needed in order to perform their job effectively. No big organization and development needs of its employees can long ignore the training without seriously inhibiting its

performance. Even the most careful selection does not eliminate the need for training, since people are not molded to specifications and rarely meet the demands of their jobs adequately, Today, any modern organization is giving highest priority for employees training and development. An industrial undertaking and its effectiveness is extensively be studied on the possible avenues of training and development policy of that industrial enterprise. An industrial undertakings effectiveness is preferably out come to training and development policy, Basically it is a strategy on which the overall affairs are to be analyzed. Originally training and development policy reflects the enterprise as a whole. The concept of training and development includes career planning. Forming career paths. Development of workmanship behavior, easiness in execution of the work, avoiding risks , proper utilization of available resources of all kinds of nature , grater fixation of responsibility over employees etc, are the possible avenues to be studies under training and development. Training and development is the basis and justification for the retiring employees within the organization and at a greater consideration to utilize their entire efforts in development of enterprise as a whole. The study involves in all the areas of training and development implications at various levels in ELCC Ltd limited .kothuru.

Organization become dynamic and goal oriented if their people are dynamic and pro-active. Every organization can do a lot to make their people become dynamic and proactive through proper selection of such people and by venturing their dynamism and other competencies,. Organizations cannot survive beyond a point unless they are continuously alert to the changing environment and continuously prepare their employees through growth, HRM should not be perceived as the sole responsibility of the personnel department. If HRM is succeed in its objectives it is imperative that through a process of continues training. The need for imparting training to employees is to develop necessary skills to undertake jobs as well as to ensure their safety, In 1974 T.V. Rao has given 9 mechanisms of HRD for implement best HRD training programmes. Those are performance appraisal. Potential appraisal. Feed back counseling, career planning development , Rewards, Employee hanuman resource information. DSTINCTION BETWEEN TRAINING AND DEVELOPMENT : ` The term training and Development are closely related but their meanings have important knowledge and skill distinction. Training is the act of increasing employees the of an for doing a particular job. It is welfare ,Training , organizational life, and & quality of work meet the challenges and have an impact on their environment ,Thus HRD is an essential process for organizational survival and

concerned with imparting specific skills for particular purposes. The term Development is a broad one. It includes training .its aim is to improve the overall personality of an individual. The term is mostly used in the context of executives only. Following are some important distinction between training and development.

NEED FOR THE STUDY Training is needed to achieve the following purposes: Newly recruited employees require training so as to perform their tasks effectively. Training is necessary to prepare existing employees for higherlevel jobs (promotion). Existing employees require refresher training so as to keep abreast of the latest development in job operations. Training is necessary when a person moves from one job to another. Training is necessary to make employees mobile and versatile. They can be placed on various jobs depending on organizational goals.

OBJECTIVES OF THE STUDY: To know the effectiveness of the training department in the achievement of the company goals. To learn, how the training department in AMD'S LAB identifies the training needs. To know the training programmes conducted by the training department. To know the evaluation of the training programmes done by the department. To find out the employee view point on training department. To find out impact of the training on the job and the personal development of the employee.

Features of training: Increase knowledge and skills for doing a job. Bridges the gap between job needs and employees skills, knowledge and behavior. Job-oriented process, vocational in nature. Short-term activity designed essential for operatives.

TRAINING PROCESS: Training is a process. The process is composed of certain phases. A training programme for employees in an organization broadly consists of their following major steps. IDENTIFICATION OF THE TRAINING NEEDS & PRIORITIES:

The assessment of training needs of employees is perhaps the most important step in the process. It is from need assessment that the entire training process will flow. It the organization does not accurately determine its needs, the training profess will be inappropriately directed. Organizational analysis, operational analysis and individual analysis are the three step approaches recommended by Me. Guhee and Thayar to determine training needs. ESTABLISHMENT OF TRAINING GOALS & SELECTION

OF TRAINEES: Trainees should be selected with care ensuring that a benefit from their inclusion in the training programme accrues to the trainees as well as the organization. The training goals should ensure that assessed needs are served. It is very important that these goals should be fully integrated with the organization's Human resource training needs.

SELECTION OF TRAINING TECHNIQUES:

After establishment to training goals and selection of trainees, it is necessary to determine how the training will be conducted. This includes selection of training techniques. Some of the training techniques are lectures, video and audiocassettes, case studies, role playing, on the job training, simulation etc. SELECTION AND TRAINING OF THE TRAINING PERSONNEL:

The selection and training of the trainers is very important aspect of training. The quality of the organizational training efforts is heavily dependent upon the ability of trainers to plan, organize, execute and evaluate the training programmes. To some extent, this depends on trainer skills can be lessened by providing prepackaged materials or programmes designed by training experts. APPLICATION OF SELECTED TRAINING TECHNIQUES: To conduct the training is the important aspect of training process. Under this step the location of training and the problems of training and other operations must be considered in advance. These considerations should not be afterthoughts. The accessibility of the location, comfort of the faculty, and the quality and age for the material and equipment are all very important for the success of the program. As the training continues, it is important that the progress of the trainees is monitored. Periodic skill or knowledge tests or periodic assessment of the programme may accomplish this by the personnel department. IMPLEMENTATION: The training programme is designed keeping in view the training needs and training objectives. The designed programme should be properly implemented. This includes administrative arrangements such as proper nominations, preparation of study material, transport arrangements for faculty and nominees, whenever necessary, keeping ready all class rooms, teaching aids etc. another important thing is maintenance of punctuality in running the programme.

EVALUATION OF THE TRAINING PROGRAMME:

Evaluation basically involves a comparison of what was accomplished during the training programme with what was intended. The evaluation of programme is made on the basis of some pre-determined measures of the skill, knowledge or attitude of the trainees. METHODS OF TRAINING FOR EMPLOYEES: Methods of training have its unique place in an overall training programme for employees in an organization. Broadly there are four recognized methods of training. On-the-job training Off-the-job training Apprenticeship training; and Vestibule training

METHODS OF TRAINING FOR MANAGER: There are two methods for developing managers under executive development programmes. ON-THE-JOB TRAINING: Job rotation Delegation Promotion and transfers In-company-training programmes External programmes

OFF-THE-JOB TRAINING: Lectures Case Methods Simulation

T-Group training

METHODOLOGY
THE PRESENT STUDY STATEMENT OF THE REASERCH: This is concerned with the study of training and Development in EICC Ltd Limited.- kothuru. UNIVERSE OF THE STUDY: The universe of the investigation is the employee in EICC Ltd OBJECTIVES OF THE STUDY: To know the effectiveness of the training department in the achievement of the company goals. To learn, how the training department in AMD'S LAB identifies the training needs. To know the training programmes conducted by the training department. To know the evaluation of the training programmes done by the department. To find out the employee view point on training department. To find out impact of the training on the job and the personal development of the employee.

OPERATIONAL MEANING OF THE CONCEPTS: TRAINING: The focus of the training is on the job the employee now has and such learning experiences are concerned with actual job performance.

DEVELOPMENT: Its focus is on the organizations. Employees are developed to cope with unforeseen organizational change and to keep them sensitive to trends and movements, which are future-oriented. EMPLOYEES: Employees refer to both the technical and non-technical people in the organization. POPULATION: Population of the study is trainees, who participated, in different training programmes during the year 2007-2008. SAMPLE: Once the list of participants during the year 2007-2008 has been obtained, covering all the departments. The size of the sample consists of 60 members, which includes both technical and non-technical employees in the organization. DATA COLLECTION INSTRUMENT: The data was collected through schedule and questionnaires. The schedule was prepared to collect information from management on different training and development activities. The questionnaires were prepared and distributed among the respondents for their views and opinions. DATA COLLECTION: The data was collected during May 2008 through schedule and questionnaires in EICC Ltd, Kothuru. DATAANALYSYS: The data collected has been tabulated, analyzed qualitatively and quantitatively by using percentage.

LIMITAIONS OF STUDY: The only limitation of the study is the time factor. During the 60 days project, the researcher had to concentrate on the organizational data, simultaneously along with this dissertation data. Despite this limitation, every effort was made to arrive at the original objective.

CHAPTER II
Empirical analysis

1. Do you agree that annual plan is focused on training needs identified by the company? A) SA
Response Strongly agree Agree Disagree Strongly Disagree Total

B) A
No.of Respondents 8 14 2 1 25
SD DA 40 SA 32

C) DA

D) SD

Percentage 32 64 4 0 100

SA A DA SD

A 64

INTERPRETATIONS: The above table indicates that 32% of the employees are strongly agreed that they are following the annual plan of training programs provided by the management. 64% of the employees are agreed that they are following the annual plan of training programs provided by the management. 4% of the employees are disagreed that they are not following the annual plan of training programs provided by the management.

2.

Does the management initiates are not included in process of training needs identification. A) SA Response Strongly agree Agree Disagree Strongly Disagree Total
SD 4 SA 12 SA DA 44 A 40 A DA SD

B) A

C) DA

D) SD Percentage 12 40 44 4 100

No.of Respondents 3 10 11 1 25

INTERPRETATIONS: The above table indicates that 12% of the employees are strongly agreed that management is not taking any initiative while conducting training programs. 40% of the employees are agreed that management is not taking any initiative while conducting training programs. 48% of the employees are strongly disagreed that management is taking initiative while conducting training programs.

3.

I think that the skill matrix format is relevant to your job? A) SA B) A C) DA D) SD

Response Strongly agree Agree Disagree Strongly Disagree Total

SD 12

No.of Respondents 2 7 13 3 25
SA 8

Percentage 8 28 52 12 100

A 28

SA A DA SD

DA 52

INTERPRETATIONS: The above table indicates that 36% of the employees are satisfied with the skill matrix format which is provided by the management. 52% of the employees are not satisfied with the skill matrix format which is provided by the management. 12% of the employees are dissatisfied with the skill matrix format which is provided by the management. Most of the employees are not satisfied with the skill matrix format because of their low awareness. So, the management must observe this and make the employees to know about the advantage of the skill matrix. 4. Will you agree that performance appraisal system for training needs identification is Biased. A) SA Response B) A C) DA D) SD No.of Respondents Percentage

Strongly agree Agree Disagree Strongly Disagree Total

SD 20

4 5 11 5 25
SA 16

16 20 44 20 100

SA A 20 A DA SD

DA 44

INTERPRETATIONS: The above table indicates that 36% of the employees are not satisfied with the appraisal system introduced by the management. 44% of the employees are satisfied with the appraisal system introduced by the management. 20% of the employees are strongly satisfied with the appraisal system introduced by the management.

5.

Do you agree that training helps to do your job effectively? A) SA Response Strongly agree Agree Disagree Strongly Disagree Total B) A C) DA D) SD Percentage 32 64 4 0 100 No.of Respondents 8 16 1 0 25

DA 4

SD 0 SA 32 SA A DA SD

A 64

INTERPRETATIONS: The above table indicates that 32% of the employees are strongly agreed that training helps to do their job effectively. 64% of the employees are agreed that training helps to do their job effectively. 4% of the employees are disagreed that training doesnt helps to do their job effectively.

6.

Do you agree that training helps to acquire knowledge? A) SA Response Strongly agree Agree Disagree B) A C) DA Percentage 20 72 8 D) SD

No.of espondents 5 18 2

Strongly Disagree Total

0 25

0 100

DA SD 0 8

SA 20

SA A DA SD
A 72

INTERPRETATIONS: The above table indicates that 20% of the employees are strongly agreed that training helps to acquire knowledge. 72% of the employees are agreed that training helps them to acquire knowledge. 8% of the employees are disagreed that training never helps them to acquire knowledge.

Most of the employees agree that training helps to acquire more knowledge and they can do their work easily with the help of training programs.

7.

Do you agree that training is not necessary to improve your skills? A) SA Response Strongly agree Agree Disagree Strongly Disagree Total B) A C) DA D) SD Percentage 8 16 44 32 100 No.of Respondents 2 4 11 8 25

SA 8 SD 32 A 16

SA A DA SD

DA 44

INTERPRETATIONS: The above table indicates that 24% of the employees are not agreed that training never helps to improve their skills. 44% of the employees are agreed that training helps to improve their skills. 32% of the employees are strongly agreed training helps to improve their skills.

Merely most of the employees agree that training is important to improve the skills and to operate the machines easily with the help of training activities that are implemented by the management. 8. Before training only my quality of work is good than after training? A) SA Response Strongly agree Agree Disagree Strongly Disagree Total
SD 4 DA 28

B) A No. Respondents 4 13 7 1 25
SA 16

C) DA

D) SD

of Percentage 16 52 28 4 100

SA A DA SD

A 52

INTERPRETATIONS: The above table indicates that 16% of the employees are strongly agreed their quality of work is better than before training. 52% of the employees are agreed their quality of work is better than before training. 32% of the employees are agreed that quality of work is better after training only. 9. Do you agree that your job performance has changed after training?

A) SA Response Strongly agree Agree Disagree Strongly Disagree Total

B) A

C) DA

D) SD Percentage 4 12 76 8 100

No.of Respondents 1 3 19 2 25
SA 4 A 12

SD 8

SA A DA SD

DA 76

INTERPRETATIONS: The above table indicates that 16% of the employees are agreed their job performance has changed after training. 76% of the employees are disagreed that their performance has not changed even after training. 8% of the employees are strongly disagreed that their performance has not changed even after training. Major part of the employees disagreed that their job performance has not at all changed. So, the management should understand the 10. Do you agree that your job efficiency is better before training? A) SA B) A C) DA D) SD

Response Strongly agree Agree Disagree Strongly Disagree Total

No.of Respondents 1 2 2 20 25
SA 4 A 8 DA 8

Percentage 4 8 8 80 100

SA A DA SD

SD 80

INTERPRETATIONS: The above table indicates that 12% of the employees said their job efficiency is better before training. 88% of the employees are agreed that their job efficiency is better after training. Major part of the employees said that training is important to improve their job efficiency but they are not fully following the training activities due to their low educational qualifications. 11. I think that training is not necessary to develop your interpersonal skills? A) SA Response Strongly agree Agree B) A C) DA D) SD

No.of Respondents Percentage 1 4 3 12

Disagree Strongly Disagree Total

9 12 25
SA 4

36 48 100

A 12 SA

SD 48

A DA SD DA 36

INTERPRETATIONS: The above table indicates that 16% of the employees are agreed that training is not necessary develop their inter personal skills. 36% of the employees the training is necessary to develop their inter personal skills. 48% of the employees the training is necessary to develop their inter personal skills. 12. I think that training modifies your behaviour in marinating good relations with superiors? A) SA Response Strongly agree Agree Disagree Strongly Disagree Total B) A C) DA D) SD Percentage 40 40 16 4 100 No.of Respondents 10 10 4 1 25

DA 16

SD 4

SA 40

SA A DA SD

A 40

INTERPRETATIONS: The above table indicates that 40% of the employees are strongly agreed training helps modify their behavior in maintaining good relations with superiors and subordinates. 40% of the employees are strongly agreed training helps modify their behavior in maintaining good relations with superiors and subordinates. The employees agreed that training modifies their behavior in maintaining good relations with their superiors and can better understanding with their superiors.

13.

Willl you agree that training helps to develop your leadership qualities? A) SA Response Strongly agree Agree Disagree Strongly Disagree Total B) A C) DA D) SD Percentage 16 44 32 8 100 No.of Respondents 4 11 8 2 25

SD 8

SA 16

SA DA 32 A DA SD

A 44

INTERPRETATIONS: The above table indicates that 16% of the employees are strongly agreed that training helps to develop their leadership qualities. 44% of the employees are agreed that training helps to develop their leadership qualities. 40% of the employees are disagreed that training doesnt helps to develop their leadership qualities. Some of the employees disagreed that training wont helps to develop their leadership qualities. Because, they beleive self-confidence

and they feel that training programs wont show any effect for development. 14. Do you agree that training brings awareness to do your work by achieving your goals?
A) SA Response Strongly agree Agree Disagree Strongly Disagree Total
SD 4 DA 24

B) A

C) DA Percentage 56 16 24 4 100

D) SD

No. of Respondents 14 4 6 1 25

SA A

SA 56 A 16

DA SD

INTERPRETATIONS: The above table indicates that 56% of employees are strongly agreed the training brings awareness should do their works by achieving their goals. 16% of employees are agreed the training brings awareness should do their works by achieving their goals. 28% of employees are strongly agreed the training brings awareness should do their works by achieving their goals. Most of the employees agreed that training brings awareness to do their job effectively from boredom. But, some of them are not agreeing that due to their lack of awareness on training programs.

15.

I think that training creates stress and boredom on your work activity?
A) SA Response Strongly agree Agree Disagree Strongly Disagree Total
SD 4

B) A

C) DA Percentage 16 36 44 4 100

D) SD

No. of Respondents 4 9 11 1 25

SA 16

SA DA 44 A 36 A DA SD

INTERPRETATIONS: The above table indicates that 16% of the employees are strongly agreed that training creates stress and boredom on their work activity. 36% of the employees are agreed that training creates stress and boredom on their work activity. 48% of the employees are agreed the training helps to protect from stress and boredom to do their work effectively. Some of the employees agreed and some of the employees disagreed that training creates stress and boredom. Because of the implementation of new technology employees are not able to understand they feel it is difficult to operate and hope the work is better before training.

16.

I wont agree that training helps to increase the production in raising profits?
A) SA Response Strongly agree Agree Disagree Strongly Disagree Total B) A C) DA Percentage 0 36 40 24 100 D) SD No. of Respondents 0 9 10 6 25
SA 0 A 36

SD 24

SA A DA SD

DA 40

INTERPRETATIONS: The above table indicates that 36% of employees are agreed that training never helps in raising profits. 40% of employees are agreed that training helps in raising profits. 24% of employees are agreed that training helps in raising profits.

According to the data given above that training helps in raising production due to the implementation of new technology and they can meet the organization needs effectively. 17. Will you agree that training helps to attend your work regularly without any absenteeism?
A) SA Response Strongly agree Agree Disagree Strongly Disagree Total B) A C) DA Percentage 0 40 20 40 100 D) SD No. of Respondents 0 10 5 10 25
SA 0

SD 40

A 40

SA A DA SD

DA 20

INTERPRETATIONS: The above table indicates that 40% of the employees that training helps from absenteeism and to do their work effectively. 20% of the employees that training never helps from absenteeism. 40% of the employees that training never helps from absenteeism. Most of the employees said that training will never helps in reducing absenteeism. So, the management must concentrate on this

activity inorder to reduce the absenteeism rate to run the organization effectively. 18. I think that training in no way helps to improve team building?
A) SA Response Strongly agree Agree Disagree Strongly Disagree Total B) A C) DA Percentage 4 4 60 32 100 D) SD

No. of Respondents 1 1 15 8 25
SA A 4 4

SD 32 SA A DA SD

DA 60

INTERPRETATIONS: The above table indicates that 8% of the employees strongly agreed that training never helps for team building. 60% of the employees are disagreed the training never helps for team building. 32% of the employees are disagreed the training never helps for team building. .

19.

I think that training for employees of all departments helps to have healthy IR?
A) SA Response Strongly agree Agree Disagree Strongly Disagree Total B) A C) DA Percentage 20 8 56 16 100 D) SD No. of Respondents 5 2 14 4 25

SD 16

SA 20 SA A 8 A DA SD

DA 56

INTERPRETATIONS: The above table indicates that 28% of the employees are strongly agreed the training helps to have healthy IR. 56% of the employees are disagreed the training helps to have healthy IR. 16% of the employees are strongly disagreed the training helps to have healthy IR. From the above graph we came to know that training in no way helps to have healthy industrial relations but moderately it can reduce the job tension and make them free from frustration. 20. I think that training creates indiscipline in the organization?
A) SA B) A C) DA D) SD

Response Strongly agree Agree Disagree Strongly Disagree Total

No. of Respondents 4 3 0 18 25

Percentage 16 12 0 72 100

SA 16

A 12 DA 0 SD 72

SA A DA SD

INTERPRETATIONS: The above table indicates that 28% of the employees are agreed that training creates indiscipline in the organization. 72 % of the employees are agreed that training creates discipline in the organization. From the above table it is some what difficult to express about the discipline. Because, some of the employees feel that training in one way creates indiscipline due to the implementation of new technology due to lack of awareness. 21. Do you agree that training helps for the individual as well as organizational development?
A) SA Response B) A C) DA Percentage D) SD No. of Respondents

Strongly agree Agree Disagree Strongly Disagree Total

4 5 16 0 25
SD 0

16 20 64 0 100

SA 16

SA A 20 DA 64 A DA SD

INTERPRETATIONS: The above table indicates that 36% of the employees are agreed that training helps for individual as well as organizational development. 64% of the employees are disagreed that training helps for individual as well as organizational development. From the above table it can be understood that training in no way useful for individual development because of their self-confidence on them. 22. Training is not sufficient to enrich your skills and knowledge with update technology?
A) SA Response Strongly agree Agree Disagree Strongly Disagree B) A C) DA Percentage 0 28 72 0 D) SD No. of Respondents 0 7 18 0

Total

25

100

SD SA 0 0

A 28 SA A DA SD

DA 72

INTERPRETATIONS: 28% of the employees are agreed that the training is not sufficient to enrich their skills and knowledge with the update technology. 72% of the employees are agreed that the training is sufficient to enrich their skills and knowledge with the updated technology.
From the table given it can be understood that the training is not that much sufficient for them to learn. So, it is better to raise the training programs for the satisfaction of employees.

Findings
By this it can be understood that all the employees are not focusing on training needs. So, it is necessary for the management to make the employees focus on training plan for getting better results.

48% of the employees are strongly disagreed that management is taking initiative while conducting training programs.

52% of the employees are not satisfied with the skill matrix format which is provided by the management. Most of the employees agree that the training needs are fair and necessary for them to bring awareness for that performance appraisal system is useful for the employees up to a greater extent Some of the employees said that the training activities are not that much useful due to their lack of awareness and they think there is no change in their work activity after training also 44% of the employees are agreed that training helps to improve their skills. 72 % of the employees are agreed that training creates discipline in the organization. As we came to know that the employees are very much satisfied with the training activities and they are very much impressed with the training programs to build their interpersonal skills. 72% of the employees are agreed that the training is sufficient to enrich their skills and knowledge with the updated technology 36% of the employees are agreed that training helps for individual as well as organizational development. 32% of the employees are disagreed the training never helps for team building.

According to the data given above it came to know that training helps to improve team building and to co-ordinate with the other employees happily and successfully.

CHAPTER-III PROFILE

INDUSTRIAL PROFILE
Till 1960's Jute products for packaging and carpet backing were in good demand in the market, particularly in the export market. Thereafter, the demand for jute packaging products in developed countries has shrunk due to the emergence of cheaper synthetic alternatives, adoption of bulk handling

practices and instability in price and supply of jute products. However, with mandatory use of jute packaging bags in India since the 1980s, the domestic market for these products has grown substantially. The market protection in fact made the jute industry complacent in its mode of functioning as well as product-mix in spite of the rapid decline in the export market. Production is still centered on the packaging materials, sacking and Hessian which constitute about 80 percent of total production. The balance 20 percent of tarpaulin. In spite of substantial Government initiative since the 1980s for promoting jute diversification through appropriate policies and support measures, the industry's effort at diversification has remained far from encouraging, However, a large number of small and medium enterprises in the decentralized sector have involved themselves in a big way in the manufacture of varies types of jute diversified products with small-to-large value addition. A GREAT OPPORTUNITY: It is now evident that unless serious attempts are. made transform the image of jute products from cheap traditional packaging materials to valueadded products suitable for other diversified end-uses, the growth of the jute sector will be adversely affected. The growing global concern for the environment and increasing consumer preference for biodegradable natural fiber products have opened up a great opportunity for diversifying the usage of jute. However, the extent of enchasing this potential depends totally on the capability to meet the challenge of producing the best products in terms of technical attributes as well as consumer acceptability. Such capability can only be built up through further investment, technological up gradation, and strategic market promotion by both organized and decentralized units, strengthened by the Government's support. TABLE -1 1: DJP Capacity and production NO. Capaci Quantity of ty Unit Units Producti Quantity on in 2008-09 Value (in Rs. Crore)

Shopping &Hand Bag Floor 344 Covering Decorativ 70 e Fabric Geo 9 Textile Composit 9 e& Particle board Source: JMDC

s 576

Pcs Sp.m. MT MT MT

68 Million 29 Million 10.5lakh 21,000 18,000

Units Pcs Sp.m. MT MT MT

42 Million 11 Million 36.7lakh 19,000 5,500

113.34 106.40 70.82 36.92 9.54

Industry Milestone 1854 Birth of first Indian Jute Mill at Rishra in 1855 of West Bengal.

1854-1950 1950- 1960

Growth of Jute Industry. Adverse effect on Raw Jute Supply due to partition of Bengal increasing of Raw Jute Cultivation in West Bengal.

1960-1970 1970-1980

Golden period of Jute Industry. Loss of Export Market to synthetics especially in case In India in.

1980-1990

In roads of synthetics in the area of Jute Packaging, even in India.

1980-1990

Protection extended to Jute Industry through mandatory Orders by Government of India, Initiation of Jute Diversification.

1990-2000

Growth of Jute Decentralized sector in Diversified Jute Product Manufacturing.

Growth of export market for natural fiber products, Especially Eco-friendly Jute Packaging.

SOCIO-ECONOMICS About 4 million farmers and 0.25 million Jute Mill Workers are involved with Jute a economy.

 About 700 Jute diversified products units established in small and cottage sector for value added Jute utility, gift and home textile production. The Golden fiber Industry has been facing hurdle due to globalization process. Annual raw Jute Production and Jute goods production are & bales. A cluster of Jute twines units and 4 Jute mills in Andhra Pradesh. Jute cultivation in creases fertility in the soil naturally for other cash crop production and provides live hood to poor farmer family. SWOT Analysis: Global awareness in natural fiber promotion, wide market acceptability Life cycle cost of Jute is cheaper then synthetic fiber. MAJOR PRODUCTS: Considering the volume of production vis-a-vis sales, the major areas of Diversification for jute are: Small-capacity shopping and hand bags (for mass consumption), home textiles (floor coverings, wall hangings), jute and jute blended fabrics (serving mainly as decorative fabrics), gift articles, jute textiles, jute composites and particle boards. Shopping and hand bags: These have been established as the most promising diversified products of jute due to their excellent texture and aesthetics. These are manufactured from Hessian or jute-cotton union fabrics with or without laminations with handles of cane / bamboo / cotton braids, and zippers. India has been the largest exporter of these green bags. The export market has already crossed Rs. 100 crore, which can be enhanced if any quality and design are improved. Floor coverings:

Varied types of jute floor coverings such as mats and matting, floor covering with jute base, jute and blended carpet, durries, rugs, are produced by units already engaged in floor covering manufacture with other natural fibers. All such floor coverings have good dimensional stability, excellent rugged texture, and attractive exotic designs. They are becoming increasingly popular as eco-friendly items for room decor and have already exhibited good growth potential in export. The sustenance/increase of this growth will depend on further quality improvement, especially with respect to fiber shedding and colour fastness, and also on more attractive designs using CAD. DECORATIVE FABRICS: Jute-based decorative fabrics are mainly produced by the handloom/power loom units in the decentralized sector and bleached / dyed / printed jute Hessian fabrics mostly in the organized sector. Other types of union / blended fabrics with more than 50 per cent jute content are produced by the decentralized units, using different weave patterns and incorporating attractive designs. While some of these fabrics are sued as furnishings due to their thickness, texture, dimensional stability, and anti-static characteristic, many other fabrics are used in fashion bags for ladies, or attractive household items like lamp-shades. Some designed fabrics, woven with jute yarns I combination of fancy textile yarns or golden metallic threads are already in demand in overseas countries for decoration on festive occasions, specially Christmas. Wall hangings : Attractive wall hangings made of fiber, yarn and fabric of jute, and increasingly making their presence felt in the home decor market. Low-cost and aesthetic appeals owing to their characteristic textures are the main strengths of such products.

Gift articles :

Hand-crafted gift article of jute are as different and varied as they can be. The tea coasters, string bags, purses, water bottle carriers, hanging chairs and pen stands and even ethno-chic ornaments for ladies, all made of jute by skilled craftsmen/craftswomen, are becoming popular in the domestic market. A large number of women are engaged in manufacturing these handicraft items. GEOTEXTILES: Jute geotextiles is a preferred choice whenever the solution for a specific geotechnical problem demands geo textile attributed like biodegradability, high water holding capacity, higher frictional character, and soil enrichment * after degradation) either independently or in to combination. For this, erosion control, highway slope independently or in combination. For this, erosion control, highway slope protection, and soft soil consolidation can be considered as the priority areas for application of JGT. Several erosion control and highway slope protection projects in the U.S., and Switzerland have established the efficacy of JGT and more importantly its merit of biodegradability for ecological reasons. The next preferred area can be the stabilization of roads with not much heavy traffic load. In the case of road stabilization, the reduced strength and poor condition of JGT beyond two season's cycles after placement should not be of any concern as by that time the fabric would have already played an important role in providing a self-sustaining sub-grade for most types of soils. The gain in strength of the sub-grade with time has been substantiated by the field trail data showing much improvement in CBR value by using JGT. However, any further improvement in durability of JGT through appropriate treatment will strengthen the user's preference in favor of eco-friendly JGT. In India, a few field trials have established JGT's efficacy in stabilizing the mine spoils.

COMPOSITES & PARTICLE BOARDS:

Due to its inherent characteristic, jute fiber is a suitable candidate for effective use in production of fiber reinforced composites. Jute composite products are eco-friendly and techno-economically comparable with traditional wood/plywood materials and have found wide-ranging applications in building interior and transport sectors. The following types of jute fiber reinforced composite products and jute stick particle boards are being manufactured: Boards (medium/high density) of jute phenolic resin, boards of jute stick particles, jute thermoplastic boards and auto-trims o jute-polyester resin. Jute-phenolic resin boards, manufactured by a few entrepreneurs using Jute fabrics/felts, are sued mainly as plywood substitutes for end users such as

EXPORT OF MAJOR JDPS

Export (in Rs. Crore) Product 2004-05 2005-06 54353 Shopping & Carry Bag Floor 66.31 covering 4.2 Decorative Fabric 5.67 Wall Hangings 1.21 Gift Articles 141.92 Total of 5 JDPs Export 142.35 Total of All JDPs Export 931.69 Total of all JDPs to jute Goods Export % share of 15.3% JDPs to jute Goods Export Course: DGCI & Kolkata. 39.97 76.63 2.52 6.38 9.24 134.74 135.51 613.32

2006-07 609.82 124.18 2.81 6.63 5.44 200.34 203.17 913.32

2007-08 1065.74 104.37 1.30 .59 2.24 215.08 223.27 1051.89

2008-09 CAGR (%) 808.86 10 155.75 3.88 .64 1.68 242.80 253.75 1146.90 44 -2 -44 -38 14 16 5

22.1%

22.2%

21.2%

22.1%

10

TANGIBLE PROGRESS: As a result of the growing interest in manufacturing JDEs mainly in the decentralized sector, and the Government support through the JMDC from marketing, modernization and product development and through NCJD for providing escort services to SMEs, the impact of jute diversification can be assessed through the following indicators Manufacturing and Employment: The number of JDP units increased form 420 in 1993-94 to 1320 in 2004-05, registering a CARG of 12 per cent annually, as per a JMDC -survey, 2005. Though jute is grown in the eastern parts of India, the decentralized units making JDPs can now be found in many other regions - UP., Andhra Pradesh, Tamil Nadu, Haryana, Delhi and Kerala. This widely spread manufacturing base indicates that JDP has become an item of interest for entrepreneurs across the country. Annual production capacity, as in January 2005, for major JDPs, is given in Table I. Employment (direct and indirect) in the decentralized JDP segment has grown from 53,000 in 196-97 to 1.83 lakhs in 2003-04.

Sales: JDP sales in 2003-04 were Rs. 1299.21 crore. 30 percent of total jute goods production in value terms. Production in 2003-04, of major JDPs, is given in Table I. Export: The export of five major JDPs and their compounded average growth rat during 200-05 are shown Table II. Total exports were Rs. 253.7 crore which accounted for 22.1 percent of total jute goods export. The exports have exhibited encouraging growth with 16 per cent CAGR. The share of major items in the JDP export basket is shown in Fig I.

GROWTH PROSPECTS: Based on market response in recent years, the growth prospects of a few important JDPs, may be forecast as following Jute sopping and hand bags have already been established as consumer's preferences in both domestic and export markets. While figures on their growth in the domestic and export markets. While figures on their growth in the domestic market are not yet fully evaluated, the CAGR in value terms for the export market is placed at 10 per cent during 2000-05, which is certainly satisfying for the entrepreneurs engaged in this area. The U.S., the U.K., Japan and Saudi Arabia have become major importers of such bags. Exports may rise further in coming years due to growing global demand for eco-friendly products. For various types of jute floor coverings, the CAGR in value terms for export has been estimated at 44 per cent during 2000-05. This I a clear indicator of market appreciation of such floor coverings, mainly due to their versatility in colour, weave pattern and design, offering to create a new appeal of sophistication at an affordable price. But, domestic demand for such items is not encouraging for reasons not yet fully understood. Further quality improvement, through improved chemical finishing and using finer jute or jute blended yarns is expected to boost exports of jute floor coverings. In the export market, jute soil saver has remained as the most preferred member in the JGT group. Mainly due to lack of awareness, technical database (generated through field trials), and standards on technical parameters of JGT, the other types of JGT could not make much impact in both domestic and export markets. However, as a result of concerted efforts by the JMDC (promoter), engineers (users), scientists (developers) and jute mills (manufacturers) to resolve these issues, it is expected that JGT will soon establish its merit in terms of functional supremacy and cost advantage over synthetics in specific applications, and grab a modest share of the rapidly growing global market.

The potential of jute needs to be judiciously exploited through innovative R & D works for the development of new jute-based products with good market potential. PRODUCT DEVELOPMENT To avoid failures, development of any product must be based on the needs of the market. For this purpose, there is a strong need for cooperation between consumers and manufactures. To engineer jute diversified products keeping in view the market demands for the functional properties and/or appearance and feel, it may be required on one hand to blend jute with other fibers, especially finer ones, and on the other to employ appropriate mechanical and chemical processing techniques. The essential pre-requisite for any product development is to define the requirements in the new product or "product goals". During development of any new JDP, the developers should keep in view the prices of alternative products. It is worth mentioning here that inroads of synthetic alternatives have taken place, not so much due to their superiority, but due to lack of knowledge and exploitation of the potentialities of jute. Since the domain of technical textiles is considered as having the fastest growth rate in the global market, particularly in North America, Western Europe and Asia, this area has to be an important focus for new applications of jute. Being stronger and more dimensionally stable than most other textile fibers, jute can have greater usage potential in specific technical textile applications like packaging (packtech), geotextiles (geotech), agro textiles (agrotech) and composites (buildtech, mobiltech). Instead of presenting jute products simply as natural alternatives to their cheaper synthetic counterparts, they should be promoted as environmentally desirable products suitable for a variety of enduses.

SPECIALISTA IN BALING MACHINES For products of Cotton Silk Paper Boards Tobacco Iron Scrap Waste Cotton Wool Coir Fiber Paddy Straw Cloth Delint Cotton Hair Raw jute Waster Corrugated Polyester Yarn Waster paper Jute Bags Bagasse Fiber etc,

PROMOTION AS 'EGO-FIBER If the many environmental advantages offered by jute products, the following should be stressed in any comparison with similar synthetic products: Jute is an annually renewable crop with much lower oil equialence as compared to any synthetic fiber. Industrial production of any jute product consumers a fraction of the energy required for the manufacture of synthetic raw materials and products. In terms of CO2 emissions, jute has a clear advantage over any of its synthetic alternatives. Life cycle of any jute product can be considered as less environmentally damaging than that of any of the competing synthetic products. Jute products are biodegradable and decomposed jute materials do not have any hazardous impact on the environment. From the standpoint of eco-balances, it is not widely accepted that the factors of energy use, greenhouse emission, renewability and sustainability are the most critical elements in any assessment of long term global environmental impacts, and on all these scores, natural textile fibers like jute score heavily over synthetic fibers. The Union Ministry of Textiles is keen to jute diversification for the benefit of the sector.

 Two government agencies, Jute Manufactures Development Council (JMDC) and National Centre for jute Diversification (NCJD), are working to develop entrepreneurs in the areas of jute diversification. JMDC is helping entrepreneurs in marketing JDPs by arranging their participation in major international and national fairs/exhibitions. Due to JMDC's External Market Assistance (EMA) scheme, export of JDPs has shown a significant growth in recent years, To strengthen the manufacturing front, NCJD offers, to entrepreneurs in the decentralized sector, escort services towards raw material procurement, technology transfer, training and design development. The JMDC started in 2003 a capital subsidy scheme for up gradation / modernization of the organized and decentralized manufacturing units to enable them to be more competitive. A similar scheme is being offered by the NCJD. Recently, the NCJD introduced a micro-entrepreneur finance scheme which is expected to boost the growth of JDPs have now reached a value of Rs, 250 crore with a share of 20 percent in value terms in the export basket all jute goods. of Mr. ArunBal Secretary, JMDC, and Mr. Debanjan Sur is ex-Deputy Director, IJIRA.

CHART NO. 2.1 NATIONAL INSTITUTE OF RESEARCH ON JUTE & ALLIED FIBER TECHNOLOGY (Indian Council of Agricultural Research)

OUR ENDEAVOUR To carry out technological

basic research

and on

TECHNOLOGIES TO OFFER Grading of raw jute.

jute and allied fibers. To promote productions of good quality. To upgrade the fiber and the product quality fibers. To find diversified uses of plant fibers, their agricultural by products and industrial wastes in large scale and decentralized sectors. To act as a centre of human resource and development in relations to jute & allied fiber, establish linkages among different scientific and industrial organizations. Quality Testing Equipment and instruments. Fungal culture for quality improvement of raw jute. Jute Stick particle Board. Newsprint from whole Mesta plant. CAPLON Blankets Wrap and covered Yarn Miniature system Mushroom from jute waste Floor covering from jute non wovens Degumming of Ramie. Bio-pulping of jute stick Jute yarn Hairiness Meter Non-woven jute geo-textiles Processing of ramie & sisal. jute Spinning

COMPANY PROFILE

BRIEF HISTORY OF THE COMPANY: KRISHNA HESSIANS Jute and Cotton industry was established in 1910 by Local Zamindar of Eluru by name Ganga Raju's Mothers Family. Due to improper administration of Raw material and labour problems they closed the industry in 1930 for some period at that time. The Father family from Calcutta has taken the industry for lease with the shares from local people and they started improving the mill. In 1947 the organization was named as "East India Commercial Company" lease of " Krishna hessians Jute Mill. At present the turnover of the factory is 60-70 crores per year. Average production per day is 80 Tons. The maintenance of the factory is satisfactory. East India Commercial Company Limited has nearly 300 employees working. In the factory 2800 workers are working on permanent basis, 1700 are badili workers and other are apprentices approximately 500 women workers 100, aprox and other staff and supervisors 200 approximately. The present managing director is Mr.BrijGopal Lunani. This factory is traditional organization where a family runs the whole factory and the entire key posts. East India Commercial Company Limited Jute Mills has one unit more unit besides Sri Krishna Jute Mills, Ltd., Krishna Hessians, Kotturu. Sri Krishna Jute Mills Financial year start on 1st April and end of 31st March, Now East India Commercial Company has 2,75,000 authorized equity shares of Rs. 100/- each and 2,70,674 subscribed equity shares of Rs. 100/each. It celebrity, safety day on 5th March of every year. The Raw is being purchased from several purchasing from several purchasing centers in A.P., Orissa and West Bengal. They are purchasing from Bhimili, Srikakulam and Vijayanagaram. The production of the company is mainly based on order from various customer mainly the manufactures of Paddy bags and sugar bags. INDIAN JUTE AT A GLANCE:

1. 2. 3. 4.

Average land under Jute Cultivation: 1, 01,400 Hectares. Average production of Raw Jute: 10,500 Thousand Balls. Number of Jute Mills: 73. State Wise distribution: West Bengal Andhra Pradesh Bihar Uttar Pradesh Orissa Madhya Pradesh Tripura 59 4+1 (Hessian) 3 1 1 1 3

5. 6.

Average production of Jute Goods: 17,000 Thousand Tons. Average export of Jute Goods: 181 Thousand Ton:

ORGANISATIONAL STRUCTURE OF THE COMPANY: It consists of 3 level i.e. 1. Top level 2. Middle level 3. Lower level. TOP LEVEL MANAGEMENT: Managing Director and next to him is director. They consist top level management. MIDDLE LEVEL MANAGEMENT: All department heads of organization i.e. from personnel department, Finance departments, quality control departments, production department etc.

LOWER LEVEL MANAGEMENT:

Remaining person who either belong to administration or company are considered under lower level management namely assistant mechanics office assistants, Attenders, Security guards, Clerks, Security superintendents. FLOW CHART: A brief note regarding the process of manufacture along with a flow chart of the product under reference shall be given. There are several departments in the Jute Processing from the beginning till the finishing stage. They are as follows: Preparing Department Spinning Department Winding and Twisting Department Beaming Department Weaving Department Finishing Department The entire manufacturing process can be divided into the following individual Departments. 1. BATCHIG DEPARTMENT:

Jute is normally delivered to the mills in the from of bales. The bales received at the mill are first weighed at the recurring point and after it, jute was taken to the go down and stored the daily Jute issues are made to batching department where the bales are opened and "selection" of fiber done. A portion hewer small from every bale has to be "selected out" being suitable for some interior or superior variety of yearns.

Jute is grown is different areas and varies in strength, colour and fineness. The first step in preparing the fiber is naturally batching constructing of bending to various fibers selected or otherwise to obtain uniform its in strength and colour to given the precise quantity for spinning. In the first mechanical operation in the mill, the jute is fed in between sets of heavy spiral fluted rollers. This process helps in removal of dust sticks and barky portions adhering to the fiber, besides softening the fiber is general while the material is passing though softener, emulsion of oil generally a mineral oil called Jute Batching Oil" and water is applied on Jute. The softened is kept in piles for 24 to 100 or more hours depending upon fiber quality. This process renders the fiber thoroughly plain. 2. PREPARING DEPARTMENT: After piling still hard portion of roots in Jute are correctly cutted by knives. The fiber are then carded, first in breaker card and rent in finisher card and next in finisher card, which reduce the average length of the fiber by teasing and combing and deliver then in the from of a long continuous ribbon 5 or 6 in width called sliver. In the case of fibers which are burden breaker carded material is given an extra passage of carding in "inter card banner being, put in finisher card. The principle function of the CARDICG is to split the comitias of fiber fed into then by separating as far as possible the individual stranded of more so as to break. Their adherence to one another and at the same time attenuate fiber mass. The carded jute is next fed into drawing machine which drows out and attenuate the sever parallelize the fibers and by mass of a doubling process produce a another more over sliver. The drawing operation consists of three passage of material is light yarn side month the 1st drawing machine, second drawing machine and in the case of hear yarn two passages. Through it and finished drawing machine is ready for being common into yarn is spinning department. 3. SPINNING DEPARTMENT:

the spinning frames convert the sliver of the finisher drawing machine into yarn light yarn i.e. Hessian wrap / wefts and sacking warp yarn as well as sale yarn up to 18/19 Ibs count is spun on 51/4th pitch spinning gramers. 4. WINDING AND TWISTING DEPARTMENT: They yarn span is spinning department, which cones packed is a bobbin is directly winded into the from required yarn is generally converted into the following from. War yarn is spoole in spool winding machine for use is making because preliminary to making gunny cloth (consumed with in the factory). Sewing twine is. spool winding machine for use as selvedge in beaming and for sewing of bags (consumed with in the factory) Weft yarn in caps in cap-winding machine for use in weaving for produce sacking / Hessian fabric. Single yarn is caps in cap winding machine (far selling as such / and packed in bags of 50 kgs) Single yarn is caps in spool winding machine (far selling as such / converted into hanks / spools and packed into bags of 50 kgs bags of 180-200 kgs as required.

5 BEAMING DEPARTMENT:

In the selection the bags are prepared and as per the requirement of the customer the thickness, the width and the quality will be maintained. 6. WEAVING DEPARTMENT: There are automatic looms. In the looms electric prepare and then in the cylinder machine with the help of stem pressure the cloth with be pressed and passed through the rolls. 7. FINISHING DEPARTMENT: Women cloth is measured, damped and cylindered to produce the desired smoothness of finish. The sacking fabric finished as above and after inspection for quality desire into required sizes and then stitched to make bags which are inspected bundled and finally packed into bales. The Hessian fabric finished as in 10 above is in 10 above is inspected and folded on lapping machine and packed into bale. Yarn and twine intended for sale as such is packed in the from of bales of 180 to 200 kgs Each bag of 50 kgs in each.

EXPLANATION: The organization chart shows how the authority is delegated to different divisions. The main reason of the distribution of authority and responsibility is to avoid ambiguity and confusion among people. When any problem arises it clearly a show whom has to approach in order to solve the problem another reason into knows the position of the authority where they are. Managing director is the final designation under him, Director will be there below him, there are general manager is head under him, in charge will be working under G.M. under him supervisors below him masteries are there. Below him general works are working. DEPARTMENTALIZATION OF FUNCTION: As it is a Jute industry the departmentalization of various functions are entirely different in comparing with other industries. It consists of various departments in which production personnel, sales, finance, accounting, E.D.P., S.Q.C., stores, purchase, general administration and Jute departments are found here. Every department is headed by a general manager and consists of supervisors, in charge, officers, ministries, general workers and clerical staff. Each department is under the control of director and director reports to managing director. PRODUCTION: This department is the largest department in the entire organization. It consists of various sub-departments which are holding various processes to be performed in manufacturing Jute bags. In this department preparing spinning, winding, weaving, beaming and finishing are the various sub-departments. Here the raw material jute is passed through emulsion (JBO+ water) process. And then is softened and sound to drawing department where two roles of jute are mixed up and made one role. In second drawing there rolls are made one roll and in third stage of drawing two rolls are mixed up and made one roll. After that it is passed through yarn, where spinning department where the jute is winded and made into spooks. Again it is winded in big roles. The winding is of

two types one is warp winding and another is waft winding. Then it sent to finishing department for making Jute bags. MANUFACTURING PROCESS: Raw Jute is procured from Srikakulam, Vijayanagaram, Orissa and Assam. This Jute is stared in Godowns. Raw material is issued to batching departments on daily fair as per the requirements of production. The near portion of the Raw Jute is cut and it being sent to speeders. On speeders emulsion (Jute batch oil+ Water) is applied for smoothing and softing of Jute this process is call piling. WASTE: The solid waste generated Jute waste and dust of Jute waste is sent to Kothuru Unit for Hessians products and the same also used as the fuel for boiler and the remaining is disposed by landfill. The dust is disposed by landfill.

FINANCE: Finance is the life blood of the organization. of organization. The payments related to store purchase Jute and other In Sri Krishna Jute Mill Finance department is given due importance. It fulfills all the requirement

departments financial requirements are fulfilled of this department. Whenever the need of finance arise or identified in any department it is reported to the finance department and managing director. The financial grants are issued to various departments. The various financial decisions are made by the director and managing director of the company. FINANCIAL PROFILE: The achievement of any company can be judged from its financial position and its performance. The company with an equity capital of 7 lakhs is 1943 had grown today to have its share capital of 1719.32 lakhs of which share worth Rs. 1,673.56 Lakhs have been issued as bonus shares is various years. The turnover of the company is about Rs.91.71 crores. The contribution of the company to the etcher given by way of central and state excuse duties collected on Jute machinery. Jute bags etc have been very significant. The dividends are maintained at a reasonable level of 15% or above for the past many year. Sri Krishna Jute Mills owners its present position to the righted vision and zeal of their founder chairman late Sri Mothey Ganga Raju and the tempo developed us maintained the improved upon by the present chairman and managing director Sri Briz Gopal Lunani. Later during 1947 1948 East India Commercial Company from calculated had taken the organization on took it for lean. Even at present the company is under lease, but man shres were purchased East India Commercial Company. The present name of the Company is "East India Commercial Company Ltd., lessees of Sri Krishna Jute Mill".

COMPETITORS: The main competitors of this company are: 1. 2. 3. 4. East-coast jute mills. Chitivalasa Jute Mills Nellimerla Jute Mills West Bengal Jute Mills

In addition to the above many no. of small competitors i.e.small industries which is having less capacity are becoming competitors. The reasons that as the maintenance charges are very less the product is manufactured with less cost.

MAIN PRODUCTS: The main products manufactured are 1. 2. Sacking Cloth Jute Yarn

In this nearly 10-15 varieties are produced. With this material "Gunny Bags" are prepared. There are 3 units under lease of East India Commercial Company. 1 Sri Baja rang Jute Mills, Guntur. 2 Sri Krishna Jute Mills, Eluru. 3. Krishna Hessains, Kothuru. "Hessians" is another variety which is completely export oriented. This is manufactured atKothuru Jute SOURCES OF RAW MATERIAL: The original Raw - materials is brought from Orissa and Calcutta and also Jute Corporation of India.

SALES / MARKETING: Here the marketing is done by the sales department. Here the products are sold through various selling agents and apart from that major orders for products are from government i.e. direction general of supplier and disposal. They are also getting orders from FCI the goods are manufactured as per the requirements of the sales department. Sales department will instruct the line managers how much should be produced in a given period of time as per the demand for product in the market. MATERIALS / JUTE DEPARTMENT: This department function is to provide raw materials to the production department. The purpose raw material from Bihar, Bengal, North Bengal, Assam, Orissa and Bhirnili (A.P). They get raw materials by middle men (Brokers). The various quality of Jute materials are TD2, TD3, TD4, TD5, TD6 and TD7. Which are broadly classified under the groups? They are 1. 2. 3. Tosha Jute White Jute Meshta Jute.

In the above Tosha Jute is of high Quality. All the time maximum level of raw- material is maintained in order to insure availability of raw material in all seasons.

RESEARCH & DEVELOPMENT In this organization research and development is not given that much importance as it is not required in this jute industries. In this organization it is believed that to attract customers, good quality of product should be maintained which is seen by the quality control department. A part from that the function of research and development are also seen by the personnel department / sales department

FUNCTIONS OF PERSONNEL DEPARTMENT: The primary objective of HRM is to ensure the in availability of competent and willing work force to the organization. The various functions of personnel department is performed in order to realize the objective stated above the main function are: 1. 2. 3. 4. 5. 6. H.R. Planning Recruitment and selection. Training and development Performance appraisal Employee and executive remuneration Motivation and communication.

All other main functions of H.R. department are performed as per the standard of the Functions act 1948. TRAINING AND DEVELOPMENT IN EICC LTD: HRD and QM, section, which is functioning in the P&A Department, take the training and development functions at EICC LTD. The main objectives of the training and development at EICC LTD are; To conduct induction programmes for all technicians and other new entrants to the organization. To impart necessary skills and knowledge to all employees in order that they function effectively in their respective jobs, To expose all employees to the latest information, techniques and developments in relation to their jobs. 3.3 METHOD OF ASSESSMENT OF TRAINING NEEDS: The training needs are assessed by PMS process. It is the performance Management System, where in the supervisor have an eye on the employee performance and they record the strengths and weaknesses of the employees. As the employees weaknesses are found

it is send to the HRD department. It is duty of HRD department to analyses the problem and conducts the training programmes, accordingly. By this method, the assessment of training need is conducted. They set key result areas on the basis of policy, quality, and training. 3.4 TRAINING METHODS USED IN EICC LTD: I. Lecture method ii. Audio tapes iii. Video cassettes iv. Conference & discussion method v. Programmed instruction vi. Operative training 3.5 APPRENTICE ACT ADMINISTRATION IN EICC LTD In ANUS apprentices are mainly technical people, like mechanics, fitters, welders etc. they are from various ITI institutions about 50 students are selected and written test is conducted for them. Among these 5-6 candidates are selected. Basing on their qualifications they are placed on various sections, under technicians. The period of apprenticeship is 1 year. It may be extended if the section people want it. In this total period the apprentice has to work in various plants, so that he will gain knowledge in various aspects. They have to work in general shift. Job instruction method. Apprentice training Coaching Off-the job training

3.6

PROCEDURE

FOR

EVALUATION

OF

TRAINING

PROGRAMMES EFFECTIVENESS: The main feature of the HRD department is to conduct training programme. The programme conducted should be evaluated in EICC LTD. Supplying the feed back papers to all the employees who has attended to the training programmes does the evaluation of the training programme. The feedback sheets are collected and analyzed by the departments. Ratings are given to the programme conducted and take necessary steps to improve the programmes, and add the new topics required as per the evaluations. OTHER DEPARTMENT: The need for various departments depends on the nature of activities involved in the organization. So this organization account purchase and stores, EDP, Jute, Civil and electrical and Generators Departments are also main sub-operating pillars of the organizations. The functions of various departments are: Account Stores . EDP Electrical - Provides information to whole organization. It provides power to whole organization. It prepares all necessary account concerned to finance sales returns and purchase etc. Looks after the materials required by the various departments.

MAN POWER PARTICULARS

KH ON ROLLS LIST AS ON 18-06-2010 Department Permanen Preparing Spinning Winding Beaming Weaving Finishing Workshop Jute Monthly opet Clerical Supervisors Officers Watch &ward Total t 182 160 113 56 464 63 118 5 20 25 70 35 30 180 Budil 126 112 95 28 214 35 83 3 Apprentice T&Z Ser. 35 58 51 2 77 8 106 0 15 15 16 11 16 32 4 1 4 0 20 25 85 35 30 195 Total 359 341 275 118 759 107 311 0 40 50 170 70 60 2473

1. RECRUITMENT: It is the process of stimulating the applicants to apply for job. Here in recruitment process of searching for and obtaining applicants for jobs from among when the right people can be selected. 2. RECRUITMENT POLICY: The policy of management is to acquire suitable persons for the right job at right time at the right place and to maintain required manpower of the organization. 3. SOURCES OF MANPOWER: In the industry various sources of recruitment can be classified into two brand categories, namely internal and external sources. The two sources as follows. They are

SELECTION: Next to Recruitment the logical step in the Human resource is selection of qualified and competent people. Selection is the process of picking individuals (out of the pod of job applicants) with request qualifications competence to fill jobs in the organization.

SELECTION PROCEDURE: The selection procedure consists of a series of steps, At each stage facts may come to light which may lead to the rejection of the applicants. It is a series of successive hurdles of barriers which an applicants must across. These hurdles are screens are designed to eliminate on unqualified candidate at any point in the selection process. This technique is called "Successive hurdles technique". There is no standard selection increase with level and

responsibilities of the portion to be filled. The strategy and method used selecting employee various from to firms and from one job to another job. Steps involved in employee selector may be described at under. They are:

1. 2. 3. 4. 5. 6. 7.

Preliminary Interview Application Blank Selection Test Employment Interview Medical Examination Reference Checks Final Approval

SELECTION COMMITTEE: Here formally no selection committee is constituted but the selection committee is maintained informally. Here all selection are done by the director of the unit. The committee consists of top level management members. They are managing director and director. (A) WORKER CADRE: They need not have any educational qualifications; their selection process will be done on two stages. Preliminary selection and Final selection will be able to do the Technical work if they have any experience, then in final selection is certain departments height, weight are required to be tested. If they are according to the prescribed measurements of height and weight. Then they will place. (B) CLERICAL SUPERVISOR CADRE: Firstly when vacancy arises paper advertisement is being given then oral interview will be conducted for the post of supervisor. The Minimum Qualification required is a diploma in Mechanical Engineering. (C) APPRENTICE: In this organization. ITI apprentice are there where they have to under go there stages. They are: 1. 2. 3. Written Test Practical Test Oral Interview

If they are passed in the above three stages then they will be selected and stipend is also given as per apprentice Act, 1961 (D) EXECUTIVES AND MANAGERIAL CADRE: For the cadre of Applicants have to go for two stages. They are: 1. 2. Written Test Oral Interview

PROMOTION: The promotion policy of this organization is purely based on the experience promotion means an improvement in pay, prestige, position and responsibilities of an employee with in his / he organization. Ex: Assistant Officer can become an officer basing on his

performance experience and skills. TRANSFERS: A transfers involves a change in the job (accompanied by a change in the place the job) of an employee with out a change in responsibility or remuneration. When any critical situation i.e. it man power become shortage due to any reasons then Eluru workers will be transferred temporarily. Another policy of this organization is if both husband and wife are having the qualification and husband is working in Krishna Jute Mills and wife is working at Krishna Machines, Kothuru then the will be shifted to Eluru Mill. The organization is having some instance of this. PERFORMANCE APPRAISAL: Performance appraisal is a formal structured system of measuring and evaluating an employees job related behavioral and onwards to deserver how and any the employee is presently performing on the job and how the employee can perform more effectively in the future. So that the employee organization and society all benefit.

Confidential reports are being sent by the organization; periodically this process will be done. But if any situation arises then the personal department task to submit the confidential report are taken at the apprentice level review are collect. LEAVE FACILITIES: The leave to the people working in this organization are as follows: 1. OFFICER: 26 casual leaves, 10 Medical leaves half payment is

given for every 3 years it will be lapsed. 2. 3. UPERVISORY, CLERICAL: WORKERS: 15 Earn Leaves. Every January Payment is made this organization is having 11 holidays at an year. CONSTITUTION OF JUTE INDUSTRY IN A.P.: The Jute industry is long standing labour intensive industry is costal Andhra. The Jute industry in Andhra Pradesh Company of two segments. Composite Jute Mill which convert raw materials into yarn and there from produce fabric and bags. Yarn and Twin Mills which produce only Jute yarn and twin from raw jute. The following are the composite Jute Mill in A.P. and their production. Name of the Mill Chitivalasha Jute Mill Ltd. Sri Krishna Jute Mill Ltd. Nellimarla Jute Mill Ltd. Shree Bajnarg Jute Mill Ltd, Guntur Hoogly Mill Project Ltd, Vijayanagaram. Estimated Yearly Production Tons 30,000 30,000 30,000 18,000 10,000 26 Casual leaves.

The above are long during 1900's f) Establishing

established jute

mills

employing nearly

22,000 workers and paying very high wages. All the four mills were set up

harmonious

relationship

between

labour

and

management. ABSENTEEISM, TURNOVER AND LATE COMING Company Policy:Company policy regarding absenteeism, Turnover and late coming is to decrease then by punishment, dismissed, fine and counseling. For decreasing turnover they implement day to day new motivational means. Absenteeism Turnover Late Coming 5% 10% 10% to to to 8% 15% 16% per per per month year month

Absenteeism and Causes ;Here absenteeism is frequent and the main reason for absenteeism is sickness, family problems and heavy work load. Because of absenteeism the production targets are not reached by existing workers some times. Which may cause delay in delivery of goods to the customers? Turnover and Causes:Here turnover is because of low wage and lack of motivation of employees. The management is not having any proper methods of motivating employees. For that reason employees wherever they get high pay and other benefits wherever the organization. Late Coming and Causes:Most of the time workers come lately because of family problems and some times they come intentionally.

Measures:For late coming and absenteeism workers are given warning. If they repeat again and again they are punished or fined or dismissed or enquiry is conducted why they are doing so. For decreasing turnover management is increasing pay structure and adopting other motivational methods. LEAVE AND HOLIDAY ADMINISTRATION Different leave facilities:The leaves to the people working in this organization are as follows: Workers Officers - Earn leaves, medical leaves, casual leaves, maternity leave (Women workers). 26 Casual leaves, 10 medical leaves half payment is given for every three years it will be lapsed. Supervisory, Clerical - 26 Casual leaves workers get 15 earn leaves for which payment is maid every January. The procedure for applying leaves are as per the rules and regulations of the standing orders of the company. Procedure For Applying Leaves:1. Leave with wages shall be allowed to every person employed as provided for in chapter - VIII of the factories Act 1948. 2. Sick leave will be granted normally on the production of a medical officer's certificate. The medical officer must be of Employee State Insurance (ESI). 3. Maternity leave will be granted on production of medical certificate from the medical officer o the E.S.I Corporation. 4. Other leaves are granted in accordance with law, contract, custom and usage. These are the procedures for applying various leaves and

workers are guided by the personnel department in getting their leaves granted.

Holidays:Before 2002 the workers are entitled to total holidays 15 per year. Now it is decreased to10 holidays they are: Holidays Pongal - Kanuma Republic day May day August 15 October 2nd Deepavali Christmas Sankranti Mahasivaratri Vlnayakachaviti Permanent * * * * * * * * * * Budli * * * * * * * * * * Budlirejoined * * * * * * * * * *

Budli workers gets 8 days of holidays and budli rejoined gets 9 days of holidays per year.

TIME OFFICE MANAGEMENT

Administration of attendance:Each of the department maintains separate attendance registers which consists of worker name age, shift timing and these register) are submitted to the personnel department for recording of the data into review report of every employee which acts as the performance appraisal later.

Hours of work:According to factories act 1948, the minimum working hours are maintained as per the provisions of this Act That 8 hours per day and up hours in a week. Here problem of spread over and overlapping is not there and working hours are framed as per the convenience of the workers. Working hours for executives:The timings for executives or officers are 8:30 am to 12:00 pm 2:30 pm to 6:00 pm

Shift system for workers:The workers have to work. Under three shifts that is A,B and C shifts. Workers are also required to work for 8 hours a day. They are allowed to work for 4 hours and then they are given 4 hours of gap and then again 4 hours of work is allotted for the workers.

C-shift workers will be given night shift allowance of 0.75 per night for week and an amount of 1.50 per night as special allowance. For every 4 hours they will be given a break of 11 minutes. For other shifts of 11 minutes of break will be given twice in a shift.

Communication Policy:Open door policy is followed in this organization to communicate with departments, office staff and workers. Here the communication is in two ways that is receiving of message (information and feed back to the received information. Because of this the relationship between labour management is good and there are no problems in the administration if all departments and other sections of the organization. This the policy of the organization. Communication Media:They have variety of communication media which are of manual and technical. The common mediators between labours management communication are trade union, personnel department and

various committees. Besides that technical channels of communication are: Telephones Each department is connected through telephone Connections. Local area network

All department computers are interlinked through local area network. Through this information sharing is very easy. In addition to above communication is done through memos, circulars, notice boards and announcements. The communication channels are well equipped with technology which is interlinked with internets and local area networks.

SUGGESTIONS AND IMPROVEMENT FOR THE BEST IMPROVEMENT OF TRAINING AND DEVELOPMENT IN EICC LTD After thoroughly observing training and development practices at EICC ltd. I would like to suggest these suggestions for the best implementation of training and development activities . 1) Training and development programmes must be properly implemented so as to enable the participants in performing their duties. 2) To making attending for the training programmes and realize their creativity, potentials. 3) Provide the right kind of climate to implement new ideas by subordinates. 4) They organization may make certain steps to make the training more effective by improving the quality in training. 5) The usage of the infrastructure at the training program can be more effective. 6) The trainees gave the responsibility in making the training a success. 7) Provide on-the-job training to employees as and when required. 8) Make the employees reedy to face tomorrow needs 9) Create a corrective awareness towards training among all the employees. 10) A planned action must be taken on the feedback of the training program which paves the path the present training efficiency. improve the

CONCLUSIONS
The study is concerned with training and development in EICC LIMITED KOTHURU. The significance of selecting this topic relates to its importance in achieving the organizational objective through personnel development. 1) Most of the trainees are satisfied with the training programs. 2) Most of the training programs are conducted to the apprentice employees i.e. white collars. 3) The development programs are also given to the blue collars when required. 4) Feedback from the trainer as well as the trainee is to be taken after the training program 5) The duration of the training programs is done on the basis of the company policies Thus training and development is an educational

consideration rightly pointed as an national objective EDUCATION IS A CHIEF DEFENCE OF NATION. Training is the programme through which development and greater expansion is afforded respectively. Finally, in my research study on training and development concluded that, the majority of the respondents are fell that training department is equipped with adequate facilities and staff. And the personality of the employees have been developed, it enables them to do better roles in the organization.

A STUDY ON TRAINING AND DEVELOPMENT This questionnaire is aimed to study the training and development effectiveness in EICC Ltd In this questionnaire several statements are included which are connected with training and development. For the purpose of evaluating, analyzing and studying the subject, your valuable opinions are needed. Hence I kindly request you to express your opinions/views on the following questionnaire. I assure you will be treated as confidential and will be used for academic purpose only.

BY CH.S.SANKARAMU (M.H.R.M)

GENERAL INFORMATION NAME DESIGNATION DEPARTMENT AGE EDUCATIONAL QUALIFICATION LENGTHOF SERVICE IN EICC LTD : : : : : :

QUESTIONNAIRE
1. Do you agree that annual plan is focused on training needs identified by the company? A) SA B) A SD 2. Does the management initiates are not included in process of training needs identification. A) SA B) A SD 3. I think that the skill matrix format is relevant to your job? A) SA B) A SD 4. Will you agree that performance appraisal system for training needs identification is biased? A) SA B) A SD 5. Do you agree that training helps to do your job more effectively? A) SA B) A SD 6. Do you agree that training helps to acquire knowledge? A) SA B) A SD 7. Do you agree that training is not necessary to improve your skills? A) SA B) A SD 8. Before training only my quality of work is good than after training? C) DA D) C) DA D) C) DA D) C) DA D) C) DA D) C) DA D) C) DA D)

A) SA

B) A SD

C) DA

D)

9. Do you agree that your job performance has changed after training? A) SA 10. A) SA 11. A) SA 12. A) SA B) A SD Do you agree that your job efficiency is better before training? B) A SD I think that training is not necessary to develop your interpersonal skills? B) A SD I think that training modifies your behaviour in marinating good relations with superiors? B) A SD
13. Will you agree that training helps to develop your leadership

C) DA

D)

C) DA

D)

C) DA

D)

C) DA

D)

qualities? A) SA 14.
A) SA

B) A SD

C) DA

D)

Do you agree that training brings awareness to do your work by achieving your goals?
B) A C) DA D) SD

15.
A) SA

I think that training makes you enthusiastic and energetic?

B) A C) DA D) SD

16.
A) SA

I wont agree that training helps you to increase the productivity?

B) A C) DA D) SD

17.
A) SA

Will you agree that training helps to attend your work regularly without any absenteeism?
B) A C) DA D) SD

18.
A) SA

I think that training in no way helps to improve team building?

B) A C) DA D) SD

19.
A) SA

I think that training for employees of all departments helps to have healthy IR?
B) A B) A C) DA C) DA D) SD D) SD

20.
A) SA

I think that training brings discipline in the organization? Do you agree that training helps for the individual as well as organizational development?
B) A C) DA D) SD

21.
A) SA

22.
A) SA

Training is not sufficient to enrich your skills and knowledge with update technology?
B) A C) DA D) SD

Bibliography
1. Human Resource Management ---- P. Subbarao
2. Personal management

---- Edwin b. flippo

3. Human resource management ---- k. aswatappa 4. Hr reports EICC ltd